►
Description
The Committee on Fiscal Stability and Intergovernmental Cooperation of the Council of the City of Philadelphia held a Public Hearing on Wednesday, June 9, 2021, at 1:00 PM, in a remote manner using Microsoft® Teams 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
A
Good
afternoon,
everyone
this
hearing
is
called
to
order.
I
want
to
recognize
the
presence
of
a
quorum
of
committee
members
members
of
the
committee
in
attendance,
our
vice
chair,
brian
o'neill,
council,
member,
cindy
bass,
council
member
helen
gim.
Thank
you
for
attending,
and
this
is
the
public
hearing
of
the
committee
on
fiscal
responsibility
and
intergovernmental
cooperation.
D
F
Thank
you
councilman
good
afternoon
and
members
of
the
city
council,
fiscal
stability
and
intergovernmental
cooperation
committee.
As
you
know,
my
name
is
harvey
rice,
I'm
the
executive
director
of
the
pennsylvania,
intergovernmental
cooperation
authority,
the
state
oversight
agency
for
the
city
of
philadelphia.
F
Again,
I
thank
you
for
allowing
me
to
testify
today
and
to
speak
about
pika's
report
on
the
quarterly
city
managers
report
for
the
third
quarter
of
fiscal
year,
2021,
which
encompasses
the
months
january
february
and
march,
as
well
as
pika's
reports
on
city
revenues
and
obligations
for
the
month
of
april
and
overtime
costs.
Through
april.
F
F
F
F
Okay,
this
just
shows
you
the
revenues
and
the
obligations
by
actual
for
20,
which
was
4.833
million
billion
for
the
third
quarter.
The
fy21
projections
are
4.5
billion
and
the
projections
for
the
quarter
to
three
or
f
so
that
the
plan
projections
were
4.5
and
the
projections
for
the
third
quarter
are
are
4.6
and
then
the
obligations
again.
The
actual
was
over
5
billion
little
over
5
billion
and
the
fy.
The
five-year
plan
projection
for
21
is
4.8
and
we're
spending
over
that
at
4.9.
F
For
the
third
quarter,
our
general
fund
summary,
as
you
can
see,
revenues
are
projected
an
increase.
16.8
million
from
the
five-year
plan
original
five-year
plan
projection
obligations
are
projected
to
increase
124.9
million
from
the
original
five-year
plan
projection
and
that's
what
we
we
first
compare
it
to
is
what
what
was
given
submitted
to
the
board
to
the
topic
of
the
authority
and
the
board
voted
on
the
adoption
of
the
plan
back
in
last
july.
F
And
then
our
revenues
tax
collections
are
projected
to
decrease
by
66.1
million
from
the
five-year
plan,
primarily
due
to
the
project
that
decreases
in
wageners
tax
local
generated
non-tax
revenue
is
also
projected
to
decrease
by
almost
11
million.
This
is
primarily
due
to
risk
reduced
collections
by
the
sheriff's
office
in
the
first
judicial
district.
F
Revenues
from
other
governments
projected
an
increase
by
almost
70
million
from
from
the
five-year
plan
projection.
That's
primarily
due
due
to
care's
act,
reimbursement,
money
and
the
same
with
revenue
from
other
funds
projected
increased
by
24
million,
and
that's
primarily
due
to
the
infusion
the
american
rescue
plan
funds
and
then
we
look
at
project
obligations
by
class.
F
Wages
are
projected
to
increase
by
33.6
million
from
the
five-year
plan.
It's
primarily
due
to
higher
wage
cost
and
overtime
costs
contracts.
Purchases
of
services
are
projected
to
increase
by
34.8
million
from
the
five-year
plan,
and
so
that
brings
total
obligations.
As
I
said,
124.9
million
over
what
the
five-year
plan
projection
was
when
it
was
submitted.
F
F
F
F
The
city
collected
almost
513
million
in
revenues
in
april,
far
more
than
in
april
of
2020,
which
was
at
287
million,
so
it
gave
us
an
increase
of
225
million
over
april
of
last
year.
However,
it's
you
can't
compare
apples
to
apples
on
this.
The
the
timing,
issues
of
payments
for
real
estate
taxes
and
the
business
income
and
receipt
taxes
are
shifting
collections
to
different
months.
So
it's
it's
it's
it's
not
fair.
F
To
compare
them,
however,
one
bright
side
that
we
we
saw,
that
was
that
real
estate
tax
came
in
better
than
projected
the
delinquency
rate
wasn't
as
high
as
as
we
thought
would
happen
during
this
pandemic,
so,
and
and
and
the
business
income
and
receipts
tax.
The
birth
tax
is
also
coming
in
good
and
that's,
I
think,
primarily
due
to
the
corporate
earnings
tax
being
so
doing
so
well
and
so
and
then
the
real
estate
transfer
tax
did
better
in
april
than
it
has
been
the
past
few
months.
A
F
A
Okay,
I
have
a
couple
other
questions
for
you,
I'm
looking
at
you
know
you
have
the
overtime
chart
up
I'm
reading
this
correctly.
It
looks
like
in
21,
peace
and
fire
represent
about
two-thirds
of
the
overtime
in
the
city,
and
I'm
also
seeing
that
the
prisons
over
time
actually
reduced
pretty
dramatically
for
them
on
a
percentage
basis.
A
What
other
suggestions
do
you
have,
and
also
the
sheriff's
department
looks
like
it
reduced
pretty
dramatically?
Also
right,
what
other
suggestions
do
you
have
on
this
overtime?
And
again,
I
know
this
has
been
a
big
topic
with
pica
and
several
your
board
members,
any
other
suggestions
on
on
how
you
think
we
can
manage
the
overtime
better.
A
F
F
A
F
A
A
A
Is
there
any
tax
on
this
chart,
I'm
just
looking
at
it
for
the
first
time
that
really
concerns
you
on
the
collection
area.
Some
of
them
are
lower
numbers,
but
most
don't
seem
that
terrible
to
me
even
the
wage,
it
looks
like
wages
off
eight
percent.
What
was
wage
in
2020
versus
2019
any
idea
or
where
we
round
up
on
wage.
F
A
A
A
A
B
B
B
That's
above
our
internal
target,
the
high
part,
which
would
have
been
about
382
million,
still
well
below
best
practice,
which
would
have
been
close
to
811
million,
but
that
gave
us
some
cushion,
which
meant
that
what
we
went
through
wasn't
as
horrible
as
it
could
have
been.
You
know
when
we
saw
our
revenues
go
down,
maybe
about
750
million
dollars
that
obviously
had
an
impact
by
the
ffy
20.
and
remember
in
fy
20.
B
There
was
really
only
one
quarter
that
was
hit
by
the
pandemic,
so
we
had
three
quarters
that
were
really
strong
and
we're
looking
really
good.
And
then
you
know
everything
just
kind
of
fell
off
a
cliff
so
because
those
first
three
quarters
were
so
good.
We
ended
the
year
just
below
our
internal
target.
To
get
to
our
internal
target.
We
would
have
needed
about
302
million.
We
wound
up
at
291.
D
Great
thank
you
robin
hi,
marissa
waxman
budget
director,
so
the
third
quarter
of
fy21
we
brought
in
1.42
billion
dollars
that
was
about
50
million
dollars
more
than
the
third
quarter
last
year,
so
not
much
going
on
there.
Our
year-end
projection
for
revenues
is
4.6
billion
dollars.
It's
a
little
bit
more
than
the
adopted
budget
and
really
virtually
no
change
since
last
year.
I
think
the
big
headline
is,
for
the
most
part,
there
are
significant
changes
from
in
this
compared
to
what
we
presented
in
the
fy
22
budget
proposal.
D
For
example,
due
to
the
court
ordered
pause
and
sheriff's
sales,
we
had
some
reductions
for
our
locally
generated
non-tax,
also
that
estimate
of
wage
tax
refund
requests,
and
so
overall,
our
year-to-date
revenues
are
pretty
close.
When
you're
looking
on
a
percentage
basis,
our
target
budget
had
suggested
we'd
have
about
three
billion
in
the
door
by
the
end
of
march.
