►
Description
Meeting of Council's Committee of the Whole to hear testimony on the following bills/resolutions: Bill Nos. 160170, 160171, and 160172 & Resolution No. 160180 regarding the FY2017 Capital Budget.
Testimony from:
Trevor Day, Procurement Commissioner.
http://phlcouncil.com/FY17-council-budget-center
B
Good
afternoon,
good
afternoon,
good
afternoon,
council
president
Clark
and
members
of
City
Council
I'm
Trevor
day,
commissioner
of
the
procurement
department,
I'm
here
to
present
for
your
consideration.
The
procurement
department's
fiscal
year,
2017
budget
request
with
me
today
is
deputy
commissioner
Nicholas
Suzy
and
Director
of
Public
Works
special
services,
Jessica
DeJesus.
The
department
is
requesting
a
total
appropriation
for
all
funds
of
four
million
nine
hundred
and
fifty
1818
dollars,
of
which
44
million
eight
hundred
and
sixty
9720
dollars
is
in
the
general
fund.
B
As
many
of
you
are
aware,
the
procurement
department
is
only
involved
with
facilitating
less
than
half
of
the
city's
total
contract
awards
somewhere
we're
somewhere
between
fifty
to
sixty
percent,
our
professional
services
contracts
managed
and
released
by
each
operating
department.
The
procurement
Department
continues
to
strategically
improve
the
way
it
conducts
businesses,
business
and
streamline
its
operations.
B
Relative
to
concessions,
Public
Works
commodities
and
maintenance,
/
repair
contracts.
We
continue
to
achieve
a
high
level
of
awards
to
local
businesses.
With
sixty-eight
percent
of
procurements,
total
contract
dollars
awarded
in
calendar
year
2015
to
registered
local
businesses,
an
increase
of
fifteen
percent
over
calendar
year
2014,
the
procurement
Department
continues
to
foster
contracting
opportunities
for
oeo
certified
vendors.
Our
department
has
engaged
various
stakeholders,
including
vendors
professional
organizations
and
fellow
city
agencies,
in
an
effort
to
improve
our
initiatives
to
encourage
increased
participation
since
January
of
2016.
B
We
have
conducted
and
participated
in
eight
vendor
outreach
initiatives
that
have
attracted
several
hundred
businesses
on
how
to
do
business
with
the
city
on
the
city's
Public
Works
contracts,
minority
and
women-owned
business
participation
was
twenty-five
percent.
In
fiscal
year
2015,
while
services
supplies
and
equipment
was
twenty-eight
percent
fiscal
year
2016,
our
participation
has
increased
to
forty-four
percent
and
thirty-six
percent
respectively.
B
B
The
creation
of
a
procurement
manual
and
a
contract
plan
will
create
more
transparency
and
guidance
on
how
and
what
the
city
intends
to
contract
the
implementation
of
a
front
end.
A
procurement
system
will
lower
the
barriers
many
businesses
face
and
responding
the
procurement
bids.
Reverse
auctions
will
ensure
that
the
city
is
fiscally
responsible
with
the
funds
entrusted
to
us
by
the
citizens
of
Philadelphia.
Improvements
such
as
these
will
enable
procurement
to
implement
best
practices
where
businesses
can
more
readily
respond
to
opportunities
put
out
by
the
city
of
Philadelphia.
B
With
regard
to
the
procurement
department
staff,
we
still
maintain
a
few
retirement
eligible
employees.
The
department
as
a
whole,
however,
has
successfully
hired
and
trained
seventy-five
percent
of
its
entire
staff
over
the
last
five
years
as
a
result
of
retirement
employee
turnover.
As
noted
in
our
written
testimony,
the
procurement
department
boasts
a
diverse
staff,
with
59
%
being
black
/
african-american.
Thirty-Nine
percent
Caucasian
and
two
percent
Hispanic
overall
68%
are
women
and
thirty-two
percent
are
men.
B
In
fiscal
year,
15
the
service
supplies
and
equipment
division
issued
139
paids,
resulting
in
169
contract
awards
totaling
over
45
million
dollars.
Also
in
fiscal
year,
15
925
small
order
purchases
under
32
thousand
dollars
for
process
totaling
over
6.3
million
dollars.
Currently
there
are
45
active
cooperative
contracts
with
estimated
contract
value
of
approximately
sixty
million
dollars,
an
estimated
cost
savings
of
over
three
million
dollars
annually.
The
public
works
division
awarded
131
contracts
worth
290
million
dollars.
Public
works
also
solicited
free
concession
opportunities
that
resulted
in
one
contract.
B
Additionally,
in
fy15,
the
special
services
unit
collected
almost
five
hundred
and
five
thousand
dollars
in
revenue
from
sale
or
scrap
of
obsolete
unserviceable
property.
Mr.
president,
this
concludes
my
testimony.
Should
any
council
member
wish
to
engage
in
further
discussion
in
any
of
these
matters?
My
staff
and
I
are
happy
to
answer
any
questions
you
may
have
or
meet
with
the
council
members
at
your
convenience.
Thank.
A
You
thank
you
for
your
testimony
when
there's
a
question
in
a
part
of
the
testimony
when
it
references
economic
policy
or
the
value
and
the
sustainable
procurement
policies
and
procedures,
do
you
believe
your
department
can
serve
a
purpose
of
enhancing
economic
development
policy
or
growth
in
the
city
of
Philadelphia?
Can
we
enhance.
B
A
When
you
make
those
determinations
to
what
degree,
because
you
know
we're
we're
Philadelphians
right,
so
we
really
don't
like
people
other
than
Philadelphians,
but
I
know
the
certain
laws
governing
our
procurement
practices
too.
From
your
perspective,
how
far
do
you
think
you
can
go
see
me
and
our
philly
first
provisions?
You
know
we
have
have
ability
that
we
didn't
have
the
public
hearing
yet
this
another
iteration
of
the
earlier
fully
first
bill.
We
did
some
years
ago,
I
think
it's
started
with
councilman
green,
then
councilman
good
did
some
amendments.
B
Good
question
I
mean
I,
don't
know
the
answers
to
those
questions.
How
far
we
can
go.
You
know
I
would
say
that
you
know
we.
We
currently
award
sixty-eight
percent
of
our
total
contract
awards
last
year
to
local
businesses.
You
know
we
do.
We
do
a
good
job
in
employing
in
awarding
contracts
to
local
businesses.
Alright,.
A
Demographics
associated
with
the
contracts
awarded
you
were
throwing
out
numbers.
Could
you
not
necessarily
talk
about
percentages?
You
talk
about
a
dollar
figure
for
the
various
categories
because
sometimes
like
we
did
I
just
got
some
information
this
morning
and
talked
about
a
number
of
awards
under
a
certain
like
a
hundred
thousand
dollars.
It
was
significant
number
higher
than
the
other
ones,
but
sometimes
the
amount.
The
number
of
people
Awards
doesn't
necessarily
reflect
the
aggregate
amount
of
the
awards.
Sure.
B
Yeah
I
mean
not
only
mb,
that's
all
that's
undies
yeah
yeah.
So
for
we
can
talk
about.
You
know
a
couple
of
different.
You
know
we
have
two
different
areas:
public
works,
so
public
works.
Do
you
want
the
dollar
value,
or
do
you
want
the
the
percentage
of
contracts
you're?
Looking
at
dollar?
I'm
looking
at
dollar,
because
at
some.
