Thank you,22 Madam Chair.23 Just following up on24 Councilmember O'Neill's question, how25 182 4/15/09 - COMMITTEE OF THE WHOLE - FY '10 BUDGET1 many are in the City-administered plan2 that we would be able to offer that3 option to?4
We don't know --5 well, there's about 6,000 employees in6 the City-administered plan.7
We do not know10 how many of those employees would have11 access to medical benefits outside the12 City.13
Well, in17 some cases, you have two spouses that18 work for the City -- the courts, the19 Council, you know, any -- Sheriff's20 Office, whatever.21
I mean, the22 interesting thing here: If you could23 find 250 people, or we could save $6,000,24 that's one-and-a-half million dollars.25 183 4/15/09 - COMMITTEE OF THE WHOLE - FY '10 BUDGET1 If you could find 500 people, that's2 three, you know, et cetera, et cetera.3 This is big money.4 And Councilman O'Neill -- Madam5 President, Councilman O'Neill just found6 us probably 3 or $4 million to add back7 into tax relief.8
I've worked9 successfully with op-out programs in the10 past, and I agree with Councilman O'Neill11 and Councilman Green.12
I'm sorry. I've15 worked with op-out programs in the past,16 and I totally agree with Councilman Green17 and Councilman O'Neill, and we will look18 into this.19
Based on your20 past experience, was that outside the21 City?22
With the Gas25 184 4/15/09 - COMMITTEE OF THE WHOLE - FY '10 BUDGET1 Works? And of the number of employees2 there, do you know what the incentive was3 and what the opt-out rate was?4
We had an5 opt-out rate of up to $1500. We -- one6 year, I guess my last year there, we7 doubled the opt-out to $3,000, and we8 believe we experienced an additional9 quarter of a million dollars in savings,10 and that was based on a population of11 1800 employees.12
So for those17 keeping score, City Council has found18 today at least $4 million in savings from19 the budget.20 So, I'm sorry, what savings do21 you expect to generate from the22 implementation of your online job listing23 system over the Internet, et cetera?24
Well, we25 185 4/15/09 - COMMITTEE OF THE WHOLE - FY '10 BUDGET1 anticipate a minimum of three positions2 that will not be required that are3 dedicated essentially to manually4 inputting application information into5 the applicant-tracking system. That's6 a -- I believe that's a conservative7 estimate, but that's what we've put in8 the budget.9 With the -- with the online10 applications and potential to do online11 testing and to provide certification12 information across the network, we13 believe that we can actually make a14 larger savings, but we haven't quantified15 it yet.16
The system is19 not in place yet. We're still in20 negotiations with the vendor. We issued21 an RFP, we've selected a vendor, we're in22 negotiations with the vendor, and we hope23 to have those negotiations finished24 shortly and have the system in place and25 186 4/15/09 - COMMITTEE OF THE WHOLE - FY '10 BUDGET1 begin to run on July 1st.2
Is the cost3 of implementation in your Class 2004 budget?5
It is. It's6 $75,000 a year. It's a licensing fee for7 a hosted service.8
Okay. And9 it's commercial, off-the-shelf software,10 a vendor who does this elsewhere. We11 don't have to -- we're not building12 software or maintaining software, okay.13
No. The vendor14 specializes in Civil Service -- in15 providing these services to Civil Service16 jurisdictions.17
So what18 you've talked about is three positions,19 and that's kind of based on just online20 applications. Implementing this entire21 system, how many more positions can we --22
I would not want23 to guess at this point because the24 system's not in place, and until we25 187 4/15/09 - COMMITTEE OF THE WHOLE - FY '10 BUDGET1 really see it work --2
What's your3 best -- I mean, what I'm asking you to do4 is guess, because, you know, I don't want5 to over-appropriate money to any6 department in this environment, and it7 sounds like there are efficiencies that8 will be gained from the implementation of9 this system starting July 1st, which is10 the beginning of the year.11 So let me just put the question12 another way: If we were to cut your13 budget by another $250,000, would you be14 able to function?15
Well, I -- you18 know, we would have to make do, but where19 my budget stands now is, we had 7820 authorized positions for FY 2009; I21 currently have 64 employees. The budget22 for FY '10 that's proposed has 7023 employees.24
So you're25 188 4/15/09 - COMMITTEE OF THE WHOLE - FY '10 BUDGET1 adding --2
We would have to3 make serious reductions in service, I4 believe.5
We have 6412 because during the past year, we've had a13 number of retirements.14
