And you'll still be working both in Fairmount Park -- in the park itself and on street tree removal? MANAGING DIR. BARNETT: Yes.
Do you envision being able to do less or about -- again, about the same on that, would you think or -- MANAGING DIR. BARNETT: Well, as you recall, in the original budget for 2009, our recommendation was to add money into Fairmount Park for these kinds of things.
Mm-hmm. MANAGING DIR. BARNETT: The tree pruning and removal as well as tree plantings so that we replace our urban canopy of trees. In the rebalancing, those funds have essentially been reduced to nothing.
Right. 71 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET MANAGING DIR. BARNETT: So what we have is what we have currently funded in the Managing Director's Office and anything that we can get from Fairmount Park's budget. So it's -- we're not nearly at the level that we should be.
Mm-hmm. MANAGING DIR. BARNETT: And I think it's our intention that when there is adequate funding, this would be one of the places we would put funding back.
'Cause, obviously, we get a lot of -- I'm sure you hear -- MANAGING DIR. BARNETT: Yep.
-- a lot of complaints about trees and whatever. MANAGING DIR. BARNETT: Yeah.
I think that -- MANAGING DIR. BARNETT: The program is managed through Fairmount Park. 72 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET
Right. MANAGING DIR. BARNETT: The Managing Direct's Office does not manage it.
Right. No, I understand. MANAGING DIR. BARNETT: It's just a money transfer.
I understand, okay. But I think on average, I heard one time they try to trim trees -- what is it, every seven years or ten years or something like that? Is that -- MANAGING DIR. BARNETT: Yeah.
-- pretty much going to -- MANAGING DIR. BARNETT: It depends on the kind of tree. But generally, yes.
Right, okay, all right. And you think that may stay somewhere around the same area, maybe a 73 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET little longer? MANAGING DIR. BARNETT: I don't think there's a significant funding change from what the low level of funding was before.
Right, okay. MANAGING DIR. BARNETT: We had hoped to add --
Add, right. MANAGING DIR. BARNETT: -- but we have been unable to add.
Right. I gotcha, okay. MANAGING DIR. BARNETT: Mm-hmm.
You're welcome. The Chair recognizes Councilman Green.
Thank you, 74 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET Madam Chair. Good morning. MANAGING DIR. BARNETT: Good morning.
You have testified that there's a General Fund reduction of percent. And, actually, 9 you've gotten 5 million in grants, a 10 great increase in grant funding, which I 11 commend you for, which has allowed you to reduce the General Fund expenditure from -- that would be from the FY '09 budget. What is the General Fund expenditure difference between the November of 2008 Rebalancing Plan and the FY '10 budget, on an analyzed basis? MANAGING DIR. BARNETT: (Addressing MDO staff.) John, do you want to come up here. The major difference in the General Fund portion has to do with the funding of 3-1-1, and I could get you the specific numbers as soon as my staff gets 75 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET up here. (Mr. Farrell returns to witness table.)
So the question is: How much more are we spending in the administrative portion of the Managing Director's Office since December of 2008? MANAGING DIR. BARNETT: Do you want the whole budget or just administration?
Just administration. MANAGING DIR. BARNETT: Let us do some math. We'll get right back to you.
I just think, you know, if you're increasing costs in the department but the testimony sounds like you're decreasing costs, and I want to make it clear to everybody that, you know, a lot more money is being spent. MANAGING DIR. BARNETT: Yes, Councilmember. The reductions that we've 76 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET had in administrative costs are more than offset by the increases that we've had for 3-1-1. So the total budget does go up because 3-1-1 was included.
Right. That just wasn't mentioned in the testimony, and I thought people ought to be aware of that. So with respect to 3-1-1, how does -- explain -- your testimony mentioned, I think, that the City has cut costs by closing smaller customer-contact points and other departments, most primarily City Hall switchboard and the Mayor's Action Center. What are the dollar-savings from closing smaller customer-contact points? MANAGING DIR. BARNETT: It's about a million dollars a year, and those costs are no longer being spent for those smaller operations, but they have been folded into the 3-1-1 costs.
So can you, by department, tell us what positions 77 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET were eliminated in departments that result in a million dollar savings? MANAGING DIR. BARNETT: Yeah. It's all of the people that were in the Mayor's Action Center and in the City Hall switchboard, which is in the Public Property. That represents the million dollars of costs from consolidation of previous call centers.
Okay. If you could just provide the detail to the Chair. MANAGING DIR. BARNETT: Sure. I'd be happy to.
So, really, have we eliminated any positions? MANAGING DIR. BARNETT: In the Managing Director's Office?
No, as a result of the implementation of 3-1-1. When you look at all of government in terms of, does 3-1-1 cost us more or less due to its existence? MANAGING DIR. BARNETT: The 78 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET investments that we've made in 3-1-1 in terms of labor cost have all been either consolidation of the centers, hiring people from other departments who were laid off, or hiring people from other departments through voluntary transfers, or because they have applied, through the civil service system, to be an agent and were hired from their previous department through that process. So there have been several different ways that people have come over to 3-1-1. But everyone so far, except for the director and the assistant director, have been previous City employees.
Right, but their positions have been eliminated, so it's the same as a new hire. And what I would like you to do is, give the -- if you could provide the president a chart sort of explaining that -- MANAGING DIR. BARNETT: Okay.
-- I would 79 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET appreciate that. MANAGING DIR. BARNETT: I have it right here, and I'll be happy to give you a copy of it.