D
So
far,
we've
budgeted
for
about
125
and
obviously,
since
the
irs
pushed
back
their
filing
deadline
to
late
may,
we're
still
seeing
stuff
come
in,
so
we're
not
at
the
end
of
the
road,
but
that
80
million
was
about
close
to
30
000
commuters,
requesting
refunds
there,
and
so
that's
the
data
there.
So
that's
in
terms
of
revenues
where
we
are,
I
would
say,
generally,
we
don't
have
any
known
challenges
that
are
going
to
keep
us
from
meeting
all
of
our
targets
from
this
year.
But
there
are
two
open
questions.
D
One
is
those
wage
tax
refunds
and
the
other
is
our
burp.
While
we've
got
money
coming
in
again
with
that
later
than
normal
tax
deadline,
we're
still
in
the
process
of
processing
and
we'll
also
see
what
sort
of
credits
and
refunds
folks
are
requesting
there
just
for
scale
on
recent
years.
Sometimes
those
refund
requests
can
be
up
to
40
million
dollars,
and
we
don't
know
that
until
later,
in
terms
of
our
obligations,
our
spending
again
we're
just
pretty
much
on
track.
D
With
our
target
budget,
there
were
some
increased
there's
increases
that
are
offset
by
new
revenues,
so
we
have
a
portion
of
our
sales
tax
that
is
dedicated
to
the
pension
and
good
news.
The
sales
tax
was
a
bit
higher
than
expected,
so
it
meant
our
spending
for
those
pension
contributions
was
also
a
bit
higher,
so
not
really
an
impact
on
our
operations
or
our
fun
balance,
but
just
more
sort
of
us
making
sure
our
numbers
stay
up
to
date,
and
so
our
year-end
projection
for
our
spending
is
at
that
4.93
billion.
D
D
You
know
you
might
say
that's
unusual,
that's
mainly
advertising
costs
that
we
testified
about
a
mid-year
transfer
ordinance,
a
million
dollars
of
that
tied
to
the
presidential
election
overtime,
as
harvey
mentioned,
is
down
compared
to
the
prior
year,
and
this
is
where
we
really
see
a
mixed
bag
one.
Obviously
we
have
parts
of
city
government
operations
that
have
not
been
happening,
the
way
that
they
normally
well
actually
across
us.
None
of
it's
happening
is
normal
in
some
areas,
significantly
less
activity
and
so
less
overtime,
others,
particularly
in
public
safety
areas.
D
A
lot
more.
We
have
a
fire
department,
that's
been
helping
with
vaccinations
that
wasn't
something
they
did
last
third
quarter,
and
so
and
and-
and
one
of
the
things
to
remember,
is
that,
yes,
while
some
folks
are
working
from
home,
that's
about
one
in
five
philadelphia
city
employees
about
eighty
percent,
particularly
our
frontline
workers,
have
been
out
there.
Meeting
service
needs
and,
having
you
know,
normal
activity
plus
pandemic
response
related
activities.
D
So
in
general
that
means
that
our
year-to-date
overtime
is
about
four
and
a
half
percent
less
than
it
was
last
year
as
those
all
pan
out
now.
The
flip
side,
with
overtime
is
also
looking
at
leave
usage.
How
many
folks
are
actually
available
to
work,
because
sometimes
you
need
more
overtime
if
you
have
less
staff
available-
and
this
is
where
we
see
a
lot
of
the
real
impacts
of
the
pandemic,
as
our
staff
are
dealing
with
their
own
personal
health,
child
care
needs
for
themselves,
care
for
family
members,
quarantine
and
isolation
requirements.
D
We
are
seeing
some
real
variation
or
differences
than
you
might
expect
in
leave
usage
who's
who's
able
to
show
up
versus
who's.
Not
we
don't
have
a
good
comparison
to
last
year,
because
last
year,
third
quarter
we
were
all
transitioning
to
remote
work
and
doing
all
sorts
of
things.
And
so
we
didn't
do
this
data
analysis
last
year,
but
you
can
see
you
know.
D
D
We
do
collect
this
performance
data
across
the
full
range
of
city
government
operations,
public
safety,
our
children,
family
services,
parks,
libraries,
planning
and
development
infrastructure,
as
well
as
the
back
office
support
we
provide
and
we
have
a
bunch
of,
as
I
mentioned,
70
that
are
on
track
to
meet
or
exceed,
and
some
of
these
are
things
like
homeless
services,
where
the
percent
of
exits
to
permanent
housing
destinations
from
shelter
are
on
track.
We're
41
in
this
last
quarter
and
our
goal
is
to
be
over
40
for
the
year.
D
Similarly
license
and
inspection
the
time
frame
for
issuing
residential
permits
that
has
been
going
really
well,
obviously,
an
interplay
there
with
demand
and
then
the
311
call
center
they're
still
getting
pretty
rave
reviews
in
terms
of
their
score
for
tickets
of
the
quality
of
service
that
they're
providing.
So
that's
all
great,
but
we
obviously
know
that
the
city
has
been
tremendously
impacted
by
kobit
and
that's
really
having
in
the
impact
on
the
department's
ability
to
meet
their
performance
targets.
D
Some
areas
where
we're
really
seeing
that
we
are
off
track
of
our
pre-pandemic
expectations
are
things
like
the
free
library.
Our
in-person
visits,
not
surprisingly,
when
you
close
the
libraries
significantly
lower
than
our
initial
target,
and
then
everyone
remembers
last
summer
where
we
really
struggled
with
tax
collection.
Where,
obviously,
like
many
other
departments,
we
have
the
staff
about
availability
challenges,
but
simultaneously,
as
philadelphians
responded
to
the
stay-at-home
orders,
they
started
generating
a
lot
more
trash
at
home,
which
really
increased
the
tonnage,
and
so
our
on-time
recycling
and
trash
rates
really
struggled.
D
And
so
you
can
see
here.
If
you
look
at
our
recycling
rate,
it
is
improved
to
8.5
in
the
third
quarter,
which
is
a
21
increase
over
last
summer,
but
still
falls
below
the
target
of
10
of
stuff
diverted
to
recycling,
and
the
tons
that
we
are
collecting
in
terms
of
recycling
has
gone
up
dramatically,
nearly
doubled
since
the
first
quarter
of
this
year,
but
still
well
below
what
we
would
have
targeted.
So
performance
continues
to
be
a
challenge
operating
in
this
environment.
D
D
So
I
wanted
to
give
you
a
snapshot
of
where
we
are
in
terms
of
spending
through
the
end
of
may,
and
so
at
this
point
we've
spent
through
the
end
of
may
85.6
percent
of
our
general
fund
budget
4.9
in
the
last
month
alone,
and
you
know
12
months
a
year,
you
would
on
average,
expect
us
to
be
spending
about
8.3,
but
it's
not
totally.
Even
we
have
certain
departments
that
have
very
seasonal,
either
staffing
needs
or
they
make
certain
payments
a
couple
times
a
year.
D
For
example,
our
debt
service
happens
in
two
big
chunks.
Normally
we
make
four
big
quarterly
payments
to
the
school
district
and
septa.
So
it's
not
even
over
the
month,
but
in
general
we
are
continuing
to
be
really
on
track
of
where
we
would
expect
to
be
nothing
of
particular
concern
when
we
look
department
by
department
looking
at
total
spending
through
may
great
news
nobody's
over
100
yet
and
that
most
apartments
are
beneath,
where
you
would
be
for
11
12
of
the
year.
D
Having
passed,
there
are
a
couple
of
departments
where
you'll
see
things
pop
a
little
bit
up,
usually
there's
good
explanations
for
that
departments
like
dbh
ids,
because
they
work
with
so
many
providers
and
so
much
of
their
budget
goes
that
way.
Those
dollars
are
encumbered
almost
in
july,
so
they've
been
sort
of
nudging
up
against
the
top
for
them
for
most
of
the
year.
So
that's
their
total
appropriations
and
includes
their
staffing
costs.
Contract
costs.
Everything,
and
you
can
see
you
know
some
of
the
other
things
in
here.