A
B
C
A
Good
to
see
we're
ticking
up,
okay,
cheer
represent,
recognizes
councilman
Parker
Thank.
E
D
Want
to
start
with
them
page
one
of
your
testimony
initiative.
Number
three:
something
made
me
pretty
excited:
I
am
a
firm
believer
in
having
a
one-stop
shop
for
information
versus
having
a
little
bit
here
and
a
little
bit
there,
but,
and
we
expect
the
public
the
sort
of
combed
through
you
know
all
of
our
programs
and
all
of
the
opportunities,
and
you
can
go
a
little
haywire
trying
to
do
that
and
you
so
you've
referenced,
distributing
a
procurement
guy.
D
It's
an
essential
playbook
right
to
be
able
to
have
something
essential
that
we
can
give
to
those
who
are
interested
in
doing
business
with
the
city,
particularly
with
the
guise
of
increasing
minority
women
owned
businesses
in
in
the
city
of
Philadelphia.
Tell
me
one:
when
do
you
think
the
guide
is
going
to
be
ready?
Have
you
incorporated
sort
of
any
kind
of
vendor
feedback
into
the
guy?
How
was
the
concept
sort
of
developed
sure.
B
Yeah
so
I
think
you're
you're,
absolutely
correct
in
all
those
facets.
So
you
know
the
City
Philadelphia,
as
you
know,
sort
of
witnessed
this
morning.
There's
a
lot
of
discussion
around
contracting
and
now
that
the
contracting
all
contracting
reports
up
to
Rebecca
Reinhart
as
the
chief
administrative
officer,
I,
think,
there's
there's
an
effort
to
consolidate
and
explain
exactly
the
policy
right
now
in
a
manual
and
you
know
sort
of
the
the
intentions
the
improvements
moving
forward.
B
So
our
goal
is
having
a
is
implementing
the
e-procurement
system
within
six
to
nine
months,
and
once
we
have
that
system
implemented
coming
up
coming
out
with
a
procurement
manual
will
be
creating
that
during
that
process.
But
probably
after
that
that
a
procurement
system
is
implemented.
So
after
nine
months
you
know
probably
January
to
March
of
2017
great.
D
That's
okay,
so
one
thank
you
up
for
that
information.
So
we'll
get
the
the
e-procurement
set
up.
First,
then,
the
actual
guy
I
just
asked,
as
you
are
sort
of
layout
or
develop
your
marketing
plan
that,
aside
from
the
businesses
that
will
contact
procurement
directly
make
sure
you
include
council
members.
As
a
part
of
that
we
have
town
hall
meetings.
You
know
often
we're
out
in
the
community
where
people
are
asking
us.
D
C
B
We
received
three
proposals
in
April,
we're
reviewing
those
proposals
right
now
and
we
expect
to
be
under
contract
with
the
selected
vendor
in
the
next.
You
know
month
or
two
months.
However
long
the
contract
process
takes
we're
looking
to
implement,
it
come
July
first,
so
by
July.
First
we'll
have
this
in
place.
Yes,
we're
looking!
That's
our
that's
our
goal
and
that's
our
plan
and.
B
And
to
add,
you
know
we're
looking
at
this
as
in
not
an
approach
on
every
contract.
You
know
we
need
contracts
where
we
already
have
a
competition.
It
doesn't
work
if
there's
one
or
two
vendors
competing
against
one
another.
You
know
we're
looking
for,
for
you
know
commodities
that
already
have
existing
competition
and
rolling
it
out
in
that
fashion.
Okay,.
A
Counselor
question
not
related
to
your
testimony
on
your
budget,
so
some
representives
from
the
controller's
office
I,
don't
know
if
they
formally
presented
this
proposal
of
purchasing
as
a
term.
They
were
actually
looking
at
the
universities
if
they
were
to
purchase
locally
you
for
me
with
it
all,
and
it
was
actually
a
significant
dollar
figure
and
they
were
trying
to
create
incentives.
So
stay
friends,
university
of
penn.
A
A
B
B
A
B
A
A
You
guys
not
us
from
advertising
I'm
talking
about
I'm,
not
see
because
it
was
moving.
It
was
a
moving
ball
right
illustration.
I
was
trying
to
figure
out,
because
you
know
we
had
this
big
proposal,
municipal
marketing
and
a
whole
nine
yards,
and
they
kept
moving
it.
The
ball
on
me,
so
I
couldn't
figure
out.
Where
was
it
was
responsible?
Are
you
responsible
for
that?
Could
we
just
recently
I
think
we're
in
the
process
of
the
concluding
something
for
the
MSB
wraps.
F
Nicholas
Suzy
Deputy
Commissioner
procurement,
so
the
last
that
there
was
a
concession
contract
for
municipal
advertising,
I
think
that's
but
yeah.
The
the
last
that
was
left
was
with
the
managing
director's
office.
But
of
course,
demanding
drive.
Drive
has
changed
a
bit,
so
I
think
we
need
to
probably
regroup
and
find
out
where
the
initiative
is
in
terms
of
operation
and
a
final
working
agreement.
With
with
the
contractor,
who
was
awarded
all.
B
A
Actually
change
it,
it's
been
implemented.
What
the
issue
is,
there's
possibly
and
they
say
possibly
because
all
those
will
be
over
for
review
limitations
on
advertisement
on
a
public
thoroughfare,
particularly
state
highways,
and
then
in
spite,
regardless
of
those
limitations,
not
the
authorization
process
had
to
ultimately
go
through
the
state,
and
that
was
this
change
in
the
state
regulation
PennDOT,
but
the
first
level
of
review
as
it
relates
to
zoning
or
any
other
regulatory
matters,
went
through
the
city
of
Philadelphia
initially
and
then
that
applicant,
what
happens?
I
think
it's
stupid.
A
A
B
A
Right,
you
say
it
definitely
is,
or
you
too.
B
A
A
E
Thank
accounts,
president
mr.
day,
I
want
to
follow
up
on
some
questions,
actually,
some
responses
from
rebecca
von
on
earlier
regarding
diversity
and
also
get
into
provides
an
information
regarding
diversity
and
also
retention,
one
to
get
your
perspective
and
reference
to
diversity,
not
only
contracting
per
se,
but
also
from
a
workforce
perspective,
especially
from
a
retention
perspective.
I
know
that
Miss
Rhino
has
spoke
on
a
personal
perspective,
naw
staff
administration
of
the
goal
of
make
sure
we
have
a
diverse
workforce,
but
also
diverse
all
to
come
from
a
retention
perspective.
So
I'm
curious
about.
B
So
I
think
you
know,
retention
of
employees
is
always
a
good
thing
if
jessica
is
actually
a
good
example
of
somebody
who
started
with
procurement
and
has
succeeded
and
risen
through
the
ranks
and
is
now
a
director
of
public
works
and
special
services.
So
we
we
definitely
support
a
retention
and
diversity
within
our
workforce.
B
B
E
B
E
In
the
beginning
of
this
administration,
yes
once
also
asking
questions
about
contracts,
and
one
of
the
questions
have
come
up
through.
A
number
of
different
hearings
is
that
for
local
and
business
of
color
not
able
to
participate
as
much
because
of
the
size
of
the
contract,
I
believe
I've
done.
The
understanding
that
the
administration
is
trying
to
at
least
Lee
rebuild
and
they
should
have
have
smaller
contracts
is
that
are
you
also
take
the
same
perspective
as
administration
to
unbundle
some
of
our
larger
contracts?
And,
if
so,
is
there
a
list
of
unbundled
contracts.