You have 6415 filled positions, and you're budgeting16 for 70.17
We are. It's a21 downtime for hiring services because of22 the hiring slowdown.23
We could do a25 189 4/15/09 - COMMITTEE OF THE WHOLE - FY '10 BUDGET1 better job in organizational development,2 we could do a better job with3 recruitment.4 (Timer bell rings.)5
We could do a6 better job in benefits; we're in search7 of a benefits manager who can become more8 strategic than what we currently have.9
Thank11 you.12 The Chair recognizes Councilman13 O'Neill.14
Just a15 couple of follow-up questions on the16 opt-out discussion.17 How many City employees are in18 other plans besides that managed by the19 City? Approximately.20
Yes.25 190 4/15/09 - COMMITTEE OF THE WHOLE - FY '10 BUDGET1
How many2 retirees -- so we basically have a3 little -- say, 25 percent are in our plan4 roughly.5
And our plan9 includes roughly 2,000 employees who opt10 out of the union-administered plan to be11 in our plan.12
1300?20 Okay. So the bulk of the others are in21 other plans, not the retirees; the22 retirees are in a much smaller part of23 the additional --24
That's right.25 191 4/15/09 - COMMITTEE OF THE WHOLE - FY '10 BUDGET1
Do you know2 what opt-out provisions are in the other3 plans?4
Okay.7 Could you find out what they are, how8 they compare to ours. And if we were9 going to do something, maybe we could10 coordinate it and capture savings on11 those other 75 percent or so?12
Okay.18 Well, if they don't exist -- we know the19 employees exist. If there's no opt-out20 plan, that's worse than a bad opt-out21 plan. So hopefully, we would want to22 encourage or negotiate an opt-out plan23 that would hopefully save the City some24 money. Do I -- am I clear on that?25 192 4/15/09 - COMMITTEE OF THE WHOLE - FY '10 BUDGET1
Okay. End3 of that discussion.4 The employees mileage5 reimbursement, do you administer that in6 HR?7
Thank14 you.15 Are there any more questions?16 The Chair recognizes Councilman17 Green.18
Thank you.19 I'm sorry. How is it that20 somebody who's covered by a collective21 bargaining agreement, who is in a City22 union, is able to be on our plan? In23 other words, we pay the union per24 employee. Do we give the union an amount25 193 4/15/09 - COMMITTEE OF THE WHOLE - FY '10 BUDGET1 of money if that person is on our plan or2 do --3
Okay. So5 they just made the decision -- only6 employees that are covered by the union7 plan are being reimbursed.8
Okay. Okay.10 That's good.11 And do you know what we pay per12 employee per different union plan?13
Okay. And16 you're not aware of any incentive from17 the unions to have people go on our plan18 rather than the union plan.19
Based on, you21 know, risk profile or, you know, any22 other thing.23
Okay. So how25 194 4/15/09 - COMMITTEE OF THE WHOLE - FY '10 BUDGET1 many employees are engaged in posting2 time and attendant data for payroll3 across the government?4
We're in the5 process of studying that now. I believe6 that there are approximately 3007 employees who post time and attendance.8
The Water12 Department estimates -- just one example13 -- Water Revenue Bureau, that they go14 through 28,000 timesheets and 6,00015 overtime forms a month. That's 408,00016 data entries a year just in that17 department.18 In this technology upgrade that19 you're looking at, are you considering20 eliminating the function of timesheet21 data entry?22
The Chief23 Information Officer, Alan Frank, and I24 have been working jointly on a project to25 195 4/15/09 - COMMITTEE OF THE WHOLE - FY '10 BUDGET1 bring in an automated and integrated time2 and attendance system for the entire City3 of Philadelphia.4 I'm unaware of the Water5 Department's own individual initiative; I6 would need to follow up on that.7
No. We're still10 in the data-gathering requirement stages.11 We plan to have a recommendation by12 September.13
And do you14 know how long it would take you to15 implement after that?16
I think it17 depends upon how much configuration is18 required.19 Again, you know, I went through20 this process at the Gas Works, and21 because of the number of unique rules22 that you have to configure into a23 system -- and we have four unions as24 opposed to one that the Gas Works had --25 196 4/15/09 - COMMITTEE OF THE WHOLE - FY '10 BUDGET1 we spent over a year in the2 implementation, in just designing,3 configuring all of the rules and4 implementing it.5 So it might be -- you know, we6 haven't made our final determination, but7 we may end up rolling it out on a8 phased-in approach.9
Okay. Have10 we considered trying to change the rules11 as part of our collective-bargaining12 process so there's one way to measure13 time across the City so that we can14 implement this quickly and have 30015 redundant positions?16
