What's that have to do with the color of the paint? What does that have to do with PIDC? They're an industrial economic development business.
But the first part of your answer was, different vendors, different, paint different cover ability, different tints, different hues, mixability. What does that have to do with having a contract with PIDC. How do you ensure that you don't have all those problems just by having a contract with PIDC?
We use the same paint every year. We use Duron paint. We use Duron paint.
This is not a commercial for Duron. What does that have to do 710 2/26/03 - FY '04 OPERATING BUDGET with having a contract with PIDC? That's the part I'm not understanding.
Because we need a mechanism to pay them. PIDC pays our bills for us.
Mr. Torre, we pay bills every day. We contract with people on a regular basis.
It allows us to use the same vendor each year so we get the same paint and the same consistency each year.
So you like to you circumvent the procurement process, is what you really want to do? Just call it what it is.
A round of applause for an honest man at a budget hearing. You may not have a job by the end of day, but I appreciate the honesty. Wonderful.
And Councilwoman, since my answers take so much of Councilman Nutter's time, could you give him a couple more minutes, please? 711 2/26/03 - FY '04 OPERATING BUDGET
Your friends behind you will not appreciate that, let me assure you.
I would like to say we're expediting the procurement process, not circumventing it. But I'm not as honest.
We can go into that further. I take that as opposed to color of paint and who mixes it better and how it covers and all that. Guys, it doesn't make any sense, so just cut to the chase.
Actually, it's both. We're circumventing the system, but also maintaining the quality and consistency of the product.
I wouldn't keep bragging about that. You said it once. I heard it. It's fine. You want to go back and see Rob Dubow right about now. And the lady from the Board of Pensions was here yesterday and you might to be talking to her. I yield back, Madam President.
At this time the Chair recognizes Councilman Clarke.
Thank you, Madam President. I'll cut to the chase. Vacant lots, 712 2/26/03 - FY '04 OPERATING BUDGET I've got to get back on that. I really didn't understand the answer. I want to walk through the process. I make a phone call. I need a vacant lot cleaned. What happens?
My name is Tim Alexander from the Managing Director's Office.
Vacant lot. I make a phone call. Somebody responds. My concern is that I probably make the same phone call four or five times a year. At what point do we get some sense of permanency to that issue in terms of a solution and what is our strategy because frankly speaking I think at some point in time the government should not have to be responsible for continuing to clean up the same vacant lot at a cost -- I don't know what our men out there are making -- but I'm assuming it's cost that we probably shouldn't have to incur on an ongoing basis. Can you talk to me about what it is we're going to do?
Usually the process is and to really start at the beginning the process isn't really a phone call. The process is that we, in the beginning of the Vacant Lot Program set aside a schedule for each Council district. We met with 713 2/26/03 - FY '04 OPERATING BUDGET you guys. We kind of fine-tuned it to some of your needs and what areas you would like us to hit first. We do that. Licenses and Inspections assigns an inspector to go out, inspect the lot, write a violation on the lot. The violation gets sent to the owner. We then come back in five days and have a crew clean the lot. Your question about the going back is a valid question. We do get a lot of requests for the same lot going back. And we just seen in year two of our maintenance program we're cleaning around -- well, the number of lots are down in terms of the lots we're cleaning and some of that is because a lot of owners have been complying to our standards of cleaning. We still have a good number of lots that we do kind of have to hit constantly. Part of the strategy encompasses the whole NTI greening strategy, which I'm not as comfortable talking as maybe someone from NTI, along with us, to talk about that. But some of the creative things we've done in just the Managing Director's Office is we kind of cross trained our guys to where they're not only cleaning the lots, we did partnerships in West Philadelphia and parts of your district and other areas where we kind of -- 714 2/26/03 - FY '04 OPERATING BUDGET the guys take on a horticultural sense of, they work with neighborhoods groups such as "Weed and Seed", such as a community group on 29th Street and they kind of sit down, the community group talks about a design for a lot. What would they like to see as a short-term use of that lot. And we've done projects like neighborhood walkways where we've created walkways and we erected little, tiny wooden fences. We do all of that kind of using our existing guys. The same guys that clean the lot do that, so we're not spending an enormous amount of money or contracting out with folks to do that.
Are these individuals trained in that type of work? Do they have the particular skills to do designs, permanent treatment, or is that something that we can do to enhance their ability? Because I've seen in some instances where they've done the wood chips and the railroad ties. When we're talking about going to the next level, is there a way that these individuals can be trained or work with some entity, Philadelphia Green, to get the necessary skills?