B
We
are
looking
at
the
commodities
that
we're
putting
out
we're
looking
at
what
we're
putting
out
how
we're
putting
it
out
we're
looking
at
the
OEO
dredge
istry
in
sort
of
overlaying,
what
we're
putting
out
for
contracts,
the
OEO
registry
and
participation
that
we
can
seek
we're
working
collaboratively
with
Angela,
dad
Burton
in
sort
of
and
analyzing,
as
opposed
to
just
not
having
a
plan
and
continuing
continuing
to
cycle
through
contracts
without
having
a
plan,
an
approach
you
know
currently,
forty-four
percent
of
our
contracts
are
under
a
hundred
thousand
dollars.
B
E
So
when
you
say
you're
going
to
do
a
better
job
of
marketing
and
I
think
we
talked
about
this
both
of
my
office
and
also
in
the
earlier
budget
hearings
of
getting
the
word
out
and
your
chocolate
doing
some
new
ideas
and
new
concepts
and
some
of
the
conversations
I've
heard
is
you
know
the
workshops
and
other
type
of
initiative
done
in
the
past.
But
what
ditional
steps
would
you
plan
on
taking
and
being
more
proactive
and
getting
it
getting
the
word
out
so.
B
I
think
we
have
been
more
proactive
over
the
since
January
we've
engaged
in
eight
vendor
outreach
initiatives,
so,
which
is
you
know
two
times
every
month?
Is
that
enough?
No
I
think
we
need
to.
You
know,
increase
that
and
look
at
you
know
how
we're
strategically
approaching
local
businesses,
minority
and
women-owned
businesses
and
increasing
that
I
mean
part
of
this
is
also
related
to
OE,
o
and
o
Yas
registry.
You
know:
can
we
be
more
strategic
about
looking
at
our
existing
portfolio
of
contracts?
B
E
Reference
to
being
proactive,
what
you
say,
you
believe,
you're
being
proactive,
have
you
reached
out
to
other
entities
either
in
the
private
sector
or
other
public
sector
entities?
Maybe
City
related
or
other
jurisdictions
that
have
programs
are
doing
a
better
job
of
getting
the
information
out
of
trying
to
see
what
they
do
and
either
work
with
them,
or
models
on
the
programs
that
they're
doing
yes,.
B
So
we
we've
been
in
conversations
with
blue
cross,
blue
shield
and
and
also
septa
I
mean
septa
does
a
pretty
good
job.
You
know
sort
of
diversity
in
contracting.
You
know,
and
I
think,
in
fiscal
year
2016.
As
I
said
in
my
oral
testimony,
you
know
we
currently
have
a
whole
eight
forty
four
percent
of
our
public
works
contracts
were
awarded
to
women
or
minor
minority-owned
vendors
and
thirty-six
percent
of
our
service
supplies
and
equipment.
Vendors
year-to-date
for
this
fiscal
year.
E
B
I'm,
of
course
you
know
a
hundred
percent
supportive
of
that
initiative.
You
know
I
think
there's
the
administration.
The
managing
director's
office
is
currently
looking
at
how
they're
going
to
be
putting
that
out
and
I
think
that
is,
you
know
they
have
working
groups,
so
they
have
groups
that
procurement
has
been
involved
with
and
attended.
You
know
this
is
a
decision
that
the
the
admission
the
administration
is
looking
at
and
you
know
I
don't
think
that
decision
of
about
how
it's
going
to
go
out
has
been
made.
B
B
G
G
G
F
B
B
You
know
our
our
decision-making
in
our
process
and
our
thinking
you
know,
as
I
said
earlier,
you
know
we
made
an
offer
to
a
woman
for
another
executive
team
position,
she's
a
woman
of
minority,
the
race-
and
you
know
I
think
you
know
I
look
for
that
in
my
executive
team,
I
mean
I.
Think
previously,
we've
had
an
inclusive
and
diverse
executive
team
and
I
look
to
build
that
again.
How.
B
To
me,
these
two
people.
B
G
Very
helpful
to
know
has
its
following
up
on
a
councilman.
Queen
I
must
have
seen
my
questions
before
I
I
answer,
because
he
asked
enough
for
the
questions
that
I
had
and
have
you
all
to
the
issue
of
thinking
outside
of
the
box
working
outside
of
the
margins.
Looking
for
creative
non-traditional
ways
of
getting
to
the
N
bewb
dpe
world
I,
have
you
ever
participated
in
midweek.
B
B
B
G
B
B
We
recently
had
a
vendor
forum,
specifically
around
food.
We
had
40
vendors,
come
40
or
50
vendors
come
to
that
that
event,
which
was
held
in
procurement,
but
we
reached
out
to
ellicott
fellow
Clark's
organization
and
I
would
say
you
know
a
handful
or
more
than
a
handful
of
people
from
that
organization
or
associated
with
that
organization.
Came
to
the
to
that
forum
and.
B
We
were
specifically
looking
at
vending
machines
and
you
know
putting
out
an
opportunity
or
round
vending
machines,
but
it
was
also
in
conjunction
with
the
health
department
and
looking
at
healthy
food
initiatives
and
how
we
can
provide.
You
know
healthier,
healthier
alternatives
out
there
in
bending
and
not
necessarily
traditional
vending
machines.
Yes,
but
little.
You
know
pop-up
market
places
and
things
like
that
very.
G
Good
that
sounds
very
innovative
as
a
follow-up
to
a
councilman
greens
question
to
around
on
but
unbundling
you
say
we
are
working
at
it.
What
does
that
mean?
And
and
and
we've
heard
that
throughout
the
budget
here
as
we're
working
on
it,
there's
an
attack
workforce?
Are
you
in
the
workforce
team
or
the
work
to.
B
G
B
G
B
B
Is
you
know
again,
you
know
we're
looking
at
all
the
commodities
that
we
put
out
and
you
know
we're
looking
at
areas
that
we
can
d
bundle
and
and
and
areas
that
we
may
bundle
things
together.
I
mean
so
it's
really
taking
a
strategic
look
at
what
the
city
is
putting
out
and
really
being
you
know,
having
a
strategy
around
those
opportunities,
because
right
now,
I,
don't
think.
There's
a
strategy
around
this
opportunity.
G
I
see
so
you
say
also
that
forty
four
percent
of
your
contracts
are
under
$100,000
and
you
indicate
that
you
believe
the
department
can
do
better
so
they're
in
it
interface
with
CDC's
I
mean
you
have,
or,
for
example,
up
in
the
northwest,
which
is
done
extraordinary
job
of
rebuilding
that
community,
and
there
are
a
number
of
CDC's
of
that
caliber.
Who
would
love
to
hear
about
contract
opportunities
on
your
hundred
thousand
dollars?
Great.
B
G
C
You
counsel
present
I
want
to
follow
up
on
the
council
president's
comments
about
the
I
think
the
controller's
office.
They
did.
A
study
on
procurement
I
happened
to
have
it
in
front
of
me.
It's
a
benefit
of
having
an
ipad.
I
guess,
but
it's
pretty
powerful
and
one
of
my
questions
I
may
have
missed
this
answer,
but
you
know
the
procurement
Philadelphia
did
in
the
past
year.
What
percentage
was
from
Philadelphia
businesses
yeah.
B
C
C
B
C
C
C
It
the
controls,
office,
analyze,
three
billion
of
procurement
data
from
five
of
Philadelphia's
largest
institutions
and
determined
that
approximately
800
million
or
twenty-seven
percent
is
spent
with
filfia
vendors,
twenty-seven
percent
the
institutions,
what
about
860
million
of
manufactured
goods,
of
which
136
million
was
local,
15.8
percent
local?
