You could stand a big 11 improvement in the Latino area, especially the 12 professional ones, because I would imagine that of 13 that 3 percent Hispanic, a lot of them are clerical 14 and so on. 15 COMMISSIONER MARTINEZ: The 3 percent is 16 overall DHS staff. It includes, me, for example, 17 and it includes non-social workers. 18 In the social worker staffing, however, 19 we did do some research and found that 3 percent of 20 our social work staff is, in fact, fluent in Spanish 21 because for purposes of complying with the Office of 22 Civil Rights, fluency is first and foremost the 23 accessibility issue that we look at. So 3 percent 24 of our social worker staff is fluent in Spanish.
But again, for my 1589 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET benefit -- COMMISSIONER MARTINEZ: We will do the racial breakdown for you.
Thank you. Because fluency is another thing. COMMISSIONER MARTINEZ: Yes.
Latino and Puerto Rican is a totally different thing. COMMISSIONER MARTINEZ: So you would like to see the breakdown in terms of the job classification?
Job classification and ethic background of individuals. COMMISSIONER MARTINEZ: Very well.
Councilman, are you finished with your questioning?
Thank you. I guess there are no further questions. COMMISSIONER MARTINEZ: Thank you very much.
Thank you very much. We appreciate your patience. The next department to testify is the 1590 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET Office of Emergency Shelter and Services. (Witness came forward.)
Good afternoon. We do have a copy of your testimony. We will give it to the stenographer so it can be included in the transcript. You can summarize, if you will.
Thank you, Madam President, and members of City Council. My name is Rob Hess. I am the Deputy Managing Director for Special Needs Housing. I'm joined today by Emily Camp-Landis, the assistant deputy managing director for special needs housing; Sally Fisher, the director of OESS; and Richard Shaeffer, the administrative services director for OESS. I am pleased and honored to offer this testimony on the Office of Emergency Shelter Services' budget request for fiscal year 2003 as well as on the challenges and opportunities that lie ahead in the area of homeless services. As presented to counsel, the proposed fiscal year 2003 budget of the Office of Emergency Shelter and Services is $36,991,209, of which $17,198,620 is in the general fund and $19,792,589 1591 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET are grant revenues. In the interest of the late hour and being brief, I will move on to really the focus of our work over the last year and moving into the next year. We really are shifting homeless programming away from emergency responses and toward more permanent solutions of prevention and diversion efforts on the front end, permanent, affordable housing with appropriate supports on back end, and a coordinated system of shelter and transitional housing that helps families and individuals move to a permanent home faster and with more dignity. And to that end, this current fiscal year we've actually reduced the size of emergency shelter by 10 percent. And the fiscal year 2003 budget anticipates an additional reduction of approximately 5 percent. What we hope to accomplish there is shorter lengths of stay in shelter, moving people again much more quickly to the appropriate, permanent housing location with appropriate support of services. One other significant accomplishment I'd like to highlight briefly is the November 2001 opening of the Ready, Willing and Able program in 1592 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET Philadelphia. As you know, this will be a 70-bed facility on Bainbridge Street that really will be an employment training program where folks will work. And it is envisioned that within months, the 6 average being around 16 months, men will graduate 7 from this program. 8 Graduation means they will have remained 9 drug and alcohol free, they will be working full 10 time, and they will be living in unsubsidized 11 housing in the community. It is our anticipation 12 that of those that graduate, 85 percent will 13 continue to be drug-free, living in unsubsidized 14 housing and working full time some 18 months after 15 graduation. 16 I would also point to a couple of other 17 efforts that we'll really be focused on this coming 18 here, the first of which is our movement over the next three years to performance-based contracting where we really are making investments based upon agreed-upon outcomes and holding service providers accountable for the results that they're able to achieve. We mentioned earlier that we have the front door of our shelter system, prevention and 1593 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET diversion really need to be a focus and will be during the coming year. The first thing we want to do is help people avoid entering our shelter system to the degree possible. Once they do enter the shelter system, we want to reduce their average length of stay so that they can move into the appropriate transitional or permanent housing with the appropriate supportive services provided to them in a coordinated, integrated way as quickly as possible. I think I would like to finish my opening remarks by saying that the work that is done in our city to address and end homelessness is a group effort undertaken by service providers, advocates, religious institutions, community leaders and our government.
And it's been my privilege over the last year to come to a great community and see the great work being done in this area by service providers, by community groups, by elected officials and community leaders. And it really has been a privilege. We are positioned well to take the next step, to move the bar to the next level and really begin reducing the size of our shelter system and 1594 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET being able to address the issue of people experiencing homelessness in our community in a more humane and appropriate way. S. Conference of Mayors Report on Hunger and Homelessness highlighted Philadelphia and St. Louis as the only two cities out of the 27 surveyed across our nation that showed a decline in the use of emergency shelter last year. The survey also showed, however, an increase in the use of emergency food programs by Philadelphians, echoing a national trend. If the recession continues, we can expect to see our best efforts at preventing and ending homelessness undermined. To help minimize the impact that that could have, we are leading the Division of Social Services' integrated case management initiative, a long-term project that can have a strong positive impact on the outcomes for families with multiple supportive service needs. That is to say that the family that may have once had eight or ten social service systems or social workers giving them direction will ultimately, we expect, be limited to a lead case manager that's acting in a coordinated 1595 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET way to make it much easier for that family to navigate our systems. And we're excited about that effort. All of our efforts, though, are dependent upon the partnership of city, state and federal funding. And so as we look at our goals and objectives and the good work that's already been done, we have to know and understand that we have to have our partners in place, being the federal and state government as well, in a committed way to reach our ultimate goal of eliminating chronic homelessness in our city. Again, I appreciate the opportunity to testify here today and I'd be happy to answer any questions anyone may have.