So we've talked about 3-1-1 and efficiencies but if you could explain where the efficiencies really come from. Do they come from a call center, or do they come from the implementation of a City Stat-type program? In every city that I've looked at where they've implemented 3-1-1, it's City Stat that brings the savings, not the call center, which creates often more work. So could you explain what we're doing to implement City Stat and, you know, really generate savings. Baltimore, in its first seven years of implementation, estimates it saved -- and there's a study back in the supp., actually -- $350 million. (Timer bell rings.) MANAGING DIR. BARNETT: It is 80 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET true that working 3-1-1 and City Stat together provides a synergy that makes performance improvement better, faster, and smarter. So that's the reason we implemented these two things together. And the kinds of analysis of how much savings you have, I think that it is attributed more to a change in the leadership and the culture of the organization than any specific program, but I do think that Philly Stat and 3-1-1 together are great management tools to instill the new values in the culture, and I think that we are already beginning to see the results of that work. When we combine what we're doing with Philly Stat and 3-1-1 with what I think we'll do with the reform agenda, I think you're going to see some significant changes in operations that will result in cost-savings and also better service. I don't think those have to be mutually exclusive.
That's my 81 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET time, Madam President.
Thank you. The Chair recognizes Councilwoman Krajewski.
Thank you. Good morning. MANAGING DIR. BARNETT: Good morning.
I just want to clarify. I've had several complaints from constituents, when they call 3-1-1 -- MANAGING DIR. BARNETT: Uh-huh.
-- and they ask for my office, that they question them quite a bit before they connect them to my office. I'm sure there are other Council people that have the same problem. Why is that? MANAGING DIR. BARNETT: Well, because we had the wrong protocol for the agents, it's been fixed. If anyone asks 82 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET for a Council office, they're immediately transferred. Previously, the agents were trying to take care of the situation in the 3-1-1 center; they're no longer doing that, so you shouldn't have that problem anymore.
Well, if they ask for my office -- MANAGING DIR. BARNETT: I know. And if they ask for you, they should get you directly, and that's what's happening now.
But that's not the case. They're asking the constituent, "What is the problem? Maybe I can help you." MANAGING DIR. BARNETT: Yeah, I understand that that's what we used to do. What I'm telling you is that when we heard about this complaint, we fixed it; they don't do that anymore.
They don't do it anymore? 83 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET MANAGING DIR. BARNETT: They don't do it anymore. If anybody has that -- if anybody experiences that now, please tell me, because it's not supposed to be happening anymore.
You know, 'cause I kind of resent that. MANAGING DIR. BARNETT: Yeah, I can understand that.
I mean, if somebody calls up and they want to speak to me, I don't think that they have a right to question my constituent or anyone if they're asking for me personally. MANAGING DIR. BARNETT: I certainly agree.
Well, I Appreciate that. Okay. In your testimony, you indicate that the call center is operating 24 hours a day, from Mondays through Saturday, and eight hours on 84 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET Sunday; is that correct? MANAGING DIR. BARNETT: That's correct -- well, no, it's hours a day. 5
Why is 6 the center staffed 24 hours a day? Most 7 people won't be calling during the middle 8 of the night. 9 MANAGING DIR. BARNETT: One of 10 the reasons that it operates 24/7 is so 11 that regardless of when people want to 12 contact the center, they can. 13 Obviously, we staff depending on 14 how many calls or other information we 15 expect to get. The City Hall switchboard 16 was formerly 24/7, so there is a 17 tradition of having non-emergency 18 information available, so we wanted to 19 continue that. 20 It also helps us in any 21 potential issues that we might need as 22 9-1-1 backup, but it is primarily to make 23 it easy for customers to reach us 24 whenever they need to.
Well, I 85 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET mean, if it's a gas emergency, they would call the gas company, right? MANAGING DIR. BARNETT: That's correct.
And electric, they would call the electric company or what have you. How many are staffed on -- in the middle of the night? MANAGING DIR. BARNETT: Hold on. Let me get that for you. I think it's four. And one of the other reasons that we staff it at night is because that does help us divert calls from 9-1-1. If 9-1-1 gets a call that's a non-emergency call, they don't have to handle it; they can always put it in the 3-1-1 system.
What is the breakdown between the employees transferred from -- I believe that Councilman Green asked the question, so I don't want to be redundant -- from other departments? 86 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET MANAGING DIR. BARNETT: There are currently forty-seven agents and eight supervisors, and they're all from other departments.
Where will the additional other positions come from? MANAGING DIR. BARNETT: First from people in the City that are interested in transferring in like we did before, anyone who might be subject to a layoff or otherwise. And then we may need to begin to hire from the outside if we can't get enough agents that way. We have asked for private-sector support, and we've gotten some good response from Blue Cross, who has put a couple of their operators from their call center in 3-1-1 for six months. It's terrific because it gives our agents an opportunity to see how other professional call-takers work, and it also makes the 3-1-1 operation more accessible to other people. So that's one of the things that 87 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET we've done. We've also worked in cooperation with placement of ex-offenders, and we're hopeful that we'll be able to also use 3-1-1 as one of the ways that we can improve our employment opportunities there. So we're looking at various places to get the remaining 10 positions. I will say that we'll have to hire more than ten, because when you're in a startup operation, there's a great deal of turnover. So we'll continue to be looking at ways that we can hire additional people.
Thank you. Can you forward to the Chair an organizational chart for the MDO with the names and positions? MANAGING DIR. BARNETT: Sure.
Thank you. Thank you. 88 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET
You're welcome. The Chair recognizes Councilwoman Miller for a point of information.
I have a point of information on the 3-1-1 system. What is the difference between -- or what do they do different, the former operators at the 1776 versus the 3-1-1 operator? 'Cause when I call, there is (inaudible). MANAGING DIR. BARNETT: Yes. We've got some statistics for you on that. Primarily what we had before, with the 1776 number, was a way to transfer calls. So people would call in to get the number to transfer appropriately. And so, when we were working with that call center, the average talk time, or the time that the agent was talking to the person on the phone, was 89 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET less than a minute, about 46 seconds, and there were approximately seconds 4 between the calls. 5 The 3-1-1 Contact Center, since 6 we're working to try to resolve the issue 7 either of service requests or a point of 8 information to answer it on the first 9 call, we're talking longer. It takes 10 longer to do that than it does to transfer a call. So our average currently in the 3-1-1 systems is minutes and 37 seconds, and there's about minutes between calls. We would like to be able to answer calls quickly and resolve them more quickly than we currently can. The two constraints there are, it's a startup operation so people are still learning the ropes; and also, we don't have as many people as we need for the full complement of staff.