The
analysis
suggests
more
than
530
million
in
total
promising
opportunity
for
increasing
manufacturing
output
and
they
go
through
the
sector's.
But
the
question
he
has
a
recommendation
here
to
convene
a
meeting
and
my
question
is
who's
responsible
to
do
that
and
get
this
organized
so.
B
I
would
say
that
there
that
sounds
very
intriguing.
You
know
I
think
there
are
some
some
things
that
the
city
of
Philadelphia
needs
to
do
to
improve
their
contracting,
and
if
we
can
get
to
a
point
where
we
fix
those
things
and
doing
in
coordination,
I
think
with
the
Commerce
Department,
you
know
engaging
some
of
those
local
businesses
in
talking
about
that.
You
know
is
something
that
that
sounds
intriguing,
but
my
focus
right
now
is
really
do
improve
our
processing
in
our
communication
on
our
contract
opportunities,
so
I
can't
commit
to
that.
B
C
Offline
give
me
your
email
address,
I'll,
send
you
this
report,
okay,
because
this
is
there's
a
valuable
information
here
that
we
should,
if
the
control
services
doing
this
work,
we
should
be
using
not
just
for
the
nonprofit's,
but
even
in
the
city
of
Philadelphia,
okay.
Okay,
thank
you
very
much.
Thank
you.
Thank
you.
Thank
you.
A
E
E
B
B
E
Concerning
matters
you've
been
involved
in
from
an
enforcement
perspective,
I'm
what
I've
heard
from
various
businesses
over
the
years
that
they
are
included
on
projects
as
part
of
an
RFP,
but
then
they
may
or
may
not
be
used
going
forward.
Some
entities
may
use
it
as
a
pattern
or
practice.
The
controller's
office
just
testified
earlier
in
a
week
regarding
some
of
their
involvement.
If
I'm
an
enforcement
perspective
and
I
want
to
get
your
perspective
since
you've
been
with
procurement
since
2011
your
involvement
or
perspective.
In
that
regard,
sure.
B
I
mean
we
rely
upon
the
department's
who
are
ordering
off
of
the
contracts
to
inform
us
of
any
contract
contract
requirements
that
are
being
broken
or
requiring
that
the
vendor
or
the
subcontractor
to
report
to
us
and
really
the
the
way
that
the
contracts
are
managed
their
managed
by
each
department
that,
for
which
the
contract
has
been
awarded,
you
know
I,
know
oeo,
as
has
some
responsibilities
for
compliance
of
minority
and
women
participation,
I,
believe
they've
done,
some
they've
changed
some
of
their
practices
and
increase
their
efforts
around
compliance.
E
B
Yeah
I
mean
enforcement
could
come
in
from
a
variety
of
levels.
It
can
come
in
without
the
inspector
general's
office
or
without
controllers
office
being
involved,
I
mean
there's,
there's
a
whole.
You
know
sort
of
spectrum
of
issues
that
could
come
up
on
any
contract
and
some
of
them
we
deal
with
by
bringing
the
vendors
in
discussing
some
some
of
them.
We,
the
department's,
send
them
a
letter.
You
know
asking
them
to
cure
the
contract.
Sometimes
procurement
sends
them
a
cure
letter.
B
B
B
E
So,
based
on
your
earlier
statement
about
being
more
proactive
in
getting
information
out
to
various
entities
about
the
opportunities,
you
also
see
as
your
role
at
procurement
to
be
more
proactive
and
letting
various
contractors.
Subcontractors
know
to
contact
your
windows
with
issues
of
fraud
or
other
type
of
malfeasance.
Absolutely.
B
H
How
are
you
one
of
my
questions
has
to
do
with
the
fact
that
many
businesses
feel
so
confused
by
the
whole
procurement
process
and
often
don't
have
a
lot
of
clarity
about
why
they
did
or
did
not
win
a
particular
bid
and
what
the
standards
are
for
winning
bids.
H
Have
we
ever
done
a
process
where,
as
we
might
unseal
successful
bids
at
the
close
of
a
project,
to
help
better
inform
folks
and
give
some
insight
into
what
actually
qualifies
as
a
winning
bid,
what
what
the
parameters
might
have
been
so
that
you
know
more
more
people
understand
what
the
bidding
process,
what
what
went
into
determining
what?
What
created
a
winning
bid.
Yes,.
B
So
I
agree
with
you
that
there
is
it's
confusing,
it's
not
very
clear.
There's
you
know
two
sets
of
contracts
that
the
city
puts
out.
We
don't
handle
them
the
same,
and
so
I
think
you
know
creating
that
clarity
and
creating
a
sense
where
of
where
we
can
communicate
and
how
we
can
communicate
better
on
both
sets
of
contracts
and
then
looking
at
changes
that
we
can
make
to.
You
know,
make
it
more
transparent
and
make
it
more.
B
Make
it
easier
to
understand
and
that
and
easier
to
know
what
the
deficiencies
were
in
their
proposals
with
procurement
contracts
by
the
time
any
any
any
vendor
that
does
not
win
a
bid.
Can
you
know
we?
We
publicly
read
people's
proposals
so
a
if
they
attended
the
the
bid
opening.
They
know
right
then,
and
there
whoo-hoo
the
apparent
low
bidder
is
now
we
also
do.
We
determine
make
a
determination
when
we
review
the
bids-
and
you
know
if
the
apparent
low
bidder
did
not
submit
something.
B
That's
required
for
the
bid
or
you
know,
add
some
sort
of
responsibility,
issue
or
responsive
initiative
issue.
We
send
them
a
notification
and
we
say
you're,
not
you
were
found,
not
responsive
you're
in
that
you're
found
not
responsible.
If
they're
found
not
responsible,
they
can
appeal
that
if
they're
not
responsive,
it's
not
appealable
but
they're.
Given
notification
of
that
of
that
determination
with
and
then
once
the
contract
is
conformed,
all
of
our
all
of
our
records
are
public.
You
know
they.
B
People,
people
call
us
all
the
time
constantly
people
come
in
the
office
and
ask
for
records.
We
have
a
customer
service
unit
that
I
get
compliments
on
it's.
It's
really
the
only
the
only
unit
that
you
know
in
my
department
that
I
consistently
get
compliments
on,
and
so
they
will,
they
will
help
them.
They
will
pull
those
records.
They
will
review
those
records
with
them.
You
know,
I
think
we
do
a
pretty
good
job
of
doing
that.
So.
H
Given
the
fact
that
so
many
people
feel
like
the
bidding
process
is
still
mysterious
and
slightly
elusive
for
them,
what
suggestions
would
you
have
for
local
businesses
to
better
understand
that
I
was
trying
to
determine
whether,
like
a
more
reverse
process,
would
help
bring
some
clarity
to
the
situation,
provide
a
set
of
standards
and
be
able
to
assist
folks,
but
if
that's
not
the
best
way
since
you're
already
doing
that
really
well,
then,
what
would
you
recommend
as
being
another
alternative?
Well.
B
I
mean
when
I,
when
I'm
talking
I,
you
know
we're
talking
about
forty
percent.
Forty
to
fifty
percent
of
the
city's
contracts
are
put
through
procurement,
so
there's
another
fifty
to
sixty
percent
of
contracts
and
I.