Thank you, Mr. Hess. Please explain the Ready, Willing and Able program. When did the program start in Philadelphia?
Council President, the program started on November 1st of this year.
And you've said that the participants are being housed on 1596 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET Bainbridge Street. Where?
Yes. The program is really very exciting. The program is targeted to single men that have had histories of involvement with our shelter system, some criminal histories, some histories of substance abuse, and really in New York has given men with these situations a new start and great hope. In other words, what happens is men come into the program. From Day One, they're tested to ensure they're drug-free. They're given a job. They're actually paid while they're in the program. And so the work that they're doing is allowing them to earn some money. And some of that money goes into savings, and some of it they can use for their own personal needs. But over 18 months they learn life skills. They learn employment and training skills, job skills that lead to jobs that pay a minimum of $8.25 cents an hour. And so again the graduation criteria is that the men are working full time, they're living 1597 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET in unsubsidized housing in the community and that they've remained drug and alcohol free. So those are the three specific outcomes that we're buying with our investment of Ready, Willing and Able. But even better, we continue to track men after graduation. And it is our expectation that 85 percent of the men that graduate from the program will remain drug-free, remain fully employed, remain living in unsubsidized housing in the community some months after graduation. 12
Thank you. 13 What are the areas of employment that 14 you are able to place the participants in? I know 15 that Mr. Mifflin was in one day last week and said 16 that there are about six or seven that were assigned 17 to the Fairmount Park. What other areas are the 18 participants placed?
Well, Council President, inasmuch as the program just started November 1st, these men are a long way from graduation. However, men minimum -- and it's been closer 50 over the 23 last month -- are working daily in Fairmount Park 24 primarily in the area along Kelly Drive. They're 25 cleaning up that area. They're raking. They're 1598 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET learning basic landscaping skills that they'll be taught through the work with Fairmount Park. Now, landscaping is not going to be the highest and best outcome job for every man that comes through the program. It's a starting point. Now, some of those men will choose to go into the landscaping business and those skills will be honed over the next to months and they should be 10 placed in commercial landscaping positions. Many of 11 the other men have other skills and they'll end up 12 doing other things. 13 In New York City, for example, it is not 14 uncommon to see men get their CDL license and be 15 truck drivers, or work in the service industry, the 16 hotel industry, a variety of different kinds of 17 positions. I think they've even had a couple that 18 moved on to things such as a physician's assistant in one case in the New York program over the last year. So that assessment will be made in terms of what the man wants to do, what the capabilities are, and what's available in the local economy to support his position.
Did you indicate what the length of the program is? Did you 1599 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET say months? 3
It can be up to 18 months. 4 We hope the average here and expect the average here 5 in Philadelphia will be between 12 and 14 months. 6 So that's our expectation. 7
And you will 8 be tracking the progress of these men once they've 9 finished the program? 10
What types of 12 support service will be available for them? 13
The men that graduate from 14 the program will always have an open door at Ready, 15 Willing and Able. If they run into another bump in 16 the road in life, they can return to Ready, Willing 17 and Able to get additional case management support, 18 crisis support and any other kind of support that they may need in order to be successful. It's one of the beauties of the program. In fact, anyone that enters the program and perhaps relapses and has to leave the program for treatment can then return afterwards. So that's one of the real beauties of this particular program.
Could you 1600 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET explain the terms and conditions of your contract with The Doe Fund?
I can. Let me refer to my cheat sheet, though, so that I get all those facts correct for you, Madam President. This is a performance-based contract. Under the contract with The Doe Fund, it is our expectation in terms of deliverable outcomes that 100 percent of the participants will develop a service plan; that is to say, a case management plan for their time at Ready, Willing and Able. 100 percent of the participants will maintain clean living space while at the facility, and they will actually be the ones cleaning and maintaining the facility throughout their stay. 100 percent of the men will attend the monthly house meetings. percent of the 19 participants will participate on the resident 20 advisory board for the facility. 60 percent will 21 complete life skills training. 60 percent will 22 receive GED's or improve their reading and math 23 level by two grades after 12 months in the program. 24 55 percent will graduate, meaning again 25 that they secure private sector employment at 8.25 1601 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET an hour or more and by the 18th month of participation secure their own housing, unsubsidized housing in the community, and of course, remain drug and alcohol free. Then of the graduates from the program, we'll continue to track them again beyond graduation. 85 percent of the graduates will remain drug-free, employed and independently housed some 10 months after graduation. And 55 percent of those 11 graduates who are fathers will contribute time 12 and/or financial support to their children. So 13 those are the initial measurable outcomes that are 14 part of the Ready, Willing and Able contract. 15
You indicated 16 that the participants of this program will be paid. 17 Would they be paid under The Doe Fund? 18
That is correct. They'll be paid largely out of PWDC funding that will go to The Doe Fund, and they're paid at I believe it's an average of 5.50 an hour.