Okay. What is -- I want to call it "the VIP 90 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET line," but what is that number? MANAGING DIR. BARNETT: (Addressing MDO staff.) Do you want to talk about what you do with that line?
Good morning. My name is Rosetta Carrington-Lue. I'm the 3-1-1 Contact Center Director. You asked a question about the VIP line, which was a special number that was used in the Public Property switchboard operation. That number was transferred down to 3-1-1 because we didn't know exactly what types of calls were coming on that number. So rather than just cut -- terminating that number, we transferred it down to get a sense of what type of calls we were getting. What we're seeing is that number is used by a multitude of people for directory assistance. So there are -- we get about 400 calls a today on that line sometimes just for information that has been -- you know, people have found a 91 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET workaround to get through previously 1776. Now they are still dialing it for 3-1-1.
-- you're going beyond the point of information.
All right. Thank you. The Chair recognizes Councilwoman Blackwell.
Thank you very much, Madam President. MANAGING DIR. BARNETT: Oh, I do 92 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET have an answer to a question.
Thank you. Thank you, Madam President. With regard to the Office of Public Safety and the Office of Reintegration Services for ex-offenders, I'm really interested in what programs are funded and what programs exist. I was at a meeting -- in fact, Deputy Mayor Everett Gillison was there -- last Saturday and watched (indiscernible) in North Philadelphia, although it's not -- it's in Councilman Clarke's area. But I was really affected by the statements from men who, from the '60s, talked about the gangs that they were in and talked about -- he said that in North Philadelphia, men are afraid of the police. Anybody who's been arrested is afraid of the police. And, furthermore, they said that people who are getting 93 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET laid off, if they were ex-offenders and worked years and got laid off, they're 4 afraid they're being treated like 5 newly-affected ex-offenders, and they're 6 afraid all over again, like they were 25 7 year ago, before they worked for the City 8 and other places. It was an important 9 meeting. 10 And I wanted to ask you about 11 that and about what kinds of programs 12 we're dealing with for this ex-offender 13 population and how we're dealing with the 14 overall tone of that meeting with people 15 who are afraid and people who feel that 16 being ex-offenders and being unemployed 17 now is worse than ever before. 18 DEP.
Yes. 19 Thank you, Councilwoman. Everett 20 Gillison, Deputy Mayor for Public Safety. 21 I totally understand the feeling 22 that you had. As you know, I was there 23 on the panel and was invited to go and 24 made sure the Mayor was there as well. 25 We are in a very difficult time 94 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET right now. I mean, we have people with master's degrees getting laid off, and we have people with bachelor's degrees getting laid off. And you and I, I think, share the commitment to making sure that all persons, if they want to be able to get into a job, should be able to have that opportunity. The program that we're trying to put in place is a partnership between the foundations and City government -- not only City government looking at how we are going to, when we get out of this job freeze, be able to offer opportunities to ex-offenders to come in and work for the City, but also be able to have people on the outside talk about how we will be able to reengage them so that they're not afraid to come forward. The police -- the issues about the relationship with the police, you and I know, is something that's been longstanding in this city, that we will take a long time to hopefully get out and 95 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET get behind us. But the main way we're going to be able to do that is to provide jobs for people in a way that is meaningful to them. And I think that if we continue debilitating or having the debilitating effect of an offense, if we can can't get that removed -- and we're going to have to do that legislatively either through an expansion of the program, where summaries are now, after a seven-year period or a ten-year period, are removed from consideration. That's a good first step. But we really need to have something called "Jubilee Year," where, after a seven- or ten-year period, and you've already proven yourself that you're out of the life, you're out of the area, that your record can be expunged, because that's really where the key is going to be as we go forward. And we'll need to have our partners in the legislature, not only 96 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET here but also in the General Assembly, to really address this as we go forward. But that's what they're really looking for. They're not looking for anything else other than we've paid our debt, we want to be able to be supportive and go forward. And I'm one hundred percent, and I know the Mayor is behind that as well.
Great. Gwen Jacobs just passed me a copy of this (indiscernible) and I'll pass this over to you so that you may have that as well, 'cause it's really -- DEP.
Thank you. It really bothers me that people feel afraid all over again. We worked hard in this city -- Commissioner Johnson did -- to bring the police department and the community together. It took us a 97 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET long time to get there. And now with police being shot in this administration and with us hearing about some cops who have gotten themselves in trouble, all of that is threatened, and I'm worried about us maintaining the relationship that took us years to formulate to pull the police and the community back together as a working unit. And we don't want to lose that opportunity, either. DEP.
And, Councilwoman, I agree. I think that the way we go about doing it is to be as transparent as possible, especially when you're talking about various things that both Commissioner Ramsey, the Mayor, and I have been looking at with -- (Timer bell rings.) DEP.
-- how are we going to discipline people and make sure that the discipline is actually made known.
That 98 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET was only one question. Thank you, Deputy. DEP.
Oh, I should be able to get more because I don't ask many. Thank you, Madam President.
You're welcome. MANAGING DIR. BARNETT: Madam President, Madam President?
The Chair recognizes Councilman Clarke. MANAGING DIR. BARNETT: Madam President?
Yes. MANAGING DIR. BARNETT: We do have an answer to a previous question whenever you would like us to answer it.
To 99 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET whose question? MANAGING DIR. BARNETT: I'm sorry?
Whose question? MANAGING DIR. BARNETT: It was Councilmember Green's question.
I'm sorry. MANAGING DIR. BARNETT: Councilmember Green.
