►
Description
The Committee on Fiscal Stability and Intergovernmental Cooperation of the Council of the City of Philadelphia held a Public Hearing on Tuesday, July 28, 2020, at 2:00 PM 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”).
A
B
B
So
this
hearing
is
called
to
order.
I
recognize
the
presence
of
a
quorum
of
committee
members,
members
of
the
committee
in
attendance
or
majority
leader,
shirelle
parker
jordy
whip
curtis
jones
jr,
vice
chairman
brian
o'neill
of
this
committee
council
members,
gilmore
richardson,
council,
member,
green
council
member,
brooks
council
member
thomas
and
council
member
canada
sanchez.
B
We
introduced
this
resolution
with
co-sponsors
council
member.
Let
me
back
up
this
is
a
public
hearing
of
the
committee
on
fiscal
responsibility
and
intergovernmental
cooperation.
The
purpose
of
this
public
hearing
is
to
hear
testimony
on
resolution.
Two:
zero,
zero.
Four
o
six
introduce
this
resolution.
B
B
So
before
we
begin,
I
want
to
briefly
mention
why
we're
meeting
here
today
we're
all
living
in
some
unprecedented
times
with
people
worried
about
jobs,
housing
and
actually
putting
food
on
the
table.
But
now
more
than
ever,
it's
important
that
we're
all
working
together
as
a
team
in
government
to
make
sure
we
can
help
people
to
the
fullest
extent
possible
and
do
what's
needed
to
be
confident
in
our
city's
finances
and
ability
to
weather
this
storm.
We
need
to
come
together
as
a
team.
Remember
together,
everyone
achieves
more.
B
Our
goal
for
these
sessions
is
to
have
our
city
leaders
come
together
to
build
better
financial
and
programmatic
strategies
linked
to
intended
goals
for
all
philadelphians,
and
we
want
to
do
this
in
a
very
transparent
and
public
way.
So
everyone
understands
what's
going
on
what
we're
doing
how
this
is
going
to
work
today
is
just
a
starting
point.
I
look
forward
to
many
hearings
ahead
of
us.
I
want
to
thank
all
my
colleagues
who
are
attending
today
and
thank
you
to
those
who
agreed
to
testify.
B
C
C
C
At
that
time,
pika
provided
funding
to
eliminate
the
city's
accumulated
general
fund
deficit,
allowed
access
to
capital
markets
and
restore
investor
confidence
in
the
city.
In
addition,
we
oversaw
the
creation
of
a
new
long-term
financial
planning
process
designed
to
impose
budgetary
discipline
on
the
city
as
a
result
of
establishing
pica.
The
city
also
obtained
authorization
to
levy
a
one
percent,
local
sales
tax
to
help
balance
its
budget
and
as
long
as
pika
exists,
the
city
cannot
file
for
bankruptcy.
C
C
So
here's
our
slide
on
what
the
general
fund
revenue
was
presented
in
the
five-year
plan
and,
as
you
can
see,
for
fiscal
21,
almost
73
percent
of
the
revenues
come
from
taxes
and
then
it's
broken
out
to
locally
generated
non-tax
revenues,
revenues
from
other
government
governments
and
revenues
from
funds
on
the
right
hand,
side
you'll,
see
general
fund
revenue
projections
over
the
course
of
the
five
years
and
that's
also
broken
out
by
the
same
sectors.
C
C
So,
as
you
can
see,
the
largest
sector
is
employee
benefits,
and
that
includes
the
pension,
as
well
as
the
other
employee
benefits
such
as
health
care,
unemployment,
disability
and
some
other
benefits
included.
Then
the
second
largest
piece
of
the
pie
chart
is
public
safety,
which
includes
police
and
fire,
and
then
it
just
breaks
down.
Judicial
corrections
is
the
district
attorney's
office,
it's
the
first
judicial
district
and
and
the
prisons
and
health
and
human
services
as
a
department
of
human
services,
health
and
and
behavioral
health
and
and
smaller
and
homeless
services.
C
Then
regulation
economic
development
is
commerce,
and
now-
and
I
are
that-
are
the
big
factors
in
that-
and
it
goes
down.
Arts
and
culture,
recreations,
recreation,
payments
to
arts
facilities,
as
well
as
a
library,
transportation,
sanitations,
totally
streets.
Central
services
is
what
is
it:
oit,
public
property
and
fleet
management?
Then
governance
administration
is
basically
everything
else.
The
mayor's
office
city,
council,
city
controller,
some
of
the
other
row
offices,
and-
and
this
is
all
broken
out
in
our
five-year
plan-
report-
our
staff
report
and
education,
employee
benefits
and
others.
C
So
then
we
as
we're
reviewing
and
analyzing
the
plan.
We,
even
though
we
recommended
approval
of
the
plan,
we
saw
some
risk
that,
if
they
took
place,
would
be
risked
to
the
budget
going
forward,
either
in
21
or
throughout
the
life
of
the
plan.
Obviously,
the
major
risk
was
the
impact
of
cova
19
and,
as
councilman
dom
said,
it's
unprecedented
there's
really
nothing
to
compare
this
to
or
to
build
a
build
off
of.
C
C
As
a
part
of
that
is
and
goes
hand
in
hand
is
economic
growth.
Then
we
saw
the
the
low
fund
balances
as
a
risk,
the
business
income
and
receipts
tax
projections
and
pension
funding.
C
So
the
coven
19
impact,
as
I
mentioned,
and
through
the
first
three
quarters,
the
city
was
7.1
percent
over
and
above
in
revenues
tax
collections
than
they
were
the
prior
year
through
the
last
quarter,
they're
down
7.3
percent.
So
that
is
a
telling
example
of
the
impact
of
kova
19
on
the
city's
budget
and
the
city's
local
economy.
C
Okay
on
the
federal,
but
on
the
2021
budget,
we
we
had
a
lower
starting
fund
balance
because
the
city
incurred
84
to
85
million
dollars
in
on
unprojected
or
unexpected
expenses,
because
of
the
impact
on
cover
19
in
2020,
revenues
were
reduced
in
2020
by
635
million
and
then
there's
a
projected
increase,
just
cost
for
covet
19
of
30
million
for
for
2021,
which
gives
you
a
total
gap
of
almost
750
million
dollars,
okay,
so
and
on
the
economic
growth.
C
What
we
looked
at,
we
review
all
the
city's
revenue
projections,
and
this
is
a
process
that
just
just
just
doesn't
begin
when
we
received
the
plan
which
this
year
was
june
29th.
C
Their
projections
will
be
for
the
next
plan
that
they
will
be
issuing
as
a
proposed
plan
in
march
and
then
later
in
june,
and
then
we
all
come
together
and
we
listen
to
the
city's
economists,
their
consultants,
as
well
as
the
city's
budget
director
and
finance
director,
and
we
and
we
open
it
up
and
they
receive
feedback
of
whether
they're
on
target
or
what
what
could
be
a
miss
and
then
the
city
at
sometimes
will
then
go
back
and
rework
it
or
tweak
it
if
needed,
and
then
that
those
numbers
are
presented
in
in
the
budget
and
the
plan
that
the
city
issues
in
march
of
that
year
this
year
was
was
somewhat
different
and
as
we
went
forward,
the
city
needed
to
revise
their
plan
on
may
1st.
C
C
And
what
this
slide
shows
you
that-
and
these
are
just
the
total
of
revenue
projections
for
all
that
the
rev.
All
the
taxes
over
the
course
of
the
five-year
plan,
so
the
difference
in
that
in
fiscal
year
21
was
126.5
million.
That's
overall
taxes.
Burp
is
about
90
million
of
that
in
2022
it
drops,
but
it's
still
a
negative
difference
of
73.7
and
then
in
23
it
drops
even
lower
to
55.8
and
then
in
24
it
rises
of
half
a
million
and
then
25
84.7
million.
C
C
Significantly
in
the
first
two
years,
and
if
our
projections
on
burke
came
to
fruition,
then
the
city
would
possibly
go
into
negative
fund
balances
and
I'll.
I
can
talk
about
that
a
little
later
on
another
slide,
so
the
fawn
balance
is
a
risk.
It's
been
a
risk,
but
the
city
has
been
until
this
year
the
city
has
been
making
steady
movement
in
in
having
larger
fund
balances
and
because
of
the
larger
fund
balance
they
had
last
year
going
into
2020.
C
I
think
it
lessened
the
impact
of
coven
19
on
on
fiscal
year,
20,
as
well
as
fiscal
year
21,
and
going
forward
in
saying
that
the
the
fund
balances
going
forward
are
not
like
where
we
want
to
see
them.
We
haven't
seen
these.
In
the
last
few
years
we
have
a
fund
balance
of
51
million.
Next
year
of
this
year,
50
million
and
22.
C
Then
it
starts
to
rise.
A
little
bit
drops
in
24
to
117
and
then
ends
at
us.
You
know
229
million.
These
are
not
where
the
the
city
project
has
their
projections
of
six
to
eight
percent
and
obviously
they're.
Nowhere
near
the
gfoas
recommendation
of
17
of
expenditures,
so
this
this
slide
shows
you
where
we
should
be,
and
the
green
line
is
under
the
gfoa
recommendations.
C
The
orange
or
red
line
is
the
city
target.
The
blue
line
is
actually
where
we
are
and
then,
if
you
add
the
total,
the
other
reserves,
the
labor
reserves
and
the
recession
reserve,
then
that's
the
yellow
line
so
you're
getting
closer
through
the
through
the
plan
period
to
the
city's
projections,
the
city's
six
to
eight
percent
goal.
C
So
the
the
major
factor
that
drove
us
in
in
our
concerns
among
the
the
revenue
projections
was
burke.
As
you
can
see.
C
In
the
first
year
we
were,
we
were
a
hundred
million
dollars
lower
than
the
city's
projections
for
burke
and
then
in
the
the
second
year
in
2022,
we
were
even
a
lot,
a
little
higher
about
110
million.
C
So
taking
that
into
consideration,
as
I
mentioned
before,
we
were
concerned
of
what
that
would
do
to
the
city's
budget,
especially
this
fiscal
year
and
in
fiscal
22..
C
So
this
slide
shows
you
the
potential
impact
on
the
fund
balance.
Now,
as
I
said,
the
main
major
driving
force
was
burke,
but
for
to
give
you
a
total
view.
This
is.
We
took
all
the
different
tax
revenue
numbers
so
that
if
you
start
with
the
fund
balance
of
51.4
million
for
2021-
and
you
take
all
the
revenue
shortfalls
between
the
city's
projections
and
our
projections
126.5.
C
C
So
as
a
result
and
in
in
accordance
with
pika's
act
and
statue
and
the
cooperation
that
we
have
and
that
we
believe
we
need
to
have
with
the
city
to
make
sure
that
their
that
their
budget
is
always
balanced
and
and
that
going
forward.
They
have
enough
revenue
to
to
take
care
of
the
services
that
the
citizens
demand.
C
So
we
said
to
the
city,
unless
you
re
re-look
your
review,
your
projections
for
bert
and
and
see
where
we
are,
if
we
can
meet
or
not
and
that
they
were
pretty
they're,
pretty
firm
with
their
projections.
C
And
so
I
said,
we
went
back
to
them
and
said
well.
It
would
be
difficult
for
me
to
recommend
approval
if
I
know
that
our
projections,
if,
if
could
put,
could
put
this
budget
into
deficit
in
the
next
two
fiscal
years,
so
the
city
said
and
then,
as
we
did
also
this,
we
did
the
same
process
in
fiscal
third,
fiscal
13
in
2012.
C
I
wasn't
here
at
the
time
and
but
I
remember
from
my
controllers
off
being
in
the
controller's
office,
so
the
city
put
forward
and
continue
contingency
measures
of
what
they
would
do
if
their
revenues
are
not
coming
in
the
projections.
Now
we
monitor
their
revenues.
C
However,
as
part
of
our
agreeing
of
part
of
our
plan
approval
process,
this,
the
the
pika
board
request
in
the
city
agreed
that
they
would,
on
a
monthly
basis,
provide
us
not
only
revenues
but
expenditures
by
departments,
so
that
we
can
make
sure
that
the
city
is
spending
within
their
means
going
forward
and
if
they're,
not
that
becomes,
that
creates
a
variance.
And
if
that
variance
is
created,
then
pica
will
say
to
the
city
will
mandate
to
the
city.
C
We
have
higher
fund
balances,
some
of
their
contingency
measures,
included
savings
in
the
debt
service
reopening
and
the
recession
reserve,
using
that
over
the
course
of
of
the
years
and
cares
act,
reimbursement
making
sure
that
they
do
the
best
job
possible
to
pay
for
out
of
the
cares
act,
reimbursement
for
services
that
are
coming
out
of
the
general
fund,
but
that
could
be
directly
correlated
to
cares.
Act,
requirements.
C
Then
another
risk,
as
you
have
seen
in
our
past
staff
reports,
is,
is
the
pension
fund
and
the
pension
cost,
and
while
the
city
has
made
significant
movements
into
reducing
the
increased
liability
and
remove
and
fully
funded
by
the
year
2033-2034
because
of
coven
19
and
the
and
the
fluctuation
of
the
stock
market
right
now
in
the
economy,
we
we
still
left
it
as
at
risk,
because
we
just
don't
know
what
the
investment
returns
will
be
and
and
whether
that
funded
liability
will
grow
or
or
or
just
stay
where,
according
to
the
city's
actuary
and
then
why
they
don't
rise
to
the
to
the
level
of
risk.
C
There's
other
financial
concerns
that
we
saw
in
this
plan
future
labor
cost.
The
city
has
put
aside
200
million
over
the
five
years
for
labor
costs.
As
you
know,
all
all
labor
negot,
all
labor
contracts
are
up
in
fy,
21
and
so
they're
all
going
to
either
have
the
arbitrator
negotiated,
and
so
they,
the
city,
put
money
aside
for
each
year
we
looked
at
it
more
conservatively
and
because
we
didn't,
because
there's
no
labor
cause
for
exemption
on
rep
pay.
C
One
lump
sums
that
sometimes
are
required
under
some
arbitration
or
labor
contracts.
So
in
there
we're
about
55
million
more
than
what
the
city
has
put
put
aside
in
speculative
revenues,
there
are
revenues
that
the
city
thinks
that
they
will
receive
money
on,
such
as.
C
Sale
of
city
properties,
reimbursements,
fines
and
from
the
parking
authority,
l
I
fines,
and
so
looking
at
that,
we
just
thought
we.
We
really
want
to
keep
a
special
eye
on
them.
School
district
of
philadelphia
like
every
other
government,
they're
going
through
the
same
crisis
as
we
are,
and
state
governments
are,
and
because
of
the
city
council
and
the
city
administration's
commitment
to
public
school
education
and
the
school
district
of
philadelphia
and
the
impact
of
real
estate
tax.
If
it
doesn't
come
in.
C
According
to
projections,
we
listed
that
as
a
concern.
Employee
health
benefit
costs,
they
keep
on
rising
they're
hard
to
project,
and
we
just
think
that
we're
a
little
bit
more,
we
see
them
rising
a
little
higher
than
the
city
as
projected,
and
then
a
budget
stabilization
reserve
last
year's
plan.
There
was
a
budget
stabilization
reserve
in
every
year
of
the
five
years.
C
C
However,
this
is
the
highest
we've
seen
for
at
least
10
years
that
we've
been
tracking
the
overtime
and
and
over
time
costs
that
are
not
minor
that
are
not
handled
appropriately,
robs
money
from
others
that
could
be
needed
for
other
city
services
and,
as
a
result,
at
our
public
meeting
on
the
five-year
plan,
the
city
has
agreed
to
give
to
present
pikas
smith,
the
pika
in
early
and
by
september,
early
fall
an
overtime
reduction
plan
and
that's
another
vehicle
that
another
form
that
pika
will
monitor,
as
we
have
been
to
try
to
get
these
overtime
costs
down
now
when
we
started
looking
at
this
this
issue,
one
of
the
reasons
we
were
told
why
overtime
costs
were
high
is
that
staffing
levels
were
low,
so
we
was
difficult
to
get
added
staff
so
as
that
pro
process
takes
some
time,
other
people
need
to
to
fill
in
and
to
complete
those
needed
services
on
overtime.
C
C
So
as
staffing
levels
have
grown
so
as
overtime,
so
it
presents
a
question
of
what
is
the
cause
of
overtime.
If
it's
not
because
of
staffing,
then
what
what
is
causing
this
over
time
to
rise?
And
hopefully
we
will
see
that
in
a
the
overtime
reduction
plan
that
the
city
is
going
to
submit
to
us
in
september,
and
then
these
are
public
pica
publications
that
we
forward
to
the
citizens
and
city
council
and
and
I'm
here
to
answer
any
questions
that
you
may
have.
B
Okay:
okay,
thank
you
directly
as
one
of
our
economics
members
and
if
council
members
have
questions-
and
I
ask
you,
let
me
know
by
writing
in
the
chat
feature,
but
I
have
a
few
questions
for
you
director.
First
I'd
like
to
ask:
can
you
go
back
to
that
staffing
chart?
I
just
want
to
make
sure
I
understood
that.
C
B
I
just
want
to
make
sure
I'm
clear
on
this
staffing
chart.
It
says
that
in
the
current
year
fiscal
year
I
guess
well
20
the
past
year
it
was
22
325
staffed.
Yes,.
B
When
you
look
at
the
graph
I
mean
just
looking
from
09,
it
looks
like
we've
fluctuated
from
09
through
even
19
in
the
21
to
20,
000
employees
and
all
of
a
sudden,
we're
shooting
up
in
a
recession
time
to
almost
24
000.,
yes,
okay!
B
B
C
We're
we're
in
the
process
of
working
with
the
city
on
how
we're
going
to
get
that
information
and
by
department,
and
it
will
start
out
with
projections.
What
we'll
probably
do
is
we
get
the
we
get
the
last
quarter,
the
qcmr
for
2020
in
august
august
17th
we'll
be
getting
it
this
year.
So
we
use
that
as
a
jumping
point
just
to
do,
projections
by
department
by
their
budget
and
then
so
that
we
can
each
month
as
we
receive
the
information
we
can
track
it
to
whatever
that
basis.
B
Because
I
think
I
think
the
tighter
we
we
track
this,
the
better
will
be
for
everybody.
Yes,
we
see
trends
and
we
can
we
can
adapt
based
on
those
trends.
The
second
question
I'll
be
real
and
I'll
be
brief
on
this.
Is
you
know
this
council's
well
aware
of
the
ever-present
disparities
we
see
in
services
and
outcomes
for
all
philadelphians,
everything
from
policing,
education,
covert,
19
protection,
health
care,
internet
access,
which
we
talked
about
even
yesterday
and
then
the
best
of
times?
B
These
disparities
based
on
race
and
income
are
rampant
across
the
city,
so
I'm
concerned
about
what
happens
in
the
worst
of
times,
which
is
probably
right
now,
okay,
so
we
all
need
to
be
focused
on
these
issues.
I'm
just
wondering
how
pika
has
incorporated
the
thoughts
on
race
and
equity
in
their
review
of
the
five-year
plan
and
the
scenario
where
your
revenue
assumptions
become
reality.
C
So,
as
we
look
at
their
budget,
we're
going
to
look
at
that
part
of
it
to
see
if,
if
that's
they're,
meeting
their
goals
there,
as
well
as
the
financial
aspect
of
their
budget,
so
and
then
we
also
look
we've
we
receive
on
a
quarterly
basis,
they're
performance,
metrics,
and
we
we
evaluate
them,
and
we
we
try
to
figure
out
trends
going
back
and
going
forward
and
we
do
call
the
city
out
on
on
some
of
their
if
they're
not
meeting
their
projections,
so
that
the
last
qcmr
the
city
did
not
provide
them
because
of
the
kova
19,
and
the
impact
of
that
was
doing
not
only
on
the
budget
but
also
on
staffing
and
people
working
from
home.
C
And
but
I
expect
that
we
will
get
those
performance
metrics
again
for
the
last
quarter
for
the
whole
year
on
august
17th,
and
so
we
can
all
on
the
revenue
side.
C
As
we
follow
the
revenues
we
can
show
light
on
where
those
revenues
are
coming
in
and
then,
as
we
match
that
I
believe
with
the
budget,
then
we
can
see
if
or
we
can
at
least
present
to
the
city
and
city
council,
whether
and
they
can
observe
whether
there
are
any
disparities,
either
by
neighborhood
or
by
class
or
by
race.
C
So
we
we
can
attempt
to
do
that
going
forward.
Okay,.