You mentioned your partnership with PHA in providing a reliable supply of housing for homeless households ready for more permanent housing arrangements. Could you 1602 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET elaborate on the Good Neighbors Make Good Neighborhoods program and will the NTI program offer the opportunity for additional housing for this population?
Council President, the Good Neighbors Make Good Neighborhoods program is a joint venture and collaboration between PHA and the Division of Social Services operated by Adult Services. We have available to us 500 housing choice vouchers that can be utilized to help move people from our emergency shelter or transitional housing into permanent housing with supportive services; that is to say that any family that moves through this program will receive a minimum of a year of intensive case management support and that's integrated across our system. So a family -- we would identify a family that's ready to move but for permanent housing. We would look at their case record. We would see what social service agencies or departments or offices are already working with that family, assign a lead case manager who would coordinate all of those activities and who would stick with that family for at least a year once they 1603 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET move into permanent housing to ensure that they are a good neighbor, but also to ensure that all the members of that family are receiving the kinds of social service support that will help them be successful in their new housing.
Thank you. The Chair recognizes Councilwoman Blackwell.
Thank you, Madame President. Madam President, I wanted to say that we've come a long way with OESS. As you see, we have training for homeless people as well as job training for people who are low income that comes out of the department. So we've come a long way with what we do in terms of homelessness. And naturally, when I saw that we had a 10 percent and a 5 percent additional cut in shelter services, I was concerned. But when we transfer that to transitional housing, it means they get better services and more training. So certainly we commend this department and their leadership on what we're doing with OESS and certainly believe that they're worthy. Certainly, their budget request is worthy of our support and we're happy to support them in this regard. We thank Mr. Hess for the work 1604 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET that he does.
And Sally -- we call Sally every day -- and everybody, Mr. Shaeffer. Thank you.
Are there any other questions of the committee? I can't believe this. Wonderful. Thank you so much for your patience.
The next department to testify is the Department of Public Property. (Witness came forward.)
Good afternoon. Please identify yourself for the record and proceed with your testimony. COMMISSIONER PEREZ: Good afternoon. Council President, with your indulgence, I'll skip through the testimony and just touch on a few highlights.
That would be fine. COMMISSIONER PEREZ: For the record, my 1605 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET name is Andres Perez, Commissioner, Department of Public Property. The department's fiscal '03 budget request totals $206,842,271 in all funds. It reflects a decrease of $2,121,000 over our '02 estimated obligations of $208,963,526. In the General Fund, in Class 100, the request -- there's a slight increase to cover the anticipated salary increases. Class 200, there's a number of adjustments, some negative, some positive, which results in an overall reduction of I think it's 2.1 million, almost 2.2 million. The General Fund request totals include 64,229,000 for city support of SEPTA, 14,538,714 for space rental, 27,290,000 for utility charges, 15.7 million for telecommunication services, and 45,609,603 for core departmental operations. We've basically continued the implementation of the city's space plan. Where an opportunity has presented itself to reduce expenses, we've done so. At this point, it's very stable. We are still receiving savings from the original set of relocations and consolidations. There are a few much smaller leases that 1606 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET may present some opportunities as renewal dates come up, and so we plan to do that in the year 2003. Some of the reductions you see in the '03 budget come from one-time expenses associated with renovations that took place during '02 that are not repeated in '03, as well as actual rent savings. Facilities maintenance area, we will again continue our approach of contract to support for our major high-rise office areas. That contract is due to be reissued before the next fiscal year. Meanwhile, since the previous fiscal year, we'll be also adding on the Fleet Maintenance facility at 63rd Street, the new 24th/25th Police District, which should be open before July 1, and the Police Forensic Laboratory, which will come into place approximately third quarter or fourth quarter of '03. Communications area, we are well into the 800 megahertz radio program implementation. We've actually begun handing out radios first to the Water Department. Currently, Public Property is changing over its radios. And very shortly we'll be moving on to the Fire Department, continuing on into '03 with the Streets Department and the Police 1607 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET Department as the major clients that will be converted in '03. Special events support continues as it has in the past. Approximately 50 to 60 percent of our overall departmental overtime from both Building Services and Communications ends up supporting special events requests throughout the city. On that note, I'd like to close my testimony and move to questions.
Thank you, Commissioner. In your testimony, you say that there will be increased responsibilities in FY '02 and FY '03 as a result of new maintenance or custodial contracts for the combined Fleet Maintenance/Streets facilities at 3033 South 63rd Street. I think it was like three years ago we were told that we had to obtain that property like yesterday and we haven't moved in there yet? COMMISSIONER PEREZ: Several units of the Streets Department are in the building. There are some final improvements being made for the Fleet Department to completely move in. There's a partial presence there. We're very close to -- rather, the 1608 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET Capital Program Office is very close to finishing that up. I don't know the start date of the street survey, the street sanitation unit. I do know the salt dome was up in time for the pseudo snowfall.