I don't see why not, Councilman. We have the resources of the Fairmount 715 2/26/03 - FY '04 OPERATING BUDGET Park Commission and also Philadelphia Horticultural Association, so I don't see why we can't cross-train them to serve that need.
The particular work force that you have now, what is their status?
For vacant lots, we use exempt employees that comes out of the Mayor's Office of Community Service. They're temporarily year appointments. We have kept some on over the course of longer than a year. They receive no 12 benefits. I'm not sure of the exact salary. We also have people assigned to us from Licenses and Inspections and from the Streets Department. They're mostly equipment operators.
Those long-term temporary employees, is there a strategy to ultimately phase them or blend them into the real municipal work force? Because I know some of the guys out there work real hard on a consistent basis in all kinds of weather and as you indicated earlier there's no benefits associated with that work force.
I think that's something we're looking at now along with the new Managing Director. And one of the suggestions, like you 716 2/26/03 - FY '04 OPERATING BUDGET said, we can phase them into kind of maintenance of lots and create a more of a permanent treatment for the lots, rather than just clean it. So, yes.
Yeah. I mean, if we're going to invest in these individuals in terms of their skill enhancement I think we should invest in them in every sense of the way with some level of permanency. Since we're talking about permanent solutions of lots I'd like to -- could the Managing Director respond to that, please.
Well, first of all, I think we do have resources that can help train them in whether it be Fairmount Park or the Natural Lands Program there and so forth. I guess to be honest with you, we're going through a budget crunch. And one of the things you don't want to do is add permanent employees which are more difficult to reduce the size of when you get into that budget crunch. So my bias is always to more of a variable-type work force. But if we could have these people not only do that but also know that they're doing other things that are meeting the needs of the City, I think then that's something we should be looking at. Maybe today it's snow and 717 2/26/03 - FY '04 OPERATING BUDGET tomorrow it's vacant lots and the next day it's something else. But similar-type work where we can have them being flexible in where we use them depending on what the circumstances are.
Let me ask you this. My time is getting ready to end. In the MOCS it's my understanding that there are employees that work for the MOCS who, while they provide a service to the City and actually work for the Mayor's Office of Community Services, they are actually paid out of Grant Funds and those individuals do have benefits?
Good afternoon. Ralph Blakney, Mayor's Office of Community Services. All of the employees of the Mayor's Office of Community Services who are paid out of Grant Funds are full time.
So they're not coming out of the General Funds budget, their payment and the benefits associated with that?
So I guess the 718 2/26/03 - FY '04 OPERATING BUDGET question I'm asking if there's a crew of individuals that we use for lots couldn't it be a similar situation where they're paid out of a Grant Fund whereas they would be able to get benefits as full-time employees similar to what the MOCS currently have? I'm not asking you, Ralph. I'm actually asking the Managing Director.
Thank you. Thank you, Madam President. I know my time is up.
Thank you, Madam President. The Operation Town Watch Program, please talk to me about the Junior Town Watch Program and the Safe Corridors Program. Good morning.
Good morning. Anthony 719 2/26/03 - FY '04 OPERATING BUDGET Murphy, Operation Town Watch. Safe Corridors is an initiative that we established around three years ago to address children's safety going to and from school. Recently in the working with the Police Department as well as the School District Police we've targeted eight schools, both middle and high schools, for the first time to try to develop a safe corridor which will provide adults at dismissal as well as at arrival times in the morning to give the children a sense of involvement and also to try to give them someone they can turn to, if and when there's problem, as they're moving to and from school.
How did you end up with the lucky eight? Was it based on crime statistics? Because they really end up being lucky when you look at the need across the City.
Well, yes, ma'am. It was actually based on school incidents that had been reported to their office. And the schools that were most active were schools that were chosen, along with some other community organizations that attempted to adopt those schools and try to work with them as well. 720 2/26/03 - FY '04 OPERATING BUDGET
I'm pleased to here that the tie-in is in place with Dexter Green.
Yes. Junior Town Watch is an initiative through the Operation Town Watch to identify young people who are willing to work with adults in order to provide them, not just with role models and mentors, but to get them involved in the actual practice of life and being responsible for things. So we have Junior Town Watch groups connected to our town watch groups in many parts of the City in order that they're working with adults who are both comfortable and willing to work with them and support them.
The eight schools that you mentioned, you've been dealing with those schools over the past three years, or is that in the past year?