B
Thank
you
and
one
last
quick
question
that
you
brought
it
up
the
overtime
spending.
I
guess
my
issue
with
overtime
isn't
the
overtime
itself,
but
it's
the
fact
that
when
we
budget
over
time
we
consistently
exceed
the
budget
and
the
last
four
years.
I
think
the
numbers
are
about
140
million
of
overtime
that
we've
exceeded
in
the
last
four
years.
You
know
how
do
we
put
better
controls
on
that
as
pika
made
any
recommendations
to
the
administration
on
how
we
can
better
manage
that
over
time?.
C
We
have
in
some
of
our
overtime
reports
and
I
bring
my
experience
from
the
city
controller's
office
into
that
into
those
recommendations
that
they
need
tighter
controls.
They
need
an
approval
process.
C
A
reason,
a
justifiable
reason
and
then
have
an
approval
process
to
go
over
that
budget
from
the
department,
as
well
as
the
budget
and
finance
department.
I
I
remember
I
was
in
the
controller's
office
right
during
0.809
and
10
and
we
kept
our
overtime
budget
to.
C
I
think
it
was
50
000
now
we're
a
smaller
agency,
our
department,
but
once
we
got
to
50
000,
first
of
all
to
get
to
50
000,
we
had
strip
controls
in
place
and
it
had
to
go
to
the
post
audit,
deputy
or
the
pre-voted
deputy
then
had
to
come
to
the
first
deputy
and
and
then
working
with
the
the
budget
person
in
in
the
controller's
office,
and
then
once
we
got
to
fit
and
then
I
would
say
to
them:
well
we're
almost
there
and
you
still
the
cafe,
isn't
done
yet
the
school
district's
cafe
isn't
done
yet,
and
you
know
you're
going
to
have
overtime
there.
C
So
it's
just
working
within
your
each
department
and
putting
a
system
in
place.
I
recall
that
about
a
year
ago,
when
we
issued
our
our
report
and
some
a
spokesperson
for,
I
think
the
prison
said.
This
is
just
that
overtime
is
an
is
an
avenue
to
supplement
their
income.
C
Well,
that's
not
the
reason
for
overtime,
and
we
have
to
change
that
mindset
and
by
changing
that,
by
putting
controls
into
place
by
having
people
in
each
department
stick
to
those
controls
and
those
approval
processes
and
and
the
budget
department
working
hand
in
hand
with
each
department
on
whatever
the
projected
budget
is
for
overtime.
Staying
within
that
budget,
I
think
we
can
we
can.
C
We
can
reduce
overtime,
and
I
think
I
agree
with
you
that
councilman
that
was
a
problem
with
ours
is
well,
then
just
budget
it
if
you
need
the
money
for
overtime,
just
budget
it
budget
it
accordingly,
but
this
going
over
projections
year
after
year
after
year
by
a
significant
amount
of
money,
shows
that
there's
lack
of
control
and
lack
of
importance
in
in
curtailing
overtime.
B
F
Alan
thank
you
so
much.
I
appreciate
opportunity.
I
just
had
a
few
quick
questions.
I
know
that
we're
going
to
have
rob
deboe
marissa
come
on,
but
for
harvard.
C
I
think
the
main
difference
is
that
we
believe
that
the
economy
is
going
to
take
a
little
longer
to
rebound
than
the
city.
Does
our
economist
believes
that
a
vaccine
once
a
vaccine
is
in
place,
then
you're
going
to
that's
when
the
the
economy,
whether
it's
in
the
city,
state
or
federal
throughout
the
country,
will
rebound,
and
he
doesn't
believe
one
that'll
that'll
happen
to
until
july
of
2021
about
this
time
next
year,
and
it's
you
know
and
you
got
with
bert-
is
very
volatile.
C
It's
just
a
very
hard
tax
revenue
to
project
and
and
then
put
covet
19
on
top
of
that.
It
makes
it
even
more
difficult,
and
because
of
that,
we
we're
a
little
bit
more
conservative
and
we
believe
that
it's
going
to
take
a
little
longer
for
the
economy
to
bounce
back
than
I
think
what
the
city
might
be.
Looking
at.
F
C
Thing,
I
think,
because
philadelphia
is
a
is
a
part
of
what
drives
our
economy
is
the
medical
community
and
our
economist
sees
that
that
is
slower
than
the
city
projects,
that
people
are
putting
off
either
testing
or
surgeries,
or
you
know
even
dental
checkups
until
as
this
crisis
has
taken
hold,
and
so
he
believes
that
that's
part
of
the
burnt
numbers.
F
Right
and
I
can
reflect
on
that
from
more
of
an
anecdotal
perspective,
my
wife
is
a
senior
manager
at
chop,
and
you
know
they,
even
though
some
of
the
elective
surgeries
are
starting
to
come
back.
They're
still
not
at
the
revenue
levels
and
I've
seen
that
in
other
health
care
institutions,
where
a
lot
of
the
revenue
that
comes
in
from
elective
surgeries,
people
who
have
not
been
doing
that,
even
though
that's
now
allowed
because
of
the
concerns
of
cobra
19..
F
So
I
want
to
then
reflect
because
my
understanding
is
when
pica
approved
the
five-year
plan
that
was
based
on
the
contingency
that
the
administration
will
come
back
on
a
monthly
basis
regarding
where
revenues
and
expenses
were
going.
C
Right,
they're
going
to
provide
us
on
a
monthly
basis
the
revenues
which
they
bought.
They
they
do
according
to
the
act.
We
get
them
every
month
right,
but
they're
going
to
do
the
expenditures.
F
Now,
in
your
conversations
and
during
the
pika
process,
were
you
able
to
get
information
from
ihs
market
from
them
about
future
projections
on
a
monthly
basis,
or
could
they
only
provide
annualized
projections?
Regarding
the
you
know,
the
latter
parts
of
this
fiscal
year
or
future
fiscal
years.
C
We
have
not
received,
nor
did
we
request
monthly
projections.
We
we
report
on
monthly
monthly
actuals
so,
and
I
don't
know
if
they're
able
to
do
that
or
not
that
might
be
something
you
you
could
ask
rob
to
ask
ihs.
F
Right
and
that's
one
of
the
questions
I
asked
during
our
budget
process
because
of
the
concern
which
I
think
was
highlighted
by
the
economist
information
for
pica,
that
you
know
in
may,
the
collections
were
off
significantly
and
my
concern
is
in
future
months,
even
though
we've
been
able
to
reopen
more
and
we're
still
a
modified
green
and
based
on
it.
The
conversation
we're
having
about
life
sciences
and
and
health
institutions,
hospitals
in
particular.
F
I
have
a
concern:
we're
not
going
to
meet
our
revenue
estimates
and
that's
going
to
cause
a
ongoing
concern,
even
if
we're
able
to
get
some
type
of
revenue
reimbursement
from
some
of
the
federal
legislation
and
initiatives,
that's
being
discussed
in
dc
that
we
may
need
that
money
that
we
may
possibly
get
not
so
much
for,
even
though
we
need
it
for
the
revenue
that
we
lost
from
coba
19
from
you
know,
march
going
through
now,
but
we'll
need
it
because
the
revenue
estimates,
the
actual,
don't
meet
the
estimates
and
we're
going
to
have
even
bigger
issue
which
gets
to
your
point
about
fund
bounds
of
51
million
dollars
for
fy22
or
50
million
dollar
fund
balance.
C
And
and
and
just
remember,
councilman
that
even
though
they're
not
giving
us
monthly
projections
going
before
they
gave
us
monthly
projections,
they
gave
us
projections
for
those
taxes
if
they
and
we
know
what
taxes
come
in
at
what
period
of
time.
If
they're
not
coming
in
to
the
projections
at
the
city
and
they're
below
projections,
then
pike
is
going
to
say
to
the
city.
You
have
a
variance.
C
You
are
not
meeting
your
targets.
You've
got
to
come
back
now
with
another
revi
with
a
revised
plan
and
either
update
your
projections
or
or
or
update
your
expenditures
right.
F
Okay,
I
will
close
that,
thank
you
harvey
and
thank
you
counselor
down.
Thank
you,
council,
member,
green.
H
Thank
you
good
afternoon,
gentlemen.
Thank
you
for
your
presentation.
I
think
you
answered
one
of
my
questions,
which
was
the
issue
of
I
guess
the
pica
act
did
not
require
for
the
city,
that's
turned
in
exp
it
ex
its
expenses
and
that's
why,
in
the
past,
you
had
not
monitored
its
expenses.
Is
that
part
of
the
act
or
not
part
of
the
act.
C
It's
it's.
It's
part
of
the
act,
four
quarterly,
so
we
get
those
expenses
on
a
quarterly
basis.
That's
part
of
the
act,
however,
because
of
of
the
current
situation
that
we're
in
with
cover
19
and
the
impact
on
the
city
budget,
the
board
wanted
to
see
them
on
a
monthly
basis
so
that
we're
not
waiting
for
a
full
quarter
and
generally
it's
it's
even
longer
than
a
quarter
because
they
have
45
days
after
the
quarter
ends
to
provide
us.
The
information,
okay,.
H
Thank
you
has:
has
the
administration
shared
with
you
what
protocols
it's
using
in
its
reconciliation
with
covet-related,
federal
and
state
funding?
I
know
that
we're
having
a
hard
time
kind
of
following
you
know
what
they
consider
covid
non-covid,
and
so
in
these
discussions,
have
they
given
you
what
protocol
they're
using
utilizing
to
determine
a
copy,
related,
reimbursable
expense
and
a
non
one.
C
They
they
gave
us
they
presented
to
us
a
spreadsheet.
C
H
I
I
strongly
encourage
pika
to
be
part
of
that
conversation.
There's
a
lot
of
discretion
in
that
and
we,
you
know,
we
keep
as
we're
looking
to
prioritize
or
realign
priorities
based
on
what
we're
we're,
deeming
the
new
normal.
We
continue
to
have
some
debates
of
about
what
those
covet-related
expenses,
so
thank
you.
Your
pika
has
highlighted
the
volatility
of
burke.
Can
you
speak
to
is
that
on
the
gross
or
the
net
side
projections,
and
if
there's
anything
that
is
standing
out
to
you,
that
we
should
be
aware
of
in
both
of
those
things
we're?
H
C
The
it's
it's
both,
but
I
think
what
jumped
out
at
us
was
that
the
original
plan
in
march,
the
num,
the
projections
for
burp,
were
lower
than
the
projections
that
we
received
in
may
in
the
in
the
midst
of
this
cover
19
epidemic
and
that
they
project
in
fy
22
to
collect
605
million
dollars.
I
believe,
and
the
most
that
they've
ever
collected-
and
this
is
during
the
10
years
of
the
greatest
expansion
that
this
country
has
seen
economically.
C
I
think
they
collected
514
million
dollars.
So
even
before
we
we
got
into
the
process
with
our
economist
and
and
all
the
research
that
he
does
and
all
the
models
that
he
looks
at
it
was.
It
was
clear
to
me
that
I
I
we
thought
that
the
city
was
overly
optimistic
on
for
revenue
collections,
especially
for
fy21
and
fy
22..
H
C
Think
the
first
I
think
their
first
variable
was
that
they
believe
that
the
recovery
is
gonna
is
gonna
happen
quicker
than
we
than
we
believe.
C
Secondly,
I
think
they
were
looking
at
collections
from
medical
community
and
the
medical
businesses
and
which
I
I
discussed
earlier,
and
we
and
our
economist-
and
we
believe
that
people
are
are
taking
their
time
and
getting
non-tests
and
surgeries
and
that's
gonna
have
an
impact
on
the
medical
businesses.
H
Okay
and
then,
finally,
because
I
don't
wanna
monopolize
the
time,
although
I'm
chair
of
appropriations-
and
I
know
the
chairman
will
give
me
a
little
bit
of
leeway
in
this
space
when
you
compare
philadelphia
to
other
cities,
you
know
the
whole
debate
in
the
floyd
world
has
been
the
issue
of
our
budget
in
the
time
that
I've
been
here
has
gone
from
25
in
the
public
safety
category
to
30
in
the
safety
category,
as
it
relates
to
police
fire
courts
and
others
how?
How
is
that
a
best
practice?
H
C
C
Agencies
such
as
police
fire,
boston
is,
is
putting
him
forward.
H
I
just
want
my
colleagues
to
just
look
at
the
the
the
variations
of
funding
and
what
we
fund
right,
which
is
in
and
again
in
this
post
covet
floyd
conversation,
the
fact
that
two
percent
for
arts-
and
you
know
very
little
for
for
education-
this
one-
you
know
this
budget
when
you
put
it
in
that
chart
just
speaks
to
us
fueling
systems
that
we
are
fighting
against
and
really
divesting
from
people
that
we
need
to
invest
in
because
of
the
poverty
and
the
deep
poverty
we
have
in
the
sitting.
H
This
is
a
very
glaring,
I'm
very
offended
by
this
chart.
You
know
and
the
fact
that
that's
what
we
say
our
priorities
are
in
a
postcode,
floyd
world
and-
and
so
I'm
just
interested
in
you
know
if
you
could
find
some
comparison
to
other
cities,
I'm
embarrassed
by
this
chart.
I
really
am-
and
it's
very
hurtful
because
it
really
speaks
to
when
we
talk
about
crime
and
everything
else
going
on
in
our
city-
I'm
just
really
flabbergasted
by
it
and
then
in
terms
of
best
practice
in
the
overtime
management.
H
How
do
we
compare
to
other
cities?
Because
going
back
to
what
the
chairman
spoke
to
this
overtime
abuse?
Because
you
could
see
the
the
bad
actors
I
mean
literally
departments?
All
they
need
to
do
is
pull
up
their
census
and
say
we
have
200
people
that
are
making
a
200
percent
of
their
salary
or
100
of
their
salary.
H
You
know
how
do
we
fare
with
other
cities
and
what,
if
anything,
in
particular,
has
pica
in
highlighting
this
said
to
to
the
administration
about
getting
a
handle
on
this,
because
it's
clearly
not
measured
and
not
managed.
C
Right
we've
made
recommendations
to
put
strict
controls
in
the
place.
We
thought
that,
with
performance-based
budgeting,
that
that
would
be.
H
Don't
have
performance-based
budgeting.
I
think
we
we've
given
up
on
that.
I
mean
you
know:
we've
gone
through
all
these
different
variations,
we're
not
doing
that
even
in
a
covet
budget.
We
couldn't
come
up
to
to
that
process.
So
I'm
sorry
as
chair
of
appropriations,
I'm
just
going
to
push
back
completely
on
that
stuff.
When
goals
are
like,
I
return
calls
in
24
hours.
That's
just
really
not
performance-based
right.
C
I
know
we
and
I
agree
with
you
we've
when
we
get
to
the
metrics
in
our
in
the
qcmr.
We
question
some
like.
I
would
rather
know
how
many
after-school
programs,
the
recreation
department
and
how
many
people
kids
they
serve
in
them,
then
how
many
acres
of
grass
was
cut
and
that
that's
that's
a
personal
as
well
as
I
think,
a
pike
of
staff.
C
It's
it's
not
as
easy
as
it
sounds,
because
some
cities
don't
have
this
department,
responsibility,
other
cities,
our
city
counties
and
so
that
their
prisons
is
run
by
the
county,
but
we're
we
are.
We
just
finished
our
staff
report
on
the
plan
and
it's
it's
the
next
undertaking
that
staff
is
working
on
to
try
to
see
how
best
we
can
measure
overtime
cost
with
other
cities
throughout
the
country.
H
I
know
that
in
the
previous
administration
you
know
at
some
point
they
started
calling
out
some
of
these
employees
and
it
led
to
a
slight
reduction
by
some
of
those
folks,
I'm
going
to
strongly
encourage
you
to
work
with
this
committee
and
our
chairman
around
these
issues
around
overtime
and
overtime
management.
H
H
You
know
public
safety,
you
know
the
again
we're
in
a
reactionary
mode,
right
and
and
part
of
moving
from
crisis
to
recovery
is
is
management
right,
and
I
just
don't
see
it
when,
when
you
have
a
budget
and
only
eight
percent
reflects
our
investment
in
people
with
health
and
human
services,
one
percent
in
economic
development
and
we're
sitting
here
that
we
saying
that
we
need
revenue
to
get
to
recovery
again.
This
is
a
very
telling
slide.
Thank
you.
So
very
much.
Thank
you,
mr
chairman.
H
B
Thank
you.
Thank
you,
council
member,
and
I
want
to
recognize
council
member
mark,
zuella
who's
joined
us
and
next
question
is.
I
From
council
member
curtis
jones
jr,
thank
you,
mr
chairman,
and
thank
you
for
pulling
together
this
very
important
hearing.
I
want
to
just
say
that
retrospectively.
I
I
go
back
to
a
guy
by
the
name
of
carlo
gambetta,
who
was
the
finance
director
way
back
in
in
the
day,
and
I
say
that
because
I
remember
a
fiscal
time
pre-picker,
where
we
were
in
rooms
deciding
every
monday
what
vendors
we
were
going
to
pay,
because
we
didn't
have
money
in
the
actual
operating
account
to
pay
everyone,
so
we
are
in
a
very
different
space
today.
I
would
also
go
on
and
say
that
this
council
and
I've
I've
been
a
part
of
a
number
of
councils.
I've
matched
with
any
other
council.
I
I've
served
on
by
way
of
being
at
least
fiscally
conscious.
Now,
where
we
prioritize,
our
spending
will
will
differ,
but
we
do
count
our
pins.
So
I
guess
what
I
want
to
say
is
in
my
review
of
what
you
presented
today.
I
thought
not
only
was
the
city
of
philadelphia
optimistic
about
our
recovery,
but
you
may
be
a
bit
optimistic
about
our
recovery
as
well,
because
of
the
variable.
I
Is
to
going
forward,
mr
chairman
get
a
committee
that
is
diverse
in
perspective,
not
necessarily,
but
in
perspective,
to
be
a
part
of
your
economist
workshop
debate
about
the
future
of
this
city,
and
that
serves
two
purposes
one.
It
gives
us
early
warning
about
what
some
of
the
titans
may
view
as
problems
on
the
horizon
or
opportunities
on
horizon.
I
One
other
thing
that
if
this
vaccine
does
work,
there
might
be
cottage
industries
that
are
developed,
whether
it's
tracing,
whether
it's
distribution
of
vaccines,
whether
it
is
how
we
even
do
maintenance
in
subways
and
how
we
up
our
game
by
way
of
so
there
might
be.
You
know
in
china
to
say
every
crisis.
The
same
word
is
opportunity,
so
in
your
guest
as
to
where
we're
going,
are
we
factoring
what
how
pivotal,
how
pivotal
this
vaccine
development
is
for
our
local.
I
So
beyond
good
points,
I
really
want
to
make
sure
that
we
are
in
the
room,
because
we
also
serve
as
a
juxtaposition
to
some
of
the
things
that
are
maybe
spent
on
the
second
floor.
And
so
with
that
three-legged
approach.
I
like
what
we're
doing
quarterly,
but
I
really
would
love
to
hear
it
from
some
of
the
folks
who
have
a
broader
perspective
on
philadelphia
and
his
positioning
post
pandemic,
eds
and
meds
being
a
driver
and
what
that
could
mean
for
our
rebound.
I
I
would
say
both
I
really
was
intrigued
when
they
talked
about
bringing
all
of
these
forecasters
in
a
room
to
help
pipe.
I
really
was.
I
thought
that
that
was
forward
thing
and
I'd
love
for
us
to
be
a
fly
on
the
wall
and
listen
to
some
of
that
in
its
raw
form,
so
that
we
might
be
able
to
help
out
as
the
as
the
fiscal
year
goes
by
on
adjustments.
I
So
I
mean
when
we,
for
example,
when
you
talk
about
overtime
in
a
pandemic
year,
if
you
look
at
what's
going
on
in
the
streets
department,
I
think
one
one
quarter
of
their
workforce
is
out,
and
so
they
are.
I
got.
I
have
trash
for
the
miles
right
now.
So
as
we
look
at
how
they
augment
that
they
have
two
choices:
they
can
hire
some
more
trash
collectors
or
sanitation
workers
or
they
can
pay
overtime,
and
this
is
a
delicate
balance
that
it
depends
on.
Where
you
sit.
I
I
sit
in
city
philadelphia
where
my
trash
hasn't
been
picked
up
in
a
week.
So
I
think
better
information
going
back
and
forth
might
be
better
communications
in
the
long
run
and
then
better
decisions.
Ultimately.
B
C
I
don't
know
what
the
cities
is,
but
he
believes
that
a
vaccine
it
would
take
a
year
from
the
time
of
his
analysis,
which
was
in
july.