Oh, okay. Well, he's not hear at the moment, so I think we ought to wait until he gets back. MANAGING DIR. BARNETT: Okay.
Thank you. The Chair recognizes Councilman Clarke.
Thank you, Madam President. Good morning, Director. MANAGING DIR. BARNETT: Good 100 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET morning.
I heard Councilman Rizzo talk earlier about the issue with respects to organization and flow charts. MANAGING DIR. BARNETT: Uh-huh.
And he says he's no longer confused, and I've been going along this line of questioning with pretty much everyone who's been testifying, and I am still confused. Now, I understand that you, as the Managing Director, have all of the deputy mayors report to you. And let me preface my comments by saying: I've been around a long time, in different capacities, a 20-year-plus member of government, and I've seen a lot of mayors and a lot of directors. And I must say that I've never seen, first of all, this type of flow chart and this many changes during the course of an administration in departments, in direction, in moving 101 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET money and people around. And today I hear testimony, as an example, about the funding for CLIP, or neighborhood services, being now in the Transportation Office. And this is probably not intentional, but I've seen things in the years that people -- administrations move people, move departments, change names, and they eliminate services. And they reduce budgeting and they change direction. And that's fine 'cause at the end of the day, the head of the administration got elected the mayor, and it's their ability to do that because of that. But my concern, as an elected official who represents a district, probably the most diverse in the City 'cause I have Rittenhouse Square, North Philly, the Northeast, my ability to have a clear sense of where we're going and what's available and the resources is 102 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET diminished dramatically because, frankly speaking, I can't keep up, all right? And that's a problem for me. And I don't know if it's intentional; it could be, you know. I understand that. Or if it's unintentional. But the reality is, when you keep changing the game, it makes it difficult from a budgetary perspective to find out how much money is actually being cut and how much is being enhanced. I mean, yesterday, we had a chart, right? I gave it to one of the newspapers chose; and for whatever reason, they chose not to put it in there, after they said they would. But it referenced the reduction in the Mayor's Office from the numbers that came from the proposed budget. And it gets reported that it was a totally different number. And, you know, people don't have a lot of resources to check, and I understand that. So I'm -- my point is that I'd 103 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET like to know where we are. And now, maybe you have to do a new chart and maybe, on a periodic basis, give us the new operations. I mean, I knew where Tommy Conway was, and I think I know where he is now. I mean, these are people that I utilize a lot. You really have to put it in a little better format in terms of where we are and who we call and who's in charge, you know. And I'm glad to hear today that you're essentially after the Mayor, you're next. MANAGING DIR. BARNETT: Mm-hmm.
All right. As an example -- and I brought this up yesterday; you weren't here. I'm out with the Mayor, and I go out with the Mayor a lot, in spite of what people think, all right? We're out in neighborhoods, and I represent a challenged part of the neighborhood. And too often, I see the Mayor 104 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET having to respond to a person out there that's, "Oh, Mr. Mayor, look at this house" (indiscernible) and grabbing a card. He's doing what elected officials do, writing it down a little card. I don't understand why the Mayor should have to do that, 'cause I'm concerned that I don't see the level of support out there in those neighborhoods with the Mayor when he's dealing with issues sometimes related and sometimes unrelated to the challenges that we find out here. And as the Managing Director, you're now saying that you're responsible for having the appropriate team, the appropriate resources out in these communities. You know, I've had a conversation with you last year about, in years past, I used to be able to call a person when I had to go out in the neighborhood, and then you actually offered yourself, "Call me," you know, all right. And, you know, you got a lot 105 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET of stuff to do, 3-1-1. So I really would like to see some sense of just neighborhoods. I know now you have Neighborhood Services. I'd really like to see a sense of real neighborhood commitment. You know, I just -- I mean, I talked about it yesterday and I'll say it again. You know, this thing -- we're giving out recycling buckets and knocking on the man's door, he comes to the door. A recycling bucket. Next door, building wide open, right? Trash, debris. Nobody's there to, like, "Wow, I got to get this cleaned." Instead, we just went on, giving out buckets. MANAGING DIR. BARNETT: Mm-hmm.
You know, as the Managing Director, that was traditionally the role, to make sure that those things in those neighborhoods got done. Where are you at on that? MANAGING DIR. BARNETT: Well, 106 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET let me first say that it's not our intent to confuse things or make it less clear. So if we have done that, I apologize. In the Managing Director's budget, specifically all of the programs that you have referred to are still there; it's just that they have organized under each of the deputy mayors because they actually work with the departments that that deputy mayor supervises. So, for example, the Neighborhood Services operation, CLIP, still exists exactly where it was before; nobody's moved. And the budget exists where it was before. The only difference is, by reporting to the Deputy Mayor of Transportation and Utilities, CLIP, working in concert with particularly Streets Department, has been able to do a better job. (Timer bell rings.) MANAGING DIR. BARNETT: In terms of looking at staff support for 107 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET neighborhoods, I think that it's an area that definitely needs improvement. One of the things that we're doing through the Reform Teams and Philly Stat are looking at all the different initiatives that the City has in various departments that affect neighborhoods. And, as we talked about earlier today, one of the things that we want to do is to get something in people's hands other than just the paper they can write something down quickly on. With technology investment --
But you got to -- MANAGING DIR. BARNETT: -- you'll be better -- (Indiscernible; parties talking over each other.)
But you got to have to have the personality. That's my problem. MANAGING DIR. BARNETT: I'm sorry? Say -- 108 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET
You have to have the personality to do that. I'm just saying, the Mayor shouldn't have to do that. MANAGING DIR. BARNETT: I agree.
I don't see the sense of commitment of having people out in these neighborhoods making sure that things are addressed. MANAGING DIR. BARNETT: Well, I'll be happy to talk with you more specifically about it because I think it's a legitimate concern and one that we share in the Administration. And I want us to feel like we're a part of the same team in getting these things resolved. So I'll be happy to discuss that with you and make sure that we're doing what we need to do.