That's this year. Generally Safe Corridors is identified with elementary schools, because generally you have more parents and they're more willing to spend time. When you get to middle school and high school, our young people are different as it relates to taking 721 2/26/03 - FY '04 OPERATING BUDGET directions from people they don't know. So these eight schools were this year targeted because of the incidents that happened in and around those schools that were reported to those schools.
No. There are four middle and four high schools. It's Overbrook --
Fels, yes, ma'am. Lincoln. And there's Fitz-Simons, Gillespie, Shaw Middle School -- and there's probably a school or two that I'm missing.
So are you at capacity or is there an opportunity for other schools to become involved over this next Fiscal Year?
We are more than open for other schools. What we did was, in targeting those eight schools initially, working with Dexter, what they wanted to do was to see how successful we could be at getting the adult participation. There have been other schools that have been referred to us and we are consistently going out to meet with those 722 2/26/03 - FY '04 OPERATING BUDGET parents and try to develop a community-based interaction with those schools in order to address that. So we're not at capacity in the sense because any school that needs it -- our children have to have an atmosphere of safety to go to school in order to be productive there.
Barry Elementary School they had a need for Safe Corridors at least three years ago. Are they on the docket of prospective schools?
Yes, ma'am, they are. What it is, is, again, just trying to get a target to do a project with a specific school, but we had met with Barry twice to try to develop it. And what we also try to do is treat the Safe Corridor Program to fit particular situations. Whereas we always like to have adults outside so that they're very visible. There are times when that is not as possible and if they are active Town Watch groups in and around those particular areas we involve them in addressing the situation. And, of course, working with police as well as the crossing guards to try to get everyone involved in making sure that information goes out. We also make contact with neighbors who 723 2/26/03 - FY '04 OPERATING BUDGET are on the block that we find who listen out and make observations and at least get them to make a phone call. Because a lot of times, neighbors wouldn't make a phone call when they saw a problem or a fight.
That's a lot of trench work. And because experimentals are probably too premature to hear what the outcomes are. So this time next year I'll be curious to know what has been the yield of the effort. Do you still have those same eight schools or have you moved on to other schools who had that need.
Thank you, Madam President. I just want to go back to yesterday's testimony from the Managing Director. I 724 2/26/03 - FY '04 OPERATING BUDGET know you changed testimony. Well, anyway, on of your testimony you talk about a new initiative 4 called Scrap Yard Compliance, and I'd like to know a 5 little bit more about this. Because we have about 6 six or more awful, awful, awful scrap yards in our 7 district that actually needs to be cleaned. Who 8 would be the contact person, et cetera, the 9 criteria. 10
Actually, it's under Environmental Issues on of yesterday's testimony, the testimony you circulated yesterday. It's not in today's.
And while we're waiting, I just want to say one thing real quick. I support Councilman Clarke's request to get benefits for the lot cleaners.
Good morning, Councilwoman. James Coleman, Deputy Managing Director. There have been recently a number of changes in scrap yard regulations, both at the state 725 2/26/03 - FY '04 OPERATING BUDGET and the federal level. We have in place a task force to review these regulations. And with the operating departments involved, primarily the Department of Licenses and Inspections we will be visiting all the scrap yards and citing them where that is necessary. We will also be telling them ahead of time what the new regulations are. We will be publishing them and sending them out to them.
How forceful will enforcement be? Are you just going to cite them and then -- because you know better than I that these places have just existed for years and years.
Yes, they have. I believe that's the reason behind the new regulations. And there will be enforcement.
Well, who would be the contact person in M.D.'s office for this particular project?
The contact in our office will be John Hadalski, who is our point person --
Can you spell 726 2/26/03 - FY '04 OPERATING BUDGET that, please?
H-A-D-A-L-S-K-I. He's our Manager of Environmental Activities.
Your voice kind of dies down at the end and I can't hear you.
When your team members come up knowing that they're are a lot of functions of your office, help us know for what division you're responsible for.
A number of activities including Labor Relations and Pension Board and representation on a number of boards and commissions.
I also have questions around emergency management and the threat 727 2/26/03 - FY '04 OPERATING BUDGET of terrorism. Can you tell us what is Philadelphia's plan? When they're on the radio and they talk about it's heightened and all this other stuff, what should we been doing?
Again, Mike Nucci, Director of Emergency Management. The question was, the City or individuals citizens?
The City. What does the City have? What is the plan? And then, what do you need citizens to do?