It
was
early
july,
so
he
he
doesn't
believe
it
will
take
effect
until
at
least
this
time
next
year,
which
would
be
july
of
2022.,
and
you
know
the
city's
determination
on
that
we
can
find
out.
C
I
I
think
I
just
want
to
be
if
you
would
provide
the
chair,
some
dates
where
he
can
pick
some
people
from
the
committee
just
to
be
in
attendance.
So
as
these
discussions
come
about
a
a
maria
sanchez
lens
or
a
council
member
brooks's
lens
might
be
offered
in
a
pie
chart
so
that
we
can
better
measure
some
of
these
other
measurements
that
are
important
to
us.
B
J
Yes,
thank
you
so
much,
mr
chair
and
thank
you,
mr
rice,
for
your
testimony.
I
just
wanted
to
circle
back
to
two
things.
In
february,
before
the
pandemic
began,
I
had
introduced
a
resolution
calling
for
a
hearing
of
this
same
committee
to
discuss
our
city's
preparedness
for
recession
and
also
the
strength
of
our
reserve
stabilization
fund
and
mr
rice,
you
had
testified
that
philadelphia
was
not
prepared
to
deal
with
a
severe
economic
recession
without
significant
support
from
the
state
and
federal
government.
J
So
I
just
wanted
to
circle
back
on
the
federal
reimbursement
and
what
kika's
position
is
relative
to
the
reimbursements
the
city
has
been
able
to
achieve
thus
far
and
then.
Secondly,
I
just
wanted
to
confirm.
I
thought
I
heard
you
state
that
pica
is
recommending
the
city
to
make
a
contribution
to
our
budget
stabilization
reserve
fund
in
fy25.
C
That's
the
city
has
put
that
in
their
five-year
plan.
It
wasn't
our
recommendation
that
was
that
was
included
by
the
city
in
their
in
their
five-year
plan
submitted
to
us
june
29th.
C
Well,
we
we've
taken
a
position
that
that
this
and
we've
been
taking
a
position
and
going
back
a
few
years
that
the
city
should
follow
the
council
ordinance
that
was
put
forward
in
2011
and
put
money
into
the
budget
stabilization
reserve
fund
for
such
events
as
we're
experiencing
right
now
and,
however,
in
taking
all
that,
you
have
to
weigh
it
with
well.
C
Do
we
just
do
we
just
put
money
away
and
we
have
problems
that
are
that
we're
experiencing
right
now
as
such
as
a
high
poverty
rate,
such
as
a
a
a
high
violence
rate
and
such
as
money
that
the
school
district
needs
to
prove
to
educate
our
children.
So
it's
a
it's
a
it's
a
balance
and
as
fiscal
watchdogs,
we
push
for
those
budget,
stabilization,
reserve
funds
and
rainy
day
funds
as
we've
seen.
C
The
city
has
to
weigh
that,
and
I
think
that's
why
it
took
a
few
years
for
them
to
to,
as
we
saw
in
last
year's
plan,
to
put
a
budget
stabilization
reserve
fund
in
every
year
if
the
kova
19
didn't
hit,
I
I
believe
we
would
that
would
have
continued
into
this
plan
and
future
plans.
J
Thank
you
and
then
also
just
pika's
position
relative
to
the
federal
reimbursement
the
city
has
received
thus
far
in
this
process.
C
C
And
so
I
I
think
the
city
is
doing
everything
they
can
to
maximize
the
money
that
can
come
into
philadelphia
and
then
using
that
money
as
best
they
can
appropriately
for
cover
19
costs
and
expenses.
So
it
takes
less
out
of
the
general
fund.
J
Thank
you,
and
then
lastly,
just
in
comparison
to
the
2008
recession,
as
it
relates
to
our
budgeted
positions.
As
of
right
now,
based
on
fy
2009
versus
fy21,
proposed
positions,
we're
up
almost
2500
positions,
correct.
C
E
Thank
you,
mr
chairman,
appreciate
it
and
it's
important
to
have
all
council
members
here
listening
to
this,
to
see
how
important
it
is
with
appropriations,
finance,
commerce
and
economic
development
and
then
fiscal
stability,
understanding
that
all
this
actually
works
together
to
make
the
city
run.
But
my
main
concern
is
looking
at
the
projections
of
the
revenue.
I
know
councilmember
sanchez
and
then
councilmember
greene
wrote
this
up.
The
city
projected
income
revenue,
but
we're
really
not
opening
up.
It
doesn't
seem
as
as
as
being
projected
so
knowing
that
and
pike
is
still
approving.
C
C
If
those
numbers
are
significantly
lower,
it
would
create
a
variance
and
then
we
would
go
back
to
the
city
and
say
you're
you're
you're
you've
got
to
readjust
your
projections
for
bur
for
water
any
other
tax
and
give
us
a
revised
plan.
That
is,
that
is
the
the
significant
structure
of
pica
over
this.
The
oversight
on
the
city
is
that
if
their
projections
of
revenue
or
their
expenses
or
something
occurs
and
and
they
can't
afford
that
or
the
projections
for
revenue
aren't
coming
in,
then
we
go
to
them.
C
E
C
Well,
if
we
don't
approve
it,
we
need
to
give
the
city
reasons
why
we
don't
approve
it,
and
then
they
have
a
certain
amount
of
days.
I
think
it's
15.
to
come
back
to
us
and
make
adjustments
to
correct
what
we
pointed
out
to
them.
If
they
don't
do
that
or
if
they
do
that,
and
it's
not
in
accordance
with
what
pikas
requests
were
and
they
reject
the
plan,
then
at
that
point
it
could
start
the
process
of
state
fund
some
state
funding.
C
There
are
a
lot
of
exceptions
to
it,
but
some
state
funding
stopping
coming
to
philadelphia
until
they
present
a
plan
that
pike
approves
and
that
it's
balanced
for
the
for
the
budget
for
the
year
that
were
for
fy,
21,
say
and
going
forward.
E
All
right,
looking
at
the
city's
plan
of
proposed
revenue,
you
guys
when
pika
looks
at
that
and
maybe
has
some
questions
about
it
goes
back
to
the
city.
Do
you
see
that
as
being
generous
when
you're
looking
at
it
and
saying?
Maybe
you
have
to
revise
that
at
that
time
or
you
should
do
a
little
wait
and
take
a
wait-and-see
approach.
C
No
well
what
we
did
that
councilman
you're
you're
speaking
about
exactly
what
occurred
this
time
when
we
were
going
through
the
process
we
and
putting
it
all
in
context.
Over
five
years
we
were
only
170
million
dollars,
difference
from
our
our
projections
to
the
city's
projections
out
of
19
billion
dollars.
So
it's
less
than
one
percent,
but
saying
all
that
fy
21
and
fy22.
C
They
were
significant
because
of
the
burke.
So
we
went
to
the
city
and
he
said
artberg
numbers
are
this:
your
bird
numbers
are
that
these?
Why?
This
is
the
reason
why
our
numbers
are?
We
don't
think
the
recovery
is
going
to
occur
until
sometime
in
late,
21,
22
and
and
some
reasons
and
they
they
came
and
said
that
they
they
were
going
to
stand
by
their
numbers
and
then
we
said
to
them.
C
Well
then,
as
a
staff
and
executive
director,
I
can't
recommend
approval
to
the
board
of
this
plan,
because
if
our
projections
are
the
ones
that
are
met,
then
this
is
going
to
throw
your
budget
for
21
and
possibly
22
into
deficit
and
a
deficit
fund
balance.
And
we
can't
allow
that,
according
to
pika
according
to
the
act.
C
So
that's
when
the
city
said,
the
city
submitted
some
contingency
reductions
that
they
would
make
as
they
as
we
go
forward
into
this
year,
this
fiscal
year
and
so
and
then,
as
a
part
of
that,
we're
going
to
be
monitoring
every
monthly,
not
only
revenues
but
also
expenditures.
So
we're
trying
to
put
as
many
safeguards
into
place
that
if,
if
there's
a
train
wreck
coming
we're
going
to
see
it
as
early
as
we
can.
E
All
right
so
sort
of
sort
of
a
safeguard
in
place,
so
that,
if
you
see
that
the
projections
are
way
off,
the
city
would
then
have
to
go
back
and.
E
C
It's
a
bit
various
reductions,
there's
reductions
in
debt
service
costs,
they're
they're,
going
to
use
the
reopening
and
recession
reserve
part
of
that
they're
going
to
eliminate
the
the
labor
reserve,
the
25
million
for
f-122
they're,
going
to
ship
some
costs
to
the
covid,
and
the
cares
act
they're
going
to
do
a
call
back
on
some
capital
spending
that
they've
already
out
of
the
pay,
as
you
go,
that
they've
already
committed
to
and
and
certain
other
various
measures
that
they
put
into
place
that
they
would
implement
if
needed.
E
Okay,
because
I
and
I
do
believe
that
obviously
this
budget
has
passed
and
even
though
it
was
difficult,
I
think
next
year
is
probably
going
to
be
one
of
the
most
difficult
and
2022
as
a
challenge
of
trying
to
put
this
together.
So
I
think
it's
good
that
is
it
possible
that
you
could
work
with
our
chair
as
these
monthly
meetings
go
on
to
see
where
we're
at
in
real
time,
so
that
council
can
react
and
be
able
to
be
assist
or
help
during
this
time.
C
Absolutely
we
will
provide
once
we
get
into
the
process
of
what
the
city
will
providing
us,
what
we're
going
to
measure
it
against
the
base
and
everything
we
will
provide
that
information
as
timely
as
we
can
on
and
you'll
get
that
every
month.
The
revenues
as
well
as
are
monitoring
the
city.
K
Thank
you,
chairman,
dom
and
good
afternoon
harvey
it's
great
to
see
you.
You
know.
I
appreciate
you
appreciation
and
value
up
for
your
work.
This
is
being
broadcast.
Live
in
this
pie,
chart
that
we
are
looking
at
now.
There
are
members
of
the
public
who
are
viewing
this
and
they
are
saying
for
the
very
first
time
those
who
may
be
tuning
in
because
they're
home,
when
they
would
normally
be
at
work
and
they're.
Saying
wow
is
this
how
the
city
of
philadelphia
spends
its
money
harvey?
K
I
I
want
you
for
the
benefit
of
the
public.
If
you
will
to
explain
whether
or
not
the
education
piece
of
the
pie,
that's
included
on
this
slide.
Does
this
this
doesn't
include
contributions
to
the
school
district
or
or
communities.
C
K
C
K
Okay
and
so
again,
just
to
clarify
for
the
record
there,
none
of
the
contributions
going
directly
to
the
school
district
of
philadelphia
or
ccp,
or
you
know,
investments
that
we've
been
made
are
included
in
here.
This
was
just
correct.
K
To
sort
of
the
administrative
portion
right,
okay
and,
and
also
when
we
look
at.
C
The
school
district,
the
school
district
contributions
and
the
money-
that's
in
the
other
piece
of
the
pie,
the
other
with
the
18
percent,
the
top
left.
K
Oh
okay,
okay,
so
that
is
included
in
other
okay,
so,
for
the
benefit
of
the,
I
don't
want
you
leaving
here,
thinking
that
the
city
council
are
filling
up
your
pike
or
anyone.
Okay,
our
commitment
to
education
is
not
reflected
here
and
harvey.
Do
the
same
for
me,
if
you
can,
when
we're
talking
about
health
and
human
services,
but
that
doesn't
include
any
non-general
fund
dollars
right
right
here,
where
you.
C
Not
it
doesn't
include
the
grant
money
that
dhs
receives
and
any
other
departments
within
that
sector.
Okay,
this
is
only
general
fund
expenses.
K
K
Sometimes
I
get
a
little
frustrated
when
we
hear
you
know
sort
of
technical
bureaucrats
talking
about
this,
these
different
types
of
budgeting
right,
and
so
we
we
hear
about
zero
based
budgeting
and
then
there's
performance-based
budgeting,
and
you
know
so
when
we're
thinking
about
performance
based
and
distinguishing
that
between
line
item,
we
know
line
items
like
so
show
the
very
bare
minimum
right:
the
salaries,
the
benefits
the
office
supplies,
the
travel
etc.
K
But
when
we're
talking
about
performance
based
budget
showing
what
each
dollar
accomplishes
in
essence
measuring
results
that
becomes
much
more
attractive
but
I'll
be
quite
honest,
harvey
in
this
day
and
age.
I
also
believe
that
even
the
performance-based
budgeting
is
not
sufficient
and
I
am
thoroughly
excited-
and
I
want
to
get
your
perspective,
because
we
know
that
you
live
this
econ
sort
of
thinking
on
a
daily
basis
and
we're
going
to
hear
from
them
happy
to
hear
that
we
are
going
to
be
considering
this
social
progress
index.
K
You
know
right
so,
instead
of
also
even
just
talk
talking
about
what
what
we're
actually
measuring
now
we're
figuring
out
how
we're
really
impacting
people's
lives
and
in
our
desire
to
see
people
have
access
to
equitable
opportunities.
So
I
want
you
if
you
will
from
piker's
perspective,
because
we
participated
in
a
a
briefing
that
was
held.
I
think
we
just
did
it
last
week
it
was
resolved,
it
was
jeff,
hornstein
and
some
folks
are
from
spi.
Tell
us
harvey.
If
anything,
do
you
know
about
this
process?
K
And
what
would
your
perspective
be
if
philadelphia
sort
of,
in
essence,
apply
an
spi
index
to
its
overall
budgeting
process?.
C
Well,
first
thing:
councilman
I
like
to
to
learn
more
about
it
and
I'm
willing
to
to
do
that
and
then
evaluate
it
and
whatever
works.
We
would
you
know,
and,
and
whatever
works,
deliver
city
services
equitably
to
the
citizens
of
philadelphia
and
keeps
the
city's
budget
and
five-year
plan
balanced.
Then
we're.
We
would
be
happy
to
review
that
and
and
and
learn
more
about
it
and
take
in
consideration
as
we
review
the
city's
reports
that
they
submit
to
us,
as
well
as
the
the
five-year
plan.
K
Thank
you
harvey.
My
final
question.
Harvey
is
every
regards
to
pika
reauthorization.
I
know
you
know
pew
held
this
conversation.
We
have
offline
held
some
conversations
with
some
friends
I
talked
to
in
harrisburg,
councilman
green.
You
know
introduce
the
resolution.
K
You
know
the
hearing
to
just
talk
about
pika's
future,
particularly
now
in
this
moment,
if
there
was
ever
a
time
that
philadelphia
in
its
budget
process
needed
some
checks
and
balances
to
ensure
that
we
were
not
just
budgeting
effectively
and
efficiently,
but
obviously
warding
out
any
waste
fraud
and
abuse
where
we
see
it
and
someone
sort
of
double
checking
our
work.
I
think
it's
now
and
I
want
you
to
tell
me:
is
there
anything
new
about
pika's
discussion
around
pika's
potential,
reauthorization
I've
been
hearing,
people
say
reform
it.
K
I
don't
think
that
those
people
when
they
talk
about
significant
reforms.
They
know
what
reform
means
when
they
talk
about
doing
it
in
the
general
assembly
and
what
could
potentially
happen,
particularly
given
the
impact
of
our
wage
tax
and
that
non-residents
wage
tax,
and
you
know
where
it
comes
from
with
that
sterling
act
and
the
kind
of
folly
and
mischief
that
has
constantly
been
stoked.
When
we
talk
about
that.
C
C
I
I
question
what
they
mean
by
reform
measures,
because
right
me,
too,
look
at
the
last
20
years
or
27
years.
Pika
has
done
exactly
what
the
visionaries
who
created
the
statue
planned.
C
We
got
the
city
through
the
crisis
of
0809,
we're
getting
them
the
crisis,
we're
doing
our
job,
we're
checking
on
them
we're
we
have
our
own
economist,
we
we
are,
and
the
city
has
balanced
budgets
in
the
last
few
years,
with
the
help
of
the
administration,
the
help
of
city
council
before
coca
19,
we
were
seeing
fund
balances
of
over
300
million
dollars
and
and
contributions
to
the
bsr
and
more
social
programs
to
address
the
poverty
and
those
issues
that
are
connected
to
that.
C
So
I
don't
know
what,
when
they
talk
about
reform,
what
reform
measures
they
would
do
because,
as
I
always
say-
and
you
know-
maybe
I'm
because
I'm
here
so
it's
a
little
self-serving.
But
if
it
ain't
broke,
you
don't
need
to
fix
it
and
I
think
pika
is
doing
its
job.
It's
working
with
the
city,
it's
holding
the
city,
to
balance
budgets
and
to
a
good
economic
future,
and
I
think
it's
you
know.
Hopefully
it
gets
extended.
C
I
probably
won't
be
here,
but
I
think
someone
should
be
here
to
help
the
city
as
they
go
forward.
K
So
one
thank
you,
mr
chairman,
and
this
will
be
my
last
comment.
One
harvey
I
want
to
formally
just
say
thank
you
for
putting
that
on
the
record
relative
to
reform.
It
was
interesting,
however,
when
a
discussion
happened
with
pugh.
K
I
remember
reading
some
comment
that
was
written
in
some
newspaper
story
and
it
said
in
essence,
we
should
be
doing
away
with
pica
because
it
in
essence,
has
done
what
it
was
supposed
to
do,
and
now
the
city
of
philadelphia
is
in
a
position
where
we
can
just
do
this
on
our
own,
and
I
I
I
thought
to
myself
when
I
read
that
quote,
I
said
to
myself
wow.
K
I
really
wish
that
person
could
travel
to
harrisburg,
to
figure
out
how
challenging
and
difficult
it
is
and
if
we
say
reform
and
it
is
open
up-
they
don't
know
what
they
would
be
potentially
doing.
Finally,
harvey
pensions,
you
talk
about
pension
costs,
something
I've
been
extremely
actively
engaged
in.
I
was
really
pleased
this
year
to
know
that
philly
had
won
the
gfoa's
award
for
excellence
in
government
and
finance,
and
it's
on
the
road
to
pension
recovery,
and
you
know
we
didn't
get
there
easily.
K
You
remember
the
work
we
did
in
harrisburg
and
having
to
increase
the
the
sales
tax
to
generate
a
sustainable
revenue
fund
to
help
to
make
contributions
to
it.
Tell
us
if
you
will
what
your
thoughts
are
about
the
efforts
that
the
pension
fund
has
put
forward.
C
Well,
as
as
we
mentioned
in
our
staff
report,
and
at
various
times
was
also,
I
was
one
of
the
first
report
I
issued
when
I
took
over
as
executive
director
in
january
of
14
was
our
report
on
the
pension
plan
and
we
had
many
recommendations
in
there
and
it's
to
the
city's
credit
and
their
commitment,
both
by
the
administration
and
both
by
council,
because
I
watched
those
hearings,
they've
put
reform
net
measures
in
they
got
higher
contributions
rates
from
from
employees,
they
they're
restruck
they've
restructured
their
investment
portfolio
and
the
hedge
funds
and
they're
saving
costs
there
they're
committing
more
money
over
the
mou.
C
To
bring
that
fund
alive
so
they're
and
and
they've
and
they've
adjusted
their
rate
of
return
they're,
lowering
that
to
more
conservative,
so
they're
they're.
They
are
seriously
about
restructuring
the
pension
fund
and
getting
it
to
in
in
in
2033
or
2034
to
almost
full
funding
and.
L
Yes,
thank
you
very
much,
mr
chair
and
I
appreciate
you're
holding
this
hello
harvey.
Thank
you
for
your
work
good
afternoon.
So
I
wanted
to
ask
a
little
bit
about
pika's
report
and
its
inclusion
of
the
school
district
of
philadelphia
and
it's
a
looming
billion
dollar
deficit.
L
C
C
If
there's
going
to
be
a
deficit,
because
if
there's
going
to
be
a
deficit,
then
we
know
because
of
city
council
and
the
administration's
commitment
to
public
education
and
to
the
school
district
that
that
might
put
a
strain
on
upon
the
city's
budget
as
we
go
through
and
do
our
review
and
analysis
of
the
city's
five-year
plan
we
don't
have,
we
don't
have
the
ability
nor
the
authority
to
oversee
or
com
or
approve
or
recommend
recommendations
to
their
budget
and
their
their
five-year
plan.
C
L
Right
so
one
of
the
concerns
that
I
would
have
is
that
you
know
the
district
has
repeatedly
pointed
to
the
expense
of
charters
and
the
lack
of
support
from
harrisburg,
to
do
charter
school
reimbursements
or
to
alleviate
any
of
the
burden
that
charters
are
applying
and
again
you
know
the
the
data
from
the
district
is
that
fifty
percent
of
every
new
dollar
into
the
district
goes
towards
a
charter
school
and
not
towards
the
school
district
of
philadelphia.