D
As
I
mentioned
sinking
fund,
which
is
where
we
make
those
debt
service
payments
91
of
their
obligations
are
done
mainly
because
they've
already
made
their
debt
service
payments
for
the
year
when
we're
looking
at
just
the
class
100
in
isolation,
you
can
see
here,
for
the
most
part
we're
seeing
a
lot
of
departments
who
are
at
or
below
where
you'd
expect
to
be
11
12
of
the
year
and
some
things
might
jump
out
at.
You
is
a
little
bit
odd
if
you
look
at
say
the
dhs
payroll.
D
There
is
a
lot
of
transferring
of
costs
between
the
grants
fund
and
the
general
fund,
and
so
that's
all
going
to
move
around
as
we
clear
close
up
the
books
at
the
end
of
the
year
in
terms
of
ones
that
are
getting
closer
but
again
good
nobody's
over
100.
At
this
point
in
the
year
you
know
some
questions
around
city
commissioners
that
obviously
had
a
very
unusual
year
with
how
the
elections
unfolded.
D
Obviously
we
we
are
still
in
the
midst
of
the
fy22
budget
process,
we're
working
together
with
council
in
the
administration
to
get
the
budget
finalized
by
july
1..
That's
the
point
at
which
really
the
pika
board
picks
up
the
baton
to
review
and
then
hopefully
approve
the
five-year
plan
within
30
days
of
passage
of
the
budget
and
that
plan
in
order
for
them
to
give
it
a
favorable
review
must
be
based
on
reasonable
assumptions.
D
We
can't
be,
you
know
crazy
about
what
we
think
the
economy
is
going
to
do
or
what's
going
to
happen,
and
it
has
to
be
balanced
in
all
five
years
and,
as
you
know,
piko's
approver
disapproval
can
really
swing
hundreds
of
millions
of
dollars
in
city
revenue.
So
it
is
something
that
really
is
critical
for
us
to
achieve.
There
is
one
more
sort
of
variable
that
is
out
there
that
is
really
going
to
have
an
impact
on
balancing
that
plan
and
the
budget,
and
that
is
the
collective
bargaining
agreements.
D
All
four
of
the
city's
union
contracts
expire
at
the
end
of
this
month
to
help
because
we
anticipate
that
new
contracts
that
begin
july
1
will
have
some
additional
costs.
We
have
built
into
the
fy
22
budget,
a
25
million
dollar
labor
reserve
and
actually
over
the
course
of
our
five-year
plan,
a
200
million
dollar
labor
reserve,
and
so
that
is
one
more
thing
that
is.
We
are
thinking
about
the
city's
fiscal
stability
as
we
move
into
fy
22,
clearly
a
critical
component
there.
A
Thank
you
marissa
and
thank
you
rob.
I
have
a
few
questions.
I
want
to
mention
that
councilmember
kendra
brooks
joined
the
meeting,
thank
you
and
councilman
sanchez
and
council
member
david
out.
So
thank
you
all
for
joining
in
general
terms
of
this
is
robert
marissa
in
2020
revenues.
Less
expenses
bottom
line.
A
B
B
A
B
B
A
B
B
B
A
A
D
Yeah,
so
we're
we're
pretty
much
in
terms
of
where
we
thought
we'd
be
for
21
is
where
we
are,
which
is
good.
Obviously,
that's
not
where
we
wanted
to
be
pre-pandemic,
but
we,
you
know,
through
careful
monitoring,
are
making
sure
that
our
rep,
our
projections,
are
staying
up
to
date
with
what's
realistic,.
A
Right,
I
mean,
I
guess
my
question
is
I'll,
be
difficult
to
answer,
but
I'll
ask
you
anyway,
and
that
is
the
whole
question
here-
is
how
quickly
will
this
economy
bounce
back,
which
we
don't
know,
but
we
know
this
friday.
You
know
the
massive
requirements
are
going
away.
So
any
thoughts
on
that
on
what
you're,
seeing
from
collections
of
taxes
and
all
the
different
categories.
B
Yeah-
and
I
can
give
a
broad
answer
and
then
we
don't
think
that
we'll
get
back
to
where
we
were
until
23,
just
where
we
were
so
much
less.
You
know
what
we,
where
we
thought
we
would
have
been
in
including
growth,
so
in
terms
of
looking
at
what
a
five-year
plan
would
have
been
we're
just
going
to
be
way
way
behind.
Where
that,
where
that
was
we're,
saying.
A
D
I
can
certainly
get
back
to
you
on
that,
because
we
do
over
our
five
year
plan
have
some
variations,
some
of
them
get
back
by
fy
23,
some
take
longer
24
25
off
the
top
of
my
head.
I
forget,
which
is
which,
but
we've
been
working
with
a
team
of
economists
at
ihs
market
who
works
with
pennsylvania
on
their
projections
and
actually
it's
a
global
econometric
sperm,
and
so
you
know,
they're
helping
us
look
at
the
interplay
between
you
know.
D
There's
there's
both
when
rules
are
relaxed
and
you
know,
businesses
and
individuals
can
do
things.
The
way
they
used
to,
but
they're
also
really
making
sure
we're
being
thoughtful
about
the
fact
that,
just
because
people
can
doesn't
mean
that
their
behavior
is
going
to
shift
immediately
or
that
it'll
resume
back
to
where
it
was,
and
so
that's
why,
through
parts
of
this
we're
putting
we've
got
an
assumption
that
say
15
of
our
non-resident
wage
tax
never
comes
back
as
folks
are
changing
the
patterns
of
where
work
happens.
D
You
know
that
maybe
they're
not
in
philadelphia
five
days
a
week,
they're
not
in
you
know,
maybe
they're
in
zero
days.
Maybe
they're
in
three
and
that
across
the
board
we're
expecting
some
permanent
shifts
in
our
tax
base
as
a
result
of
that.
So
while
we
think
our
dollars
will
get
back
not
not
in
this
coming
year,
but
over
time,
we
also
anticipate
some
permanent
shifts.
A
D
So
what
I
can
tell
you
off
the
top
of
my
head
is
that
about
pre-pandemic,
about
40
of
wage
taxes
came
from
those
non-residents,
and
so
that's
the
thing
that'll
be
so
if
we
lose
15
so
and
I
think
it's
overall,
we
think
15
of
those
don't
come
back.
So
that's,
let's
say
eight
percent.
That's
is
my
math
right,
six
percent
impact
on
the
wage
tax,
so
fifteen
percent
of
forty
percent.
D
A
D
So
what
we're
seeing
so
far
is
that
yeah,
luckily
that
you
know
where
we've
just
had
to
since
the
last
quarterly
city
manager's
report
is
when
we
had
to
put
in
that
reduction
in
wage
tax
over
100
million.
We
luckily
were
able
to
balance
that
out
with
the
real
estate
tax
has
been
performing
a
bit
better
than
we
expected
in
terms
of
collection
rates,
as
well
as
some
of
the
other
taxes
I
mentioned.
A
I
mean
so
all
this
conversation
really
shows
us
that
the
things
that
you
tax,
that
can't
move
are
more
stable
than
those
things
that
can
be
moved
basically
other
than
the
wage
tax.
I
assume
that's
our
biggest
potential
loss.
What
is
the
second
and
third
biggest
potential
tax
losses
that
you're
calculating.
D
So
I
mean
in
terms
of
there's
sort
of
two
questions
there:
what
are
our
largest
tax
streams,
so
even
a
small
percentage
difference
is
really
impactful
for
us
and
so
small
percentage
difference
in
our
burp,
which
you
know,
we
expect
more
than
a
half
a
billion
dollars
from
matters
to
us
and
that
is
historically
volatile.
Others
large
significant
streams
are
realty
transfer
tax.
That's
one
that
very
early
on
is,
as
you
know,
real
estate
activity
stopped
that
really
plummeted,
but
has
actually
come
back
and
stayed
fairly
strong.
D
Once
activity
could
resume
so
that
one
has
been
looking
pretty
good.
We
obviously
have
some
other
taxes
that
have
that
the
percentage
loss
has
been
far
more
dramatic.