Okay. Two questions. The City -- we have a working group that consists of Police, fire and Health Department that's been dealing mainly with the terrorist stress that we have had, the anthrax, et cetera. There are various plans either already developed or being developed. One is, I guess, the much touted evacuation plans that the press keeps talking about which the police are working on. When we go to -- in a Code Orange, which is where we are now, if we got a specific threat to the City of Philadelphia we would do certain things like activate the Emergency Operations Center and basically respond to other information that we would be getting from the 728 2/26/03 - FY '04 OPERATING BUDGET federal authorities at time.
Getting into the individual citizens thing, we've been doing a number of things for several years related to this. One is the Shelter in Place Program. Your duct tape question, I guess. That's something that's been on ground for about five years based on tests that were conducted by the EPA that said that in an instantaneous release of a hazardous chemical your best bet would be to shelter in place in your house and prevent the really the flow of air between inside and outside is what you're doing. And they suggested duct tape. Now, everybody laughs at duct tape but duct tape is in fact what the Hazardous Materials Unit uses to close the openings between their gloves and their 729 2/26/03 - FY '04 OPERATING BUDGET and suit, and their boots and their suit. It's not an attempt to raise stock in duct tape.
Have we been on a heightened Orange Alert since 9/11 or did it ever go down?
No. It came up to Orange when we had the anthrax scare. It went back down to yellow and then in the past three weeks they raised it back to Orange.
Could I elaborate a little bit? Because I think your questions are very important questions and I think the answer is somewhat multilayered. One, we do have an emergency plan for the City, to document of some length. When the most recent Orange Alert came out, each Commissioner and Director, department head, was asked by me to make sure that they review that plan, they know what's in that plan, et cetera. The Police Department has an anti-terrorism unit that is in constant communications with the FBI. We as a 730 2/26/03 - FY '04 OPERATING BUDGET City really take our lead off the information we get from the FBI through the Police Department. So the Police Department had its plan when the Orange Alert came out in stepping up various enforcements at certain places which I really don't want to go into. But there is a plan and that plan is continually being worked on. The Health Department is also hard at work in terms of the issues of small pox and those types of issues. And then as a region, we're working as a region because this is something that's going to impact -- God forbid something happens -- just not the City of Philadelphia, but the region. And there have been meetings and those meetings are going to continue. So it's a multilayered approach. President Verna, I'd be glad to, at some point come and brief Council on what the City's plans are.
I just put my light on because I think that as elected officials we should certainly be given the courtesy of some briefing. And I saw on television I guess about a week ago that -- I guess it was the hotel managers who were being briefed. Well, we've never been 731 2/26/03 - FY '04 OPERATING BUDGET briefed in this hotel. I think that we deserve the courtesy of being told what we should be doing in that event.
I would like to be able to arrange that with you and some of it is confidential, not to say that Council shouldn't know about it, but we will do that at your invitation.
No. When you're ready, you will call us. We'll be more than happy to meet with you.
Councilwoman Blackwell, did you want to add to that?
Just a follow-up. I will say as I said the other day in this regard. Please keep in mind that some of us see clients who need ID who may not be clear where they are, but they know they need help. So we would hope that as we deal with the issue of security, please keep in mind we have some people who are burned out, who are lost, who need all kinds of help and we consider it our moral responsibility to help these people. We do need to consider a way that will allow them access into this public building. 732 2/26/03 - FY '04 OPERATING BUDGET
And I think it's important that we educate our citizens. One good way is to put some type of message or information on the cable channel.
Actually, we did that. The Shelter in Place tape that was made, we increased the frequency of that and put out a press release about it. But I think that's a point well taken. One of the problems we have, we all have it, is that these alerts are coming out of the federal government and when I speak to the Police Department about it, and I say, what's going on, what's going on. They're not localized. They're not localized. They're very generalized. It's difficult for local governments and state governments and everyone else on how to respond. On one hand, you don't want to overly alert people. On the other hand, you can't be dismissive of it. It's a real challenge. But we did use cable TV and increased the frequency of that tape when that alert occurred. 733 2/26/03 - FY '04 OPERATING BUDGET
Even if you put on there the different colors of the alerts. I had no 4 idea we were in Orange Alert. And if I did, I had no idea what Orange Alert meant anyway. When you hear information on the news about people just rushing to Home Depot and Kmart and other places buying plastic and duct tape, I kept saying, well, what for? So I was in there one day so I just bought two roles just in case.
You're also supposed to buy three day's worth of the food, which made me happy.
Right. So I think the more we can put information out -- not to scare people -- but just to have them make educated, informed decisions.
We've also distributed that particular film that's on Channel 64 to all of the Town Watch groups. That was done a year and a half ago. It's all very good information. It's available in the libraries. Red Cross has it.