Don't
know
you
know
how
those
are
handled
they're
handled
individually
by
each
department
so
how
they
handle
them.
You
know
is
that
I
think
there
is
there's
no
clarity
around
that
and
there's
no
standardization
around
that
or
maybe
there
is.
But
it's
not
you
know
it's
not
communicated
so
I
do
think
that
we
need
to
have.
B
F
Medical
services,
dhhs
services,
I
think
at
the
books.
Sorry,
apologies,
so
medical
services,
dhhs
services,
the
kind
of
runs,
the
gamut
of
any
type
of
professional
service
you
might
think
of-
is
going
to
be
put
out
as
an
RFP
and
so
we're
seeing
we're
doing
mostly
lowest
responsive
responsible
bidder.
So
that's
the
terminology.
F
We
use
a
lot
and
those
are
commodities
based
contracts,
very
standard
maintenance
contracts,
mostly
things
that
can
be
very
defined
up
front,
are
the
types
of
contracts
you
would
want
to
put
through
the
sealed
bid
process
and
things
that
are
undefined,
that
a
professional
service
would
be
needed
for
that.
You
can't
maybe
spec
out
all
up
front
are
normally
better
to
be
put
through
an
RFP
process,
and
that's
that's
what
oh
and
T
David's
here
from
who
oversees
that
whole
process
for
the
city,
so
he
can
probably
speak
better
to
do
that
than
I.
I
Good
afternoon
council,
my
name
is
t
david
williams,
director
of
the
contracting
unit
in
terms
of
professional
services
rfps.
We
have
a
couple
of
ways
to
obtain
a
contract
for
professional
services,
but
the
majority
of
those
contracts
are
obtained
through
rfps,
which,
according
to
chapter
7,
teen
1404
adelphia
code
are
required
to
be
open
and
transparent.
They
are
published.
The
RPS
are
published
on
our
website.
I
Econ
tracked,
Philly,
one
of
the
absolute
requirements
of
chapter
17
1400,
is
that
we
list
the
reasons
that
the
winner
won
and,
conversely,
the
losers
lost
and
not
to
really
call
them
winners
or
losers,
but
the
person
who
has
awarded
that
information
is
set
out
on
the
system.
So
what
happens?
Is
a
department
puts
together
an
RFP
and
my
unit
reviews
those
rfps
before
they
are
published?
I
We
have
12
standard
selection
criteria
that
we
use,
although
departments,
because
these
are
individualized
services
and
qualitatively
based
make
their
own
determinations
about
what
vendor
they
want
to
use
cost
is
a
component,
but
not
always
the
ultimate
component.
At
the
end
of
the
process,
once
the
award
closes
electronically
on
e
contract
Philly,
there
is
a
period
where
the
department's
review
the
proposals
that
were
submitted.
They
make
all
individuals
in
or
companies
in
for
interviews
or
presentations.
Once
that
happens,
then
the
department
makes
an
award.
I
An
actual
award
goes
out
on
a
contract
philly
to
notify
the
public
that
the
department
intends
to
contract
with
this
particular
vendor
and
that
award
notice
of
award
also
lists
the
reasons
why,
by
code,
that
award
has
to
stay
up
for
at
least
eight
days
before
the
contract
is
conformed,
and
then
the
negotiation
process
begins
and
the
contract
conformance
process
occurs
at
any
point
in
time.
A
vendor
who
is
not
awarded
may
ask
what
happened
why
they
were
not
awarded
as
a
matter
of
policy.
I'm.
I
Sorry,
as
a
matter
of
chapter
17
1400,
that
information
is
not
public
until
the
contract
is
conformed
and
there's
a
policy
reason
for
that.
You
do
not
want
to
have
disruptions
for
city
employees
as
they
are
trying
to
conduct
the
city
business.
They
want
to
get
the
vendor
that
they've
chosen
out
and
then
the
information
is
then
public
and
vendors
can
pull
that
information.
They
can
make
a
request
for
that
information.
I
They
can
also
request
the
department
to
meet
with
them
and
review
with
them,
not
why
the
winner
was
selected
so
much,
but
why
they
were
not
selected
and
I
know
that
miz-dow
Burton
really
encourages
women
and
minority-owned
businesses
to
seek
her
out
if
they
have
any
questions
as
to
why
they
were
not
so
I.
So.
I
H
Site
and
so
there
are
other
categories
of
contracts
that
also
exists
like
services
and
supplies.
Professional
services
actually
has
a
fairly
decent
opening
for
local
and
minority
business
contracts,
but
the
areas
which
seem
very
closed
and
fixed
are
these
other
areas?
Do
they
go
through
procurement
or
do
they
go
through
alright?
So.
B
Sir
supply
services
and
supplies
and
equipment
comes
through
procurement,
yes
and
and
I
mean
with
regard
to
that
specifically
I
would
say:
that's
what
we're
looking
at
it
with
our
working
group
and
improving
our
marketing
around
those
opportunities.
You
know
we
don't
we,
we
don't
get
a
lot
of
competition
on
a
lot
of
those
opportunities.
So
I
think
you
know
part
of
what
we've
been
doing
over
the
last
several
months
is
really
marketing
the
areas
that
we
get
limited
competition
and
saying:
listen.
B
You
know
if
you're
a
local
business
if
you're
a
minority
or
women-owned
business
like
if
you
apply
for
this
opportunity,
you
may
have
a
thirty
percent
chance
of
winning
it
because
we're
only
getting
two
other
responses,
which
is
you
know
it
really
opened
some
eyes.
I
mean
I.
Think,
additionally,
you
know
we
need.
We
need
to
look
at.
You
know
what
are
we
asking
vendors
to
agree
to
for
those
contracts
because
they
are
sealed
bid?
They
have
to
agree
to
our
Terms
and
Conditions
up
front
and
a
lot
of
vendors.
G
B
I
think
the
the
bottom
line
enforcer
is
if
it's
a
procurement
contract
is
procurement,
because
we
can
devour
them
or
cancel
the
current
contract.
However,
you
know:
there's
you
know
the
operating
department
who's
ordering
the
items
if
they're
not
satisfied
with
the
service
of
that
vendor,
or
they
don't
feel
like
that.
Vendor
is
fulfilling
their
contract
opportunity,
their
contract
requirements.
B
You
know
that's
something
that
they
need
to
communicate
the
procurement
so
and
then,
additionally,
you
know-
or
you
know,
if
we
have
a
subcontractor,
they
may
go
to
OE
o
and
communicate
that
the
OEO
and
then
OEO
will
try
to
resolve
that
that
issue.
If
they
can't
resolve
it,
though,
they'll
involve
procurement
as
well.
Okay,.
G
And
I
do
know
that
oeo
will
try
to
revive
the
resolve.
Those
kind
of
matters,
because
I
actually
had
to
seek
the
assistance
of
Android
Albert
in
her
office
for
Prime's
law
firms
who
were
not
paying
their
subs,
who
were
women
and
they've,
had
a
lot
of
paper
games
going
back
and
forth
and
it
required
oao
stepping
into
to
to
just
settle
it.
So
I'm
very,
very
much
aware
they're
needed
for
interference
at
those
times.
What
does
it?
So?
What?
What
do
you?
G
B
Right
I
mean
the
current
structure.
Right
now
is
at
least
for
minority
and
women-owned
businesses.
You
know
Angela
oeo
as
a
compliance
system,
where
they're
pulling
all
the
payments
of
the
city
of
Philadelphia.