Isn't this where Fleet Management is supposed to be going? COMMISSIONER PEREZ: Yes.
I just want to call to your attention very early on when this was being negotiated it was agreed upon that there would be an advisory committee formed with the community. Are you aware of that? COMMISSIONER PEREZ: I have to admit that no, I'm not, not at this point.
Well, before this really goes into effect I think there has to be an advisory committee. COMMISSIONER PEREZ: We will do that.
Set forth as was promised to the community. COMMISSIONER PEREZ: We will do that, Councilwoman. 1609 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET
Commissioner, I notice that in Class 100 you have less 4 employees for FY '03? 5 COMMISSIONER PEREZ: Yes. 6
Why is that? 7 COMMISSIONER PEREZ: It's normal 8 attrition plus some disciplinary actions we took 9 resulting in termination of employees. The number 10 is staying high because of the Class 100 freeze. 11 However, we are permitted to hire a small number of 12 critical positions. 13
What positions 14 do these 17 people have? 15 COMMISSIONER PEREZ: Virtually all of 16 them are blue collar and technicians from Building 17 Services and from the Communications Division. I don't have the classifications in front of me, but I can certainly provide them to you.
I would appreciate that. Can you tell me how many of your employees will be eligible for the DROP Program in '03? COMMISSIONER PEREZ: Based on the 1610 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET October report of enrollees, it's 19.
How many? COMMISSIONER PEREZ: 19. The first year impact is only three people.
In August of '03? COMMISSIONER PEREZ: Yes, Councilwoman.
So actually in FY '03 you're going to have 36 less employees? COMMISSIONER PEREZ: In '03, the DROP impact I believe is only three people.
Oh, I thought you said 19? COMMISSIONER PEREZ: are enrolled 19 spread over several years.
Oh, '04. That's right. So the following year. COMMISSIONER PEREZ: Right. The first wave is only three.
Okay. I did want Councilman Rizzo to hear this, and I want some 1611 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET of my other colleagues to hear it. For some time members of council have been saying that we need more office space. When I spoke with Judge Massiah-Jackson, she indicated to me that the judges that are presently housed at Lord & Taylor will be moving into City Hall in order that we save that kind of money. Do you have any knowledge of that? COMMISSIONER PEREZ: Yes. It's been worked on, planned for, for approximately two years, going back to the former managing director. The actual details, I don't know. I do recall that there was 50,000 square feet rented in that building for the courts nearly ten years ago and that ten-year lease is coming to term. All of them are going to be relocated either into City Hall spaces, which are court spaces, or into the Justice Center. The majority of them are coming back to this building.
I think we had asked you once before, and I will ask you again, to please find council some space because council members feel very strongly that they need more space. So if you can accommodate that with us, I 1612 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET think we would really appreciate it. COMMISSIONER PEREZ: We'll follow up. I'll discuss the issue with the Managing Director and follow up.
And would you get back to me personally, please? COMMISSIONER PEREZ: Yes.
Madam President, I appreciate all the consideration you've given the request. I think if you had a power saw and a drill, you would have probably taken care of our request. But I think it's terrible that we have a situation where council staffs have grown, like public property staffs have grown, and we can't have an office space to have our staff under one office space. There's no place -- Commissioner, it just can't run efficiently. And it doesn't seem like it's a Public Property priority or a Managing Director priority to try. Maybe it's the torture you give us back to create this type of a work environment. It 1613 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET probably does not meet even the minimum standards that office planners work with. We have people tripping over each other, cords running through walkways, people that have to walk two offices away to talk to their staff. It's just terrible. And it needs to be corrected. This is City Hall. There's a lot of space here. I see all the construction going on. And council offices can't have the proper work area to conduct the business for the city? I really think -- I've been here six years and for six years have been asking. And the President, this current President of City Council just basically says there is no space available in this building. We can't even find a space to stash record boxes that we have to store from one fiscal year to the other, not even a place to store things. So I would appreciate you give this top priority like 800 megahertz radios and the other projects that you do. Maybe I shouldn't use that one as an example because that took too long. So I would appreciate that you give this top priority. COMMISSIONER PEREZ: Thank you, 1614 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET Councilman.
Yes, my light is on. I've been here years. My staff is -- 13 you've been to my office. I have everybody 14 (indicating). So I would welcome to have the 15 ability to have new offices, to be able to expand so 16 that the staff can have the privacy that it needs 17 when we're talking to constituents. So I urge. 18 But I have one question of the Commissioner that I have to ask because we've been working -- this council held hearings. We approved the money. The Police Department has been very enthusiastic, Timoney and Commissioner Johnson, in terms of the co-location center at Episcopal. I went very early -- was it last winter? COMMISSIONER PEREZ: Yes. 1615 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET
Last winter and I actually went through the facilities at Episcopal Hospital that we were renting. And it's not into effect yet, it's not functioning. And I would like to find out because Timoney assured me that it would be up and running. Timoney is gone. I want to know why is this not going on. Why isn't it functioning? COMMISSIONER PEREZ: The quickest way to describe that is we're at impasse on certain very difficult points with the management of the Episcopal Hospital system. And it all boils down to reconciling some very serious insurance and liability issues that were not addressed up front. We had come to terms on basic financial conditions. But as negotiations of the fine details proceeded, we've gotten bogged down on that main point, insurance, liability, indemnification. We've elevated that problem-solving to the president's level and to the managing director's level and hope it's resolved in the next couple of weeks.