You're 734 2/26/03 - FY '04 OPERATING BUDGET welcome. The Chair recognizes Councilman Ortiz.
Thank you, Madam Chair. Going on that line, I believe that we have Commissioner Hairston and Johnson and I'd rather put my faith in the two of them rather than Tom Ridge and George Bush. We are creating a real hysteria in this nation. Not to minimize the threat, but I believe that every time they go up into Orange and whatever it is, the next day you read in the paper they say, oops, sorry. It was all based on a lie, this, that. Meanwhile, people get hysterical scared. They invade Home Depot. They buy duct tape. They run it out. You know, it's like the '50s. We're going to be creating a generation of scared individuals, neurotic. And the only professionals who are going to benefit is the psychiatrists. Right now we have Chestnut Street which I believe is the most inane type of situation for safety of Independence Hall. Frank DiCicco has been trying to open it up now for months. The business people, the citizens. I'd rather not fall into the hysteria of the Bush Administration. I 735 2/26/03 - FY '04 OPERATING BUDGET think it's fulfilling more political agenda than anything else. I do believe that these individuals are using the terrorist threat and Osama bin Laden to pursue an agenda internally within the United States, the Patriot act and other acts that are really trying to scare people into giving up their rights because they believe they're going to be safe. If you're going to be attacked hiding under a desk like they taught me or going against a wall and putting your head down on the nuclear threat, it is not going to save you. What is going to save you is to have an open society that is able to take care of these problems. We can't give up our freedoms because we're scared. But we're at budget hearings here. On -59, Mr. Goldsmith, we have a contract with a group named Burns Group and we have a contract with another group named Falvi (ph) Energy. It says, general energy saving feasibility studies, and general energy saving feasibility studies for both of them. Why do we need two companies? And why do we need them at all, first of all? Give me what they do. Why do we need them? And why, if they both do the same things, we have 736 2/26/03 - FY '04 OPERATING BUDGET two companies doing the same things? Isn't that sort of redundant?
Good morning. My name is Kent Miller. I'm Executive Director of the Municipal Energy Office. The Burns Group contract is for a very specific project, and that is examining the potential for removing and reusing two boilers at Vet Stadium.
Two boilers. Two large gas-fired boilers at Vet Stadium. I believe it's the Phillies -- it's one of the two teams -- has the salvage rights for the stadium.
We believe that they may willing to let us reuse these boilers. There are two new ones. One of them is what we call an off-peak boiler, which is three or four years old.
Now, let me get this straight. We own Vet Stadium, right? The City of Philadelphia owns Vet Stadium?
We're building a new 737 2/26/03 - FY '04 OPERATING BUDGET stadium for the Phillies. I mean, the taxpayers are putting a huge amount of money in building a new stadium. And they're doing us a favor because we're taking -- I thought we owned it. They're doing us a favor because we're taking it to use it; is that it? Is that what you're saying?
That's the problem we have with that. A different of philosophical opinion.
We would like to reuse some of the equipment that's in the stadium which is new and good shape.
Why should that be a question for the Phillies to decide and not us?
Well, my understanding is that at some point in time, they obtained the salvage right to certain equipment in the stadium before the Vet Stadium is torn down.
So besides getting the taxpayers' subsidy, they also get to use whatever salvage it is for their own benefit; is that what you're saying? 738 2/26/03 - FY '04 OPERATING BUDGET
I think there's two issues here. I think one issue is, legally, what are we allowed to have and what, under the terms of the agreements on the stadiums, is the Phillies allowed to have. As I understand the second issue is, are these boilers something we could use if we were, in fact legally, allowed to have them.
Well, we are going to ask them if they will allow us to have these boilers rather than presumably being sold by the Phillies for salvage.
They're going to advise us on what a removal plan would be, where we could possibly use them and when we could use them.
Because we don't have anyone in-house that can tell us and develop a removal plan for it?
Well, this is the kind of work which the Capital Program Office hires engineers to do. 739 2/26/03 - FY '04 OPERATING BUDGET
I didn't say that. I asked, because we have no one in-house that can develop a plan for us and tell us what it is? Did we try?
So the other, Falvi Energy, which has the same contractual description, what do they do for their money?
Well, there are a number of things that they do. One is that they help my office review capital programs being developed by the Capital Program Office to see if we can squeeze more energy efficiency out of the capital investments for those facilities.
How do they do this? Do they give you a plan in writing?