You
take
our
amusement
tax,
85
plus
percent
of
the
amusement
tax
comes
from
attacks
on
the
tickets
for
professional
sporting
events
when
those
were
open
or
open
with
very
limited
capacity.
Obviously
that
went
down
dramatically,
however,
that's
luckily
a
much
smaller
tax
for
us,
so
even
the
much
larger
percentage
variation
in
collections
isn't.
D
Yes,
you
know
that
percentage
loss
inside
the
wage
tax
devastating
that
percentage
loss
in
the
amusement
pa
tax
still
important,
but
not
as
much,
and
so
as
we
see
you
know
and
one
of
the
fun
things.
If
you
like
to
follow
the
amusement
tax
collections
is
it
turns
you
into
a
sports
fan,
because
all
you
want
to
see
is
for
us
to
have
playoff
games
played
at
home,
more
games,
more
tax,
and
so
as
we're
seeing
the
you.
D
Fine,
but
so
that's
you
know,
you
start
watching
some
of
these
smallers,
and
so
I
think
some
of
those
the
tourism
related
ones.
Those
are
the
ones
that
are
as
people
as
regulations
shift
and
people's
behavior
shift.
I
think,
are
the
ones
that
we'll
see
move
sort
of
more
quickly
in
real
time
will
have
better
senses.
The
larger
ones,
I
think,
is
going
to
be
really
attached
to
a
lot
of
larger
trends.
D
There
can
be
other
impacts
in
the
economy
in
the
interim
and
that's
part
of
the
reason
we
turn
back
to
really
wanting
to
make
sure
that
we
are
not
forgetting
that
we
need
to
build
back
up
that
fund
balance.
Getting
to
the
point
we
had
it
at
439
million,
you
know
was
so
critical
to
you
know
we
made
had
to
make
terrible
decisions
in
this
current
fiscal
year,
but
they
would
have
been
twice
as
bad
if
we
hadn't
had
that
cushion,
we
don't
have
that
cushion
right
now.
D
A
D
Let
me
look
at,
let's
see
so
our
wage
tax
on
you
know
works
in
fy
20,
which
had
that
one
bad
quarter,
our
total
was
1.6
billion
this
year,
we're
expecting
a
little
under
1.4.
So
that's
significant,
some
of
the
other
areas
where
we're
expected
to
be
a
lot
lower.
You
know
real
estate
we're
actually
looking
pretty
fine
and
decent
our
bert.
In
fy
20
we
collected
534
million.
D
Our
current
projection
for
bert
for
this
year
is
516.7,
so
you
know
that's
off
by
about
1820
million
our
sales
tax
were
about
even
but
then
our
realty
transfer
fy20.
We
were
320
million
and
that
included
that
last
really
bad
quarter
and
we're
only
projecting
right
now,
299
million
so
about
20
million
dollars
off
there.
So
really
as
I'm
looking
at
these.
Similarly,
I
think
in
the
parking
off
about
20
million
amusement,
that's
one
yeah
the
amusement
tax
fy
20
18
million
dollars
in
revenues
this
year,
projecting
2.2
so
16
million.
D
D
So
and
this-
and
this
is
the
wage
tax
and
when
I'm
talking
about
it,
I'm
talking
about
without
the
pika
portion,
so
we
can
do
a
different
thing.
Actually,
if
you
want,
if
I
let
me
include
the
pike
abortion
fy
20,
we
collected
2.1
billion
from
the
city
wage
tax,
including
the
pika
portion
this
year,
we're
anticipating
that
we'll
collect
1.86
million
so
about
140
million
dollars
swing
there.
D
Yeah
so-
and
this
is
not
a
change
in
how
wage
tax
has
worked
historically-
that
if
you
are
working
inside
the
city
and
you
live
outside
yeah,
if
you
are
work,
if
you,
if
you're
technically,
you
know
a
philadelphia
employee,
but
your
employer
said
go
work
outside
the
city,
because
you've
got
a
job
out
there,
because
the
office
is
closed
in
philadelphia,
you've
been
directed
to
then
it's
not
due.
But
if
it's
just
a
perk,
if
it's
just
a
choice,
then
the
tax
is
still
due.
A
D
D
But
if
those
are
the
managing
partners,
who
have
decided
that
now,
work
happens
remotely
and
lawyers
are
a
good
example
of
how
we've
always
done
this,
and
we
have
audit
procedures
in
place
because
they
might
be
trying
a
case
in
a
different
county
in
the
region
and
be
outside,
and
so
you
know
it's
not
it's
not
necessarily
new.
It's
just
the
scale
the
number
of
employees
affected
and
some
employers
who
maybe
didn't
get
into
you
know
figuring
this
out
in
the
past.
A
D
Yes,
yeah
and
it's
not
so
as
we're
doing
our
class
100
projections
we're
seeing
where
we
often
build
in
vacancy
rates,
and
so
that
is
oftentimes
included,
and
then
we
also
know
that
there
are
some
offsets
that
if
the
work
still
has
to
get
done,
you
might
see
overtime
come
up
or
you
might
see
us
shifting
some
of
that
work
to
outside
contractors.
So
that
is
something
that
we
are.
We
monitor
and
we
look
at
as
we're
doing
this.
A
B
A
D
H
A
A
Thank
you
very
much,
so
I
know
that
your
overtime
was
down
any
other
strategies
on
how
you
plan
on.
I
know
it's
difficult
in
public
safety
right
now
to
manage
that
and
they
get
a
lot
of
people
out.
I
guess
I
have
two
questions
for
you.
One
is
the
overtime
increasing
because
of
the
number
of
lack
of
recruits,
basically
for
the
police
department,
and
how
do
we
manage
this
better
from
an
economic
standpoint,
but
also
making
sure
we're
providing
the
safety.
G
That
that
has
a
big
part
in
it
less
cops.
We
have
the
less
cops
we
can
deploy
on
straight
time
and
therefore
we
have
to
cover
some
gaps
with
overtime
officers,
we're
currently
down
about
315
from
our
authorized
strength
and
500
from
our
previous
strength
of
two
years
ago.
So
it
is
a
significant
gap
to
make
up
some
of
those
ability
to
keep
our
numbers
down
had
to
do
with
the
lack
of
special
events
coupled
with
not
as
many
court
appearances.
G
But
we
look
at
every
other
area
that
we
can
control
like
number
of
people
on
cases,
people
going
to
court
making
sure
that
we're
only
you
know
allowing
those
people
completely
necessary
for
prosecution
to
be
listed
so
there's
ways.
I
mean
every
level
of
approval
that
requires
a
supervisor
whether
it's
two
hours
for
a
sergeant
four
hours
for
a
lieutenant
captains
have
to
approve
six
hours
or
more.
But
some
of
the
circumstances
that
we
dealt
with
with
our
significant
rise
in
homicides
there's
a
lot
more
investigative
overtime.
G
That's
needed
because
there's
still
the
same
number
of
people
handling
it
and
to
say
the
simple
solution
will
just
put
more
detectives
and
homicide
that
pulls
them
from
every
single
division.
Putting
us
still
at
that
short
haul
and
to
make
more
detectives,
has
less
cops
on
the
street,
so
they
all
have
that
kind
of
ripple
effect.
But
we,
our
effort,
is
always
at
least
to
not
ever
overspend
our
class
100
money.
Recognizing
that
our
salary
lapses
will
cover
a
lot
of
the
overtime
that
we
have
to
spend
to
cover
for
those
absences.
G
A
A
A
First,
how
many
people
on
your
staff
do
this
kind
of
long-term
planning
for
your
department
who
comes
up
with
the
plans
to
respond
to
persistent
shortfalls
and
performance
and
do
they
report
directly
to
you?
Secondly,
how
does
that
planning
get
funded?
Is
it
through
a
departmental
budget
or
part
of
the
mdo
budget,
and
have
there
been
any
federal
dollars
made
available
that
could
be
used
to
help
you
to
plan
for
improving
our
operations?
A
Third,
if
the
federal
government
state
or
even
the
city
council
does
make
funding
available
for
long-term
operational
planning,
what
in
your
department
would
you
want
to
spend
it
on?