-- is it21 changing the rules with respect to22 timesheet data entry? It seems like23 something that the unions would be least24 concerned about in this environment,25 197 4/15/09 - COMMITTEE OF THE WHOLE - FY '10 BUDGET1 something that's being looked at in the2 context of putting in new systems.3
I'm sorry. I4 wasn't there.5 When I was referring to rules, I6 was referring to rules that govern pay7 and leave, so that, you know, an employee8 gets paid overtime after eight hours,9 after 40 hours, on the first day off, on10 the second day off. An employee gets --11
And that has15 to be reflected in the system by the16 employee?17
Okay. Thank20 you.21 In August of 2008, OHR reported22 that 5,000 employees had not received23 their performance rating in the prior 1824 months and another 6,300 had no rating at25 198 4/15/09 - COMMITTEE OF THE WHOLE - FY '10 BUDGET1 all. Why is a performance rating2 important?3
Well, it's going4 to be difficult to answer in five5 minutes.6 For so many reasons. Because,7 A, without that feedback, an employee8 doesn't know whether their performance is9 acceptable, can be improved, how it could10 be improved.11 It also plays into the12 disciplinary process. It would play into13 the layoff procedures if we need to14 effectuate layoffs.15 It's just good HR management to16 have employees apprised on a periodic17 basis of their level of performance. I18 mean, the documentation is crucial.19
So is this20 something you're looking at automating21 for supervisors?22
It's one of the23 initiatives that the Reform Team -- that24 our reform team is looking at.25 199 4/15/09 - COMMITTEE OF THE WHOLE - FY '10 BUDGET1
-- data that you8 had looked at. So I have no reason to9 believe that that figure has changed.10
And that will14 be through the implementation of15 technology that allows for automated sort16 of online or on our local-area network17 performance ratings by supervisors.18
Reminding20 them when they haven't done it via21 e-mail, et cetera.22
That gives us23 the ability to not only ensure compliance24 but also to extract information for a25 200 4/15/09 - COMMITTEE OF THE WHOLE - FY '10 BUDGET1 variety of purposes. So I think it's2 much needed. And there are software3 packages out there that are very good.4 I think we need to identify what5 our requirements are, put out an RFP, and6 go through that process.7
Three. Did11 you have two last year? Did you hire a12 new deputy?13
Well, last year,14 I believe Celia was the only deputy.15 Michael was promoted from the16 hiring services area to oversee hiring17 service at a deputy level.18 Brian Albert was transferred in19 from the Managing Director's Office to20 help build our organizational development21 area.22 So these were City employees who23 essentially came in at a lateral and went24 from a civil -- in Michael's case, a25 201 4/15/09 - COMMITTEE OF THE WHOLE - FY '10 BUDGET1 Civil Service position to an exempt2 position at essentially the same salary.3
Well, I'm sorry.11 That's not correct. We were hoping to12 hire, and we still are, a deputy in13 charge of benefits.14 Our Benefits Unit is extremely15 transactional, and we need a qualified16 benefits manager who, you know, can help17 us with the strategic planning, the18 opt-out, dependent audits, plan-design19 changes, everything that you need to do20 to constantly stay on top of benefits.21
Celia is24 handling it -- I don't want to say in her25 202 4/15/09 - COMMITTEE OF THE WHOLE - FY '10 BUDGET1 spare time --2 (Laughter.)3
Okay. And6 what do you imagine that deputy's salary7 would be?8
130,000. And11 you're performing the function today12 without that person?13
Well, okay.15 So a bunch of departments have16 come before us, and other departments are17 coming before us, and one of the things18 I've noted as we've shed staff in various19 departments through the Street20 Administration, there was an uptick in21 '09 in the Nutter Administration, and now22 we're kind of getting back to FY '0823 levels in departments.24 One of the things I notice is25 203 4/15/09 - COMMITTEE OF THE WHOLE - FY '10 BUDGET1 that you'll have -- and pensions2 counselors is an example of this, they3 appeared before us today, and I didn't4 ask the question. There are three5 supervisors supervising nine people. So6 each supervisor has on average three7 people that they supervise. And this --8 you could this in almost every9 department.10 Why wouldn't we have a more flat11 structure? I know of no supervisors in12 the private sector that surprise so small13 a number of people. What's the reason14 for this?15 And I don't mean in that16 department; I just mean throughout the17 City.18 MR. McANALLY: Yeah, Councilman.19 In many of the supervisory titles, their20 primary function is not supervising;21 they're also performing the work that22 their subordinates perform, so they don't23 devote anywhere close to one hundred24 percent time of their with supervisory25 204 4/15/09 - COMMITTEE OF THE WHOLE - FY '10 BUDGET1 duties. They're working and providing2 direction to their subordinates. And in3 the case of pensions, that's very much4 the case.5