Well, it happens in several ways. One is, if it's a large project, they form a team. The Capital Program Office forms a team of people who are involved in that particular renovation project. And we are often asked to sit on that team. And we have this engineering firm helps us recommend energy saving strategies. 740 2/26/03 - FY '04 OPERATING BUDGET
Councilman Ortiz, this will be your last question. Your time has been up. I was preoccupied.
What they have recommended? I want to see what the difference is because the general description here is the same. I want to see what it is that Burns and Falvi differ what they have done for us in terms of giving to us in writing and why one of them cannot do both things.
I'd like to see that energy saving feasibility study that Falvi gave you.
We will get you the 741 2/26/03 - FY '04 OPERATING BUDGET terms of the contract, what the deliverables are and why we decided to use this firm and why we thought it was necessary to have a consultant do this work.
Thank you. The Chair recognizes Councilman Nutter.
Thank you, Madam Chair. Mr. Goldsmith I have two questions that I'd like to work through during this round. First, I want to go back to the tree discussion. I'd like to better understand the philosophy around street tree trimming. You made a comment -- I could not get all of it down -- talking about pruning. And you made reference to aesthetics versus the three Ds or three Ts. I could not hear which it was. So can you explain what that is.
My understanding is that the pruning of trees and the removal of trees is done when a tree is dangerous, when a tree is diseased and when a tree is dead, the three Ds. That's how I learned how to remember it. If someone had a tree, a street tree, and it was not diseased, dangerous or dead, but they didn't like the way it 742 2/26/03 - FY '04 OPERATING BUDGET looked, that would not be the responsibility of City government. That's my understanding of it.
Well, let me be the first to inform you differently. This City Council passed an Ordinance requiring the Fairmount Park Commission to be responsible for trees, as had been their responsibility until at some point in time the Commission passed a regulation putting that responsibility, or off-loading that responsibility, back on to the homeowners. It is the responsibility of the Fairmount Park Commission to take care of all street trees. That's an Ordinance in the Philadelphia Code and that's why there was an additional $1 million appropriation made under Mayor Rendell and it's been continued under Mayor Street. And Mayor Street has actually increased the appropriation for street trees. So there is certainly some validity with regard to the three Ds, but all of the street trees in the City are the responsibility of the Fairmount Park Commission. Secondly, we trim street trees not just 743 2/26/03 - FY '04 OPERATING BUDGET because of the three Ds, but also because it helps the health of the tree. Street trees should generally be trimmed, according to arborers, somewhere in a six to eight-year cycle for the benefit of the tree. It also generally helps to keep the trees away from dangerous electrical wires at least on one side of the street as well as away from homeowners' homes where it creates danger to generally their roof line as well as clogged drains and the like. So the reason that constituents want the trees trimmed is not just for aesthetics, but in most instances, it's either because they're dangerous to the wires on the street, or the trees have grown so large that they block light from our street lights and create a more dangerous situation. But, again, lastly, the other purpose is, if you talk to the arborers they will tell you a good pruning cycle for trees, just for the health of the tree and the crown of the tree and its normal growth and care is about a six to eight year. That's what Fairmount Park testified to at that time. That's why we put the money in and we're seeking to have a full-blown legitimate street tree care program, like most other cities in the United 744 2/26/03 - FY '04 OPERATING BUDGET States. Philadelphia, as you all know, has an enormous number of street trees in the City. So you can keep the three Ds. I'd just like to add on, that was purpose. That's why we did the Bill and that's why the Council got involved in this matter.
That's a good argument for not having term limits. At least elected officials remember why the law was passed.