How
do
you
want
to
invest
in
and
what
aspect
of
your
operations
it
needs
to
be
tweaked
or
transformed
most
drastically
to
accomplish
these
goals,
so
mr
colton
wanted
to
start.
G
Okay,
good
afternoon,
again
with
regards
to
long-term
planning
as
much
as
we
make
a
great
effort
to
try
to
do
it,
we
do
wind
up
a
lot
of
times
being
shifted
to
brush
fires
and
all
the
things
that
happened.
That
weren't
in
the
plans-
and
I
think
our
public
safety
partners
are
in
a
lot
of
the
same
boats
that
we
have
ideas
of
what
we're
going
to
spend,
how
we're
going
to
spend
it.
G
And
then
something
comes
along
like
civil
unrest
and
all
of
a
sudden,
you
went
from
being
5
million
under
budget
to
15
million
over.
So
I
think
that
in
a
long-term
plan
we
should
be
looking
at
those
averages
over
the
years
of
when
those
things
happen,
and
that
should
probably
be
incorporated
in
our
budget.
To
begin
with
that,
we
would
know
that
we
we,
like
the
city,
would
have
a
reserve
some
money,
that
if
we
don't
need
it,
it
would
get
sent
back.
G
But
it
would
also
be
part
of
the
knowledge
of
knowing
that
it
was
there,
because
it's
really
a
tough
decision
to
say
that
we
spent
10
million
dollars
on
protests
and
therefore
we're
going
to
strip
neighborhoods
of
additional
crime
fighting
officers
in
order
to
make
up
that
difference,
and
quite
often
that's
what
you
look
at
you
say
like.
If
it
happens
in
september,
we
have
a
whole
year
almost
to
try
to
make
that
money
up,
but
when
it
happened
last
year
in
june,
that
ability
wasn't
there.
G
So
I
think
a
lot
of
the
decisions
that
are
made
city-wide
all
affect
each
other,
like
the
police
department
handles
special
events,
we
don't
necessarily
approve
the
permits,
but
when
those
events
happen,
we
have
to
be
able
to
police
them
along
with
our
partners.
So
I
think
that
in
that
long-term
planning,
I
don't
think
it
should
be
a
standalone.
I
think
all
of
public
safety
should
be
sitting
together,
saying
that
when
this
happens,
this
is
what
we
anticipate
and
ensuring
that
there
is
that
kind
of
major
event,
not
necessarily
a
disaster.
G
So
I
think
that
would
be
a
critical
component
of
it
if
we
sit
down
just
like
we
plan
for
a
special
event
for
all
of
those
other
things,
whether
it's
a
terrorist
attack
journey
event,
the
logistics
of
traffic,
I
think
we
should
plan
for
those
worst
case
scenario,
spending
wise
and
ensure
that
there's
a
dedicated
source
and,
quite
honestly,
they're,
not
police
events.
So
it's
very
hard
for
us
to
limit.
G
But
when
you
go
back
to
things
like
the
broad
street
run
used
to
be
a
very
simple
run,
people
would
go
on
broad
street
and
run
down
the
street
and
everybody
would
be
happy,
and
then
we
had
a
bombing
in
boston
and
all
of
a
sudden
that
went
from
a
very
limited
number
of
people,
staffing
that
event
to
a
wide
scale,
with
no
addition
in
the
budget
to
cover
something
like
that.
It's
it
was
something
that
we
looked
the
previous
year
and
said
this
is
a
piece
of
cake.
G
We
put
some
blocking
vehicles,
some
traffic,
all
of
a
sudden.
It
became
something
bigger.
So
I
think
we
have
to
look
at
it
a
little
bit
less
myopic
and
more
globally
to
say
how
can
all
of
public
safety
cover
the
things
that
we
need
to
cover
in
these
events
and
ensure
that
there's
a
dedicated
fund
to
cover
them
not
stripping
those
essential
functions
that
we
always
need
that
over
time
to
supplement.
A
G
All
of
the
things
that
we're
trying
to
incorporate,
even
as
much
as
the
work
that
we're
doing
with
our
mental
health
responders
and
working
with
department
of
behavioral
health,
just
to
make
sure
that
we
always
have
the
right
response,
not
necessarily
the
traditional
response.
We
have
someone
embedded
a
police
radio,
now
who's
a
mental
health
expert
who
screens
the
calls
to
make
sure
we're
sending
the
right
people
we're
making
sure
that
if
it's
a
cit
job
that
those
officers
are
going
in
our
cit
training.
G
Not
only
do
we
continue
to
train
folks,
we
now
had
our
folks
and
it
was
actually
their
suggestion,
which
is
showing
some
of
the
tide.
Turning
our
guys,
who
do
our
reality-based
training,
guys
and
girls.
I'm
asked
to
go
to
cit
training
to
make
sure
that
there
would
be
a
consistent
message
and
then
they
could
build
in
what
that's
learned
in
that
training
into
the
scenarios
that
they're
now
using
for
officers
to
make
those
decisions,
whether
to
shoot
or
not
shoot.
G
We
were
one
of
the
first
adopters
to
start
with
recognizing
officers
for
de-escalation.
A
lot
of
other
departments
now
do
that
it
used
to
be
a
policy
that,
when
you
know
you
got
involved
in
a
shooting
that
was
a
good
shooting
good
shooting,
I
say
within
policy
officers
would
receive
accommodation
for
their
efforts
or
their
bravery.
We
now
recognize
them
for
their
efforts
when
they
could
have
shot
and
didn't
recognizing
that
if
you
made
a
better
tactical
decision
or
you
utilize
the
right
resources,
it's
saying
that
we
say
in
policing.
G
G
The
deadly
force:
well,
we
still
have
those
issues
yes
or
is
always
going
to
be
a
time
where
you
know
officers
are
not
given
a
choice
but
with
given
a
choice:
we're
really
working
to
train
them
in
a
way
and
indoctrine
them
into
a
culture
of
you
know,
working
in
a
caring
community
and
building
that
equity
before
the
incident
happens.
So
we
have.
You
know
that
cohesion,
because
I
can
only
speak
for
what
we're
trying
to
do
here.
G
I
would
never
be
able
to
say
that
we
could
stop
what
happened
to
george
floyd
in
another
city
from
then.
You
know
causing
that
reaction
and
the
civil
unrest
here
because
of
it.
So
it's
really
important
that
we
take
care
of
our
home
first,
but
I
see
the
commitment
in
our
profession
dealing
with
folks
and
major
city
chiefs
and
perf.
G
Everybody
recognizes
that
this
really
is
a
moment
that
those
changes
have
to
happen
in
order
to
you
know-
and
I
don't
want
to
say,
eliminate
but
minimize
any
of
those
opportunities
where,
if
an
officer
could
have
handled
it
better
because
the
flip
side
of
it
is
it's
tragic
for
the
families.
But
it's
also
tragic
for
the
officers
they
live
with
that
forever
and
nobody
ever
wants
to
be
involved
in
taking
the
life
of
somebody
who's
mentally
ill.
Somebody
who
could
have
been
helped
in
a
different
way.
G
So
I
think
that
the
steps
that
we're
taking
in
our
reform
plan
we've
already
adopted
the
chokeholds
and
one
of
our
most
important
things
that
we
just
we're
one
of
the
early
adopters
of
abel,
which
is
active
bystander
training
for
officers
that,
in
a
sense,
teaches
the
officers
the
right
way
to
intervene.
If
they
see
something
that
isn't
right
or
an
officer
not
doing
something.
G
Not
in
order
to
be
somebody,
that's
against
the
other
officer,
but
just
stopping
the
situation
from
happening,
sometimes
tapping
that
officer
on
the
front
line
who's
you
know,
had
bottles
thrown
out
and
bricks
thrown
at
him
had
slurs
thrown
at
them
to
keep
it
from
getting
to
the
point
where
it
escalates
that
the
officer
does
something
that
then
can't
be
undone.
So
we
just
briefed
our
command
staff.
A
Okay,
thank
you
very
much.