The Chair recognizes Councilwoman Blackwell for a point of information. 109 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET
(Inaudible, off-mic.) ... and I never have points of informations. I heard a mention of Tom Conway, 'cause I got a question for him when he comes back to make sure we still get fences on lots, but -- MANAGING DIR. BARNETT: Where's Tom? Come on back. (Tom Conway returns to witness table.)
But I still don't understand -- my point of information is: In your response, Madam Managing Director, you went back to the Transportation and Public Utilities. Transportation means it's a big SEPTA project I've been fighting since 1999. I don't understand how you take abandoned properties, graffiti removal, Neighborhood Services Division and put it under Transportation and Public Utilities. If you can link 'em somehow, 110 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET we're fine. We want the services, but we'll have to memorize that "L&I" means Transportation and Public Utilities. I don't know. (Rina Cutler comes forward.) DEP.
Yes. Councilwoman, Rina Cutler Deputy Mayor for Transportation and Utilities. Yes, the -- part of the reason it was moved over under my office is because it works with the Streets Department primarily to do cleanups, vacant lots, graffiti. So that is the tie-in to my office. Because the Streets Department does many of the functions alongside of CLIP, it seemed like the logical choice to be able to provide those services. So I'm certainly not expecting that you will, A, notice a difference; and if you do notice a difference, I expect it to be on the positive side.
I don't understand that. So I got to remember 111 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET that Tom Conway -- by the way, you still going to do my fences? Let me sneak that in under my point of information. We still doing fences?
Well, we'll be cleaning the vacant lots still. When we can, we can place fences --
You're still doing fence or you're not? We need our fences, 'cause if you clean the lots and you don't fence them, then you're back where you started from, and they're going to do dumping and more so since we don't have that. But I still don't understand why it's not under L&I or even Streets. You'll have to explain it again. DEP.
Okay. It doesn't need to be under either of those departments in order to coordinate those 112 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET activities. Because much of the activities that Tom's group does interact with, A, a variety of departments that we interact with on a regular basis, and, B, is most closely associated with the Streets Department, I mean, we could have just as easily moved it under Streets as a -- other than a division in my office. But because Streets is under me, there is no 12 difference for me between those pieces. It coordinates on a daily and regular basis with cleanups that are handled by the Streets Department, will continue to do all of the functions. And let me give you an example of this, Councilwoman, that I think might be useful. One of the things we're trying to do in the Streets Department is really coordinate what we will call a "complete streets program," which means then when I've got -- this is a hypothetical example. But when I've got folks going 113 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET out to repave, I will pull resources in from other agencies to deal with issues on that street. So, if we're paving these three blocks, we will have CLIP out there with us to look at graffiti, we will have sign replacement being done, we will try to cut the sneakers off the wires. We will look at the street and say, How can we combine our services to fix this street? And so, in that case, it is a Streets Department project, but we pull all of the other pieces in to deal with that. It's just a mechanism for coordinating those types of activities.
Thank you, Madam President. I'll let Darrell, you straighten -- you figure it out, you straighten it out. Thank you, Madam President.
You're welcome. The Chair recognizes Councilman 114 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET Kelly.
Thank you, Madam Chair. I just want to follow up with what Councilman Clarke was saying that -- I know your objective here is to streamline government, but I don't know, I don't see it. I see that you have the mayors and, of course, the managing director. Now, under you, you have the first deputy of administration; under that person, you have six deputy mayors under -- DEP.
You don't? Four? Is it four? MANAGING DIR. BARNETT: Yeah. The First Deputy for Administration supervises the administrative departments in much the same way that the four deputy mayors supervises a cluster of operating departments.
Now, the 115 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET operating departments, are they commissioners? MANAGING DIR. BARNETT: Yes.
Well, I know, in previous administrations, it was just simple: Managing Director, all of the commissioner reported to the Managing Director. It's a little confusing, I know, to some of us here that we don't know who the deputy mayor is, we don't know who the commissioner is working for, and it's a little confusing on that part. And that's one of the things, I think, that Councilman Clarke was alluding to. I just have some -- I need some clarification. In your testimony, you mention -- you mention that you have various departments that are funded for your budget, and they are -- specifically they're the: Criminal Justice 116 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET Coordinating Office, the Office of Emergency Management, Police Advisory Commission, Youth Violence Reduction Partnership, as well as the Office of Reintegration Services. Now, could you tell me, are all of these paid positions? MANAGING DIR. BARNETT: Yes. They represent staff people who help with those operations.
I was always under the impression that -- the Police Advisory Commission, they're also paid? MANAGING DIR. BARNETT: The members?
The members aren't. MANAGING DIR. BARNETT: The members are not paid.
But you don't have a breakdown here. Could you submit to the Chair a breakdown of the personnel 117 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET in each one of these offices? MANAGING DIR. BARNETT: Sure. Be happy to.
'Cause I think that would help us immensely. And I just -- I don't know. I think I just have some questions. For instance, what is the Youth Violence Reduction Partnership? What is that? MANAGING DIR. BARNETT: Usually known by its acronym, YVRP. Deputy Mayor Gillison will tell you some of the specific programs that are operating under this program. It's primarily to intervene with teens and young adults to give them alternatives to a life of crime. It's been a very successful program so far in Philadelphia, and we expect that we'll be able to expand it if we get some additional federal funds. 118 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET
What is the present staff level in that department now? DEP.