Remember what we do. Let's talk about in your testimony and there was some discussion earlier, as Councilwoman Miller indicated, I'm still with yesterday's testimony. That's what I marked up. Page six of yesterday's testimony, targeted quality of life improvement efforts. I'd like to better understand there's been some discussion during the course of the past year and I'm very pleased and we're certainly proud of two our colleagues both Councilwoman Krajewski, who I think is generally appropriately credited with coming up with the 745 2/26/03 - FY '04 OPERATING BUDGET Community Life Improvement Program idea that was put in place last year, and then Councilwoman Blackwell explained on the record earlier about the West Philadelphia program. What I did not -- what I've not been clear on -- and I understand the Councilwoman talking about some of the volunteer activity -- but in your testimony, it's mentioned on page seven that you've actively secured City services by informing a special unit of the Managing Director's Office of situations that adversely effect quality of life. What I'd like to better understand is, when is the entire program going to become operational Citywide? We have a situation now where certain parts of the City are apparently getting enhanced enforcement and, quote, unquote, extra attention, and, you know, I think that certainly the people who live in either the Northeast or certain parts of the West Philadelphia are very special and deserving of services. On the other hand, I think that other people in West Philadelphia, Wynnefield, Overbrook, Roxborough, Manayunk, East Falls, North Philadelphia and West Mount Airy are also very special people and they deserve the same amount of service. And so I'm now 746 2/26/03 - FY '04 OPERATING BUDGET at a level of disagreement about what appears to be a certain level of discrimination toward other parts of the City and a lack of this kind of Citywide response to a problem. I don't necessarily know that we need a special program to enforce the law. What we need is better enforcement and better coordination and not having special programs in special areas. It's creating an environment where people are starting to resent the fact that they're not getting the same level of service as other parts of the City. So what I want to know is, when is the program going fully operational Citywide, and that it's not a program, but it is now the function and focus of the entire government to enforce the law, heightened enforcement, full coordination to make sure that everyone is getting the same level of service?
Madam President, I too would like to let the Administration know that I care about the same issue because it's created a problem for me in my district because there are areas of my district where people want to know when 747 2/26/03 - FY '04 OPERATING BUDGET the CLIP Program is coming in. And then in these areas we're having problems with enforcement. I do believe that we ought to look at how we could coordinate services Citywide. One community can't be singled out to get a program and other communities are calling us every day because they can't get enforcement. They can't get the services. And then we get, well, why don't we have it. We have it in other neighborhoods. And it's creating a real serious problem in the community.
I understand your point, and I understand Councilman Nutter's point. I'll be brutally honest. I can't give you an answer when that will be rolled out. I can tell you that Mr. Conway and I have already talked about what CLIP is doing is something that should be done throughout the City and it should be a program where you've got various City services that are moving from neighborhood to neighborhood.
Well, why don't we get a full explanation of what they actually do. I'd actually be pleased to hear that.
My name is Thomas Conway, Deputy Managing Director for the City of 748 2/26/03 - FY '04 OPERATING BUDGET Philadelphia. With the CLIP Program we brought together enforcement agencies such as the Streets Department Sweeps Officers, the Department of Licenses and Inspections inspectors as well as the Police Neighborhood Services Unit. We brought them together. They all don't work out of a trailer, but basically the Sweeps Officers and L&I inspectors coordinate their efforts daily. There only, I think, two Sweeps Officers and three L&I inspectors assigned to the 6th and 10th Councilmatic districts. Usually it goes by a complaint initially, but while they're on that block if they see another violation they are to write the other violation up. We give the property owners, depending on -- if it's a ticket, they get a ticket right then and there. If it's a property neglect such as high weeds, such as dirty back yards we give them 10 days to rectify the situation. On the 11th, an inspector will go back out, see if they complied. If they complied we close the case. If not send, we will send City crews out to clean up the property, bill the property owner and then if they don't pay the bill 24 we will place a lien on their property. The reason I think that the CLIP is so successful is basically 749 2/26/03 - FY '04 OPERATING BUDGET because of the coordination efforts. I don't think we need to create CLIP programs throughout the whole entire City. I do agree with Council that we just need to coordinate efforts closer by area.
Basically, we're using the CLIP model. We are going to be doing it. That's what I'm looking to do with the new Managing Director. But basically we did have to start somewhere.
I understand that. I'm not going to debate that particular issue. I mean, a good idea is a good idea. It was a good idea when you started. It just makes sense. But I mean, all we've heard is, one day we're going to do it. Well, I mean, one day Christmas is coming. The issue is when? And based on what you just described it doesn't sound like -- the brilliance of the idea in simplicity. So I don't understand what the problem is.
The problem is coordination among the different agencies. We have coordinated our efforts -- 750 2/26/03 - FY '04 OPERATING BUDGET
Councilman, I think that there is no problem. What we have to do is we have to do it. I think it's something that be done. I alluded into my own testimony about restructuring the Office of Managing Director. I also look at it a little bit differently that there's certain segments, that in every Councilmatic district -- I'll use the example, hospitals. Each Councilmatic district has at least one hospitals. I think hospitals are important to this City because they have to deal with the health and well-being and safety. One of the things I want to look at is how we take a proactive approach going out to -- nd I'll use hospitals as an example -- to see, are they getting the types of City service that they need so 751 2/26/03 - FY '04 OPERATING BUDGET when our folks are going there for emergencies, they're going there for treatment that they're not running into problems because we as a City government haven't done our jobs. That's a different way of looking at City services. That's something I want to explore. It's sort of a proactive client relationship approach. So we're out there and I'll someone from my staff going out to each hospital on a regular basis, asking, how are we doing for you? Are there common problems from hospital to hospital that, you know, are common and doesn't have to do with where they are. It just happens to be, we haven't thought about it that way. And there's other types of segments that I want to explore taking that approach. Now, that doesn't answer your question as to CLIP, but it gets to, how do we coordinate services throughout the City that everyone that we're doing on a priority basis -- and we can't do everything everywhere. We have to priorities. But it shouldn't be in one Councilmatic district and not in another Councilmatic district. I agree with that.