Do you have6 any sense of the -- everybody with a7 title of supervisor, by title, how much8 time they're spent supervising versus9 performing the function?10 MR. McANALLY: No. I couldn't11 give you a precise number.12
So -- well,13 how do we know that supervisors are14 needed? I mean...15 MR. McANALLY: We review every16 request that --17
I mean, if we18 eliminate that position. Yeah, but19 that's a request to create the20 supervisor. No department -- or very21 rarely, I would imagine, do departments22 put in requests to remove supervisors.23 MR. McANALLY: That's correct.24
So how is25 205 4/15/09 - COMMITTEE OF THE WHOLE - FY '10 BUDGET1 it -- when is that reviewed what the2 department's number of supervises should3 be relative to the number of employees it4 has?5 MR. McANALLY: Every time6 there's a request for a new position, the7 --8
Okay. So9 basically, you don't go back and look at10 all to see whether or not supervisors are11 needed. Once someone has the title in a12 position, it's not taken away.13 MR. McANALLY: No. We don't14 perform that function.15
Who does?16 Who's responsible for that?17 MR. McANALLY: I don't think18 that anyone in City government performs19 that function.20
May I add to22 this? Back in the 1980s, the Personnel23 Department was a much larger department24 and had a fully-functioning25 206 4/15/09 - COMMITTEE OF THE WHOLE - FY '10 BUDGET1 classification team, with about 20, 15 or2 20, analysts whose job it was to3 constantly audit job classifications.4 That function no longer exists.5 As I said, we now have 646 employees, roughly half of what existed7 in the 1980s. So we don't have the8 resources to go out and do routine9 classification audits.10
Do you think,11 if you did routine classification audits,12 you would find savings?13
Michael, you14 were a part of classification.15 MR. McANALLY: Yeah, I think we16 could identify savings. It's very hard17 for us to implement those savings to18 force the operating departments to remove19 supervisors. The best that we can do is20 to make a recommendation that the jobs21 not be filled when the current employees22 vacate their positions.23
Okay, but24 that's not being done at the moment.25 207 4/15/09 - COMMITTEE OF THE WHOLE - FY '10 BUDGET1 MR. McANALLY: Not at -- no, no,2 it's not.3
Okay.4 MR. McANALLY: 'Cause we don't5 have the staff to do it.6
If the7 workflow of the City was automated such8 that what every employee did was9 basically in a database, you could see10 how many -- let's just take pension11 consultants, for example -- how many12 people each person was helping a day and13 how many people the supervisors were14 helping a day, you would be able to get15 some gauge of the amount of time16 supervisors are spending performing the17 function that they're supervising versus18 time spent supervising, 'cause19 presumably, the time they're not spending20 doing the function that, you know, the21 counseling would be reflected in an22 absence of increase to the database or,23 you know, the number of people they help24 per day, et cetera.25 208 4/15/09 - COMMITTEE OF THE WHOLE - FY '10 BUDGET1 Is that something that we're2 capable of gauging today in various3 departments? If we were to send you a4 list of supervisors and positions in5 various departments and said, Look and6 see over the last year how many people or7 how much of whatever function it is was8 performed in the database for that9 applicable department by employees versus10 supervisors, who would be capable of11 telling us that?12
I think it's13 each individual, you know, HR manager.14 And their managers and supervisors would15 have to tell us that.16 It's sort of the process we're17 going through now with the HR personnel.18 We sent out a survey, and we're asking19 the HR personnel in the departments to20 break down their time. I mean, it would21 require a classification audit.22 Once you have that information,23 you know, we can then put that24 information into the HRIS system, and the25 209 4/15/09 - COMMITTEE OF THE WHOLE - FY '10 BUDGET1 HRIS system does provide for position2 management and for staffing.3 To the extent that that4 information exists and is currently in5 the Oracle system, I don't believe that6 it's a hundred percent accurate.7