Good morning, Councilman. I don't know if it -- okay. The way that it works is that there is a partnership between PAN, which is where we have street workers, and we also have a partnership with the District Attorney's Office, the Police, the Probation Office, the Youth Probation Office. And as a result of the partnership, we actually supervise somewhere around 893 youth partners. Those youth partners are seeing a minimum of two to three at present five times a week. And when we actually had to cut back, we went back to four times a week. But those individuals are in the program because by an assessment that has been completed, they are the ones most likely to be in trouble or to actually 119 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET kill someone. That's one of the dynamics that went into the program. It's been around since 1999, when it was started by the district attorney, and this is one of the programs that has national not only kudos, but we have data that actually shows how effective the program has been since 1999. We tried to put additional money into it. We committed $5 million in the original budget last year. We've had to cut it back as a result of the economic downturn, but I am seeking to replace as much money as I can by using some of the Recovery dollars that might be available so that we will be able to keep our commitment to keeping these young people safe and to keep them from being "in the life," which is causing so much havoc on our streets.
Excuse me, Councilman Kelly. I believe Councilwoman Sanchez has a point of 120 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET information.
Deputy Mayor Gillison, can you speak to YRP again. In this budget, you know, we were told we were maintaining services, and I think it's important that people know the cuts that were made during the Rebalancing Act and the impact that -- you said you went from a five-time connection with youth to four. DEP.
How much was the program cut? DEP. COMM. GILLISON: The total cut of the program, I believe, was in the order of -- and I'd have to provide that directly to you, Councilwoman. I know I should know that off the top of my head, as many times we had to go over that. I believe that it went down -- I think we went from a $5 million commitment originally down to a $4.3 million commitment in the matter. 121 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET But I'll have to get back to you, and I'll provide that to you, Councilwoman. And also provide it to the Chair. I'm sorry.
Yeah. I would just like to know the staffing levels -- DEP.
-- between 1999 and the present. DEP. COMM. GILLISON: The main staff for the program is only an assistant managing director, a deputy managing director, and then a general person. That's on of the matter. But we actually use additional money to help with overtime for police, for probation, for the PAN workers that are a part of the program. But I can give you a total staffing that the grants actually do that. I'll have to provide that to the Chair. 122 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET
Okay, okay, great. Thank you. Thank you, Madam President.
If there is any discretionary funding in the recovery program, are we trying to apply for those dollars that can be used for this program? DEP. COMM. GILLISON: Oh, absolutely.
All right. So you're on it? DEP. COMM. GILLISON: Yes, absolutely.
Thank you. Councilman Kelly, you're 123 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET finished?
Thank you. MANAGING DIR. BARNETT: Madam President?
Yes? MANAGING DIR. BARNETT: Would you like for us to provide the information for the Councilmember now.
Oh, Councilman -- yes, Councilman Green is here, so I believe he was the one that asked the question. MANAGING DIR. BARNETT: I want to get this information to you as quickly as we can. We have done the calculations on your question.
Good morning. John Farrell, again, Assistant Manager Director of Administration. Councilman, I believe your question was the difference between the 124 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET MDO Administration Division budget from the mid-year adjustment until the Fiscal Year '10 budget, and that was actually a decrease of just over $46,000.
Well, I'm looking at the budget right here, and I have increment run, January '09, which, I presume, reflects the November rebalancing, and there are a total of 57 positions as of January '09 and a total of 91 positions for fiscal 2010. So, I suggest you go back and redo the math. MANAGING DIR. BARNETT: It could be in the way that we're defining "administration" is different than the way you're defining it. So we'll make sure that that we do it the way that you ask.
I'm defining it by Schedule 100 List of Positions, Division, Administration, Fund, General, of the MDO's budget. MANAGING DIR. BARNETT: Steve, 125 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET do you want to come up? (Mr. Agostino returns to witness table.)
Oh, you're right. I'm so engrossed in the numbers, I missed it. I think, Councilmember, it's the positions that are associated with 3-1-1. We'll go back and do an accounting at the break and bring it back to you this afternoon.
Right. It looks like you've cut about -- assuming, you know, maybe 3 or $400,000, and you've added, just taking what would be average salaries, over 800 or $900,000. So -- MANAGING DIR. BARNETT: The salaried members for the full complement of 3-1-1 are what drive the budget above its previous level. 126 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET And we've also taken money from people who have transferred in. In this year's budget, the people who were transferring into 3-1-1, oftentimes the monies stayed in that department.
All right. May I suggest that we just go back and take a look at this. MANAGING DIR. BARNETT: Sure. We'd be happy to do that.
So we can get an answer. The Chair recognizes Councilwoman Brown.
Thank you, Madam President. Let me just say for the record quickly, because five minutes passes quickly, that on the Mural Arts, I'd like to go on the record as well to say that I'm paying attention, and as the Administration looks to see how we can, in a fair way, handle Mural Arts like other programs, let's remember that Mural 127 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET Arts touches public safety, DHS, the schools, the prisons, and family court. And if we're looking at other systems, that they provide services to those systems, the expectation would be that those systems help to underwrite some of those program costs. MANAGING DIR. BARNETT: That's correct.
Okay. On 3-1-1, what I envision here is a three-legged stool: You have the Mayor's Office that has directed his executives to make changes in terms of service delivery. And then you have Council people who are not clearly, as this discussion as reflected, not completely up to speed with the changes you've made in various departments. And so if you link that to 3-1-1 -- I'll give you an example. We had a recent issue in Roxborough where petroleum leaked and caused a mysterious odor that was reported to 3-1-1 several 128 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET times. Ultimately, I got a call in my office. That coupled with Channel 6, they got the attention, and then that particular situation was taken care of. So to Councilman Clarke's question, we know that training happens on the mechanics of the system, but what about understanding the various neighborhoods in this city so that 3-1-1 operators also know what Philadelphia looks like, where Roxborough is compared to West Oak Lane, et cetera, 'cause all of that helps feed and improve the system. MANAGING DIR. BARNETT: I certainly agree with that concept, and our director of 3-1-1 will talk to you about the kind of training that we have that relates to that.
Sure. Good afternoon. That's a really interesting question. We have been -- MANAGING DIR. BARNETT: I think you should -- 129 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET
I'm Rosetta Carrington-Lue, the 3-1-1 contact center director. We've been in operation for a little bit over 90 days now.