The advocates have been on top of me. COMMISSIONER PEREZ: Yes, they have.
The advocates have 1616 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET been all over. We've had hearings. We thought we had made incredible progress. And it's really abominable that after two years, a year and a half, a year after locating the place that this would fit into. And I asked Commissioner Martinez when is she going to be able to give us plans so that she can move in there. And now to find out that this is not yet functioning is disheartening, to say the least. COMMISSIONER PEREZ: It is.
So when can we -- maybe I should ask you. Maybe the Managing Director can give me an answer as to when I can pop the cork, I can pop the cork on these facilities.
When can we expect to 1617 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET crack open the champagne and give birth to this baby? MANAGING DIRECTOR RICHMAN: This is Estelle Richman, Managing Director. I actually have an unrelated meeting with Temple on Thursday, and I hope to actually get some of these issues on the table and get them resolved. And if we can make it all come together, then maybe you can crack open the champagne on Friday. I'm not quite sure it will go quite that fast. But it is on my agenda now. I will be directly handling it at my level. I am very much, as you know, in favor of this co-location. So I will do whatever I can do at this point to make sure this gets on a very fast track.
I appreciate it. Thank you. I don't have any further questions.
Thank you. Mr. Perez, in your testimony you state that your FY '03 Class 800 request will be the same as for FY '02. Doesn't this payment represent the city's water bill and isn't there a rate increase in FY '03? COMMISSIONER PEREZ: The Class 800 1618 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET numbers are received from the Finance Department and presumably reflect any anticipated adjustments up or down. The number has not really stayed exactly the same year to year each year it's submitted.
Well, if there is supposed to be a rate increase in '03 and another one in '04, how would you be able to absorb this increase if you have the same allocation as '02? Mr. Dubow, was that an oversight on your part?
Rob Dubow, budget director. It may have been. We think that we'll be able to meet that cost. But you're right. The rate increase may challenge that assumption.
How much of a difference do you think there would be? Would you say it's about 400,000?
We'd probably want to go back and take another look at where we think it will really wind up this year and see whether that 14 million next year will be sufficient. 1619 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET
You mentioned that you will be forwarding to City Council legislation dealing with the public right of way during the third quarter of FY '02. When in March should we expect to receive this piece of legislation? COMMISSIONER PEREZ: I'll have Deputy Commissioner Joseph James respond. (Witness came forward.)
Good afternoon. Joseph James, deputy commissioner, Department of Public Property. Council President, we expect towards the latter part of this month to be able to have that prepared and presented to the Managing Director for submission to the mayor's office for submission to City Council.
Okay. Thank you. What are the assumptions in the five-year plan with regards to the SEPTA subsidy? COMMISSIONER PEREZ: I'm going to ask Mr. Zearfoss to come forward and help us with that. (Witness came forward.) 1620 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET
Good afternoon. I'm Chris Zearfoss from the Office of Transportation. The basic assumption provided to us by SEPTA in response to our call for information for our five-year plan update was to have normal inflationary adjustments. I think it was around three, three and a half percent a year over the next five years, with no changes in service levels.
But the projected subsidy is below the FY '03 amount in both FY '04 and FY '05.
The 1968 bonds that were floated to enable the purchase of the old PTC --
I'm informed that they're in the same line item in the appropriation. And those have been running about four and a half, 4.7 million a year, and the last payment is coming up in 1621 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET August of 2002. So you'll have one installment in August and then that will be it for the paying off of that bond issue. There had been two payments, February and August, for the past -- since 1969.
I have one last question. What does the city receive annually from the 911 surcharge? COMMISSIONER PEREZ: It's approximately a million dollars a month.
And what are the eligible uses of those funds? COMMISSIONER PEREZ: There's a 60/40 breakdown, 40 percent for support of 911 related operating expenses and 60 percent is reserved for capital -- it's the opposite. It's the reverse. Let me have Vince Costello address that, please. (Witness came forward.)
For the record, Vince Costello, Department of Public Property. Councilwoman, the initial Act 78 legislation allowed municipalities to charge 60 1622 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET percent in salaries and benefit costs out of the 911 funds collected. The remaining 40 percent could be set aside for 911 related equipment. The act has recently been amended to allow us to charge 70 percent to salaries and benefits and 30 percent to equipment. We have not chosen to do so and instead of have kept the 60/40 ratio that we started off with.
Once the 800 megahertz system is completed, will the surcharge continue, and if so, how will the funds be used?