Okay. In the8 private sector, overtime accounts for9 about 1 to 5 percent of payroll costs,10 much towards the lower end of that range.11 In most of our peer cities, or the12 average of our peer cities, overtime cost13 is 5 percent of payroll costs.14 In the City of Philadelphia,15 historically it has accounted for 10 to16 13 percent of payroll costs. Why is17 that? Why is our -- why are we very poor18 at managing overtime?19
I think you20 would need to ask each department head21 who's responsible for controlling22 overtime in his or her own department23 what are the driving factors for24 overtime.25 210 4/15/09 - COMMITTEE OF THE WHOLE - FY '10 BUDGET1
So would you2 say the only way we can really force a3 department to lower their overtime is to4 appropriate less money for overtime?5
The only way8 we can force a department to use less9 overtime might be to appropriate a10 department less overtime? I mean, that's11 essentially what control we have, right?12
Councilmember,13 having worked in a number of the peer14 cities you're probably looking at, I15 would tell you that, based on my16 experience in those cities, we have17 significant understaffing in a number of18 areas.19 And I think the largest20 components of our overtime are in two21 departments; that is, in the police and22 prisons. And I think, with respect to23 prisons, it is the inability to attract,24 recruit, and retain people that has25 211 4/15/09 - COMMITTEE OF THE WHOLE - FY '10 BUDGET1 driven that overtime, along with the rise2 in census. I think in many of those peer3 cities, unless they are operating a4 county lockup facility, you're not going5 to see those kind of overtime expenses.6 And I think with respect to7 police, the ability for us to be8 successful, and for this particular9 commissioner to be successful, where this10 crime plan has been largely driven by his11 ability to utilize overtime to create a12 series of shifts, notably a power shift13 to generate people on the street.14 So I think it's -- you need to15 be a little careful about looking at16 those peer cities and be sure that we've17 got like situations and like functions.18
Well, I19 completely agree, and I'm glad you raised20 the point.21 Compared to many peer cities --22 and I'll mention a few. LA has about 9.423 municipal employees per thousand24 residents, Chicago has a little over 11,25 212 4/15/09 - COMMITTEE OF THE WHOLE - FY '10 BUDGET1 San Jose California has 7 --2
And in all three3 of those cities, they don't run the4 county functions that we run.5
It's 16,60010 City employees; the rest of our employees11 are county employees. And we have an12 extremely high ratio compared to our peer13 cities of employees per thousand people.14
I've shared17 it with the Administration many times --18
If you'd be happy23 to send it to me one more time, that'd be24 great.25 213 4/15/09 - COMMITTEE OF THE WHOLE - FY '10 BUDGET1
Are4 there any other questions from members of5 the Committee?6 (No further questions.)7
Our11 next department?12 MR. McPHERSON: Our last13 department for the day is the Human14 Relations Commission.15 (Witnesses come forward.)16
Good17 afternoon. Please identify yourself for18 the record.19
Good afternoon.20 I'm Rue Landau, the Executive Director of21 the Philadelphia Commission on Human22 Relations.23 MS. DeSHIELDS: Angela24 DeShields, Administrative Officer with25 214 4/15/09 - COMMITTEE OF THE WHOLE - FY '10 BUDGET1 the Human Relations Commission.2
5 Good afternoon, President Verna6 and members of City Council. 13 The Philadelphia Commission on14 Human Relations is a City agency that15 enforces the Philadelphia fair practices16 ordinance, Chapter 9-1100 of the17 Philadelphia Code, which prohibits18 discrimination in employment, housing,19 use of public accommodations, and the20 delivery of City services. 6 Finally, the PCHR staffs the7 Fair Housing Commission, which is charged8 with enforcing the fair housing9 ordinance, Chapter 9-800 of the10 Philadelphia Code. 14 The PCHR's budget is -- consists15 of 97 percent Class 100, percent Class16 200 and 1 percent Class 3 and 400. Our17 staff is split between three units, or18 divisions: The Compliance Unit that19 deals with the discrimination cases, the20 Community Relations Division, and the21 Fair Housing Division. 25 216 4/15/09 - COMMITTEE OF THE WHOLE - FY '10 BUDGET1 The PCHR's budget was reduced by2 $29,300 during the FY '09 Rebalancing3 Plan; that reduction was taken from Class4 100. These Class 100 savings were5 generated mainly through staffing6 irregularities such as medical leave,7 maternity leave, and vacancies on our two8 commissions and the fact that the9 previous administration had over-budgeted10 the Commission's Class 100 funding for FY11 2008. Accordingly, these cuts were made12 without the need to lay off any of our13 much-needed staff. 