I mean, I'm not going to try to make this too simplistic. But I 752 2/26/03 - FY '04 OPERATING BUDGET think based on the response I get back from our constituents, they love having their trash picked once a week when there's no snow, or the recycling. Or when they call 911 a police officer or fire fighter shows up. I mean, they're fine with all that. Where the bulk of the problems are, is generally with either property maintenance issues, trash on the street, parties, illegal occupancy of housing, either from illegal occupants or zoning code violations, more than three unrelateds, some party houses and all those kinds of issues. What people want is enforcement and follow-up. They want to know that their complaint actually went somewhere and someone did something about it. And we have this ongoing big philosophical debate about do we want compliance or do we want to just fine people. Do we want to notify them and baby-sit them and hold their hand and work with them or is somebody going to have the guts to say, we're ending this. You're not going to be able to do this. We're going to haul your little behinds into court and get a direct action immediately. And not have cases drag on and on and on. They don't have time for it. I don't have time for it. We baby-sit people so long that 753 2/26/03 - FY '04 OPERATING BUDGET they think it's all a big joke. It's not a joke. So you want to talk about quality of life and all these enormous issues out here? What really happens is, the person next door has a neighbor who is crazy and they're driving them out of their minds and we won't do anything about it. Now, I don't know whether that's the CLIP, the HIP, the BIP, you can call it whatever you want to call. What it is, is it's probably a violation of the Philadelphia Code and it sits in the system or sits in the computer or sits on somebody's desk forever. And then we sound like complete jerks because we can't give them a legitimate answer to what their real problem is, other than either I'll get back to you, it's in the system or somebody ate the paperwork and we need to start all over again. That's what drives a lot of people in neighborhoods crazy. They're issues aren't that big in the whole scheme of things. But if we have a system that says, you broke the law. We're on your case and we're going to get a resolution to this particular problem, you can call it a program. You can call it stepped-up enforcement. You can call it whatever you want to call it. I don't really care. I'll be cooperative. 754 2/26/03 - FY '04 OPERATING BUDGET But I want somebody to coordinate these issues and give people a final answer to what their problem is, which is generally enforcement. It's not just compliance. Because some people don't learn their lessons well enough from getting the 10-day violation. Then we give them another 30 days to be in compliance. And then they happen to comply or look like they're complying on the day that the inspector came by and then go right back to doing whatever it is that they want to do. So that's the real issue. So the question again is, when is it going to happen? When is the coordination going to start? And when should I expect to see it all over the City, including in the 4th District?
I won't give you the time. I'll tell you the coordination is starting now.
Well, I can't give you a time when it's going to be in the 4th District or the 5th District or whatever. I will try to get you a time. I can't give you a time right now because -- 755 2/26/03 - FY '04 OPERATING BUDGET
You will have where we are on a plan in taking these coordinated activities and being able to do them on a Citywide basis and increase enforcement the way we're doing now in certain areas.
Mr. Conway, were you involved in this program from the start?
We worked with the Councilwoman's office for several months. They basically reviewed 5000 cases through their files to find out what was the major problems in the district. Then we coordinated efforts with the Managing Director's Office. We're talking about we want to do the coordination effort throughout the City. It is very difficult. We have, as you all well know, a mindset with some operating departments 756 2/26/03 - FY '04 OPERATING BUDGET that they are separate entities. But I believe in the last two years --
Well basically, with coordinating efforts. To be realistic, there's a lot of departments that don't like to cooperate with each other. We're basically changing that attitude. And I think we've changed dramatically in the last two years.
What's the problem? We all work for the same people, right?
If people want to, like, create independent subsidiary quasi-governmental units they can go on and do it, but as long as they're working for the City of Philadelphia I think there's a requirement and a mandate that they cooperate, either directly from the Mayor or from the Managing Director. It's beyond me to understand that. 757 2/26/03 - FY '04 OPERATING BUDGET