L
As
a
you
know,
as
a
managing
entity.
So
you
know,
we've
also
had
serious
situations
where
the
facilities
crisis
that
is
currently
in
the
philadelphia
public
schools
and
is
probably
one
of
the
top
reasons
why
the
district
is
going
virtually
entirely
virtually
online
as
of
september,
is
a
major
issue
and
continues
to
be
a
major
issue.
And
then
you
know
other
entities
like
emoodies
in
say:
2012.
L
C
No,
I
agree,
and
I
would
I
would
be
very
willing
to
sit
with
the
school
district
if
there
will
and
go
over
their
budget
and
whether,
where
their
stress,
what
is
the
stress
on
their
budget
and
how
that
would
affect
and
then
take
that
how
it
would
affect
the
city's
budget
and
then
then
opine
on
that
at
that
time,
because
if
there's
going
to
be
a
stress
on
the
city's
budget,
as
we've
said
in
our
report,
it's
a
concern.
L
Thank
you.
I
just
think
it's
important
for
pica
to
to
have
somebody
who
weighs
in
on
the
educational
expense
front.
So
thank
you
very
much.
You're
welcome.
B
B
If
that
happens,
correct
yes,
so
I
think
that's
the
summary
of
what
I've
gleaned
from
this
so
far,
and
I
know
we're
here
for
administration.
I
want
to
thank
you
director,
rice
for
being
here
today
and
for
your
ongoing
oversight
of
our
city's
finances,
no
question
that
we
definitely
need
you
and
I
hope
that
we
can
also
participate
as
council
member
jones
talked
about
in
some
of
those
meetings.
We
hope
to
have
you
back
here
real
soon,
so.
C
Thank
you
very
much
director
rice.
Thank
you.
Thank
you.
I
I
appreciate
being
here
and
and
being
with
you
today.
Thank.
B
M
Chair
dom
and
members
of
the
committee
on
physical
stability,
I'm
rob
dubo
the
finance
director
for
the
city
and
I'm
joined
by
budget
director
marissa
waxman,
I'm
here
to
provide
testimony
on
resolution
number
200406
to
discuss
the
fiscal
position,
overarching
social
impacts
of
the
city,
the
city's
21
budget,
as
approved
by
council
on
the
21
to
25
five-year
plan,
which
was
unanimously
approved
by
pica
on
july.
21St.
M
M
So
after
the
the
budget
was
passed,
we
submitted
an
updated
fy21
to
fy2805
five-year
plan
to
pica.
We
made
adjustments
to
the
plan
for
things
that
had
happened
during
the
budget
process.
We
had
also
already
begun,
as
harvey
said,
working
with
pica
and
its
economic
consultant,
to
communicate
the
assumptions
underpinning
our
plan,
particularly
for
tax
revenue
estimates.
M
The
city,
as
it's
done
in
the
past,
used
ihs
market
in
a
global
econometric,
consulting
firm.
They
also
serve
the
same
role
for
the
commonwealth
and
for
numerous
other
cities
and
states
and
they've
built
up
an
understanding
of
our
local
economy
and
conditions.
Through
years
of
working
with
us,
pica
engaged
its
own
economist
temple,
professor
charles
swanson
and
pika,
in
collaboration
with
the
federal
reserve,
convened
an
additional
gathering
of
economists
to
discuss
both
sets
of
projections.
M
We
continued
assessing
new
insights
and
data.
We
did
a
survey
of
berk
payers
to
assess
their
optimism
or
pessimism
about
the
future.
We
reviewed
analysis
from
the
delaware
valley,
regional
planning,
commission,
of
which
sectors
were
operating
in
each
phase
of
the
shutdown
we
used
internal
and
external
data
about
economic
conditions
and
other
guidance.
M
Ultimately,
the
city's
economist
and
ike's
economist
for
projections,
as
you
just
mentioned,
were
very
similar
over
the
five
years,
with
only
about
a
one
percent
variation.
M
There
were
over
differences
between
the
two
set
of
projections
in
the
timing
of
collections
and
with
the
city
with
the
city
projecting
higher
collections
from
the
bert
and
pika,
projecting
higher
sales
and
parking
tax
than
the
city
projected.
M
Given
the
sheer
scale
of
the
economic
shock
from
covet
19
and
the
uncertainty
related
to
the
panther
virus,
it's
not
surprising.
There
are
a
range
of
reasonable
assumptions
about
where
we're
headed
and
when,
in
fact,
I
think
it's
probably
more
surprising
that
over
the
five
years,
our
economists
were
so
close
to
each
other,
as
pika
staff
reviewed
the
five-year
plan.
In
order
to
make
recommendations
for
against
approval,
they
requested
an
addendum
to
the
plan
to
outline
what
steps
the
city
would
take
if
actual
collections
were
closer
to
their
economist
projections
than
to
the
cities.
M
This
addendum
process
was
similar
to
one
that
had
been
used
back
in
fy13,
as
as
harvey
mentioned,
when
pikas
staff
identified
greater
than
usual
risk
to
the
plan
using
pikas
projections.
The
plan
would
have
wound
up
in
the
red
for
both
fy21
and
fy22,
to
balance
the
plan
we
needed
to
bridge
75
million
and
21
and
22
million
in
fy
22
for
a
total
of
97
million
dollars.
We
also
didn't
want
to
end
up
with
just
a
zero
fund
balance,
so
we
structured
the
plan
to
have
some
remaining
fund
balance.
M
M
M
We
used
updated
data
regarding
collections
and
spending
in
fy
20
and
looked
at
how
that
would
impact
our
fy
21,
starting
balance,
doing
that
we
identified
18
million
in
unspent
reserves
and
about
28
million
in
unspent
debt
service
costs.
That
was
achieved
to
better
than
planned
interest
rates
and
savings
from
refundings
that
had
not
been
initially
budgeted
assumptions
about
future
debt
service
costs
were
also
updated,
as
has
been
going
on
since
the
cares
act
was
implemented.
M
The
guidance
from
the
feds
continues
to
evolve
and
newer
guidance
shows
that
we
can
apply
some
transaction
costs
from
a
cash
flow.
Borrowing
to
the
cares
act,
so
we
will
plan
to
do
that.
M
We
also
identified
planned
reserves
that
could
be
reduced
as
we
testified
during
the
budget
process.
Even
though
the
current
situation
is
more
challenging
than
we've
experienced
in
decades
remained
essential
to
set
aside
reserve
in
case
things
got
worse
tapping
into
those
reserves.
As
a
part
of
the
contingency
plan,
as
things
get
worse,
it
makes
sense
under
the
contingency
plan.
The
recession
and
reopening
reserves
are
reduced
entirely
in
21
and
partially
in
22
and
23..
M
The
labor
reserve
for
fy21
was
also
removed,
as
we
did
in
the
initial
revisions
of
budget
plan,
we
identified
opportunities
to
shift
costs
to
grants
or
other
funds.
In
addition
to
the
debt
service
costs,
the
updated
federal
guidance
made
it
clear
that
there
were
some
personnel
costs
for
public
health
and
public
safety
that
were
currently
included
in
the
general
fund.
That
could
be
shifted
to
recovery
grants,
funds
that
would
squeeze
out
other
potential
uses
for
the
funds,
but
the
administration
will
prioritize
core
service
delivery.
M
If
necessary,
these
strategies
will
have
limited
impacts
on
residents
or
employees
to
address
the
remainder
of
the
financial
gap.
Administration
identified
areas
where
operational
needs
may
be
lower
than
initially
envisioned
in
the
main
proposal.
For
example,
less
demand
for
police
vehicles
purchased
by
the
office
of
fleet
management
and
human
resource
support
in
the
chief
administrative
office
for
onboarding
new
cadets.
In
light
of
the
decision
to
reduce
headcount
in
the
police
department,
the
contingency
plan
also
would
include
some
difficult
decisions
which
were
made
with
input
from
our
budget
equity
committee.
M
Current
conditions
cause
us
to
balance.
Projected
projected
lower
fund
balances
against
the
need
to
provide
services
to
philadelphians
when
they
need
the
most
as
harvey
talked
about
now.
Lower
fund
balances
are
a
result
of
the
situation.
We
are
in
budakovit
we're
able
to
close
about
one-third
of
the
initial
gap
closed
by
covet
by
drawing
down
on
reserves
built
up
over
the
years.
M
Baika,
as
as
harvey
discussed,
also
highlights
the
city's
overtime
spending
as
a
risk.
We
share
pika's
concern
that
over
time
be
used
appropriately,
but
overtime
cannot
be
looked
at
in
isolation.
It's
one
of
the
resources
the
city
uses
to
deliver
services.
It
can
be
deployed
by
managers
to
deliver
services
to
residents
more
efficiently
than
other
options,
accounting
new
staff,
which
means
not
only
additional
salaries
but
also
benefits
for
contracting
out
service
delivery,
to
ensure
that
the
city
is
appropriately
using
and
accurately
rejecting
those
costs
and
that
overtime
is
used
strategically.
M
The
city
will
be
developing
an
overtime
action
plan.
This
fall
will
make
that
report
available
to
council
and
the
public,
as
well
as
to
pica
the
last
key
risk
that
psycho
cites
is
a
long-standing
one.
The
city's
pension
liabilities,
the
city
has
maintained
its
pre-covet
approach
to
addressing
pension
funding.
M
We've
maintained
the
revenue,
recognition
policy
and
the
use
of
that
funding
approach
led
pew
to
conclude
that,
even
if
earnings
are
lower
than
the
assumed
draft
return,
the
pension
fund
will
continue
on
its
road
to
full
funding.
The
risks
that
pike
outlines
are
real.
Some
are
long-standing
and
some
are
based
on
the
unique
impacts
of
coca-19,
a
plan
that
eliminate
those
risks
would
require
spending
reduction
on
a
significantly
more
draconian
scale,
adding
the
certainty
of
depriving
philadelphians
when
we
all,
and
particularly
people
of
color,
are
more
vulnerable
than
in
the
past.
M
The
plan
approved
by
unanimously
pica
balances
risk
in
the
future
against
today's
needs.
We
are
pleased
to
say
that
we're
on
track
to
meet
or
exceed
our
fy20
revenue
projections,
including
for
the
burke
that
were
incorporated
into
the
five-year
plan
approved
by
pica.
We
obviously
are
not
in
the
clear
while
it's
the
standard
working
administration,
leadership,
department
management,
the
budget
office
and
pica
and
council
to
monitor
revenues
and
spending
continually
throughout
the
year.
The
course
correction
is
necessary.
M
This
year
will
require
more
diligence,
given
how
slim
the
margins
may
be,
and
the
ever
present
changes
and
shifts
due
to
covid.
This
will
include
adding
monthly
spending
reports
available
publicly,
in
addition
to
the
current
monthly
revenue
reports
and
continuation
of
quarterly
reports
that
track
spending
revenues
and
performance
for
the
past
quarter
and
year
to
date,
along
with
providing
quarterly
updates
to
year
end
targets
and
projections
based
on
actual
experience
like
most
cities
and
states
and
nations
around
the
world.
M
Philadelphia
faces
risks
in
the
coming
months
as
we
strive
to
meet
the
needs
of
vulnerable
philadelphians,
made
more
vulnerable
due
to
this
public
health
and
economic
crisis.
All
while
facing
our
own
operational
and
fiscal
constraints,
we're
responding
to
new,
unanticipated
long-term
challenges
and,
within
this
context,
taking
all
the
opportunities
to
increase
equity
and
opportunity
for
all
philadelphians.
M
The
five-year
plan
was
developed
to
move
us
forward
together
through
the
difficult
time.
Thank
you
for
the
opportunity
to
testify
today,
and
we
look
forward
to
continuing
to
work
with
all
members
of
council
on
maintaining
fiscal
stability
and
supporting
philadelphians,
and
it's
tumultuous
time
we're
happy
to
take
any
questions.
B
Thank
you
for
your
testimony,
excellent.
I
do
have
a
few
questions
and
I'll
turn
it
over
to
my
colleagues.
I
know
I
asked
the
director
rice
the
date
of
their
consulting
when
they
thought
a
vaccine
might
occur,
and
I
think
he
mentioned
july
1st
do
you
know
the
date
of
what
the
city's
consultant
thought
it
might
occur.
D
I'm
gonna:
can
you
hear
me
if
I
I'll
be
better
off
my
internet's
funky
yeah?
I
can
hear
you
it's
good
great,
so
ihs,
who
are
the
consultants
that
the
city
uses
for
our
revenue
projections,
didn't
take
a
binary
approach
to
economy,
open
or
close
or
pinpoint
a
specific
date
for
reopening
what
they
did.
Do
is
look
at
incremental
improvement
over
the
course
of
our
five-year
plan.
D
We've
sort
of
been
referring
to
this
as
a
nike
swoosh
recovery,
so
incremental
improvement,
not
a
date
where
we're
100
open
part
of
that
was
also
informed
by
analysis
by
the
delaware
valley,
regional
planning,
commission
that
had
done
some
looking
into
what
percentage
of
our
economy
has
been
open
or
closed
during
different
phases.
D
So
even
during
the
red
phase,
more
than
50
of
businesses
fell
into
the
essential
and
operating
category,
and
we
also
then
matched
that
with
looking
at
various
sector
by
sector.
So
one
of
the
things
that
you
know
is
really
apparent
if
you're
looking
around
at
the
economy
is
that
tourism
hospitality,
restaurants
are
particularly
hard
hit
and
that's
really
true
and
felt
in
our
communities
but
they're,
actually
a
very
small
part
of
our
burp
collections.
D
And
so
when
we
were
looking
at
those
projections,
we
were
really
trying
to
match
up
what
sectors
are
make
up
a
particularly
healthy
chunk
of
our
normal
collections
and
where
they
were,
and
so,
for
example,
construction
which
reopened
fairly
early,
is
one
of
our
larger
sectors
or
some
of
our
largest
sectors
in
terms
of
burp.
Payments
are
in
professional
services,
listening
to
remote
work
fairly
quickly
compared
to
some
others.
D
B
D
What
I
can
tell
you
it
is
that
dvrpc
found
that
I
think
it
was
about.
54
was
open
during
red
and
in
the
yellow,
ish
phase
that
went
up
to
the
upper
50s
and
we
can
share
that
study
and
get
more
of
the
details,
because
what
they
did
was
industry
by
industry
identify
those
sectors.
B
D
B
The
second
question
I
have
is
on
the
staffing
chart
that
pika
showed.
I
just
want
to
clarify
something.
I'm
not
sure
this
is
accurate.
If
I
could
show
the
report
that
we
currently
have
22
325
staffing,
the
city,
and
it
shows
that
in
this
next
budget
it's
increasing
to
23
980,
which
is
like
hiring
1600.
M
M
M
So
there's
always
a
big
big
gap
between
what
this
table
shows
and
what's
actually
ever
going
to
be
on
board.
And
if
you
look
at
the
budget
detail,
the
council
receives
you'll.
Also
see
that
one
of
the
things
we
build
in
each
department
is
what
we
call
a
vacancy
allowance,
because
we
know
positions
won't
be
filled,
so
the
amount
that's
allocated
to
those
departments
wouldn't
fund
these
positions
for
a
full
year,
because
they're
not
going
to
be
on
board.
So
you
didn't
fund
any.
M
Well,
we've
done
that
in
some
years,
there's
no
great
way
to
to
show
this
because
you're
really
comparing
in
actual
a
point
in
time,
which
is
the
increment
run
versus
a
a
full
year
number
I
mean
I,
I
guess
we
could,
in
the
future,
try
to
project
what
the
number
will
be
on
the
increment
one
in
the
following
year
and
show
that
and
then
that
would
be
a
much
smaller
number.
M
B
It
was
my
next
question
for
you
management
of
overtime.
You
heard
earlier
on
this
in
this
hearing
has
been
an
issue
for
a
very
long
time
and
we
heard
in
the
pika
director's
testimony-
and
you
heard
a
lot
in
our
council
hearings
and
a
lot
from
my
colleagues
on
council.
B
So
with
an
increase
of
it,
looks
like
roughly
200
plus
employees
in
this
year's
budget.
We
should
hopefully
see
your
staff
replacement
factor
needs,
maybe
decrease
a
bit
and
depending
on
retirements.
But
what
is
what's
the
administration
prepared
to
do
in
order
to
get
overtime
spending
to
budgeted
levels
throughout
the
year,
and
could
you
be
specific
in
departmental
activities
this
year
and
we'd
like
to
have
that
background?
If
that's
possible.
E
D
Oh,
I
think
that's
the
overall
class
100
and
the
share
then
that
the
overtime
makes
up
because,
as
rob
was
saying,
you
know
unfilled
positions
at
a
certain
time
might
mean
that
that
you
know
there's
more
overtime
in
that
period,
and
so
what
we're
doing
is
looking
department
by
department
and
we'll
be
working
for
an
overtime
action
plan
that
will
deliver
to
pica
in
the
fall.
D
Because
part
of
this,
as
harvey
mentioned
and
as
you
mentioned
is
around
you
know,
are
we
projecting
correctly
and
then
the
other
is
then
you
know
is
that
in
fact,
the
right
level
and
so
understanding
that
mix
of
both
overtime,
as
well
as
the
entire
class
100,
is
what
we
are
going
to
be
looking
at,
and
you
know
again
has
definitely
identified
some
individual
departments
that
have
had
you
know,
exceeded
their
overtime,
some
historically
on
that
list.
D
Some
were
new,
particularly
in
the
last
quarter
that
were
departments
that
you
know
historically
never
had
overtime.
So
all
of
a
sudden
commerce
did,
but
that's
because
they
had
flipped
into
emergency
mode,
to
stand
up
the
business
relief
program.
So
we
want
to
understand
particularly
a
longer
historical
time
view,
as
opposed
to
just
fy
20,
which
has
some
serious
anomalies
and
that's.
D
Why
we'll
do
that
deep
dive
into
historical
data
identify
with
which
departments
may
need
an
action
plan
and
which
ones
you
know
the
mix
is
right
and
that
way,
we'll
figure
out
which
departments
to
really
focus
on
okay,.
B
Just
a
follow-up
to
that,
I
think
it
was
noted
in
your
testimony
that
there
will
be
plans
in
place
by
this
fall,
but
by
this
fall
we're
already
through
the
first
quarter
of
the
fiscal
year,
where,
where
are
these
controls
and
plans
in
place
with
our
departments
and
are
they?
You
know?
How
do
we
control
driving
the
lion's
share
of
this
overtime
cost
to
control
it.
D
So,
in
terms
of
you
know
at
that
point
being
a
quarter
in
and
what
we're
doing,
that's
in
part,
why
pica
has
requested
these
monthly
spending
reports
so
we'll
be
able
to
detect
any
anomalies?
Also,
the
budget
office
regularly
does
payroll
projections,
and
so
anytime,
that
you
know
if
any
vacant
positions
are
looking
to
be
filled.
We
do
a
payroll
projection
that
basically
says.
If
we
took
now
as
a
snapshot
in
time
and
projected
forward,
you
know:
where
are
they
gonna
wind
up
by
the
end
of
the
year?
Are
they
headed?
D
You
know
to
stay
on
track
or
off
track,
and
so
we're
regularly
able
to
look
at
their
progress
so
far
in
the
year
in
terms
of
their
class
100
spending
and
figuring
out
if
they
have
any
additional
room,
and
so
that
is
part
of
the
ongoing
communication.
The
budget
office
has,
with
departments
on
a
regular
basis,
basically
as
they're
making
those
transactions.
B
Last
question:
I'm
going
to
turn
over
to
my
colleagues:
you're
all
interested
everyone
in
advancing
measurable
goals
on
council
and
administration.
A
lot
of
the
work
has
gone
into
the
poverty
action
and,
as
I
said
to
director
rice,
you
know
we're
interested
in
how
we
can
close
this
gap
of
specifically
55
of
philadelphians,
who
are
people
of
color
than
one
for
philadelphia,
is
living
in
poverty.
B
D
So
what
I
would
start
with
is
when
we,
unfortunately
you
know
for
the
main
first
version
of
the
budget,
had
to
figure
out
what
we
were
going
to
do.
We
also
were
really
thoughtful
about
what
we
were
going
to
preserve
and
what
needed
to
continue
to
be
funded,
and
so
one
of
the
areas
that
we
realized
was
really
core
to
philadelphia's
survival.