D
G
B
G
I
want
to
drill
down
a
little
with
regards
to
professional
contracts,
and
this
is
a
an
antidote
that
I've
heard
from
a
number
of
lawyers
from
the
major
law.
Firms
of
our
government
does
a
lot
of
big
business
with
major
law
firms
and
the
city's
lizard,
maybe
the
more
appropriate
person
to
pose
this
question
to.
G
But
what
we
learn
is
that
the
city
law
firms
get
fat
on
the
city
of
Philadelphia
and
when
those
contracts
go
to
those
law
firms,
they
never
see
the
face
of
a
minority
lawyer
in
that
law
firm
or
a
female
lawyer
in
that
law
firm.
So
what
can
we
do
to
drill
down
to
with
those
law
firms
they
get
great
deals
from
the
city,
yet
do
not
have
an
inkling
to
be
thinking
about
with
women
and
minority
lawyers.
G
D
Good
afternoon
my
name
is
Angela
Dalbert
and
I'm
executive
director
for
the
Office
of
Economic
Opportunity
councilman
I.
Thank
you
for
the
question.
One
of
the
things
that
the
Office
of
Economic
Opportunity
did
a
few
years
ago
was
to
look
at
the
contracts
awarded
by
our
law
department
and
work
with
the
law
department
to
go
to
those
law
firms
that
we
did
business
with
and
encourage
those
those
firms
to
put
their
business
through
minority
or
women
partners.
D
We
find
that
many
law
firms
operate
as
an
umbrella
organization
where
each
of
the
partners
are
in
effect
and
enterprise
unto
themselves
and
their
building
business,
and
they
reap
the
rewards
of
bonuses
etc,
based
on
the
size
of
their
business
generated,
and
we
want
more
minorities
and
women
to
be
promoted,
number
one
within
law
firms
and
other
professional
firms
like
architecture
and
engineering
into
the
role
of
partners.
That's.
G
D
G
Far
can
can
we
as
a
government,
go
you
specifically
in
your
role
or
whoever
the
mayor
would
designate
to
make
it
clear
that
we
know
that
the
situation
is
with
women
only
with
women
partners
and
in
law
firms
across
the
city.
That's
like
trying
to
eat
an
elephant
so
recognizing
we're
not
going
to
get
there.
Many
are
not
going
to
do
that
on
their
own,
yet
you
still
won't
work
business
opportunities
from
the
city.
G
D
One
of
the
things
that
we've
done
is
make
sure,
and
we
report
it
in
our
annual
report-
those
law
firms
that
has
women
and
minorities
who
are
in
fact,
partners
who
are
not
just
partners
but
the
billable
partner,
the
partner,
that's
going
to
get
credit
for
the
business.
Okay
and
the
financial
bonus
is
associated
with
that
business.
So
it's
clearly
documented
in
each
of
our
annual
reports
is
clearly
what
documented
we
document
the
law
firm,
along
with
the
attorney,
who
is
the
partner
getting
the
credit
for
the
city's
business,
and
it
has
been
very
productive.
D
Working
with
the
city,
solicitor's
office,
Shelley,
Smith
and
I,
and
attorneys
within
the
law
department,
have
moved
jointly,
okay
to
enforce
that
kind
of
partnering
with
law
firms
over
the
last
few
years.
And
so
what
are
the
trends?
So
the
trends
are
those
those
firms
that
have
a
minority
or
women
firm
partners
are
giving
them
the
billable
credit
and
we're
reporting
it
are
we
as
effective
as
we'd
like
to
be
no
we'll
keep
moving
that
rock
we're?
Certainly
in
discussions
right
now
with
Nolan
Atkins
in
their.
D
J
The
president,
thank
you.
In
regards
to
procurement
wanted
to
pursue
looking
into
the
matching
bid
process
for
philadelphia-based
companies.
I
was
told
that
this
type
of
bidding
would
lead
to
unbalance
bids,
but
doesn't
reverse
auctioning
also
lead
to
unbalance
bids,
but
without
the
added
benefit
of
helping
a
philadelphia-based
company.
J
B
J
B
E
B
The
city
registered
businesses
so
which
you
know
that
that
is
that
seventy-five
percent
or
one
hundred
percent
no,
but
it
is
sixty-eight
percent
of
our
total
contract
awards,
so
reverse
auction.
You
know
we
need
to
we're
going
to
take
a
phased
approach
about
implementing
reverse
auctions.
I
think
we
need
to
do
a
good
job
at
explaining
to
the
businesses
that
are
participating,
the
they're
committing
to
those
prices
and
they're
participating
in
this
reverse
auction
and
they're,
guaranteeing
those
prices
under
contract,
understood
and
so
I
think
it.
B
You
know
your
point
of
it
could
just
be
an
unbalanced
bid
it.
Yes,
it
could
be
we.
You
know
we
did
a
pilot
program
a
couple
years
ago
we
had
one
contract
and
I,
don't
know
if
it
was
a
result
of
the
reverse
auction
or
if
it
was
a
result
of
the
bender
that
we
had.
We
had
under
contract,
but
you
know,
essentially,
they
were
trying
to
squeeze
out
additional
costs
once
they
got
the
contract
in
place.
So
you
know
it
was.
B
It
was
a
service
contract
and
so
something
that
used
to
take
you
know
an
hour
to
do
then
took
three
hours
to
do,
and
so
they
had
bid
down.
You
know
their
price
that
it
was
unreasonable
for
them
to
sort
of
be
under
contract,
and
we
ended
up.
You
know
not
renewing
that
contract
and
rebidding
it
out
and
I.
Think
you
know,
your
point
of
you
know
is
reverse
auction.
Could
it
result
in
an
unbalanced
bid?
Yes,
I
think
it
could
and
I
think
we
need
to
be.
B
We
need
to
do
a
good
job
of
explaining
to
the
vendors
who
are
conducting
or
participating
in
that
auction,
like
you
are
committing
to
these
to
these
prices,
and
this
is
what
that
means,
because
we,
the
city,
doesn't
want
to
get
into
a
contract
that
doesn't
work
for
the
vendor,
because
then
it's
a
contract
that
doesn't
work
for
the
city,
understood.
Okay,.
A
You
wish
I'm
actually
working
awesome
gun
legislation,
look
at
look
out
which.
A
B
Very
intriguing
word
so
I
mean
responsible,
you
know,
can
be
defined
a
variety
of
different
ways
and
oftentimes.
You
know
that
is
defined
in
the
bid,
individual
bid
document
and
that
maybe
you
have
four
years
of
experience
operating
in
this
business.
You
have
you
know,
20
pieces
of
this
set
of
equipment,
so
respond,
respond,
ssible
or
responsibility
can
mean
a
variety
of
items
and
it
depends
from
bid
the
bid.
What
responsibility
could
mean?
Okay,.
B
I
think
those
are
interesting,
questions
and
I
think
you
know,
that's
I
think
this
is
a
question
that
we
could
look
at
and
the
law
department
could
look
at
because
I
think
there
are.
You
know,
sort
of
state
and
federal
laws
that
we
have
to
comply
with
and
and
so
long
as
we're
not
breaking
any
of
those
laws.
Then
you
know
we
absolutely
could
look
at
something
like
that.
Yeah.
A
I
mean
I'm
this
we
require
me
from
our
perspective,
responsible
and
I.
Think
all
of
us
is
being
responsible
as
it
relates
to
given
opportunities
people,
but
I
don't
ever
require.