We do have an intense customer-service training class, and we have continuous training that goes on within our operations. We are emphasizing and beginning -- we are beginning to look at things like you're seeing, actually now going into understanding the neighborhoods, understanding the cultures and the differences --
-- that we will encounter based on, you know, where the call might be coming from.
Because of the -- my time is going to run out, quickly. How long is the training?
The initial training 130 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET is about four weeks.
Okay. To the Managing Director: How old is the system in Washington, D.C.? MANAGING DIR. BARNETT: I think it's been in place a couple of years.
How long do you believe it took to ramp up to a place where it stabilized in terms of the number of concerns raised around inadequacies of the system? 'Cause, I mean, all systems have growing pains; we know a that. But then it reaches a point where it's working the way it was intended. So how long did that happen in D.C.? MANAGING DIR. BARNETT: Well, 131 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET I'd have to check; I don't know what they would say about whether they have achieved the level of service that they were after, but I'll check.
Okay. A year from now, when you're testifying about 3-1-1, where would you want it to be compared to where it is now and the various legitimate concerns that have been raise about the system? MANAGING DIR. BARNETT: Well, one of things that I hope we have by this time next year is a full complement of staff so that we have better statistics on how quickly we answer the phone and how quickly we take care of the issue.
Mm-hmm. MANAGING DIR. BARNETT: I do expect at the end of the year that we will have reports of the services that are useful not only to the managers of the operations but also to the City Council and to the public, and that that information is posted on the web. 132 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET I expect by this time next year that people will be familiar with the website that's connected to 3-1-1 and that we will see really a substantial increase in the use of the website versus the telephone in terms of calling in. I do --
Well, there we're making a presumption that the overwhelming majority of the households in the City of Philadelphia have computers, and there's still a segment of our city that is not fortunate that way. MANAGING DIR. BARNETT: Right, that's true. And that's the reason that we'll continue to have a call-in center as well as a walk-in center.
Okay. MANAGING DIR. BARNETT: So if somebody wants to walk in, we'll still have that. But right now, almost a hundred percent of our work is through the call center. 133 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET
Okay. MANAGING DIR. BARNETT: And I would expect that that would change in terms of how people access.
Okay. MANAGING DIR. BARNETT: I do hope that we will have at least one pilot program using handheld technology connected to 3-1-1, that we will have been able to do a pilot program so that we're in a better position to do that. So those are the kinds of things that I think are realistic to accomplish under this budget recommendation for improvements to 3-1-1.
Okay. My last question on 3-1-1: When it comes to handling complex issues like this mysterious odor that was in Roxborough, but an emergency response, you know, the worst that we can expect, where's the linkage with 3-1-1 tied to our city's emergency response systems? MANAGING DIR. BARNETT: Okay. 134 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET Rosetta, would you like to speak to this?
Sure. What we do -- and we just went through a training situation regarding emergency response and how we would handle those. (Timer bell rings.)
We have on our system, we now know -- we're supposed to know where to transfer the call. In case of emergencies, we would transfer to 9-1-1; or if it's a specific department situation, we will transfer it immediately to that department and to that contact person within that division.
We are not here to just hold the call within our operation; we do need to go ahead and transfer it to the right department to get it resolved immediately.
So that's being reemphasized. Again, this is a daily feedback that we give in coaching that we 135 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET provide to the agents. So we're not just waiting for things to occur for us to react, but every opportunity that is given or sent to us that, along the lines, there may have been a service failure, we take it as an opportunity to coach everyone and to improve our services.
Okay. Well, thank you for your testimony. Thank you, Madam Chair.
You're welcome. Councilman Jones, did you have a point of information?
A point of information and a true point of information. What is a work-order management system? And do we have one? MANAGING DIR. BARNETT: Yes. We actually have two, and those two are in various departments. Every department doesn't have one. 136 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET But essentially it's an automated system to track requests for service either from the public or from the City department's operation so that they can keep track of what they're doing in terms of usually working the field, following up on complaints and concerns.
So at this point, we do have one, but it does not measure what the response times are, it does not tell us what categories and produce reports for us to tell us what categories of information requests or complaints we're getting, and give us the ability then to adjust our management and, in fact, our budget accordingly to address the increasing needs in one category or another. MANAGING DIR. BARNETT: The work order systems that are in operation, that have been in operation for a while, do give managers similar types of information that you've described. The difference in connecting it 137 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET with 3-1-1 is that, first of all, we'll have the information citywide, and it will be tracked, and we'll also be able to track what's going on with the service requests. Right now, in 3-1-1 now, we can determine if we're getting a lot of service requests for a particular item or for a particular location, and that helps us distribute the crews to address it better.
Here's one test case, here's one test case. How many requests for raccoon removal have you gotten in the months of operation, and where were they? Simple question. MANAGING DIR. BARNETT: A simple question.
Raccoons? I'm not sure about raccoons. But how our system is set up is, a service request will generate from 3-1-1. It will then go into automatically the work order system, for 138 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET example, for Streets in the case of a dead animal or a pothole. That's how we integrate.
But that -- MANAGING DIR. BARNETT: We'll give you the report that we do weekly, which will show you -- I don't know. It depends, I guess, on whether the raccoon is alive or dead. But we can definitely give you the types of calls we're getting weekly.
I'm telling you the types of calls we get -- MANAGING DIR. BARNETT: Mm-hmm.
-- and the answers we can't provide. And what I'm saying to you is that, you know, I really don't care what your org chart looks like, don't (indiscernible) within the executive branch purview to do. What I do care about at the end of the day when a constituent calls is that we give them a answer, that we give 139 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET them a solution hopefully to a problem they have. And one of the things that we want out of this system is to be able to quantify what those problems are and where so that we can apply the appropriate resources budgetarily to it. And I would question, if in fact we have this professional team that's out there, that is going to help us -- this reform team, that this information is vital to them. MANAGING DIR. BARNETT: Mm-hmm.