You
know
someone
once
told
me,
I'm
not
sure
it
applies
in
the
police
department,
but
in
many
jobs
I
think
it
does
apply
that
your
job
is
51
hospitality
and
49
technical
and
if
we
could
in
the
police
department,
if
we
could
increase
the
trust
between
the
people
and
the
police
and
certains
many
neighborhoods,
I
think,
will
go
a
really
long
way
to
helping
the
police
department
helping
the
city
and
helping
the
neighborhoods.
That
trust
is
key.
A
I
sense
that
we've
lost
a
lot
of
trust
in
different
neighborhoods
and
you
got
to
build
that
back
so
anyway.
Thank
you
for
your
testimony
today.
I'd
like
to
go
to
commissioner
thiel.
Maybe
you
want
to
answer
that
long
question
I
posed
in
the
beginning,
and
I
have
a
few
other
quick
questions
for
you
and
first
of
all
thank
you
and
to
your
department
for
all
the
work
you've
done
the
last
several
months
on
the
vaccinations.
You
guys
did
a
great
job
and
really
appreciate
it.
So
please
go
right
ahead.
E
Thank
you
councilmember,
it's
certainly
a
team
effort
with
health
and
oem
and
ppd
and
all
of
our
colleagues.
I
guess
the
the
first
question
about
financial
planning.
You
know,
I
think
it
probably
was
a
great
question
for
the
prior
panel.
A
lot
of
that
is
done
for
all
the
reasons
that
the
deputy
commissioner
coulter
said.
So
much
of
this
is
interdependent
and
cross-cutting.
E
You
know
a
lot
of
that.
We
sort
of
follow
the
budget
office's
lead
the.
So
the
the
five-year
plan
at
some
level
is
the
mayor's
proposed
budget.
Is
our
budget
and
the
mayor's
the
proposed
five-year
plan
is
our
plan.
So
that's
we
really
kind
of
follow
budget's
lead
beyond
that.
You
know,
for
us
about.
95
percent
of
our
budget
is
non-discretionary.
E
It's
used
to
fill
minimum
staffing
vacancies
on
response
units
at
our
current
deployment.
Those
are
contractual
obligations,
they're
also
operational
effectiveness
and
safety
obligations.
So
with
what's
left
there
really
isn't
a
lot
to
plan
we,
you
know
we,
we
don't
typically
have
enough
money
to
do
anything
but
maintain
current
services.
E
So
there
isn't.
You
know
there
really
isn't
in
a
kind
of
current
service
environment,
there
isn't
a
lot
of
of
latitude
to
do
much
creative
planning
and,
of
course,
we're
also
sensitive
to
all
of
those
other
equities
and
interests
that
that
play
into
it.
You
know
other
beyond
personnel
costs
and
that
you
know
essentially
90
of
that
minimum
staffing
van
we've
had
analysis
after
analysis.
It's
basically
our
overtime
is
going
to
fill
the
spots
on
front
line.
E
E
E
So
we
pay
for
those
medical
supplies
and
we
provide
those
to
patients
and
we
we
bill
the
patients.
But
again,
as
you
know,
and
have
discussed
before
in
other
hearings,
you
know
we,
I
think,
we're
the
second
business
second
largest
revenue
producer
after
l
I,
but
that
still
is
a
fraction
of
what
we
spend
to
provide
that
service,
24,
7,
365
and
every
neighborhood
of
the
city.
So
we
don't
have
a
lot
of
control
over
our
demand.
We
also
frankly,
this
is
in
contrast
to
private
business.
We
don't
get
to
change
our
mission.
E
You
know
we
we
pretty
much.
Our
mission
is
set,
it's
established
by
charter,
and
so,
if
you
know
we,
we
don't
want
to
be
doing
this
because
it's
not
economic,
you
know
we're
not
we're
not
in
the
you
know,
we're
not
in
the
business
of
making
money,
clearly
we're
in
the
business
of
providing
service.
So
that's
really,
you
know
job
number
one
for
us
and
you
know
the
the
service
that
we
provide
is
in
high
demand
and
we
don't
have.
We
don't
have
control
over
that
either.
E
Councilmember,
that's
a
great
question,
I'm
glad
you
asked
it
because
what
is
different
from
our
last
our
last
hearing,
we
are
in
the
process
we
think
of
putting
together
an
academy
class
to
start
in
august
and
that
would
be
around
80
firefighter
emts,
that's
a
nine
month.
Training
class
80
is
not
quite
enough
to
fill
our
require
our
one-year
attrition
requirements,
so
that
still
doesn't
grow
us
to
the
point
where
we're
getting
into
that
area,
where
we
have
a
relief
factor
to
offset
overtime.
E
But
it
certainly
is
a
great
start,
and
you
know
we
appreciate
our
colleagues
from
budget
and
others
for
moving
that
forward.
We're
not
really
sure
what
the
next
hiring
process
is
going
to
look
like
where
the
current
list
expires
in
november.
So
we
are
working
with
ohr
to
understand
how
we're
going
to
do
a
recruitment
in
this
kind
of
covid
transitional
space.
E
A
Let
me
answer
the
question:
the
overtime.
Have
anyone
done
a
deep
dive
and
looked
at
the
overtime
and
said
if
we
had
x
amount
of
full-time
people
versus
overtime?
Is
there
an
analysis
that
was
done
that
shows
by
hiring
x
amount
of
new
people?
We
could
save
the
overall
overtime
costs,
including
the
new.
You
know,
salaries
and
fringe
benefits.
E
E
If
we
achieve
the
position
count
that
authorized
strength,
that's
in
the
fy
22
budget,
then
over
time
will
probably
still
be
necessary,
but
at
a
much
different
order
of
magnitude
than
we're
using
it
today.
Now
we're
a
long
way
from
there
again,
we
had
this
conversation
with
pika.
Last
week,
we've
had
this
conversation
with
pike
every
year
for
the
past
several
years.
That
means
we
need
to
recruit,
hire,
train
and
retain
in
addition
to
that
class
of
85,
or
so
that
we're
looking
to
start
in
august.
A
E
Car
accidents,
what
we
do
currently
is
the
the
patients
who
are
transported
from
those
car
accidents
would
receive
a
bill.
There
are
fire
departments
that
bill
for
car
accidents.
There
are
fire
departments
that
bill
for
going
to
fires
and
in
fact,
that's
actually
how
the
fire
service
started.
You
know
we
believe
our
our
mandate
here
in
philadelphia
is
that
fire
protection
ems
is
a
public
good.
So
we
don't.
We
don't
bill
for
that,
except
for
the
ems
building.
E
A
Well,
thank
you,
commissioner.
I
don't
think
there's
any
other
questions
right
now,
so
we'll
come
back
if
there
are.
Thank
you
very
much.
Thank
you.
Let's
go
to
commissioner
prisons,
commissioner
carney.
I
don't
have
a
few
words.
You
want
to
comment,
or
I
can
go
right
to
questions
it's
totally
up
to
you.
C
I
can
go
right
to
respond
to
the
initial
question
you
posed
good
afternoon
councilman,
dom
prior
to
the
pandemic,
the
prison
was
on
on
target
with
meeting
its
criminal
justice
reforms
by
safely
reducing
the
jails
in
the
prison
population.
By
the
work
that
was
established
with
the
macarthur
foundation,
the
population
was
decreasing,
we
had
closed
the
house
of
corrections
and
we
were
on
target
to
depopulate
the
detention
center
and
then
the
pandemic
hit
that
put
us
in
a
situation
where
we
were
adequately
staffed.
C
C
But
if
we're
really
going
to
be
prepared
for
the
next
pandemic
infrastructure
across
all
of
our
public
safety
clusters
has
to
be
implemented
in
a
short
period
of
time,
we
implemented
virtual
capability
for
individuals
to
have
contact
virtual
visits
with
their
family
and
also
with
the
courts.
We're
going
to
need
to
ensure
that
that
infrastructure
is
available
with
the
courts,
expansion,
the
district
attorney's
office
and
the
public
defender's
office.
C
Where
that
capability
should
we
be
in
a
situation
where
we
cannot
have
in-person
and
face-to-face
operations,
we
should
still
should
be
able
to
maintain
operations
to
get
those
cases
heard.