Today
and
in
the
future,
was
maintaining
our
commitments
in
education
and
so
the
version
of
the
budget.
D
The
council
approved
continued
to
really
increase
our
efforts,
and
so,
for
example,
we
increased
our
contribution
to
ccp
and
provided
funding
for
a
new
scholarship
program
that
is
really
focused
on
speeding
the
time
to
graduation,
increasing
the
graduation
rate
and
reducing
racial
disparities
in
terms
of
those
various
metrics,
and
so
we
have
our
office
of
children
and
families
and
within
the
mayor's
office,
are
looking
at
those
in
partnership
between
the
administration
and
ccp.
D
Because
we
understand
that
you
know
intergenerational
poverty
is
going
to
involve
some
long-term
investments
and
so
we're
really
taking
an
ongoing
commitment
to
things
like
pre-k
to
make
sure
folks
get
kids
get
a
really
good
start
and
we
were
maintaining
our
level
of
funding
and
number
of
seats,
not
the
expansion
that
we
had
planned.
But
at
least
maintaining.
D
We
continued
our
commitment
to
increase
funding
to
the
school
district,
and
so,
while
not
the
45
million
dollar
increase,
we
had
initially
wanted
still
a
30
million
dollar
increase
and
when
you
look
at
sort
of
the
local
tax
effort
towards
education,
that's
really
where
a
lot
of
the
city's
money
is.
I
council
member
parker
pointed
out
that
the
pie
chart
from
pica.
You
know
when
it
looked
at
education.
D
It
didn't
give
the
full
picture,
and
so
when
you
look
at
everything
and
say,
okay
between
the
taxes
that
go
directly
to
the
school
district,
as
well
as
the
contribution
from
the
city
to
the
school
district
to
ccp,
for
the
work
ready
for
pre-k
for
community
schools
all
together,
an
f
y
21,
that's
going
to
be
one,
which
is
an
increase
that
you
know
about
400
million
from
where
we
were
in
fy
17.
And
so
when
you,
you
know
when
you
talk
about
where
the
city's
budget
has
grown
in
recent
years.
D
Really
it's
two
primary
areas
addressing
that
long-standing
pension
problem,
that
the
pike
and
many
others
have
spoken
to
and
making
those
investments
in
education
and
so
there's
other
pillars
and
aspects
to
our
investments
in
addressing
poverty.
Looking
at
the
work
around
affordable
housing
in
other
areas,
as
well
as
workforce
development,
but
education
has
been
where
we
put
a
lot
of
commitment
to
maintain,
even
as
we
had
to
make
really
difficult
decisions
elsewhere
in
the
budget.
D
We
think
that
is
what
will
get
us
through
and
continue
us
on
a
path
for
a
really
thriving,
equitable,
inclusive,
philadelphia.
B
K
Thank
you
chairman.
Let
me
I
wanted
to
ask
you
rob
and
I
don't
know
that
you
will
necessarily
have
the
answers.
I
I
just
want
you
to
help
me
understand
how
this
occurs
and
how
you
sort
of
monitor
the
market.
Ever
since
you
know
firms
were
allowing
people
to
work
from
home,
particularly
those
who
work
in
philadelphia
but
live
in
the
suburbs.
K
You
know
people
you
know
were
not
required
to
pay
the
non-resident
wage
tax
envoy.
You
know
they
could
essence
apply
for
a
refund.
K
With
that
being
said,
when
I
think
about
center
city
and
all
the
firms
who
lease
office
space
they
lease
office
space,
there
are
we
seeing
any
kind
of
downturn
has
the
has
the
industry
said
that,
because
firms
have
been
able
to
function
with
their
employees
working
from
home,
maybe
you
know
they
don't
need
to
use
as
much
space
and
they're
not
interested
in
renewing
leases,
because
I'm
concerned
about
the
impact
that
would
have
on
our
revenue
generating
facility
and
and
the
reason
why
I
ask,
is
because
I've
heard
of
two
firms,
in
particular
with
space
in
center
city
and
they've,
said:
listen.
K
Our
lease
is
going
to
expire.
You
know,
I
don't
know,
maybe
the
next
quarter
or
two
next
two
quarters
and
they
don't
plan
to
renew.
So
how
does
the
is
it
revenue?
That's
having
conversations
with
that
in
industry
to
monitor
in
real
time
what
that
space
is
like,
or
I
mean
how
does
that
occur?
Are
there
like
monthly
meetings,
particularly
now?
What
happens
then.
M
Yeah,
I
think
that's
really
more
commerce
and
planning
and
development
would
be
the
agencies
that
would
be
in
communication
with
those
firms
to
kind
of
understand
their
plans
and
to
con
and
talk
those
through
with
them
revenue
and
and
to
some
extent,
opa
kind
of
see
it
on
the
back
end.
Whereas
commerce
and
planning
development
would
see
it
on
the
front
end.
K
I
would
so
I
would
recommend,
rob
and
marissa
and
again
that's
only
two
firms
that
I'm
thinking
about
that.
I
I
know
have
said:
listen
after
the
next
two
quarters.
You
know
we're
not
going
to
renew
our
lease.
I
want
to
reflect.
K
The
administration
have
some
conversation
with
the
commerce
department,
along
with
council
chairman
adam,
along
with
council
president
clark
and
our
tech
staff
and
appropriations
chair,
canon
sanchez,
so
that,
as
we
are
sort
of
trying
to
get
a
real-time
snapshot
of
our
revenue,
projecting
capacity
for
generating
capacity
for
the
future
that
we're
taking
that
into
consideration
and
we're
getting
some
updates
in
real.
K
And
finally,
I
wanted
to
to
ask
you
right
now:
has
revenue
seen
and-
and
this
is
what
had
me
really
concerned
once
we
knew
that
residents
outside
of
the
city
did
not.
Who
worked
here,
who
were
working
from
home
did
not
have
to
pay
that
non-resident
wage
tax
you,
and
even
during
the
budget
conversations
you
know,
we
talked
about
that
administration
along
with
council
consistently.
K
M
Yeah,
so
we
get
regular
updates
from
revenue
they
they
monitor
it.
On
a
on
a
daily
basis.
We
did
make
projections
about
what
would
happen
to
the
wage
tax
and
kind
of
what's
happened.
There
is
has
been
pretty
similar
to
what
we
projected,
but
I
think
maybe
mercy
can
get
more
details
on
that.
D
Sure
so
part
of
the
process
for
folks
seeking
who
are
going
to
want
to
stop
paying
that
we
anticipate,
will
come
through
refund
applications
that,
right
now,
in
the
midst
of
everything.
Folks
are
you
know
their
employers
still
withholding
how
they
were
pre-covered
and
that
this
will
come
on
the
back
end,
and
so
we
haven't
gotten
word
from
the
revenue
department,
yet
that
there's
been
any
spike
in
those
refund
applications,
but
it'll
probably
be
a
little
while
now
before
we
even
begin
to
see
those
at
that
point,
some
folks
are
gonna.
D
You
know
make
a
decision,
is
it
even
worth
it
to
them?
You
know
to
go
through
the
process
of
filling
out
the
application
and
maybe
they'll
bring
in
an
accountant,
and
so
you
know
if
this
is
just
a
short-term
thing
for
them,
they
may
even
not
opt
to
do
that
and
that
could
help
us
a
bit.
But
when
we
build
our
wage
tax
projections,
we
did
take
into
account
that
not
only
might
some
of
this
be
temporary,
but
some
might
be
permanent
and
that
folks
may
permanently
work
outside
of
the
city.
D
And
so,
when
we
looked
at
the
projections
from
ihs
about
how
we
should
be
reducing
our
wage
tax,
we
then
went
another
30
percent
deeper
to
account
for
those
changes
for
those
commuters
who
might
not
come
back.
That
said,
though,
it
is
just
an
ever
evolving
situation.
You
know
there
was
a
real
initial
burst
of
productivity
despite
remote
work,
but
I
was
just
you
know:
anecdotally.
D
Reading
a
wall
street
journal
article
yesterday
that
you
know
that's
beginning
to
slow
down
as
one
folks
aren't
as
panicked
as
they
were
the
sort
of
fear-based
productivity
in
the
beginning
when
they
were
really
concerned
about
job
loss,
and
that
too,
that
you
know
businesses
are
now
beginning
to
see
some.
D
You
know
challenges
with
onboarding
new
employees,
younger
employees
not
getting
to
learn
by
being
side
by
side
from
more
experienced
staff,
and
so
a
lot
of
when
we,
when
pika,
held
that
convening
on
conjunction
with
the
federal
reserve
with
a
lot
of
those
economists,
one
of
the
things
they
were
saying
was
that
it
is
likely
that
we
might
see
a
hybrid
as
things
come
back.
D
You
know
folks
are
in
the
office
sometime
out
of
the
office
sometime
and
one
of
the
things
that
is
a
real
factor
for
us
in
terms
of
those
non-resident
wage
taxes
is
whether
or
not
working
remotely
and
working
outside
the
city
is
for
the
employee's
convenience
or
is
required
by
the
employer,
and
so
if
the
employer
says
you
must,
you
know,
stay
at
home.
D
There
is
no
office
for
you
to
come
back
to
the
window,
but
if,
instead
it
says
you
have
the
option
of
working
remotely
a
couple
days
a
week
and
you
know-
and
you
figure
that
out,
the
wage
tax
is
in
fact
still
due.
These
are
going
to
present
some
real
sort
of
auditing
and
tax
administration
challenges
that
we
haven't
had
before.
D
But
you
know
these
are
they're
not
entirely
dissimilar
to
our
past
efforts
around
auditing
the
wage
tax
so
we'll
see
how
it
unfolds,
but
a
lot
of
it
is
gonna
depend
on
you
know
whether
or
not
businesses
are
requiring
those
employees
to
stay
outside,
as
opposed
to
just
giving
that
option.
K
Got
it,
but
thank
you
for
that
response.
You
would
really
have
you
know
revenue
keep
counsel
updated
on
whether
or
not
we
produce
your
spike
right
and
those
applications,
because
that
is
something
we
would
need
to
to
know
immediately,
and
that
will
help
us
and
our
deliberations
in
the
future.
K
In
addition
to
that,
I
wanted
to
know
for
the
record
that
the
report
that
I
was
a
review
and
it
was
the
real
estate
section
of
evercore
isi
and
I'm
looking
at
their
q2
office
quarterly
and
they're,
noting
that
demand
falls
to
lowest
level
since
2009,
while
new
supply
and
talking
about
office
space
it
gets
delayed,
but
not
canceled.
K
So
I
want
to
see
the
city
of
philadelphia
paying
very
close
attention
to
what
is
happening
relative
to
office
space
incident
city
in
particular,
so
that
we
will
know
how
it
will
impact
us
financially
thanks.
So
much
for
your
testimony.
B
Thank
you,
majority
leader
parker.
You
know
I
want
to
just
add
on.
I
think
you
have
a
very
valid
point
about
the
office
sector.
I
think
there's
many
office
people
right
now
that
are
actually
condensing
their
space
going
from
big
space
into
smaller
space,
but
I
think
the
biggest
issue
isn't
just
the
office.
That's
also
the
retail
and
it's
not
just
large.
B
So
I
think
what
we
need
to
focus
on
is
how
we
bring
the
lifestyle
back
on
all
neighborhoods
and
how
we
help
these
businesses
survive
and
because
people
want
to
live
in
urban
environments
because
of
that
lifestyle
and
the
convenience,
and
so
whatever
we
can
do
to
create
that
lifestyle.
We'll
get
the
people
back
from
the
office
buildings,
because
the
office
buildings
were
there
because
the
talent
wanted
to
be
in
the
city.
We
need
to
create
that
lifestyle
back
as
soon
as
we
can
anyway
I'll
stop.
B
Speaking
about
that,
and
let's
go
to
council
member
maria
canona
sanchez,
she
has
a
question.
H
Thank
you,
and-
and
I
want
to
re-emphasize
what
council
member
parker
mentioned,
about
the
ability
to
monitor
and
look
at
that
flex
space.
I
also
think
folks,
looking
to
either
downsize
in
center
city,
particularly
in
the
hospitality
industry,
presents
an
opportunity
for
us
to
offer
neighborhoods
as
options
as
people
will
need
additional
spaces
right.
H
So
your
quaint
restaurant,
in
downtown
with
a
ten
thousand
dollar
rent,
can
move
to
mount
airy
or
south
kensington
and
others
and
have
more
space
and
opportunity,
and
so
how
do
we
get
in
front
of
that
so
that
people
to
your
point
who
come
into
the
city
because
of
the
vitality
of
the
city?
How
do
we
create
that?
I
think
in
the
new
normal
it
it's
going
to
get
recreated,
but
it
also
presents
an
opportunity
for
the
neighborhoods
adjacent
to
center
city
and
beyond.
H
So
you
know,
crisis
creates
opportunities
and
we
just
we
have
to
get
ahead
of
that.
So
anything
we
can
do
and
again
in
this
regard,
you
know
following
the
administration's
lead
on
that.
I
know
all
district
council
people
are
really
much
interested
in
this.
I
had
a
couple
of
questions
related
to
you
know
you
heard
from
earlier
rob:
do
you
have
a
very
succinct
response
to
the
issue
of
the
additional
staffing
patterns
for
the
city
of
philadelphia?
H
You
know:
we've
made
a
commitment
to
public
safety
around.
You
know,
staffing,
our
police
and
fire
and
others.
You
know
what
of
that
growth
pattern
from
20
to
21.
Do
we
absolutely
really
need
and
and
and
its
impact
on
the
basic
services
people
want
and
how
much
of
that
stuff
can
really
be
rolled
back?
Do
you
have
a
a
an
initial
response
to
that?
Yeah.
M
M
There's
a
lot
of
those
positions
that
aren't
that
have
budget
budgeting
for
a
portion
of
the
year.
You
know,
as
you
know,
we
put
in
that
vacancy
allowance,
so
we
don't
have
funding
for
the
full
year
for
positions.
So
the
short
answer
is
we're
not
going
to
get
there.
The
the
largest
single
increase
that
we
show
is
for
the
fire
department,
uniform
employees
for
fire,
and
that
really
is
part
of
what's
been
a
multi-year
process
to
try
to
restore
some
of
the
cuts
that
we
made
back
in
2008
2009.
D
I
just
would
also
add
that
some
of
those
are
not,
in
fact
new
staff
coming
on,
but
a
decision
to
shift
staff
from
the
capital
budget
to
the
general
fund.
It
is
not
a
great
practice
for
us
to
use
borrowed
money
that
we
pay
interest
on
over
the
next
20
plus
years
for
salaries
that
get
paid
out
today,
and
so
some
of
the
position
counts
that
you're
seeing
moving
to
the
general
fund
or
people
who
are
currently
on
staff
working
on
capital
projects.
D
But
we
wanted
to
continue
our
efforts
to
not
borrow
money
to
pay
their
salaries
but
pay
it
out
out
of
our
day-to-day
resources,
and
so
some
of
that
staff
count.
Particularly
if
you
see
that
in
the
department
of
public
property
is
what's
happening
there.
So
it's
not
bringing
on
new
staff
to
expand
services,
but
shifting
how
we
pay.
H
Well,
that's
an
important
piece
as
someone
who's
really
looked
at
this
bad
practice
that
the
water
department
and
other
departments
have
around
that.
I
think
that's
hugely
important,
but
then
highlighting
that
and
calling
it
out
is
important
because
I
think
again
you
know
people
are
going
to
agree
with
us
or
disagree
with
us,
but
having
that
context
is,
is
hugely
important.
H
I
I
am
for,
and
I'm
still
beside
myself,
that
the
water
department
is
saying
it's
going
to
take
them
10
years
to
move
their
operational
staff
from
their
capital
budget
to
operations,
but
nevertheless,
as
we
move
forward,
I
I
think
that
is
the
right
way
to
go
and
and
and
explaining
that
I
I
I
think
it's
important.
I
want
to
go
to
the
issue
of
your
contingency
budget
because
I
think
the
contingency
budget
and
I
appreciate
the
fact
that
pika
requested
that
you
know
if
you
know
given
what
we
know
today,
poverty.
H
I
appreciate
chairman,
dom
speaking
to
that.
You
know,
there's
nothing
in
that
contingency
that
I
see
as
urgent
like
I'd
like
to
see
us
really
look
at.
You
know
this
racial
equity
lens
that
we're
looking
at
at
and
saying
some
of
that
contingency
stuff
we
shouldn't
be
doing
anyway,
and
we
really
should
be
investing
in
and
and
people.
You
know
who
who
right
now
makes
up
that
think
box
of
that
racial
equity
lens
right
now,
as
these
decisions
are
being
made
both
from
a
financial
and
a
programmatic
who
who's
the
who.
D
So
part
of
what
we
did,
particularly
in
the
last
two,
each
time,
the
contingency
plan
and
the
round
of
reductions
before
that
was
the
office
of
diversity.
Equity
inclusion
pulled
together
a
budget
equity
committee
that
includes
cabinet
members
like
cynthia
figueroa
and
anne
fedulin,
lower
level
staffers,
though,
to
get
some
different
positions,
so
not
at
that
cabinet
level,
not
even
at
the
commissioner
level.
So
I
think
about
mike
keisha
from
the
mayor's
office.
D
Also
tumor
alexander,
I
don't,
and
we
can
get
you
a
full
list
of
who
participated
just
be
doing
that
off
the
top
of
my
head.
But
what
we
wanted
to
do
was
to
bring
a
diversity
of
viewpoints.
We
also
this
budget
season,
and
we
talked
about
this
when
we
initially
came
for
the
first
round
of
budget
hearings
about
introducing
that
racial
equity
lens,
and
so
as
we
were
asking
departments,
you
know
what
they
would.
D
You
know
if
we
were
to
invest
more,
what
we'd
invest
in
and
if
we
had
to
reduce
what
we
would
reduce
and
making
sure
that
there
were
questions
embedded
in
that
about
the
impact
on
vulnerable
populations
and
people
of
color.
So
we
really
began
asking
everyone
to
take
that
mindset
to
have
that
be
the
lens
through
which
they
were
making
these
pitches.
Also,
this
year,
as
we
moved
through
the
budget
office,
we
were
a
budget
process.
D
We
were
trying
to
get
more
and
more
impact
input,
so
our
our
office
of
civic
engagement
volunteer
services.
D
What
they
did
was
pull
together
representatives
from
a
number
of
the
city's
boards
and
commissions
and
used
them
as
an
opportunity
to
have
to
gather
input
and
as
a
sounding
board,
as
these
decisions
were
being
made
as
well
as
we
also
did
a
survey
in
which
we've
got
about
30
000
flyers
out
in
the
free
food
distribution
boxes
that
have
been
going
out,
as
well
as
whenever
folks
called
into
3-1-1
to
ask
them.
D
What
do
you
need
was
really
the
core
question,
and
so
that
was
the
lens
through
which
we
were
beginning
to
make
some
of
these
decisions
using
the
data
we
and
and
sort
of
qualitative
input
we
were
able
to
get
from
our
boards
and
representatives
directly
from
folks,
particularly
the
folks
who
were
you
know,
requesting
services
from
us
right
now,
and
so
that's
what
we
were
presenting
in
our
larger
conversations.
H
So
council
started
a
work
group
that
council
member
catherine
gilmore
richardson
and
council
member
isaiah
thomas
around
the
disparity
issues.
I
I
don't
know
why
the
administration
continues
to
resist,
having
a
task
force,
as
other
cities
have
to
really
look
at
this
equity
lens.
But
it
pains
me
to
sit
through
the
hearing
that
we
sat
this
morning
and
you
know
that
we
highlight
it.
We
talk
about
it
and
that
we're
really
not
being
as
focused
and
intentional
on
it.
H
My
hope
is
that
that,
in
that
process
that
council
is
going
to
go
through
and
having
conversations
with
our
constituents,
the
people
who
pay
our
salaries,
the
people
who
want
to
hold
us
accountable
that
the
administration
will
be
a
little
bit
more
open
to
some
of
the
recommendations,
we're
going
to
hear
again
around.
How
do
we
get
to
that?
You
know
when
you
say,
equity
and
inclusion
without
the
recognition
of
the
historical
disparities
and
racial
disparities.
It's
hard,
because
you
know
saying
you
know.
H
Inclusion
and
equity
now
without
filling
in
what
has
historically
been
in.
This
disinvestment
is
not
being
is
being
disingenuous
and-
and
I
like
to
get
to
that
space-
you
know
I.
I
know
that
in
this
recovery
phase
you
know
we're
going
to
be
asking
everybody
to
do
more
with
less,
but
I
just
feel
it's
hard
to
ask
others
to
do
what
we're
we
haven't.