The surcharge will continue. There is always great need in a heavily used environment, equipment environment such as both police and fire to constantly update or change out equipment to meet the technologies available today. We won't have the same heavy, constant drain that we have on the radio system. But nevertheless CAD systems, new telephone systems, recording equipment -- they take a lot of wear and tear, considering the amount of use that they get 365 days a year. So there will always be a need to replenish that equipment and use the 911 surcharge funds to do so. 1623 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET
Thank you. The Chair recognizes Councilman Nutter.
Commissioner, I just have a couple items. One, there is an issue up at Shawmont School where apparently the city owns a piece of property that may abut the Shawmont School. And I believe that we are looking to pave an area, possibly fence it, as a play area for the kids up there. I wrote to you back in December and copied the appropriate facilities person at the school district. Do you have any additional information on what's going on with that? COMMISSIONER PEREZ: I don't have an update. It was forwarded to law for action.
To who? COMMISSIONER PEREZ: The law department for follow-up. I have a normally scheduled meeting with them tomorrow, and I'll be glad to give you the update as soon as possible thereafter. Normally, there is not a big problem with school district properties outside of the usual indemnification and liability issues that we seem to 1624 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET always resolve.
With regard to cable television, notwithstanding the actions of the Congress, either in the '96 Telecommunications Act or possibly the Act of 2000 or any other act that the Congress may have passed, because of this franchise agreement situation and the general notion that everything is local and that we have control over the entire universe, there are many, many complaints about various aspects of the cable TV franchising system or service from either of the various providers. It I think is fairly clear that notwithstanding our franchise agreement, we have very little control, as we would best understand the term, over what the cable operators do, whether it's on pricing, switch-over or conversion of system from analog to digital. I know that there are provisions in our franchise agreements that talk about some service standards. But it is not clear again what we can do and what the extent of our authority or jurisdiction is to compel the service providers to provide the level of service that residents want. 1625 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET So I have two questions in that regard. One, do you have any advice or recommendation as to what we can do to get quicker resolution to problems or ensure that the cable companies are adhering to the terms and conditioning of their service agreements in providing service to Philadelphians? COMMISSIONER PEREZ: Deputy Commissioner Joseph James has been on point with this set of problems that seem to really have gotten bigger than they used to be in the past year. I'd like to ask him to talk about what we've done with the law department to try to hone in on the issue and get some improvement.
Good afternoon, Councilman. The issue as far as the authority and advice that the department can provide to the city is that we are and have been for some time meeting with both of the cable operators in the City of Philadelphia on a monthly, if not quarterly basis, to discuss those specific issues. We continuously track their service requirements and their service levels, and in some cases now we are taking a much harsher stand as we believe there are certain provisions in the 1626 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET franchise agreement that speak to customer service level standards as far as answering the call, billing questions, responding back to complaints about service issues. We have elevated the discussions to the managing director's office as well as to the law department that we think we maybe need to take a more aggressive stance. We have not publicly done that because we have not had the opportunity to further discuss this with the Managing Director so that we can apprise her of the full context of the issue. And I think with the advice of the law department, we plan to take a stauncher position with both operators.
I appreciate that update. What's the recourse for the average subscriber? I mean, they're having whatever problem they're having. They often call us. We often refer them to you guys. Constituents often call back and say that either in some instances they didn't get resolution to their problem or a city person said, Well, we don't really control what goes on with the franchises, and they express at times the feeling that they're in a complete vicious cycle of going nowhere other than a 30, 40, 60, 70 dollar cable 1627 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET bill. Now, I understand that cable is not necessarily one of the enumerated unalienable rights. I mean, you can either have it or not have it. But if you have it and you're paying your bill 7 and you're not getting service and people have a contract with us, I think it's reasonable to expect that we might actually be able to do something. What's the average subscriber left to do?
I mean, it's a fair and reasonable expectation that you should get the service that you certainly pay your money for. And in cases where it's been elevated to us where we have the opportunity to get some resolution, we have certainly worked our very hardest to do that. We do find ourselves in the same position sometimes that we're somewhat inadequate in the way the law allows us to pursue certain endeavors because of the federal regulations that kind of supercede our local regulations. And you're right that it's entertainment. It's a service. It's something that you don't necessarily have to have. But people 1628 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET should be able to get what they pay for.
Did you indicate that you've done a tracking over the past year or so of the various complaints?
Yes. We always track the service level complaints, and we discuss those complaints with the cable operators when we meet with them.
Can you provide to us, by way of the Chair, a report that indicates on a monthly basis what those complaints have been, where they've come from by either zip code designation, council district designation? Obviously, I don't think we need to know what individual subscriber had some particular problem. But if you could get us a report that indicates what the nature of the problem was, the frequency, what franchise area or what council district, that would be very helpful.
You'll do that for either fiscal year or calendar year?
We will do that on a 1629 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET calendar year. They provide us an annual report, and we will track it on a calendar.