When
we
talk
about
a
series
like
we
had
the
Equal
Opportunity
plan
with
respects
to
identifying
your
strategies
of
having
a
diverse
workforce
based
on
your
contract
and
I'm
thinking
that
if
within
that
and
I,
would
think
that
if
you
comply
or
show
that
you
have
attempted
to
comply
with
the
EOP
plan,
that
would
be
redeemed
responsible.
A
B
How
we
r
rating
them,
and
currently
we
don't
really
have
a
practice
for
rating
vendors,
and
so
you
know
part
of
an
e
procurement
system.
Is
you
know
giving
up
giving
the
city
inability
to
say
this?
Vendor
is
really
great
and
here's
why
they're
really
great
and
so
that
that
that
can
come
into
play
with
responsibility.
A
A
A
There
are
certain
things
that
we
can't
can't
do
with
respects
the
guns.
I
know
we
have
this
dispute
with
this
statement
will
probably,
hopefully
some
point
end
up
in
court
as
we
were
moving
towards
that
process
a
few
years
back.
That's
before
I
was
the
council
president,
so
I
wasn't
as
responsible
as
I
am
now.
I
should
do
all
kind
of
crazy
stuff,
but
the
reality
is
that
we
had
to
teed
up
all
the
way
up
to
I.
A
Think
the
one
of
the
appellate
courts
and
I
think
the
next
step
was
actually
the
Supreme
Court,
but
the
entity
which
was
the
NRA
at
the
time
didn't
have
standing.
So
we
didn't
move
forward,
anyways
long
story
so
with
respects
to
our
purchasing
of
weapons
for
the
Philadelphia,
Police,
Sheriff's
and
all
of
the
other
entities
that
we
procure
weapons
and
ammunition
for
as
it
relates
to
us
having
a
quote-unquote
responsible
bidder.
Is
that
something
that
kind
of
kind
of
answered
this
already?
B
Same
but
in
when
we
talk
about
response,
responsibility
to
I
mean
really
you're
talking
about
qualifications
of
a
vendor
and
those
qualifications.
Are
you
know
for
something
like
guns
and
ammunition?
You
know
we
look
to
the
police
department
or
the
Sheriff's
Department
to
help
develop
those
specifications
so.
A
B
H
You
very
much
I
just
wanted
to
follow
up
on
it.
On
the
other
question,
so
you
know
we
were
discussing
a
little
bit
about
your
department's
efforts
to
expand
opportunities,
particularly
in
certain
areas,
so
service
supply
and
equipment,
I
think
and
Public
Works
are
other
areas
where
procurement
has
a
real
need
to
try
to
expand,
and
could
you
be
more
specific
about
what
measures
you
are
looking
at
pursuing
and
what
you
think
the
analysis
is
on
the
obstacles
in
those
particular
areas.
Sure.
B
So
I
mean
obstacles,
you
I
think
there
are
many
obstacles
and
some
of
them
are
related
to
process.
Some
of
them
are
related
to
infrastructure
or
systems
that
are
obsolete
or
not
existent,
and
some
of
them
are.
B
Terms
that
are
included
in
our
contract.
You
know
something
like.
B
So
we
buy
charter,
we
must
charged
a
processing
fee
in
order
for
forbids
to
be
processed
through
the
procurement
Department,
so
we've
reduced
that,
but
we
still
have
to
charge
a
fee,
and
you
know
it's
a
service
that
we
provide.
I
would
rather
not
charge
a
fee,
but
by
charter
we
must
charge
a
fee.
So
you
know
it's
just
and
then
and
then
a.
H
H
B
$25,
but
also
bid
security
is
something
that's
required
by
charter.
So
you
know
in
order
to
bid
with
the
city
of
Philadelphia
procurement
department,
you
have
to
pay
a
fee
not
for
the
part,
the
processing
of
the
contract,
but
to
bid
for
the
submit
for
the
bid
and
for
Public
Works.
That's
a
common
practice
for
service
supplies
and
equipment.
It's
not
a
common
practice,
yet
we
must
do
it
by
charter.
So
you
know
all
of
these
things.
B
What's
the
best
model
for
contracting
out
there,
so
I
think
you
know,
as
part
of
the
working
groups,
that
you
know
the
chief
administrative
officer
and
procurement
and
the
contracting
unit
is
looking
at,
are
a
lot
of
those
things.
You
know
a
what
are
the
product?
What
are
the
Charter
requirements
that
we
require?
Are
they
mandated?
You
know
we
belong
to
an
association
or
an
Institute
for
the
National
Institute
for
governmental
purchasing
that
really
sort
of
lays
out
a
lot
of
best
practices.
So
it's
sort
of
looking
at
ours
and
overlaying.
B
B
So
these
working
groups
that
the
chief
administrative
officer,
you
know
they're
they're,
actionable
working
groups-
I
mean
where
we've
already
made
some
changes.
I
mean
in
our
public
works
area.
We've.
You
know
we're
looking
at
a
project
management
approach
about
how
we
process
and
we've
reduced
our
processing
time
by
twenty
percent
32
days
and
really
you
know
increasing
that
creating
efficiencies
so
I
mean,
and
that
came
all
all
came
out
of
a
lot
of
what
we're
looking
at
for
these
working
groups.
So
I
think
there's
going
to
be
a
whole
set
of
recommendations.
B
I
mean
I,
think
we've
have
said
in
the
past
and
will
continue
to
say
this.
You
know
we
will
present
that
to
council.
We
have
invited
council
representatives
to
you,
know
sort
of
sit
and
participate
in
some
of
those,
but
we
will
report
back.
You
know
our
recommendations,
we're
also
looking
at
you
know
getting
feedback
from
vendors
because
we
don't
want
to
make
a
decision.
You
know
in
a
whole
set
of
decisions
that
aren't
going
to
work
for
vendors.
We
want.
We
want
vendors
to
compete
for
our
work.
H
So
I
guess
the
other
area
that
I'm
trying
to
understand
a
little
bit
better.
Is
you
know,
sixty-five
percent
of
our
departments?
Don't
really
make
goals
in
terms
of
mwb
participation,
so
we
only
have
about
a
third
of
them
that
actually
do
it,
but
if
you
were
to
even
factor
in
the
percentage
or
the
amount
of
contracts
that
are
considered
exempt
from
that,
it
adds
to
that
significant.
So,
for
example,
the
managing
directors
office
has
a
almost
its
entire
budget.
H
You
know
cuz
there's
there,
a
sizable
amount
of
money
presence
is
enormous,
you
know,
and
and
they
assuming
they
relate
back
to
these
specific
areas
of
service
supplies.
Equipment
could
relate
back
to
public
works,
but
have
you
done
an
analysis
and
do
you
continue
to
do
a
rigorous
rechecking
of
these
exempted
contracts
about
whether
they
ought
to
be
truly
exempted?
So.
B
Yeah
I
mean
I,
can
speak
a
little
bit
to
this,
but
Angela
dadburn
may
want
to
you
know,
speak
further,
I
mean
with
regard
to
the
shins
I
mean
my
understanding
is
that's
looked
at
on
at
least
an
annual
basis.
If
not,
you
know
more
often
than
that,
you
know
by
annual
or
quarterly
every
bid
opportunity
that
we
put
out
the
you
know.
We.
B
We
we
have,
you
know
commodities
and
lists
of
commodities
that
you
know.
Oeo
is
constantly
looking
at
every
six
months
and
saying
these
areas.
You
know
we
don't
have
a
lot
of
registered
businesses.