Introspectively
done
with
ourselves-
and
you
know
again,
I'm
going
to
come
back
to
this.
H
This
kessington
issue,
where
you
know
the
money
will
be
spent
around
public
safety
and
and
the
reactionary
mode,
and
we
we
can't
get
a
half
a
million
dollars
to
to
just
restore
people's
quality
of
life
that
we
destroyed.
I
really
don't
think
we're
listening.
I
don't
think
we've
listened
to
the
protesters,
I
don't
think
we've.
I
know
what
we
say
and
it
feels
good,
but
worse
mean
nothing
if
they
don't
get
backed
up
with
actions
and
and
again
I
know
that
we
want
to
be
very
careful
in
how
we
make
investments.
H
But
I
I
looked
at
those
contingency
line
items
and
I
don't
know
how
I
face
kessington
and
tell
them.
We
can't
spend
a
half
a
million
dollars
in
them,
but
you
have
a
consistency,
budget
around
cars
and
other
things
again
it
it
as
a
as
an
elected
leader.
You
know
shame
on
us
that
we
can't
figure
something
out
better
for
this,
so
I
I
just
a
task
force
that
really
looks.
H
Looks
at
an
equity
lens
with
a
table
of
folks
that
can
hold
us
accountable
to
that
is
is
huge
and
council
should
not
be
the
only
person
at
that
table,
but
I'm
very
concerned
that
again
those
people
making
those
calls
whether
they're,
mid-level
or
other
staff
members
are
being
cautious
in
their
approach
when
when
we
need
to
be
deliberate
and
and
and
intentional,
so
I
I
feel
still
very,
very
uncomfortable
as
the
decisions
we're
making
the
discretion
we
have
with
their
cares
act
money
and
whatever
the
new
version
of
this
federal
allocation
is
going
to
be.
H
I
don't
see
us
doing
what
we're
saying
unless
you
can
tell
me,
otherwise
I
don't
know
why
a
half
million
dollars
in
restoration
of
kessington
versus
cars
or
some
of
these
line
items
is
not
more
important.
I
just
I
don't
know
what
to
tell
kessington
folks,
I'm
beside
myself
around
what
we
have
there.
H
You
guys
turned
down
everything
in
the
restore
present
plan.
Everything-
and
you
said
it's
all
based
on
unfunding,
but
then
I
see
this
contingency
budget
and
an
overtime
budget
and
there's
no
consistency
there.
In
what
you're
saying.
M
So,
just
to
be
clear,
these
are
all
things
that
we're
taking
out
right.
So
these
are
all
kind
of
these
are
all
things
that
we
would
cut
to
make
sure
that
we
didn't
go
negative.
None
of
this
is
investment
that
we're
making.
H
Now
you're
making
a
decision
that
that's
where
you're
going
to
put
your
money
right
now
and
I'm
saying
I
have
a
crisis:
I've
had
a
pandemic
crisis
in
kensington
before
the
pandemic
and
council
member
squilla,
and
I
worked
with
our
stakeholders
and
came
up
with
a
plan
that
was
about
a
half
a
million
dollars
to
restore
what
we
broke
in
kessington
and
we
were
told
that
this
administration
did
not
have
it
and
then
I
look
at
a
contingency
plan
of
this
is
stuff
we
can
cut
if
our
projections
are
lower
and
it's
cars,
how
do
I?
M
And
I
didn't
see
the
final
back
and
forth
and
kensingtons,
but
I
thought
where
we
were
was
that
there
were
portions
of
the
plan
that
we
were
going
to
do
some
portions
that
we
said
were
things
we
couldn't
pay
for
now
and
some
things
where
we
said
they
required
extra
budgetary
resources
and
we
were
going
to
look
for
those.
So
that
was
the
the
res.
The
combination
of
the
response.
H
B
Thank
you,
council
person,
you
know
sanchez
and
let
me
just
mention
something
to
rob
and
marissa.
You
know
we
had
a
budget
committee
and
it
was
council
president
clark,
council,
member,
green
council
member
kevin
sanchez,
councilmember
parker
myself.
I
know
I'm
missing
somebody
I
don't
know.
Oh,
it
was
six
of
us
and
we
asked
the
administration
for
alternatives
for
the
budget
and
we
were
told
there
was
no
other
alternatives
zero.
B
B
M
Yeah
and
I
think
what
we
said
during
the
process-
and
we
say
this
in
our
testimony-
is
that
we
wanted
to
maintain
some
reserves
in
case
things
got
worse
and
what
we're
saying
to
pika
is
we
have
some
reserves
in
case
things
got
worse
and
you
know
in
terms
of
where
this
leaves
us
with
fund
balances.
It's
really
loves,
not
where
we
want
to
be,
and
I
think
that's
consistent
with
what
we
said
to
you,
you
folks,
during
the
hearing
process.
I
think
the
other
thing
that's
happened
is
there's
now
another
month
of
information
right.
M
So
some
of
these
things,
like
the
cares
act
guidance
had
changed
a
month
ago.
We
didn't
know
that
we
could
apply
cash
flow
borrowings
to
care,
zach
money.
So
that's
something
new,
so
we're
able
to
do
that
now.
There
are
some
things
with
expenditures
that
we
don't
know
until
the
year
is
over,
so
we're
looking
at
that
now
and
realizing
we're
in
slightly
better
shape.
M
We're
also,
you
know,
really
concerned
back
then
about
where
taxes
were
going
to
wind
up,
because
we
had
just
had
a
month,
as
councilman
green
said
when
we
were
talking
to
to
mr
rice,
where
our
revenues
come
in
a
lot
lower
than
we
thought.
So
we
were
really
nervous
about.
What's
going
to
happen
with
the
bird,
we
are
in
a
better
place
now,
because
bird
actually
came
in
where
we
thought
it
was
going
to
so.
M
You
know
things
have
changed
a
lot
in
a
month
and
one
of
the
things
about
life
in
cobit
world
is
things
move
a
lot
faster
than
they
used
to.
So
you
know
where
what
was
true
the
end
of
june's,
not
true
at
the
end
of
july
anymore,
and
probably
won't
be
true
at
the
end
of
august,
which
is
why
it's
so
important
that
we
do
these
monthly
reports
on
expenditures
and
revenues.
B
And
see
how
they
line
up
against
our
projections,
all
right,
that's
a
good
response!
Rob
I'll
accept
that
and
by
the
way
I
just
want
to
clarify
on
the
committee.
It
was
council
member,
parker
council
president
clark
put
it
together:
council,
member
green
councilmember
cameron,
sanchez,
council,
member
school
and
myself.
I
thought
I
thought
that
was
a
great
committee.
Just
for
the
record
I'll
put
that
yeah,
I
thought.
M
B
F
Thank
you,
mr
chair,
thank
you,
rob
and
marissa
for
your
testimony
for
today
and
I'm
just
following
up
and
one
to
reflect
on
some
of
the
conversation
that
councilmember
sanchez
made
and
also
reflecting
on
the
budget
process,
and
even
though
I've
been
in
a
very
involved
through
my
work
as
a
member
of
the
board
of
national
cities
and
we've
had
very
frequent
emails
and
conversations
regarding
the
possibility
of
revenue
reimbursement.
F
You
know
we
have
been
pushing
the
cities
our
essential
campaign,
because
we
know
it's
so
important
not
only
for
philadelphia
but
also
my
other
hat
as
first
vice
president
for
the
pennsylvania
municipal
league.
It's
important
for
cities
around
a
commonwealth
around
the
nation,
and
so
if
we
are
and
if
we
do
receive
some
dollars
coming
out
of
a
new,
cares
legislation
and
considering
that
our
fund
balance
fy,
21
and
22
about
50
million
dollars.
But
we
also
have
these
issues
that
were
highlighted
by
council
member
sanchez
in
reference
to
qualified
investments.
F
I
think
people
and
well,
I
can't
speak
for
members
of
council
but
as
a
general
sense,
that
the
budget
that
was
presented,
the
revised
budget
did
not
include
input
from
the
legislative
branch
per
se
or
others,
and
so
there
had
to
be
this
conversation
negotiation,
but
going
forward
now
that
we
know
some
more
information
or
more
data,
as
you
said
in
reference
to
the
numbers
coming
in,
but
we
also
know
that
we're
going
to
have
a
low
fund
balance.
F
We
also
have
a
concern
that
looking
at
the
taika
estimates
versus
the
city
estimates,
we
may
not
make
the
projections
that
we
anticipate.
So
revenues
may
be
lesser
going
forward
because
of
coba
19..
F
How
will
the
administration
work
with
council
going
forward
coming
out
of
what
came
out
of
the
budget
process,
especially
if
things
are
going
to
have
to
go
through
an
appropriations
committee,
and
when
you
hear
the
concerns
that
council
member
sanchez
raised
other
council
members
raised
about
this
equity
lens?
Will
there
be
a
more
inclusive
process
as
we
look
at
potential
dollars
when
we're
trying
to
balance
between
revenues,
possibly
not
being
where
they
were
trying
to
make
up?
M
So
yes,
and
one
of
the
issues
that
we
had
in
the
budget
process
this
year
is
the
speed
with
which
we
had
to
change
the
budget.
We
had
very
little
time
so
it
wasn't
a
normal
type
of
process
and
it
didn't
allow
us
to
have
as
much
involvement
as
we
would
have
liked.
So
we
will
involve
council
more.
If
there
is
additional
cares
act
funding.
We
have
put
council
representation
on
the
steering
committee
for
our
our
recovery
committee.
M
So
that's
one
way
in
which
we'll
make
sure
that
you
know
that
the
council's
involved,
we'll
also
have
to
see
what
what
comes
out.
So
you
know
in
the
thing
the
republicans
did
yesterday
they
put
some
constraints
on
they
said
you
know
you
can
use
the
recovery
money
through
it's
the
end
of
september,
which
is
good.
M
That
gives
us
more
time
and
they
said
well,
you
could
use
it
for
revenue
replacement,
but
then
there's
a
provision
that
says
only
if
a
quarter
of
what
you
got
goes
to
other
governments,
which
I
think
is
designed
for
senate
set
for
states.
But
then
you
know
kind
of
handicaps
us
in
what
we
can
do.
They
also
said
none
of
that
money
can
go
to
build
up
rainy
day
fund
or
to
go
to
pensions.
M
F
And
just
to
follow
along
that
thought,
process
and
you're
talking
about
collaborative
process
as
opposed
to
waiting
to
hear
what
the
end
results
may
be,
and
you
know
the
counts
president
talked
about,
will
more
likely
have
a
budget
to
process.
It
may
be
helpful
to
start
having
those
conversations
about.
F
No,
we
don't
know
what
that
amount
may
be,
but
what
are
some
of
the
general
priorities
for
the
administration
if
we
have
additional
dollars
on
where
those
investments
may
be
not
holding
the
administration
to
specific
new
number
amounts,
but
categories
of
putting
categories
we
would
like
the
administration
would
like
to
fund,
and
how
do
we
start
to
bring
that
conversation
along
with
some
of
the
aspects?
Remember
the
council
of
trying
to
deal
with
some
of
the
racial
equity
issues
we're
talking
about
as
well
as
trying
to
restore
some
of
the
dollars.
F
That
may
be
that
we're
lost
through
the
code
of
19,
but
I
think
it
makes
sense
if
we
can
at
least
start
having
a
conversation
regarding
the
broader
topics.
So
that
way
as
we're
starting
to
get
an
idea
of
what
those
dollars
may
or
may
not
be,
the
police
have
an
understanding
where
people
are
coming
from
and
we
can
get
hopefully
closer
together
in
a
collaborative
way.
M
F
That's
happy
too,
I
mean
that's
not
for
me
to
say
that
I
just
made
that
a
suggestion.
Those
are
multiple
options,
but
I
think
that's
starts
the
process.
Yeah,
and
I
saw
the
council
president
on
the
screen,
so
it
was
kind
of
geared
towards
him
great
great
timing,
great
time.
Thank
you
very
much.
Thank
you.
Thank
you.
M
E
E
Yeah,
oh,
thank
you,
sir.
I'm
not
used
to
being
on
this
side
of
the
equation.
First
of
all,
thank
you.
Thank
you,
mr
chair
how's.
Everybody
doing
bro
well
real,
quick.
I
just
wanted
to
ask
you
one
question.
I
was
actually
interested
in
your
response
to
councilman
green
because
it's
not
looking
good
with
the
republican
plan
that
was
unveiled
yesterday,
but
I
understand
that
there
will
be
a
process
once
it
gets
to
the
house
and
actually
has
to
get
by
the
senate
side.
E
E
So
the
chamber
of
commerce-
and
I
don't
know
if
this
question
came
up-
is
supposed
to
be
rolling
out
their
initiative
to
kind
of
get
back
start
the
economy,
and
I
understand
I
know
we
have
one
representatives
on
that
on
that
committee
john
christmas,
and
I
believe
you
all
have
the
commerce
director
on
that
and
they're
supposed
to
unveil
these
early
action
items
that
are
supposed
to
be
within
our
ability,
I.e,
the
city
or
the
region
and
moving
quickly.
E
How
engaged
are
you
all
from
the
fiscal
side
of
that
the
possibilities
of
bringing
back
some
additional
revenue
beyond
what
we
project?
Because
that's
what
they're
looking
at?
They
were
basically
saying
outside
of
the
city's
budget
process.
If
they
were
in
a
position
to
tee
up
some
additional
opportunities
for
more
revenue,
it
would
ultimately
close
to
the
city
taxes.
Are
you
guys
very
engaged,
or
this
kind
of
what
happens.
M
So
I
know
commerce
has
been
engaged.
We
in
finance
have
not
been
directly
engaged.
E
All
right
can
you
I
mean
because
that's
like
yeah
significant.
I
understand
everybody
tries
to
stay
in
their
lane,
but
if
there's
some
there's
some
realistic
opportunities
there,
I
know
they're
gonna
be
looking
at
possibilities
of
for
lack
of
a
better
term,
stealing
some
business
from
other
cities,
and
I
know
short
term.
E
It
may
not
be
in
a
position,
but
in
terms
of
your
five-year
plan
it
could
conceivably
be
beneficial
if
there's
the
the
likelihood
that
we'll
be
able
to
put
some
things
in
play,
but
they
are
going
to
unveil
something
short-term,
but
I
think
okay,
hiring.
B
G
Yes,
thank
you
very
much
and
thank
you
for
this
opportunity.
I
am
tom
ginsberg
of
the
pew
charitable
trust.
Philadelphia.
G
Excuse
me,
research
on
policy
initiative,
pew
conducts
and
researches
and
engages
with
officials
both
at
the
local
and
state
level
on
fiscal
issues.
I
will
talk
about
the
local
level
and
then
we'll
hand
off
to
my
colleague,
alex
jang,
who
will
talk
about
the
state
level
perspective
I'll
start
by
saying
that
pew
research
is
strictly
nonpartisan
independent
and
data
driven.
One
of
the
things
we're
seeing
at
the
city
government
level
is
that
budgeting
difficulties
are
only
just
begun,
and
that
is
something
local
officials
are
now
confronting.
G
G
These
cities,
all
recently
just
finished
their
budgets
or
in
the
case
of
san
francisco,
is
still
finishing
it
all
of
them
to
varying
degrees,
took
money
out
of
their
reserves
or
their
rainy
day
funds.
That
was
a
crucial
option
for
all
of
them,
but
it
is
one
that
may
be
hard
to
do
next
year
in
the
future.
To
the
same
extent,
notwithstanding
federal
aid,
each
city
expects
it
will
have
to
formally
revise
this
year's
revenue
projections
sooner
and
maybe
more
often
than
usual.
G
San
francisco's
controller,
even
joked
that
his
office
has
a
pool
going
on
exactly
how
soon
that
revision
will
have
to
be
made
to
this
point,
pica
just
required
philadelphia
to
release
you,
as
you
heard
its
revenue
and
spending
snapshots
monthly
instead
of
quarterly.
This
may
be
the
new
normal
for
local
government
budgeting
during
this
period
of
reopenings
and
reclosings
and
upheaval
in
the
work
and
business
patterns
affecting
the
tax
base.
G
Another
point
they
made
is
the
necessity
now
for
policy
makers
to
broaden
the
extent
they
can
from
immediate
term
and
one-time
actions
to
actions
that
are
built
on
longer-term
planning
and
recurring
revenues.
This
means,
taking
into
account
expected
changes
in
the
tax
space,
one
two
and
more
years
down
the
road
difficult
but
necessary.
G
One
of
our
panelists
john
hill,
a
former
detroit
cfo
emphasized
one
way
to
do
this
in
the
time
of
extreme
uncertainty,
is
greater
use
of
scenarios
and
scenario
planning
that
may
consider
those
may
consider
a
variety
of
social
and
public
health
trends.
In
addition
to
economic
factors
over
longer
periods.
These
can
give
policy
makers
additional
information
to
make
decisions
about
trade-offs
between
expenditures.
G
Some
cities
in
some
cities,
scenarios
and
budget
options
already
are
part
of
the
regular
planning
and
input
process.
To
some
extent,
philadelphia
has
done
that
new
york
city's
has
an
independent
budget
office
and
it
goes
even
further
and
it
regularly
publishes
a
list
of
budget
options
for
revising
programs.
Eliminating
tax
breaks,
a
variety
of
things,
in
addition
to
estimates
of
savings
and
revenue
potential.
G
This
crisis
is
also
highlighting
something
else.
The
challenge
of
wide
swings
in
revenue
from
one
year
to
the
next
is
known
as
revenue
volatility.
Our
research
shows
that
a
jurisdiction's
particular
mixture
of
taxes,
not
just
the
level
of
taxes,
affects
this
volatility,
and
we
are
seeing
some
of
that
now.
Cities
with
relatively
excuse
me,
relatively
high
reliance
on
property
taxes
are
reporting
somewhat
smaller
budget
gaps
this
year,
property
because
property
tax
tends
to
be
less
volatile.
G
One
of
the
ways
that
cities
and
many
states
have
ameliorated
revenue
volatility
is
with
rainy,
day
funds.
It's
been
discussed
here
already
here.
It's
called
the
budget.
Stabilization
reserve
philadelphia's
fund
was
relatively
small,
but
it
was
still
helpful
in
the
past
year
and
it
had
other
less
restrictive
reserves
that
was
able
to
use
to
a
large
extent.
G
However,
these
reserves
are
one
time
and
limited
time
fixes
and
as
maria
I'm
sorry,
marissa
waxman
told
our
convening
philadelphia
probably
won't
be
able
to
dig
out
another
100
million
dollars
from
the
seat
cushions
again
next
year,
to
the
same
extent
that
it
did
I'll
also
have
one
point
about
rainy
day
funds.
It's
been
a
finding
of
our
research
that
budget
crises
like
there
were
the
one
we're
in
now.
Those
were
often
the
periods
in
the
past
where
jurisdictions
made
changes
to
their
right
to
their
rainy
day
funds
and
their
reserve
rules.
G
And
finally,
another
area
of
our
research
has
been
pica,
which
you've
heard
from
you've
heard
from
them,
and
you've
heard
a
lot
about
them
in
our
research
we've
found
looking
at
other
cities
and
how
they
carry
out
pipetype
functions.
They
do
it
in
a
variety
of
ways
such
as
multi-year
advanced
budgeting
budget
scenarios,
things
like
that,
and
we
will
be
putting
out
some
more
research
about
that.
So,
hopefully,
soon
at
our
convening
about
pica
before
the
pandemic,
local
and
state
officials
debated
haika's
role,
its
functions
and
its
future.
G
N
Alex
all
right
thanks
tom,
and
thank
you
council
members
for
this
opportunity.
My
name
is
alex
zhang
and
I'm
with
the
pew
charitable
trust,
state
fiscal
health
project,
the
fiscal
health
of
states
matters
locally
as
locals
needs
and
revenues,
are
partly
provided
by
their
states.
Philadelphia
is
no
exception,
although
it
has
more
autonomy
than
many
other
local
governments
before
the
pandemic
began,
most
states
would
have
said
their
budgets
were
in
reasonably
good
shape.
Pennsylvania,
however,
was
not
the
best
among
the
best
of
them,
while
it
had
built
up
its
rainy
day
fund.
N
That
fund
was
actually
one
of
the
smallest
as
a
percentage
of
state
spending.
The
commonwealth
also
had
one
of
the
worst
funded
public
pension
systems
among
all
states.