Lastly, Commissioner Perez, from time to time I have need to be in touch with you with regard to a property transfer process. Every now and then what seemingly is a relatively simple transaction often becomes somewhat complicated. You know that we've been trying to get resolution, for instance, to the property at 222 Hermitage Street, which has been I think through virtually every system that we possibly have. But in other situations, every now and then, something will get caught up or hung up somewhere. Can you tell me, specific to that property but then more generally, are there some circumstances or red flags that cause certain transactions to get hung up? COMMISSIONER PEREZ: The answer is yes. But the problem actually goes back to the evolution of the city's residential land bank to the early years of OHCD and the old Vacant Property Review program, council Ordinance 14600 I believe, which created an avenue for both acquisition and 1630 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET disposition of tax delinquent properties or donations of tax delinquent properties. As programs have changed and used that methodology, the method by which transfers occur under the Vacant Property Review Committee's aegis, which is a council committee, not an administration committee, although we're well represented in the voting membership.
Yes, I would say. COMMISSIONER PEREZ: The focus, what I'll say the focus of the broader group of agencies on an individual transaction really depends on how much funding is around for acquisition, treatment and disposition. While all that's been going on for 15 or years, we have acquired through sheriff's sale 18 properties that have an inherent market value. 19 They're not your $100 North Philly 1,000 square foot 20 vacant lots. They're in decent or marketable neighborhoods, and they tend to sit around longer than the derelict ones until a request to acquire comes along, that is, from someone who's interested in seeing it going to sale or getting it through VPRC for market value. 1631 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET The membership of VPRC doesn't always articulate market value when the initial discussions start. And what I'm trying to say here is if it's in the land bank, it's generally regarded as low value, waiting to be used in some housing program. But someone does come along every now and then and say, I want that. The protocol that's been established, in addition to disposition beginning with VPRC approval, also includes a council resolution supporting the transaction. Unfortunately, because people have changed, because the programs change, although my unit, my real estate unit has been virtually the same except for one change in 15 years. On the other end of that, Redevelopment Authority, PHDC, OHCD, consolidations, expansions, reallocation of staff, the situation now is that RDA has that real estate responsibility. When a person comes in and says I want that, it's near my house, it's next to me, I'll pay market value, if they don't say I'll pay market value, it just moves along to VPRC. And someone at VPRC is likely to say we shouldn't do that. We shouldn't give it to him or her. It was acquired 1632 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET with federal funds X years ago. It's got to be transacted for market value or the person is otherwise Section VIII, Category 1, Category 2 eligible. I tend to get it when it's gone too far. I mean, the problem was brought to my attention by you actually, not by the several layers of people below me, some of whom are not my employees. At least at the VPRC level, Vacant Property Review Committee level, at least would give cause for someone to say let's see how this transaction gets done with individual X. It's usually simple. It really is. It's usually next door, on the left or the right of the property, the rear of the property, and it's small. And if we tried to sell it, we could. But in all likelihood, the buyer would just offer it right back to the homeowner for a slightly higher take. So there's a conflict that has not been clearly resolved over the years where sometimes those properties fall in that crack. The program staff of the housing groups takes it all away. And my real estate person who goes to those meetings may 1633 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET be the one who says no, we shouldn't do that. It should be sold or it should be market value negotiated through another agency.
Well, as I think you well know, though, in that particular case -- COMMISSIONER PEREZ: The individual who is victimized by all that really doesn't understand any of what I've just explained.
And I didn't before it actually happened. And the fact of the matter is that it had actually already been approved by the VPRC with public property personnel, whoever sits on the committee, and it got stuck later on. So I appreciate the explanation. The question is we've passed the resolution that's necessary. When is this going to get completed and transferred to the particular constituent who has been incredibly inconvenienced by how long this particular transaction has taken when many, many others have been done in a much shorter period of time? When can I expect that this is going to be finished? COMMISSIONER PEREZ: I will meet with Mr. Coates as soon as our calendars can accommodate 1634 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET the meeting in order to facilitate that transfer.
Commissioner, do you really think you need to have a meeting? COMMISSIONER PEREZ: Well, it's my agency that put the block.
I understand that. I guess what I'm asking is for you to remove the block as the Commissioner. The person has done everything that they're supposed to do. Council has passed a resolution authorizing this transfer. I mean, this has been going on for well over a year, possibly two from start to finish. COMMISSIONER PEREZ: I will clear it up.
I don't understand how anybody can stop something if a Commissioner says this is what we're doing. I guess I've not worked on that side of the house where you guys are. But it is beyond me to understand how any public employee, if given the proper direction, does not carry out their responsibility. And it is an insult to the citizens to have to deal with this kind of nonsense. It is a complete and utter at this point waste of my time to have to continue to chase around after one property. 1635 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET The person has done everything that they were asked to do even when the rules were changed in the middle of the game. They dealt with that. So here we are today having this conversation. Your response was you would have to talk to Mr. Coates, see about schedules. It seems to me it's a phone conversation, end of discussion, should be completed tomorrow. And I need to have a date. I need a date certain. I will not leave here until I have a date certain by which this will be done. This hearing will not end until I have a date. COMMISSIONER PEREZ: And I'm not in a position to do that, Councilman. A real estate settlement isn't going to happen that fast. An agreement between the agencies to facilitate it --
I suggest you order some dinner. COMMISSIONER PEREZ: -- can certainly happen that fast, but not the actual real estate settlement.