We
also
are
seeing
that
93
of
the
population
is
pre-trial
15
months
going
into
this.
That
is
impacting
potentially
the
cost
that
are
associated
with
the
requests
that
we've
made
for
medical
and
food.
So
we
have
to
get
back
on
target
with
processing
cases
expeditiously.
C
A
C
C
We
have
vaccination
ambassadors
of
people
with
lived
experience
who
are
fully
vaccinated
coming
in.
We
have
ongoing
vaccination
interaction
with
our
medical
providers
and
we've
also
stood
up
units
where
we're
housing
appropriately
individuals
who
have
been
vaccinated
together
to
increase
that
time
out
of
cell
and
that's
been
a
major
driver
of
the
population
agreeing
to
do
to
become
vaccinated.
So
it's
still
our
efforts
to
answer
as
many
questions,
concerns
and
apprehension,
and
it's
we're
going
to
continue
to
do
so.
So
we
can
increase
the
number.
A
C
I
still
think
it's
concerned.
We
received
the
vaccine
from
the
department
of
public
health.
We
make
it
available.
It's
ongoing,
we're
also
making
it
available
to
newly
admitted
persons
into
our
custody.
So
we
still
have
a
ways
to
go,
to
educate
people
and
to
answer
their
questions,
so
they
can
make
an
informed
decision.
A
And
then
last
question
for
you
with
the
technology
that
we're
using
even
today
with
you,
know,
zoom
and
all
these
other
teams
technology
that
we
use.
Do
you
see
the
way
to
implement
some
of
that
as
it
comes
to
the
when
you
have
to
escort
the
prisoners
into
like
courtrooms,
could
it
be
done
through
zooms
or
technology
to
save
a
lot
of
money?
Is
that?
Are
we
even
looking
at
that.
C
We
already
have
that
implemented,
so
the
virtual
stand-up
of
our
infrastructure.
As
you
know,
we
did
not
have
that
in
place
when
we
suspended
in-person
visits,
so
we
pivoted
to
the
virtual
platform.
We
also
pivoted
to
offer
the
same
virtual
platform
to
our
criminal
justice
partners,
but
it
is
not
at
full
capacity
and
that's
the
infrastructure
that
I'm
talking
about.
So
we
wanted
to
play
our
part
in
making
sure
that
people
had
access
and
the
courts
had
access
to
the
population.
C
So
we
were
running
a
robust
virtual
capacity
level
to
the
extent
that
we
could
to
make
sure
that
preliminary
hearings
were
being
heard,
that
we
had
expanded
to
some
pre-sentence
investigation,
virtual
interactions
and
interactions
where
attorneys
and
council
could
still
meet
with
their
clients.
It's
not
100
full
capacity,
but
within
nine
months
we
were
able
to
stand
that
up.
But
that
is
the
type
of
infrastructure
that
I'm
speaking
about
when
you're
talking
about
investing
and
being
prepared.
Should
something
on
this
level
happen
again.
A
G
I
believe
it's
somewhere
close
to
70
percent.
I
know
that
through
lehb
we
did
about
3
500
of
our
employees.
We
also
have
folks
that
either
buy
opportunities
elsewhere,
sometimes
family
members,
sometimes
where
they
live.
There
was
an
opportunity
to
get
done.
In
addition,
some
of
the
providers
that
were
working
for
the
city
when
they
had
additional
vaccines,
they'd
stop
at
like
the
18th
district
special
victims.
G
A
One
follow-up
question:
to
that
same
as
I
asked
commercial
carney
on
the
technology
side,
I
used
to
hear
all
the
stories
that
police
had
to
wait.
Four
six
eight
hours
for
the
courts
as
witnesses
have
we
utilized
the
like
we're
utilizing
today
this
technology
to
avoid
police
officers
having
to
wait
for
hearings
or
in
the
courts.
G
We
are
using
it.
We
have
three
sites
that
are
up
where
officers
are
testifying.
Virtually
we
worked
with
judge
dugan
and
the
prisons
to
make
sure
that
all
of
our
cgeb
partners
were
able
to
testify
virtually
even
the
prisoners
that
had
to
come
down
for
hearings
using
the
eighth
district.
So
that
way
we
would
be
able
to
have
the
shortest
distance
instead
of
taking
them
all
the
way
down
to
court
and
officers
who
weren't
going
to
be.
There
could
testify
from
a
place
in
rock
north
and
rock
now
south.
G
I
think
it's
the
second
district
and
maybe
the
first
district,
where
now
they're
able
to
testify
virtually
as
well
and
just
have
a
smaller
number
at
each
location,
instead
of
a
large
backlog
at
one
location
to
get
into
the
court.
So
is
it
perfect?
No,
but
we're
certainly
moving
forward
with
that
21st
tech,
21st
century
technology,
to
streamline
some
of
the
processes
and
we're
hoping
that
when
courts
fully
reopen,
we
will
see
some
savings
there
as
well.
A
E
E
A
H
H
There
are
people
within
each
one
of
those
divisions
that
do
long-range
planning
on
a
regular
basis,
but
that's
not
all
they
do.
They
do
other
stuff
contingent
to
that,
and
I
suspect
that
most
of
the
operating
departments
here
today
have
it's
a
similar
situation,
what
we're
doing
in
terms
of
just
sort
of
a
long-range
strategic
plan,
and
if
you,
if
you
read
our
five-year
plan,
you'll
say
it
that
we're
going
to
be
trying
to
rely
more
on
information
technology
and
data
in
general
to
drive
decision
making.
H
So
all
of
our
operational
vehicles
and
sanitation,
all
of
our
compactors
mechanical
grooms,
our
snow
plowing
equipment,
our
paving
equipment
all
of
gps
devices
on
them.
Now
we're
taking
that
information
and
collecting
it
we're
looking
at
what
from
an
operational
perspective,
is
the
best
way
we
can
do
this
work
more
more
efficiently
and
we
actually,
we
actually
had
really
good
success
with
this
with
our
snow
plows.
H
H
For
that
particular
two
weeks,
the
attendance
we've
had
for
that
two
weeks.
The
staffing
levels,
the
pr
perk
through
productivity
and
the
track,
the
truck
down
rate,
to
see
if
we
can
see
any
trends
to
make
any
improvements
or
changes
going
forward,
or
what
is
it
that
we
need
to
do
in
terms
of
staffing,
for
example,
to
get
our
productivity
levels
higher
so
that
that's
what
we've
been
trying
to
do
going
forward
now?
We
still
have
sort
of
a
committee
approach
to
it.
There's
not
one
unit
that
specifically
addresses
long-range
planning.
A
Here
I
also
want
to
thank
your
department
by
the
way
for
all
your
support
for
the
hospitality
industry,
especially
this
past
year,
and
everything
they
did
to
help
all
those
restaurants
with
their
outdoor
dining.
You
guys
all
did
a
great
job.
So
thank
you
very
much
for
that.
Thank
you.
I
do
have
a
question
on.
I
think
I
heard
earlier
today.
It
was
on
the
sanitation
side
and
I
know
it's
been
a
challenging
year,
but
I
want
to
mention
a
few
things
that
were
trending
negatively
before
this
year.
A
That
better,
yes,
thank
you,
so
I
know,
prior
to
this
year,
we
had
six
years
ago
a
21
recycling
rate.
I
think
the
gold
today
is
at
10.
I
think
we
were
just
shy
of
that
goal,
but
I
guess
my
concern
is
the
u.s
environmental
protection
agency
has
set
a
national
recycling
rate
called
50
for
2030.,
so
we
were
at
21
as
a
goal
six
years
ago
we're
down
to
10,
and
I
think
we,
I
think
I
saw
one
of
the
charts
we're
at
eight
and
a
half
percent.
A
H
What
happens
is
we're
getting
contaminated
recycling
put
out
on
the
street
and
we
can't
use
it
so
if
we
can
increase
the
quality
and
increase
the
amount,
we
believe
that
we're
going
to
be
able
to
increase
our
overall
recycling
rate.