Looking
at
data
through
2019
19
states,
including
pennsylvania,
were
still
spending
less
than
they
were
a
decade
ago
after
deep
cuts
to
areas
including
higher
education
and
infrastructure.
N
The
commonwealth's
latest
public
estimates
showed
its
total
revenues
down
8
facing
uncertainty
due
to
the
virus.
The
state
was
among
10
states
that
decided
to
delay
enacting
a
fiscal
year,
21
budget
or
just
to
enact
short-term
plans
for
now,
even
among
those
that
did
enact
budgets,
many
expect
to
make
mid-year
revisions.
Like
many
cities
are
for
states
such
as
pennsylvania
that
entered
the
recession
in
a
difficult
position
and
for
their
local
governments.
There
are
no
easy
answers,
but
our
research
does
point
to
fiscal
practices.
N
N
Governments
also
should
think
through
questions
such
as
when
reserves
should
be
deployed
and
what
the
balance
between
temporary
and
fiscal
I'm
sorry,
temporary
and
permanent
changes
should
be
by
taking
this
long-term
perspective,
informed
by
scenario,
planning,
states
and
cities
will
more
likely
will
be
more
likely
to
limit
the
damage
of
the
recession
for
their
residents,
budgets
and
economies.
B
B
First
question
is
given
that
many
of
our
nation's
cities
are
in
the
same
situation
as
us.
Financially,
are
you
aware
of
any
systems,
checks
and
balances
or
monitoring
structures
that
other
cities
are
using
to
determine
signs
of
weakness
before
things
explode
into
larger
issues
that
we
could
benefit
from.
G
Yeah,
we
are
looking
at
some
of
those
questions.
Now
we
have
some
research
under
the
way.
We
hope
to
get
it
out
soon.
That
looks
at
the
way.
Other
cities
perform
a
variety
of
things,
long-term
planning
with
their
budgets,
including
budget
oversight
that
preliminarily.
I
can
tell
you
that
research
shows
that
there's
a
really
wide
variety
of
ways.
G
The
cities
do
this
and
some
do
it
with
with
more
binding
authority
than
others,
with
with
oversight
functions
combined
with
monitoring
of
projections
and,
as
we
mentioned
in
new
testament,
new
york
city
has
probably
one
of
the
examples
of
the
of
the
most
proactive
approach
where
they
actually
put
out
a
regular
list
of
options
and
comparing
savings
and
revenue
trends
with
each
one,
something
like
a
contingency.
I
suppose
others
do
it
in
a
much
less
rigorous
way.
G
B
B
G
I
don't
think
I
can
answer
that
question
directly
in
a
concrete
way.
This
is
an
area
of
ongoing
research
for
us
and
we're
looking
around
the
rest
of
the
country
as
as
council
members
are
too
for
examples
of
what
works
or
not.
I
think
that
when
you're
an
unprecedented
situation,
people
may
be
trying
unprecedented
to
do
things
so
we're
just
keeping
an
eye
on
it.
Just
like,
like
I'm
sure
your
staff
is
well
whatever
you
see,
that's.
B
Productive
yeah,
please
let
us
know
if
we
want
to
implement
last
question.
Is
there
any
information
yet
on
how
other
cities
across
the
country
are
using
the
federal
dollars
that
have
been
dispersed
or
any
spending
plans
main
advance
for
differing
revenue
scenarios.
G
Yeah,
that
is
something
we
are
seeing
also
in
our
research,
and
this
came
up
in
the
hearing
today,
the
the
federal
government
has
been
changing
some
of
its
guidelines
and
its
guidance
on
how
the
karazhak
money
can
be
can
be
used
and
then-
and
maybe
in
the
future
funds
we
don't
know.
Yet
we
are
seeing
a
a
variety
of
approaches.
Philadelphia
has
used
its
part
of
its
money,
as
we
understand
in
to
close
the
fy
20
budget
and
partly
for
f.21.
G
Other
cities
have
used
it
in
different
proportions
over
those
two
years
they
have
we've
seen
in,
for
example,
in
houston,
that's
been
fairly
aggressive
at
using
the
federal
money
to
to
redeploy
some
of
its
city
employees
into
covet
relief
activity
that
could
be
covered
with
the
cares
money.
G
There
is
a
provision
and
the
guidance
that
allows
for
that.
We
haven't
seen
other
cities
do
that
as
much
so
that
was
interesting.
Each
of
these
cities,
of
course,
varies
quite
a
bit
in
the
amount
of
covid.
I'm
sorry
cares
aid
money
they
received,
which
was
population
based.
It
was
distributed
based
on
the
size
of
the
population.
G
B
If
you
have
something
that
is
again
productive
sharing
with
us,
we'd
love
to
see
it
and
see
what
we
can
do
to
benefit
from
that
information,
so
thank
you.
I'd
like
to
call
upon
our
majority
leader,
cheryl
parker
has
a
question,
and
I'm
opening
up
to
my
colleagues
for
questions
majority
leader
parker.
K
Thank
you.
Thank
you,
chairman
don
and
tom
and
alex
thank
you
so
much
for
your
testimony.
I
was
able
to
participate
in
that
webinar.
K
I
want
to
say
a
special
thanks
to
pew
for
hosting
it
the
question
that
I'm
going
to
ask
if
you
have
not
sort
of
compiled
anything
I
would
like
to
make
a
formal
ass
and
that
if
there
are
any
innovative
revenue
generating
mechanisms
that
you
have
seen
cities
across
the-
and
I
won't
just
say
that
our
nation,
but
across
the
globe,
employ
from
the
perspective
that
you
know
out
of
crisis
comes
opportunity.
K
Please
make
us
aware
of
it,
because
it
is
always
great
to
get
a
a
fresh
set
of
not
just
eyes,
but
just
those
who
have
sometimes
taken
a
risk
in
doing
things
in
a
different
manner
that
we
may
not
have
thought
about.
So
have
you
seen
any
innovative
revenue
generating
mechanisms.
G
I'm
afraid
at
the
moment,
I'm
not
I,
I
can't
think
of
anything.
In
particular,
that's
jumped
out
we're
we're
spending
this
immediate
period,
looking
at
the
budgets
and
part
of
that
will
include
looking
at
different
strategies
that
cities
are
doing,
but
we
certainly
will
forward
on
to
you
as
anybody
else
what
our
findings
are.
Thank.
B
G
Is
that
for
me
or
for
alex
either
one
of
you
I'm
not
specifically
aware
of
that
of
that
use
of
it?
I'm
not
aware
of
how
much
of
that
is
allowed.
A
lot
of
the
localities
and
states
are
now
going
through
guidance
as
as
rob
explain,
the
guidance
has
been
changing.
G
So
what
what
activities
and
what
expenditures
can
they
actually
bill?
Against?
Cares
has
been
evolving
a
little
bit
and
that
might
involve
housing
if
it's
covid
related
relief.
N
This
research,
okay,
I'm
not
aware
as
well,
but
I'm
definitely
happy
to
look
into
it
and
follow
up.
Oh
that'd,.
B
B
A
A
Chairperson,
dom
and
members
of
the
council
for
having
me
here,
I'm
very
excited
to
talk
to
you
about
and
share
with
you
some
of
the
work
that
we've
partnered
with
some
other
cities
across
the
country,
county
governments
and
elsewhere
in
the
world
on
developing
what
I've
heard
the
term
already
delivered
as
an
equity
screen
and
has
been
deployed
in
budgeting
processes
all
the
way
through
to
service
development
and
program,
development
and
service
allocation.
A
Just
briefly,
to
sort
of
reiterate
the
testimony
that
I
already
sent
onwards
a
little
bit
about
the
social
progress
index,
it
was
designed
to
support
inclusive
growth,
which
is
really
a
strategic
shift
in
policy
making
an
economic
policy
setting
to
ensure
that
economic
progress
occurs
in
greater
harmony
with
societal
development
in
all
of
its
various
forms.
A
This
index
was
really
redefined.
It
was
it
was
developed
to
redefine
how
we
measure
and
manage
elements
that
collectively
create
the
success
and
equity
of
our
societies
and
communities
and
that
focus
on
the
real
things
that
matter
to
everyday
people
such
as
health,
education,
rights,
tolerance
and
other
things.
A
There,
scott
stern
of
massachusetts,
institute
of
technology,
sloan
school
management,
and
we
benefit
from
having
a
very
broad
global
sort
of
network
of
advisors
that
span
economists,
national
government
members,
all
the
way
down
to
municipal
government,
practitioners,
philanthropists
and
and
folks
from
private
sector.
A
I'm
going
to
share
a
brief
set
of
slides
that
I
hope
can
illustrate
how
the
index
is
developed,
what
it,
what
it
can
tell
us
in
terms
of
increasing
the
evidence
basis
to
generate
new
insights
on
whether
or
not
investments
that
we're
making
in
communities
are
moving
the
needle
on
things
and
where
we
might
learn
from
success
in
other
parts
of
our
communities,
where
we
typically
don't
look
for
that
success.
A
Quickly,
you
know
what
is
social
progress.
We
believe
if
you're
gonna,
you're
gonna
measure
something
you
gotta
define
it,
we
define
social
progress
as
the
capacity
for
society
to
meet
the
very
basic
needs
of
its
citizens,
establish
the
building
blocks
on
which
to
allow
for
a
better
life
that
citizens
can
enhance
and
sustain
at
their
own
direction,
and
that
creates
the
conditions
for
all
individuals
to
really
reach
their
full
potential.
A
We
envision
a
society
in
which
all
people
have
the
conditions
necessary
to
achieve
a
healthy,
sustainable
quality
of
life.
Another
way
of
saying
that
and
the
equity
really
is
the
disappearance
of
these
vast
disparities
in
many
of
these
issues,
we're
a
global
nonprofit,
headquartered
in
washington,
dc
with
staff
around
the
country
and
around
the
globe,
and
since
2013
have
been
measuring
social
progress
directly,
starting
with
global
global
index
measuring
nations,
on
how
well
they're
really
converting
their
economic
capacity
and
to
a
better
life
for
their
people.
A
Since
then,
we've
forged
partnerships
with
national
regional
governments,
including
india,
the
eu
commission,
where
we've
developed
a
regional
index
that
allocates
over
350
billion
euros
in
social
cohesion
funding,
which
is
like
a
development
fund
at
the
regional
disperse
at
the
regional
level.
In
the
eu,
we're
working
with
miami-dade
counties
in
florida,
san
mateo
county
in
california
and
cities
like
rio
de
janeiro,
london
and
I'll
focus
a
little
bit
on
our
work
in
san
jose
california,
as
well
as
jackson,
mississippi.
A
The
index
really
was
developed
to
complement
traditional
economic
variables
like
gdp
and
median
household
income,
but
it
was
developed
so
that
we
could
develop
a
picture
and
answers
around
those
issues
that
economics
don't
pick
up
like
are
people
sort
of
you
know
healthy
being
fed?
Do
they
have
access
to
clean
water
and
do
they
live
in
a
safe
environment?
A
Do
people
have
access
to
basic
education?
Can
they
build
an
educational
foundation?
Do
they
have
access
and
free
unfettered
access
to
information
communications?
Can
they
keep
themselves
from
getting
sick
and
maintain
their
health?
Do
they
live
in
an
environment?
That's
already
stacking
the
odds
against
them,
because
it's
so
toxic
and
making
them
sick
and
then
an
opportunity.
This
third
dimension
we're
really
measuring
these
non-economic
aspects
of
opportunity
in
terms
of
are
people
are
their
rights
being
protected
as
citizens
as
individuals?
A
A
And
so
very
quickly,
we
measure
only
social
and
environmental
indicators.
We
look
at
outcomes,
we
don't
want
to
measure
inputs.
We
look
at
the
true
lived
experience
of
people,
classic
example.
Really
is
we
don't
want
to
measure
how
much
spending
has
been
made
on
health?
We
want
to
look
at
the
health
outcomes.
What
is
the
obesity
rate?
What
are
the
diabetes
rate?
A
A
We
can
see
over
time
as
we
start
to
benchmark
and
then
continue
to
measure
we
can
see
where
these
indicators
move
up
and
down.
We
aggregate
to
a
single
number.
We
know
that's
powerful
when
our
politicians
say
that
gdp
is
is
going
to
fall
by
a
half
a
percent
people
respond
quite
quickly
to
that
we
can
also
set
targets.
We
want
to
set
a
growth
target
economically,
we
can
set
a
growth
target
social
pro.
A
What
can
this
tell
us?
Because
we
keep
economics
out
of
the
model?
We
can
actually
look
at
and
examine
and
interrogate
the
relationship
between
social
progress
and
its
dimensions
and
its
12
components
against
things
like
poverty
rate,
we
can
interrogate
the
relationship
between
you
know
what
is
the
relation
between
shelter
and
median
household
income?
Where
can
we
see
that
an
increase
in
median
household
income
has
a
significant
statistical
relationship
with
the
advancement
in
housing
and
homelessness
reduction?
But
then,
where
do
dollars
stop
to
make
as
much
impact?
And
where
is
it
policy
decisions?
A
A
We've
been
able
to
track?
You
know
globally
social
progress
since
since
2014
since
2014,
the
us
has
seen
a
decline
specifically
in
some
particular
areas,
including
inclusiveness,
including
personal
rights
and
in
health
and
wellness
and
personal
safety.
These
are
things
that
are
not
strange
to
us
now,
because
I
think
we're
living
this
right.
Now,
we've
lived
through
it
over
the
past
few
years,
but
really
the
data's.
You
know
starting
to
pick
this
up
now
we
can
examine
any
territory
relative
to
any
set
of
peer
cohorts.
A
What
we
do
in
the
global
index,
we
typically
take
a
country
and
stand
it
up
next
to
15
countries,
most
similar
gdp
per
capita
and
understand
relative
to
their
economic
peers.
How
well
is
this
country
converting
its
resources
into
quality
of
life?
You
can
see
the
us
has
a
lot
of
red
on
its
scorecard.
I'd
be
happy
to
send
these
slides
through,
so
people
can
look
more
closely
at
this
what
they
are,
but
you
can
find
this
more
detailed
information
with
the
data
and
everything
on
our
website.
A
We
work
in
partnership
with
a
lot
of
different
sectors
all
over
the
globe.
This
is
just
a
short
map
that
highlights
some
of
them.
We
work
with
private
sector
in
south
america
to
develop
a
lot
of
regional
development
studies.
A
A
A
If
we
spend
about
a
year
and
a
half
working
with
mayor,
lumumba
in
jackson,
mississippi
who's
really
talking
about
you
know
at
the
time
he's
leading
with
the
idea
of
building
a
dignity
economy
by
bringing
more
people
to
the
table
and
creating
new
economic
opportunities
for
those
who've
historically
been
left
out.
How
do
you
identify
those
people?
A
How
do
you
identify
what
their
particular
challenges
are
from
a
multi-dimensional
nature
of
assessing
poverty,
not
just
financial
poverty,
but
education,
poverty,
health,
poverty,
opportunity,
poverty
and
then
how
do
you
bring
in
economic
workforce
development
strategies
to
engage
with
people
based
on
the
assets
that
they
bring
to
bear
and
they
can
be
evidenced,
but
also
really
strategically
zero
in
and
focus
on
those
specific
needs
community
by
community
san
jose?
Last
year,
in
october,
we
launched
the
first
public
sort
of
index
here
in
the
united
states.
A
It's
a
partnership
with
mayor
licardo
there
and
all
of
his
city
department
staff.
It's
an
ongoing
process
where
we
worked
with
the
workforce
development
office
economic
development
office.
We
worked
targetedly
through
the
mayor's
office,
though,
where
we
developed
the
bespoke
index
customizing
our
framework
and
the
data
that
we
pulled
in
using
a
lot
of
city,
administrative
data.
That's
looking
at
their
own
personal
safety
data
from
the
police
department,
we're
looking
at
311
data
to
see.
Where
are
the
calls
from
service
coming
where
the
more
civically
engaged
places?
A
We
leverage
a
lot
of
the
data
that
they've
already
produced
but
really
do
know
how
to
use
and
make
meaningful
insight
out
of,
and
why
this
was
very
important
in
his
budget
message
in
june,
2019
mayor
licardo
really
emphasized
the
fact
that
he
wanted
to
break
a
historic
pattern
of
budgeting
based
on
kind
of
blunt
instrument,
throwing
a
lot
of
money
at
a
lot
of
issues
in
a
blanket-wide,
but
instead
encouraged
his
entire
city
staff
to
use
an
equity
screen.
A
What
does
that
mean?
That
means
going
through
a
process
of
using
highly
customized
contextualized
mapping
of
social
data
alongside
the
economic
data
that
they
already
had
on
their
communities,
to
provide
an
evidence
of
great
need
and
prioritize
those
communities
that
were
most
that
were
most
behind?
A
How
that
has
has
played
out
now
he's
really
encouraged.
You
know
the
use
of
this
at
the
city
department
at
the
city
staff
level.
They
did
approve
the
budget,
there's
a
4.3
billion
municipal
budget
last
year.
I
think
I
think
their
recent
budget,
the
2021
budget,
is
still
up
for
grabs,
but
it's
a
4.1
billion
budget
and
again
follows
this
process.
A
There
was
a
lot
of
pushback
from
several
city
council
members
in
sort
of
the
traditionally
poor
part
of
the
city
that
this
may
not
be
speaking
to
their
needs
fast
forward.
This
year's
budget
conversations
there's
no
pushback,
there's
a
lot
of
sponsorship
on
this
approach.
A
They've
seen
that
by
training
city
staff
and
department
staff
to
go
through
the
process
of
using
the
index
vetting
or
interrogating
the
data
to
provide
quantitative
evidence
of
need
for
programs,
they've
been
able
to
actually
move
through
a
lot
of
decision,
making
a
lot
more
rapidly
and
really
address
those
specific
issues,
they're
able
to
pinpoint
exactly
where
some
zip
codes
and
also
census
tracts
when
they
measure
their
social
progress
scores
or
their
dimension
scores
against
their
income
they're
achieving
vastly
different
levels.
Why
is
that?
A
It's
an
opportunity
for
them
to
investigate
all
up
and
down
that
vertical
chain
of
those
neighborhoods?
What
are
the
conditions
in
place
in
one
community
where
they're
converting
these
resources
more
effectively
than
others,
and
how
do
we
sort
of
disassociate
investing
in
all
of
these
communities
all
at
once,
but
looking
where
we
can
target
the
resources?
Specifically
again,
we
can
develop
a
very
customized
look
at
relative
performance.
This
is
just
looking
at
census
tracts.
There
were
213
census
tracts
in
the
city
of
san
jose.
A
We
can
look
at
that
and
say:
let's
ring
fence
around
10
or
15.
However,
it
makes
sense
in
san
mateo
county
right
now
we're
working
with
some
folks
to
expand
the
cohorts
and
looking
at
doing
that
by
racial
breakdown
and
educational
attainment
rates,
the
percentage
of
people
unemployed
and
underemployed
and
then
another
a
host
of
other
variables,
but
we're
able
again
to
see
whether
or
not
this
community
is
trending
upwards.
A
Obviously,
where
it's
disaggregated-
or
we
can
look
at
some
of
the
trends
based
on
race
by
gender,
sometimes
even
by
disability,
status
or
by
age,
if
the
privacy
piece
is
not
in
place,
there's
a
lot
of
opportunity
in,
in
my
experience
now
almost
eight
years
working
on
this
there's
a
lot
of
opportunity
to
challenge
perceptions
about
what
we
understand
about
our
communities,
both
on
identifying
pockets
of
need
that
we
didn't
know
you
know
perhaps,
were
there
and
also
success
stories
in
places
that
need
to
be
spotlighted
this
neighborhood
in
willow
glen,
we
found
within
a
half
mile
apart
two
neighborhoods.
A
They
diverged
in
social
progress
by
166
points,
really
really
wild
to
say
that
within
a
two-minute
drive
you
could
actually
be
in
a
completely
different
city
how
the
city
is
using
this
already.
You
know
they've
already,
you
know,
just
in
the
covid
context,
we're
talking
a
lot
about
cares
money.
One
of
their
big
issues
is
closing
a
digital
divide.
They
have
over
100
000
people
they
know,
did
not
have
routine
sustainable
access
to
quality
broadband
digital
services.
A
This
is
something
that
we
presented
back
in
february
right
before
the
pandemic.
Stopped
us
all
from
traveling,
but
the
city
really
mapped
out
where
that
digital
divide
existed
in
those
particular
neighborhoods.
They
looked
at
assets
that
already
existed
owned
by
the
city
that
they
could
leverage
and
bring
in
private
sector
investment
and
and
found
that
there
was
an
opportunity
to
in
a
market
for
500
million
dollars
with
private
sector
investment
to
go
in
and
install
small
cell
broadband.