So
those
are
you
know
best
in
good
faith
efforts.
These
areas
we
have
a
lot
of
businesses
that
are
registered.
You
know
and
we're
going
to
put
you
know,
required
participation
rates
on
those.
So
that's
being
done
as
a
part
of
practice.
You
know
all
the
time
I.
H
D
You
very
much
for
the
question:
Councilwoman
Angela
Delbarton
executive
director
for
the
Office
of
Economic
Opportunity.
There
were
a
couple
of
things
that
I
think
the
commerce
director
was
responding
to.
Initially
the
administration
set
a
goal
of
fifty
percent
expansion
of
the
OEO
registry.
Over
the
last
six
years,
we've
grown
a
registry
by
eighty-two
percent.
A
third
of
it
is
represented
by
companies
located
within
the
city
of
Philadelphia,
zip
code
191.
Another
third
is
in
the
11
County
Metropolitan,
Statistical,
Area
and
the
rest
is
in
New,
Jersey,
New,
York,
Delaware,
etc.
D
His
focus
is
on
helping
to
build
the
companies
that
are
located
locally,
and
so
he
wasn't
saying
so
much
don't
expand
the
registry.
It's
not
going
to
be
a
top
priority
to
expand
it
by
fifty
percent,
but
there
is
a
priority
that
we
have
in
terms
of
looking
at
opportunities
for
new
markets
and
business
development
for
minorities
and
women
who
want
to
get
into
the
market
and
do
business
with
the
city
and
other
institutions
around
around
this
region.
D
The
exempt
contracts
that
you
find
in
the
annual
report
and
they're
listed
in
detail
here
include
62
million
dollars.
That's
an
electric
bill
that
the
managing
director's
office
pays
for,
but
it
also
includes
things
like
helicopters
and
sludge
barge
rental
facilities,
software,
that's
proprietary,
that
minorities
or
women
do
not
have
the
keys
to,
and
so
these
are
areas
where
we
have
identified
as
few
or
no
opportunity
for
minorities
and
women
to
participate.
D
We
will
constantly
enter
the
market
and
through
our
disparity
studies,
through
our
benchmarking
initiatives
with
our
states
and
cities,
we
go
out
to
them
and
say:
we've
got
a
contract
worth
20
million
dollars
for
water
treatment.
Chemicals
who
do
you
buy
yours
from
are
any
of
the
minorities
and
women
and
and
doesn't
make
sense
to
include
those
kinds
of
dollars
when
we're
trying
to
evaluate
the
productivity
in
the
performance
of
a
department
where
we
have
few
or
no
minorities
to
actually
participate
in
the
process.
H
Know
I'll
I'll
conclude,
but
I
think
part
of
the
issue
is
is
that
I
don't
think
that
there's
any
question
about
the
interest
in
growing
local
businesses
and
the
MWBE.
I
guess
I'm
questioning,
because
some
of
your
data
indicates
that
particularly,
I
think
it
was
a
managing
directors,
office,
I'll
relook
at
that,
but
showed
declining
levels
of
exempt
contracts
over
time.
So
clearly,
this
is
not
a
thick
position.
H
It's
not
it's
not
always
the
case
and
what
I
would
like
to
know
is
is
making
sure
that
we
have
a
rigorous
attention
to
it
and
an
analysis
of
the
market
that
is
continuing
and
ongoing,
and
also
clearly
that
we're
expanding
efforts
to
really
look
for
diverse
communities
in
these
particular
areas
where
we
have
difficulty.
We
also
know
that
clearly
on
some
area,
like
maybe
Asian
Americans
in
particular,
and
to
some
extent
Hispanics
in
certain
areas,
we're
we're
not
we're-
maybe
a
proxima
ting
utilization,
but
we're
not
we're
not
hitting
availability.
H
So
we
know
that
we
have
a
gap
there.
We
have
a
learning
gap
and
an
understanding
gap,
and
you
know
I
think
that
that's
an
important
thing
for
us
to
try
and
to
hear
that
out,
because
we're
not
making
enough
advances
clearly
I
mean
it
is
so
depressing
to
see
like
two
and
a
half
percent
African
Americans
on
small
small
order
purchases,
a
32,000
when
a
lot
of
people
feel
like
it's
been
an
effort.
D
bundle,
I,
really.
D
Want
to
check
that
number
with
you:
okay,
there
are
transactions
that
are
less
than
thirty
two
thousand
dollars
there's
over
a
million
and
a
half
dollars
and
I.
Think
African
Americans
do
have
a
slightly
higher
and
I
will
verify
that
number
for
you,
but
I
think
it's
a
little
higher
than
than
the
two
percent
that
you're
referring
to
tell.
A
Swarm,
thank
you.
We
AR
rahman
irr,
my
friends
and
colleagues.
We
still
have
two
departments
left.
Thank
you.
Chair
recognizes
councilman,
tauber
pay.
J
Your
council,
president
long
ago
in
1983-84
I,
worked
here
for
council
City
Councilwoman
drone
krajewski.
It
was
a
time
of
the
healthy
subway
contract,
I'm,
not
sure
if
the
rules
still
apply,
but
I
do
have
a
question
at
the
end
of
it,
but
it's
still
a
very
important
story
because
it
affected
our
city,
deeply
I
believe
it's
still
the
practice
that
the
actual
subway
cars,
even
though
run
by
scepter,
actually
property
of
the
city
of
Philadelphia.
That's
how
it
was
that
I'm,
not
sure
it
still
is.
J
That's
not
even
my
question,
but
bud
company
was
one
of
two
remaining
rail
car
companies,
the
United
States
at
the
time
the
other
one
was
in
buffalo
new
york
and
the
other
bidder.
The
bid
on
this
was
from
kawasaki
who
ultimately
won
that
bid,
because,
as
defined
earlier
by
council
president,
you
know
they
were
the
lowest
responsible
bidder.
I'm
still
kind
of
foggy
on
all
that
since
that
time,
but
company
closed
up,
I
think
result
of
losing
that
it
couldn't
say,
that's
the
only
thing,
but
they
closed
up
today.
J
There
is
an
abandoned
golf
course,
and
it
brings
no
revenue
to
the
city
of
Philadelphia
other
than
real
estate
tax
and
nobody
works
there
at
at
one
time.
There
probably
was
near
a
thousand
people
that
work
there.
If
that
process
were
to
go
on
today,
what
advantages
would
the
bud
company
have
over
a
company
in
kawasaki
japan?
If
the
bidding
process
were
held
today,.
B
J
B
B
J
You
on
that
one
note
of
clarification.
You
had
mentioned
that
sixty-eight
percent
of
bids
were
were
won
by
Philadelphia
companies
dollar
amount,
or
is
that
the
actual
bidder
I
mean
is
that
is
the
dollar
amount
as
a
dollar
amount?
So
do
you
ever
have
that
statistic
broken
down
on
actual
bidders
from
philosophy,
vendors
that
come
from
the
city?
We.
J
A
H
Was
wondering
if
your
department
could
share
its
language
access
plans
and
procedures
for
outreach?
I
think
it's
great
that
you're
doing
making
some
effort
at
doing
expanded
outreach.
I,
think
that
was
in
your
testimony,
but
it
would
be
helpful
to
know
what
your
plans
are
for
language
access,
bilingual
staffing
and
whether
your
department's
been
fully
trained
on
language
line
and
outreach
and
whether
contracts
and
bidding
and
information
that
goes
out
is
done
in
multiple
languages.
Okay,.