17 In the Mayor's proposed FY '1018 budget, our agency's budget will be19 reduced by $72,923. 23 The PCHR is mandated to protect24 people's civil rights and to advocate25 217 4/15/09 - COMMITTEE OF THE WHOLE - FY '10 BUDGET1 against all forms of prejudice and2 violence. We currently have a skeletal3 staff of 34, down from 44 in 2004. 13 Finally, we saw a small but14 significant increase in the number of15 cases filed with the Fair Housing16 Commission. We saw increases in these17 types of cases even though, in August of18 2007, our office moved from 34 South 11th19 Street to 6th and Walnut. We were20 conveniently located right next to the21 DA's Office, where they handled private22 criminal complaints and municipal court23 landlord tenant court that used to just24 refer cases down the hall to us. 10 In order to be responsive, our11 staff continues to work efficiently and12 effectively. We've already started to13 reorganize the way our agency does intake14 to increase revenue. 20 One of our intake staff just21 retired last week -- two weeks ago. 3 We've a work-sharing agreement4 with the Equal Employment Opportunity5 Commission, the EEOC. For each case, we6 close we receive $550 from them. 15 In order to fill our intake16 slots, we hope to hire two people with17 the title of Human Relations Technicians18 at $29,580 apiece to replace the retiring19 employees. 25 220 4/15/09 - COMMITTEE OF THE WHOLE - FY '10 BUDGET1 In our Compliance Division, we're2 instituting a case prioritization system3 that will allow us to close more cases4 next year. 8 Recently, our Community9 Relations Division underwent a10 work-refinement process through a retreat11 in order to more efficiently resolve12 disputes and conflicts throughout the13 City. 4 Since 97 percent of our budget5 is comprised of Class 100 funding and the6 work of the Compliance and Fair Housing7 Divisions are mandated in the8 Philadelphia Code, any staff decreases9 outside of administrative reductions10 would have to occur in the Community11 Relations Division. 14 The staff has a high success15 rate for resolving neighbor conflicts16 before they escalate to violence. 19 In fact, we've already been to20 approximately six high schools to resolve21 ethnic- and race-based conflicts already22 in FY '09. 5
Thank6 you.7 The Chair recognizes Councilman8 Greenlee.9
And over14 the years, I've worked with the Human15 Relations Commission, particularly the16 Community Relations Division, and they do17 a very good job --18
-- in, I20 know, very difficult situations.21 Along those lines, do you have22 any idea how many roughly percentage -- I23 know you said you increased the number of24 cases resolved, but on average, about how25 223 4/15/09 - COMMITTEE OF THE WHOLE - FY '10 BUDGET1 many cases just are beyond what, say, the2 Human Relations Commission would do when3 it has to go to the courts or whatever?4 Would you --5
I don't know the9 answer to that. We always get involved10 with cases when they don't rise to the11 level of criminal activity.12
I don't know how17 many cases that we don't resolve. The18 Community Relations officers and the19 Police Department often refer cases to us20 --21
Yeah, I24 know you all work together in those kind25 224 4/15/09 - COMMITTEE OF THE WHOLE - FY '10 BUDGET1 of things.2
Would you5 say that with more and more immigrant6 groups coming over into the City, has7 that heightened problems? Has that --8 have you seen an increase in the kind of9 issues you have to deal with that are10 either racially or ethnically --11
Absolutely. We've12 gotten calls from this body and from the13 police and various other agencies to14 resolve all sorts of disputes that15 include new refugees and immigrants being16 placed in neighborhoods.17 For example, recently, there was18 over 50 Iraqi families placed in the19 Northeast. They've had some trouble in20 some of their high schools.21
They've tried to23 transfer to George Washington High24 School, where they can at least all be25 225 4/15/09 - COMMITTEE OF THE WHOLE - FY '10 BUDGET1 together.2
We've resolved --4 there are -- we've intervened with the5 Burmese community in South Philadelphia.6
And we're seeing8 more and more of these on the rise.9 We've written a letter of10 support with some of the immigrants11 advocacy groups, where we're going to try12 to partner with them to become13 ambassadors for the new refugees and14 immigrants who are coming to the City so15 we can help navigate neighborhoods at the16 time that people are being placed there.17