A
Close
the
gap
on
that
social
inequity,
but
also
create
a
business
opportunity
and
ideally
prioritize
for
local
business
they'd,
also
spend
a
lot
of
money
on
traffic
coming
projects
in
2019,
and
they
saw
a
lot
of
value
in
where
to
deploy
those
resources
that
they'd
already
trained
based
on
the
pedestrian
safety
data
and
some
of
the
report
data
that
we
pulled
into
the
index
in
the
covid
context.
Now
I
know
that
they've
already
allocated
a
significant
amount
of
money.
G
A
So,
especially
when
we
zero
in
at
the
you
know
municipal
level,
what
we
like
to
do
really
always
is
try
to
get
down
to
the
census
tract
level
which
philadelphia
there's
a
past
data
available.
To
do
that,
you
know
we
want
to
understand
what
are
the
like
massive
issues
underlying
some
of
those
macro
issues
around
housing.
We
know
that
homelessness
is
a
problem.
We
know
that
cost
burden
both
for
renters
and
oftentimes
owners
is
a
problem
we
like
to
measure
those
two
specifically.
A
We
want
to
capture
the
best
available
homeless
data
oftentimes,
that's
connecting
with
a
multiple
continuing
care
agencies
that
are
doing
point-in-time
counts
and
try
to
see
if
there's
a
way
that
we
can
sort
of
like
harmonize
the
data
that
we're
getting
in
to
make
sure
that
we're
getting
as
representative
of
account
as
possible.
A
A
There
are
a
couple
different
ways
we
can
look
at
this
know
there
are
non-traditional
places
where
you
can
find
actually
very
excellent
sources
of
data
on
this
and
there's
also
proprietary
data
that
can
fold
in
to
help
us
understand
whether
or
not
the
quality
is
there
in
california,
when
we
mapped
out
the
state
down
to
the
county
level
and
then
also
or
going
in
now,
into
counties
like
san
mateo
and
orange
county.
We're
really
also
looking
at
the
availability
of
housing
and
the
availability
of
affordable
housing.
A
There's
a
regional
housing
needs
assessment,
that's
done
every
year
by
counties,
and
they
they
filter
that
up
to
the
state,
whether
or
not
they're
on
track
we're
trying
to
look
at
things
that
aren't
just
like
construction
permits
being
issued,
but
actual
construction.
A
So
we're
trying
to
learn
a
lot
from
what
data.
What
insight
can
certain
data
points
actually
hide
and
really
tease
out
prioritizing
the
right
data
that
tells
us
that
we're
measuring
the
right
concept?
We
could
say
that
there's
5
000
construction,
that
started,
but
only
two
construction
starts
actually
conducted.
A
That
contribute
to
housing
as
well,
whether
or
not
they're,
you
know
geospatially.
Are
they
in
the
right
place?
Are
they
connected
with
services?
Is
there?
Are
there
supermarkets
there
are
there
child
care
centers
there?
Is
there
a
cluster
of
an
economic
opportunity,
a
school,
a
healthcare
access
point?
Is
there
a
green
space
there?
A
Is
there
a
quality
environment
there,
because
those
also
contribute
to
choices
that
individuals
make
on
whether
or
not
they
want
to
live
in
those
parts
of
the
city
where
it's
going
and
some
of
the
things
that
we've
talked
about
in
san
jose
with
the
workforce
development
office.
We've
also
supplemented
a
lot
of
labor
market
analysis.
A
Look
at
occupations
by
census,
tract
look
at
skills,
foundations
and
say:
look
at
the
assets
that
people
have
to
connect
with
certain
types
of
jobs,
and
so
when
there's
an
ongoing
debate
of
which
jobs
to
move
in
which
places
that
unlink
open
space
for
for
property
development,
how
can
we
synergize?
A
B
One
last
question
I
have
for
you,
and
one
of
the
things
we're
interested
in
doing
in
philadelphia
is
being
more
thoughtful
about
how
we
build
a
future
economy.
I
heard
many
of
my
colleagues
talk
about
this
crisis
as
an
opportunity
and
that
future
economy
is
for
the
city
of
philadelphia
and
certainly
doing
so
in
a
way
that
we
could
tackle
the
issues
of
race
and
equity.
A
The
gap
right
in
between
achievement
on
some
critical
issues
that
obviously
are
integrated
into
just
skills,
training
and
education
and
health
as
a
massive
influence.
Obviously
we
did
a
little
bit
of
work.
Also
in
looking
at
the
vulnerability
of
cities
in
the
us
to
covet
19..
A
We
we
saw
that
the
federal
information
was
scattered
at
best
in
early
days,
so
we
consulted
the
cdc
and
look
at
risk
factors.
We
actually
mapped
out
vulnerabilities
from
both
infrastructural
standpoint
so
where
populations
are
living
with
or
without
access
to
icu
beds
or
preventative
care
institutions,
we
looked
at
population
demographics.
A
We
looked
at
sort
of
health
outcomes,
like
you
know,
active
smoking
rates,
copd,
pulmonary
disease,
cardiac
disease,
diabetes,
obesity
rates.
We
measured
this
for
500
cities
down
to
down
to
the
census
tract
level
when
you
start
to
think
about
just
even
health
vulnerabilities
and
what
kovit
has
shown
us
there
is.
You
know
a
strategy
from
a
health
perspective,
there's
a
strategy
from
an
obviously
like
increasing
equity
to
digital
services
and
greater
infrastructure
strategy
that
needs
to
happen.
There's
one
that
needs
to
happen.
A
I
think
in
education
space
as
well,
specifically
speaking
on
race
and
equity,
what
we're
doing
is
really
we
want
to
identify
what
are
the
common
trends
in
those
places
that
are
receiving
such
a
vastly
smaller
share
of
success?
You
know
why
is
it
being
distributed
in
the
way?
It
is.
How
do
we
associ?
How
do
we
picture?
A
You
know
the
patterns
that
are
repeating
themselves
across
the
city
and
start
to
tear
down
some
of
those
issues
and
invest
in
those
issues
that
could
start
to
chip
away
at
some
of
those
patterns
on
that
skills,
piece
and
occupational
analysis
that
we
did
in
san
jose,
but
that
really
was
an
opportunity
for
us
to
sort
of
disentangle
just
pop
financial
poverty,
from
the
equation
of
saying,
by
throwing
a
job
into
a
place
where
there
are
poor,
you
know
financially
poor
people
you're
going
to
solve
that
issue.
A
We
wanted
to
look
in
a
much
more
multi-dimensional
way.
We
wanted
to
look
at
their
education
rate.
We
wanted
to
look
at
the
transportation,
access
and
equity.
We
wanted
to
look
at
whether
or
not
there
was
also
a
condition
where
you
know
they
could
have
a
vibrant
life
living
within
a
certain
area.
A
lot
of
people
there
choose
not
to
drive
30
40
miles
up
to
san
francisco
or
out.
You
know
somewhere
else
up
and
down
the
peninsula
because
it
takes
them
three
hours
to
get
to
and
from
work,
and
they
may
have
a
mother.
A
You
know
elderly
mother,
take
care
of,
they
may
have
children,
so
we're
really
thinking
about
how
we
can
pinpoint
investments
in
skills
with
investments
in
health,
with
investments
in
education,
with
investments
in
healthier
places
and
place
making
and
make
a
more
360
degree
view
investment
into
communities
and
not
just
cast
one
wide
net
on
one
particular
issue.
Without
nuanced
information
about
who
we're
talking.
B
About
okay,
unless
I
we
really
appreciate
your
testimony
today,
I
don't
know
that
we
have
any
other
questions.
I
just
want
to
say
that
one
of
my
best
takeaways
from
your
presentation,
was,
I
think,
one
of
the
mayors
who
said
that
they
were
chasing
projects
instead
of
chasing
a
vision
and
I
think,
there's
a
real
lesson
to
learn
from
that
comment:
chasing
projects
instead
of
chasing
a
vision.
B
So
thank
you
today
for
your
testimony,
your
patience
and
always
a
long
afternoon.
We
appreciate
you
being
here
and
council.
F
Number
down:
yes,
you
have
a
question
yeah
just
very
quickly
for
for
justin.
I
know
you've
done
work
for
a
number
of
different
cities.
Has
there
been
any
outrage
to
organizations
like
national
league
cities,
or
I
know
you
mentioned
cdc's,
but
organizations
like
that
that
could
help
give
some
context
to
the
work
you're
doing
to
other
cities
around
the
country.
A
Yes,
so
we've
had
engagement.
Obviously
we
met
through
the
conference
of
mayors.
We
met
with
a
number
of
city
administrations.
I
know
I
met
clarence
anthony
through
robert
blaine
and
mary
lumumba
in
jackson.
I
was
there
in
april
last
last
year,
so
we've
got
a
lot
of
conversations
and
also
a
lot
of
follow-up
conversations
since
covet
hit
and
some
of
the
mapping
that
we
did
around
cities
yeah.
We
see
them
as
a
as
a
very
strategic
partner.
A
F
B
Thank
you,
councilmember
green.
That's
a
great
suggestion
and
justin
jim
a
simple,
simple
question.
I'm
going
to
ask
you
give
me
a
simple
answer:
what
needs
to
happen
for
us
to
bring
this
here.
A
You
know
we
like
to
to
know
that
we're
working
in
earnest
with
a
government
partner
and
when
we
partner
with
them,
we
want
to
have
a
little
bit
of
stake
in
the
ground
right.
This
is
a
commitment
to
shifting
a
lot
of
things,
so
we
want
to
be
able
to
ensure
that
we
have
access
to
thought
leaders
to
people
who
are
who
are
decision
makers
and
that
we're
collectively
sort
of
brainstorming.
How
do
you
just
move
beyond
data
and
move
towards
implementation?
A
A
The
one
thing
that
we
don't
want
to
do
is
build
a
report
and
drop
it
on
people
and
say
this
is
what
your
community
looks
like
and
walk
away.
We
want
to
be
there
as
a
as
a
sort
of
thought
partner
as
a
continued
leader
on
how
do
you
measure
the
right
way
for
measure?
You
know
for
management
for
program
development,
but
then
also
encourage
other
sectors
to
pick
it
up.
A
We
think
this
is
a
very
business
friendly
opportunity
to
look
at
their
community
from
a
supply
chain
perspective
and
enhance
the
kind
of
conversations
that
are
happening.
B
O
Yes,
am
I
on
up
next.
O
O
So
I
am
on
the
public
participation
task
force
of
the
delaware
valley,
regional
planning,
commission
and
we're
planning
for
year,
2050,
okay,
so
I'm
happy
to
be
able
to
be
included
in
this
process.
O
That's
where
I
think
a
lot
is
lacking
the
average
citizen,
the
people
who
put
you
all
in
position,
it's
not
being
listened
to.
I
heard
the
gentleman
before
me
talk
about
you,
know,
being
being
a
non-profit
and
doing
a
lot
of
work
and
all
those
statistics
I
heard
and
social
impact
and
and
and
social
progress,
I'm
I'm
thinking.
We
can
do
a
lot
right
here
in
the
city
of
philadelphia
by
including
black
people,
not
people
of
color.
That
gets
us
all
mixed
up.
O
I'm
talking
about
black
women,
like
the
70
percent
eviction
rate,
that
we
have
that's
a
hell
of
a
statistic
right
there,
that's
very
telling.
Okay,
we
don't
have
to
go
too
far
away
to
figure
out
something
right,
and
I'm
going
to
say
this,
you
all
you
people
who
are
representing
us.
You
all
can
start
right
where
you
are
including
black
women,
how
many
of
you
have
them
on
your
staff?
How
many
of
you
have
recommended
them
for
boards
and
commission?
O
How
many
of
you
have
included
them
in
all
that
you
do
from
top
to
bottom
we're
in
the
biggest
boom
in
my
lifetime,
I'm
a
native
of
this
town
and
we're
not
included.
Okay,
our
children
aren't
included
our
high
school
students
when
they
come
out
are
not
included.
Some
of
them
are
trained
in
what
we're
doing
they're,
not
included.
So
it's
not
rocking
science.
Last
time
I
was
in
a
hearing
before
the
pandemic.
O
You
talked
about
your
whole
poverty
thing.
How
many
times
we're
gonna
talk
about
poverty
before
we
do
something
about
it,
come
on
y'all,
let's
get
to
it
now
we're
in
a
pandemic.
You
find
we
catching
more
hell
than
everybody
else.
Well,
how
many
times
are
you
gonna
say
this?
What
you
want
me
to
do?
How
many
times
you
want
me
to
say
it,
I'm
in
the
heart
of
north
philly,
we
catch
in
hell,
murder
and
mayhem.
We
not
be
included
the
way.
O
You
all
put
these
little
deals
together
when
you
just
hook
up
your
friends
with
this
and
that
come
on.
Stop
the
nonsense.
Let's
get
it
on.
Let's
really
do
it
because
we're
talking
about
a
5
billion
dollar
budget.
Okay,
you
had
some
money,
900
million
and
didn't
know
what
to
do
with
it,
created
something
called
zero
waste.
I'm
so
glad
that
you
all
got
rid
of
that
charity
starts
at
home.
O
Remember
our
parents
told
us
that
take
care
of
us
who
live
here
who
are
already
here,
two
three
generations,
black
women
running
around
trying
to
find
housing
and
y'all.
Looking
at
tiny
house
hey
give
me
a
big
house,
give
me
a
house
that's
sitting
over
here
vacant.
Let's
not,
let's
not
go
around
the
bush
with
this
stuff,
because
you
know
what
it's
getting
worse
by
the
second,
so
I
want
to
make
sure
that
you
focus
it
on
them.
Black
women
put
them
in
position
because
see
when
you
start
talking
about
they're
being
evicted.
O
Okay,
I'm
gonna
account
for
a
small
percentage
of
deadbeats.
Let
me
keep
it
real,
but
you're
not
gonna.
Tell
me
everybody
is
a
deadbeat
with
children
running
around
being
evicted
out
of
these
places
just
because
they
don't
have
no
money.
I
know
something
about
that.
As
a
poor
black
woman
from
north
philly,
okay,
it
was
able
to
crawl
my
way
out
of
that
and
it
ain't
that
hard.
You
know.
O
So
I
want
to
focus
on
poverty,
who
we
talking
about
talking
about
black
folks,
all
over
the
place
poverty-stricken
and
equity
racism
and
white
supremacy
has
always
been
ongoing.
We're
talking
about
those
same
people.
You
know
why
we
don't
have
generational
wealth
because
it
was
stolen
from
us.
We
were
working
for
free,
we're
the
same
people.
So
don't
get
me
mixed
up
talk
about
some
people
of
color.
We
do
come
in
many
colors.
We
know
that.
But
we
talk
about
black
people.
O
Okay,
we're
not
afraid
to
be
called
black
as
it
relates
to
what
we're
talking
about
here.
So
we
talk
about
being
fiscally
responsible
learning
financial
literacy.
You
know
what
that
is
excellent
to
do,
because
I
was
like
a
banker
in
the
fourth
grade,
so
I
understand
all
that
treat
not
teaching
our
children
things
about
being
successful
and
fiscally
responsible,
but
when
you've
been
redlined
against,
when
you
had
no
source
of
income,
you
know
or
no
source
of
access
to
capital.
O
Okay,
then
you're
gonna
find
yourself
calling
and
crawling
and
crawling
trying
to
get
the
heck
out
of
poverty.
So
let's
talk
about.
Don't
get
no
white
man
to
come
and
tell
y'all
with
all
these
99
statistics.
Ask
me
I
do
the
rcos
I
could.
I
can
help
you
out.
Okay
with
a
whole
bunch
of
statistics,
you
running
around
trying
to
pay
somebody
else
to
talk
about
me
and
my
health.
Please
stop!
Please
stop
with
the
foolishness,
because
it's
foolishness.
You
know
it's
about
lack
of
inclusion
with
a
five
billion
dollar
budget.
O
Okay,
school
budget,
this
budget
that
budget
you're,
not
including
black
people,
that's
what
the
problem
is
so
get
it
out,
get
get
it
right!
Okay,
and
you
please
stop,
can
we
become
out
of
this
pandemic
with
a
whirlwind
of
real
activity?
You
know
get
them
encamping
people
out
of
north
philly,
please
you
know
all
of
that
nonsense.
O
Stop
with
the
nonsense.
Okay,
you
know
this
packer
board.
I
wonder
they
have
any
black
women
on
that
board.
That's
what
I
want
to
know,
I'm
going
to
be
watching
them.
I
want
to
know:
do
they
have
a
public
process
where
I
can
keep
an
eye
on
all
this
going
back
and
forth
seems
like
they're
doing
a
pretty
good
job.
I
got
to
meet
mr
harvey
okay,
but
I'm
going
to
tell
you
something
it
don't
take
rocket
science
y'all
considered
a
black
woman,
the
canary
in
the
mind
we
catch
in
hell,
it's
going
down.
O
Okay,
and
you
want
to
talk
about
social
progress.
We
can
get
it
done
this,
the
most
building
and
banging
and
carrying
on
gentrification
that
I've
seen
ever
now.
I
want
to
have
my
councilman
answer
this
question
of
those
you
were
1600
employees
that
increased
to
24
and
I'm
sorry
16
000
is
it
that
increased
to
24
000..
I
might
have
my
little
figures
mixed
up
here.
I
almost
fell
asleep.
While
I
was
writing
all
these
four
hours,
but
wasn't
how
many
of
those
people
were
black?
O
How
many
of
those
people
were
people
who
lived
here?
Did
you
go,
find
some
people
and
immigrate
them
and
migrate
them
to
philadelphia,
then
give
them
a
whole
department,
or
did
you
hire
some
black
people
who
are
here?
Did
you
disrespect
keep
showing
racism
and
white
supremacy
as
these
people
were
hired?
You
got
to
be
very
careful.
I
think
it's
an
insult
that
mayor,
kenny,
south
philly,
born
and
raised
from
what
I
understand.
We
give
him
25
years
in
city
council
22,
whatever
it
was,
and
he
come
up
grab
casper
for
everything.
O
B
O
B
J
Thank
you,
mr
chairman.
I
appreciate
it.
I
I
understand
mrs
robinson's
concern.
I
understand
that
philadelphians
across
the
city
are
struggling,
especially
black
philadelphia,
as
I
think
we
heard
that
on
our
call
earlier
today-
and
I
know
this
is
a
difficult
situation
for
the
average
philadelphian
to
sit
through
this
entire
process,
and
it's
not
easy
on
our
end
as
well
too,
and
we're
trying
our
best
and
so
we're
open
to
any
recommendations
that
folks
have.
J
We
also
have
what's
called
the
disadvantaged
communities
task
force
that
I
just
wanted
to
communicate,
that
we'll
be
doing
hearings
all
across
the
city
of
philadelphia
to
hopefully
address
the
issue
that
ms
robinson
communicated
as
it
relates
to
us
as
members
of
council
and
as
members
of
local
government
listening
to
narratives
and
giving
philadelphia
is
an
opportunity
to
do
what
she
just
did
and
communicate
her
frustration
and
hopefully
dive
into
even
more
detail
as
it
relates
to
things
that
we
can
do
specifically
as
legislators
to
allocate
resources
as
well
as
to
advocate
for
things
to
address
the
issues
that
she's
talking
about
right
now.
J
C
Resources
for
communities
post.
J
Coronavirus,
but
I
also
want
to
also
want
to
communicate
my
appreciation
for
our
advocacy
for
black
women.
I
have
a
black
woman
on
my
staff.
I
know
a
lot
of
other
council
members
have
multiple
black
women
on
their
staff
and
our
black
women
continue
to
lead,
and
we
want
to
continue
to
advocate
for
them
as
well
too.
J
So
I
just
want
to
let
her
know
that
we
appreciate
it
and
hopefully
she'll
get
an
opportunity
to
testify
when
we
do
the
different
town
halls
across
the
city,
so
we
can
get
even
more
in-depth
information
for
her.
Thank
you.
B
B
All
right
seeing
none-
I
want
to
thank
everybody
for
being
here
today
and
their
patience
in
this
long
hearing
and
I
think,
having
more
regular
and
transparent
conversations
about
the
city's
finances,
goals
and
outcomes
is
very
important
part
of
the
work
we
do
on
behalf
of
the
people
we
serve.
So
I
look
forward
to
seeing
you
all
back
here
soon
and
this
concludes
the
hearing
on
resolution.
200
406.,
the
hearing
is
adjourned.
Thank
you
very
much.
Thank
you.