Right? MANAGING DIR. BARNETT: Madam President, I do have a sample of our most recent report from 3-1-1 that talks about the types of calls. If you would like, we have copies available for the Council.
Weren't they submitted to Councilmembers yesterday? MANAGING DIR. BARNETT: The weekly update? 140 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET
So how many raccoons? I mean, it goes back to -- listen, it goes back to -- I just need to know that because, again, I'm joking but I'm serious. I get more calls about that than most (indiscernible), and I don't know where that problem ranks among other problems, so, therefore, how much resources to apply to it. If it ain't measured, it ain't managed. Thank you, Madam President.
Thank you. Councilwoman Sanchez, did you want to be recognized?
I was going to ask the Managing Director, when does she perceive getting us that data by district? 'Cause I do read those reports that come out weekly, the data's not segregated yet, so are you looking at what -- 141 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET MANAGING DIR. BARNETT: Yes. We can -- (addressing Ms. Lue) can we do it by district yet?
Yes, yes. MANAGING DIR. BARNETT: We can now do it by district, and we'll give you district --
So when we start getting the weeklies, I'd like to be able to look at a comparative analysis -- MANAGING DIR. BARNETT: Oh, definitely.
-- by district. So I want mines but I want to be able to look at it -- MANAGING DIR. BARNETT: Sure. We'll be happy to do that.
I think we'll all get one, will we not? MANAGING DIR. BARNETT: Yes, everybody will get 'em, and they'll be 142 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET posted on the web.
Thank you. The Chair recognizes Councilman Kenney.
Thank you very much. First of all, as far as Mr. Conway is concerned -- and I'm speaking from my own personal belief -- as long as he's doing the job he's been doing since probably before I got here, I don't care if you put him under the Zoo, because he does a tremendous job, and that's the work, the community work, that we expect. " I didn't understand it, but it was the Mayor's prerogative, and the Mayor did it, and that was his right to do. 143 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET So how you want to assign people of where you want to put Mr. Conway, as long as the product is there, I'm a happy camper. Just a few comments on 3-1-1. I think it's important to remember that 3-1-1 was rolled out December 31, '08. It's been operating for less than four months, less than four months. If you go there -- and I would recommend that Councilmembers go to the center, sit with a call-taker, plug in a headset, and listen to the interaction -- it is light years better than what we used to do. I use it. I call on the phone, I don't identify myself. Sometimes it works, and sometimes it doesn't. And when it doesn't, I call them and explain to them what the problem was and what I see could be corrected. I meet with them regularly to go over some of the complaints that I hear from constituents, and they make adjustments and fix it. 144 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET But the interaction between the caller and call-taker is much, much better than it used to be at the switchboard, because at the switchboard, when the call left, no one knew where it went and who dealt with it and whether or not it got resolved or whether or not the constituent is happy. But when you listen to the headset and they solve a problem, I've heard more than once, "Thank you, honey. Thank you, sweetie. " It's a cultural change in interaction. The second part of the benefit of it, I believe, will come out in another couple months, another year, when we have the data necessary to understand where we assign crews to do potholes in an area where there's 15 of them as opposed to sending out 4 in one area, 5 in another area, and 3 in another area. It is a management tool, but I will tell you that despite its lack of 145 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET perfection, despite its lack of perfection, it is better than what we had because people are listening, they're getting a person on the line. I'm not happy with the way -- the length of time it takes to pick up a call sometimes, but that's the issue of this hiring freeze that we can't fully staff. This is an important -- and not because it was something that I -- I didn't invent it. I saw it in Chicago and in Houston and in Baltimore, and I thought it was a tremendous thing that we never had before. Since January '09, people didn't have personal interaction with their government unless they called a Council office. They still call our offices, I'm happy to serve them, but I hope that at some point in time, the normal course of business gets conducted and completed as a result of the 3-1-1 call. And there was a question raised 146 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET relative to its 24-hour staffing. We may have a situation where we have a person from out of town who's here at a convention, whose car was towed, and it's 2 o'clock in the morning and they need some direction. We may have a person who's strung out on drugs, who's looking to go to rehab before he kills him or herself and calls at 3 o'clock in the morning for direction. There is all -- I this think that this system needs to be improved, it needs to be changed when it's necessary, but we need more time to understand the full effects of what we need to change. I'm happy with the effort that they're making. I'm not happy sometimes with the response I get on the phone. And when I don't get a good response, I call them and they try to make adjustments and fix it. We meet regularly.
We meet with department heads, we meet with the police 147 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET department to try to do some of the -- we were talking recently about some of the summer -- spring and early-summers mischief stuff that goes on in the neighborhoods that maybe doesn't rise to a level of a priority 9-1-1 call, but maybe we can track it through 3-1-1. And we've been meeting with the police department to have people both call 9-1-1 and 3-1-1 and find out where the bad corners are, where some of the problems in the neighborhood are, where the kids are drinking out -- not maybe getting a priority call with, you know, a police cruiser coming in at high speed. But what happens in the neighborhoods in spring and summer is that those 9-1-1 calls that fall to the bottom of priority don't get addressed either, and people get annoyed. So if we can provide captains with information about where these kids are out drinking, you know, in the evenings or causing better a ruckus in 148 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET the neighborhood, it's a better management tool. I'm happy with what you've been doing. I understand the constraints of what happened because, as we rolled this out, the economy fell off the cliff. And I think, considering the economy fell off the cliff, I think you're doing a pretty good job, and I really do appreciate your continued effort to improve it. Skepticism is easy, and some people, you know, in our city like to see things fail because it's something new and different. But I still think if you stick to it, we'll be okay. Thank you. MANAGING DIR. BARNETT: Thank you.
Thank you. The Chair recognizes Councilwoman Sanchez.
No, I think it was Donna first. 149 4/7/09 - COMMITTEE OF THE WHOLE - 2010 BUDGET