I
don't
know,
I
don't
know
honestly
how
we
would
get
to
50
percent
right
now
we're
at
8.5,
but
in
terms
of
a
strategy,
it's
more
going
to
be
based
on
education
and
communicating
to
the
residents
and
right
now
that
survey
that
we're
doing
we're
looking
at
what
types
of
strategies
work
best
from
that
perspective,.
A
H
A
Then,
along
that
line,
I
know
there
was
a
project
years
ago
with
a
company
called.
I
think
it's
called
rubicon
and
it's
my
understanding
that
the
city
didn't
do
a
great
job
of
implementing
that
rubicon
technology,
but
it's
also
my
understanding
that
they
can
now
provide
additional
services,
including
some
camera
intelligence
around.
Where
problems
exist.
So
people
don't
have
to
call
us,
like
the
cameras,
can
pick
up
potholes
or
illegal
dumping.
Are
we
looking
at
these
kinds
of
investments
of
technology
in
the
streets
department
for
our
future.
A
A
I
Thank
you,
council,
member,
dom
ralph
dipietro
acting
commissioner
of
the
department
of
licenses
and
inspections.
So
with
respect
to
the
long-term
plan,
I
think
commissioner
till
sort
of
mentioned
this.
A
lot
of
this
is
done
in
coordination
with
the
budget
office
for
the
department,
but
but
also,
I
think
we
do
a
lot
of
that.
Those
decisions
are
driven
by
our
strategic
plan
in
2019
under
former
commissioner
perry,
we
developed
a
strategic
plan.
I
I
gotta
say
it's
one
of
the
few
that
I've
actually
been
a
part
of
where
we
actually
achieved
most
of
the
things
on
the
plane.
You
know
very
often
strategic
plans
go
unfulfilled,
that's
just
the
nature
of
them,
I
suppose,
but
we
we
put
together
a
strategic
plan.
We
we
met
most
of
those
goals,
some
of
them
we
need
to
revisit,
because
perhaps
they're
not
necessary.
Now,
maybe
there's
better
things
that
we
can
do
so.
I
I
We
also
have
some
long-term
planning,
that's
done
at
the
individual
manager
unit
level,
but
the
the
larger
group,
the
executive
staff,
that's
responsible
for
this
sort
of
participates
in
the
strategic
plan
process
where,
as
I
mentioned,
we're
going
through
a
revision
of
that
now
and
a
lot
of
that
will
inform
the
budgeting
decisions
going
forward
and
one,
I
think,
a
deputy
for
streets.
You
know
newman,
mr
newman
mentioned
an
investment
in
technology
and
and
alan
is
absolutely
on
board.
I
With
that
we've
seen
what
technology's
brought
to
us,
we've
seen
what
it
really
did
for
us
throughout
the
pandemic
and
that's
going
to
be
the
earmark
over
the
next
year
and
beyond
in
terms
of
the
department's
focus
technology
and
utilizing
our
resources
a
little
more
smartly,
more
administrative
functions
rather
than
actual
boots
on
the
ground.
There's
lots
of
ways
in
which
we
can
do
that.
So
and
that's,
I
think
the
the
last
part
is.
We
don't
really
get
any
federal
funding
for
that,
at
least
not
that.
A
Yeah,
I
have
a
few
questions
for
you,
though,
so
well
first,
I
do
want
to
thank
you,
as
well
as
the
streets
department,
for
all
the
work
you've
done
for
the
restaurant
industry
and
helping
them
with
their
outdoor
dining.
I
think
this
was
a
model
program
across
the
country
and
I
think
you
all
did
a
great
job,
especially
the
fact
that
I
think
we
had
the
legislation
had
to
be
approved
in
three
days
and
I
didn't
have
any
complaints.
A
So
that's
pretty
impressive
by
the
administration,
so
guys
did
a
good
job
sure
so,
and
I
know
that
this
summer
we're
going
to
be
looking
for
ways
to
continue
this
outdoor
dining
program.
So
we'll
be
working
with
you
on
that
and
we
look
forward
the
common
threads.
I
hear
with
people
trying
to
open
businesses
in
the
city
is
the
process
to
open
for
frustrated.
They
don't
know
how
to
do
it.
It's
very
difficult
for
many
people.
I
don't
want
to
share
personal
experiences,
but
I
will
tell
you
before
I
was
in
government.
A
A
If
somebody
comes
to
us
and
says
I
want
to
open
a
grocery
store
or
I
want
to
open
up
a
corner,
restaurant
or
whatever
it
is,
we
lay
out
what
the
requirements
are,
but
we
also
give
them
an
idea
what
the
time
frame
is
to
get
it
done,
and
that
might
also
help
us
get
accomplish
our
tasks,
a
lot
quicker
if
we're
under
a
time
frame.
I
always
say
you
know
that
din,
which
is
do
it
now
needs
to
be
in
government.
I
Yeah,
I
think
so.
In
fact,
in
in
years
past
commerce
department
sort
of
ran
a
was
interested
in
running
a
pilot
which
would
do
exactly
that
they
were
concentrating,
I
think,
mostly
on
food-related
businesses,
but
they
wanted
to
see.
You
know
how
that
they
could
lay
out
the
benchmarks,
you're
opening
a
food
business.
Here's
what
you
do,
here's
the
amount
of
days
it
takes
to
do
that.
I
One
of
the
challenges
we
had
and
we
still
have
to
some
degree-
is
we
don't
really
have
systems
that
talk
to
each
other
fully,
as
that
becomes
more
and
more
of
a
reality.
I
think
that
that's
something
we
can
do.
We
certainly
set
time
frames,
for
example,
for
our
internal
processes.
If
you
get
a
residential
plane
review,
you
know
in
some
cases
that
plan
review
has
to
be
done
in
10
days
depending
on
the
unit
and
the
type
of
work.
I
We've
done
this
remote
and
and
in
person
throughout
the
throughout
the
pandemic,
and
we've
got
really
good
response
and
I
think
that's
one
way
that
we
can
help
shorten
that
time
frame.
You
could
write
a
million
emails,
but
nothing
will
expand,
explain
it
better
than
sitting
there
face
to
face
either
in
person
or
virtually
somebody
say.
No.
No.
This
means
that
and
here's
what
you
need
to
do
next,
I
think
another.
Another
part
of
that
will
be
as
we
improve
our
relationship
with
partners,
the
other
agencies
that
are
involved
in
the
permitting
process.
I
I
That's
folks
spend
getting
a
business
approved,
it's
certainly
worth
doing,
and
it's
something
I'd
like
to
see
that
the
city
embark
on,
but
it's
going
to
take
because
it's
a
multi-faceted
approach,
because
the
the
level
of
of
technical
expertise
is
so
broad
that
you
couldn't
house
it
in
one
department,
but
you
certainly
could
do
it
simultaneously
in
many
cases
and
that's
what
we're
trying
to
do
with
our
eclipse.
Your
water
department
review
is,
is
happening
about
at
the
same
time
as
your
building
plan
review.
So
these
things
are
now
available
to
us.
A
Yeah,
that's
great
because
I
think
in
this
environment
coming
out
of
the
pandemic,
we
need,
as
a
city
need
to
be
more
competitive.
We
need
to
make
it
make
it
easier
for
us
to
do
business
in
the
city
and
welcome
people
back
to
the
city.
I
always
say
this
has
nothing
to
do
with
any
of
you,
but
we
should
be
answering
our
phones
in
the
city.
Thank
you
for
calling
the
city
of
philadelphia.
How
may
we
help
you?
Thank
god,
they're,
calling
us
because,
thank
god,
they're
here
anyway.
A
I
want
to
thank
all
the
panelists
today
for
your
for
being
here.
I
don't
know
if
there's
any
other
questions
from
any
of
my
other
colleagues,
I
don't
see
it
in
the
chat
room,
so
I
want
to
thank
each
of
you
for
being
here
today
and
for
your
insight
and
information.
We
appreciate
your
testimony
today,
look
forward
to
working
with
you
in
the
future,
and
this
will
conclude
our
hearing
on
resolution
number
200
406.,
the
hearing's
adjourned,
and
thank
you
very
much
for
all
your
attendance
and
all
the
information
you
shared.
Thank
you
so
much.