I want a date by which this entire transaction will be completed. COMMISSIONER PEREZ: I will endeavor to 1636 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET give you that tomorrow.
Not good enough. COMMISSIONER PEREZ: Well, that's the limit of my jurisdiction at the moment.
What impacts your jurisdiction? COMMISSIONER PEREZ: Pardon?
What is impacting or impeding your jurisdiction? You're the Commissioner of public property. Your agency is standing in the way of this transaction. COMMISSIONER PEREZ: By charter, we cannot do direct transactions. It's got to be done through the Redevelopment Authority and the real estate unit.
The resolution for the Redevelopment Authority has been passed already. COMMISSIONER PEREZ: I understand that.
They're not the obstacle here. COMMISSIONER PEREZ: I understand that.
Well, what's the answer? What is the problem? COMMISSIONER PEREZ: I don't know. 1637 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET
All right. I'll take that. COMMISSIONER PEREZ: I don't know. What I'm trying to explain to you is if it's been so focused on that everything is in place for a quick settlement, it'll happen as soon as the buyer can get to the settlement table.
The buyer has to be told when to come to the settlement table. They've been ready for two years. COMMISSIONER PEREZ: That's right.
So what's your testimony? Tell me the result of this. COMMISSIONER PEREZ: The result of this is that barring any legal problem that I'm not aware of -- and there doesn't seem to be one -- that the settlement should be authorized.
When? COMMISSIONER PEREZ: As soon as the individual can be contacted and all paper work is in place.
When are they going to be contacted? COMMISSIONER PEREZ: Generally, 1638 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET Councilman, the only problem to a quick settlement, besides the buyer's availability, is title insurance. If it's in place and valid, settlement can happen any time they can get to the same table.
Commissioner, I want you to give me date specific when certain actions are going to take place. I want to know when you're going to have the necessary conversation with the Redevelopment Authority. I want to know when my constituent is going to be contacted. I want to know when a settlement conference of whatever it is that they have to do is going to be scheduled, and I need to know that today. I want to know when those items are going to happen. Somebody's got to be able to tell me that. COMMISSIONER PEREZ: I'll be glad to call you later after I'm able to reach individuals and let you know what those circumstances are going to be.
So you're going to call me by midnight tonight and give me an answer to this question? COMMISSIONER PEREZ: Yes.
I'm sorry? 1639 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET COMMISSIONER PEREZ: Yes.
Thank you, Madam President. Good afternoon, Commissioner. I have two questions. One is a follow-up to the testimony of Alba Martinez and the Youth Study Center. Are you or your department involved in those discussions with regard to a site, a new site for the Youth Study Center? COMMISSIONER PEREZ: We have a passive role. Our role is limited to the actual acquisition of the site. That's still in progress. That is being managed on their end. And as soon as a site is selected and it requires our involvement, we'll do that, primarily through the law department.
And that's standard operating procedure? COMMISSIONER PEREZ: Yes.
Okay then. Secondly, might you know or have any 1640 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET idea how much vacant space we have here in City Hall? COMMISSIONER PEREZ: I don't know the exact number because there are a number of spaces in the building that are not usable for storage or office space and are cost prohibitive for conversion purposes. They tend to be the outerway rooms in the upper levels of the 8th and 9th floor.
I ask because more and more across the country and currently here in our city we have the federal government that's taken one of its buildings and responded to the still urgent need for child care. Has that request ever been made to your department for the city to identify and use space for child care in a city building? COMMISSIONER PEREZ: No. It's been an idea that's been tossed around in a space planning context where from time to time a sentiment has been expressed about how fortuitous it would be if we could, in the process of acquiring and renovating spaces, also create child care space.
What has been the outcome of those discussions? How long ago were 1641 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET they? COMMISSIONER PEREZ: They go back to the beginning of the space plan in 1992. The final plans for the buildings did not incorporate that kind of space because it was all high-rise and the ground floors did not lend themselves to child care facilities. We really only literally acquired the One Parkway building. Everything else has been a rental or a gut rehab of existing space, like the Municipal Services Building.
That was ten years ago. Has there been subsequent conversation or strategic thinking since? COMMISSIONER PEREZ: Not that I'm aware of. But I wouldn't be on the front end of that kind of discussion.
Where would that begin? COMMISSIONER PEREZ: That would more than likely happen probably at cabinet.
Cabinet level. Okay then. Thank you very, very much. I needed to know where to start with that. So you've given me 1642 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET some instruction. Thank you very much. Thank you, Madam President.
You're welcome. The Chair recognizes Councilman Rizzo.
Thank you, Madam Chair. Commissioner, you jogged my memory about the 800 megahertz radio system, and I think it might be nice to get an update on this very significant project and very expensive project. My first question, before you give me that update, I'd like to know, you refer to it as the $52 million expenditure. I did some arithmetic. Could you tell me how much from the conception of the project, engineering studies, consultants, how much money has been budgeted and then today how much has been spent? And I'm talking about every dime, from consultants, from A to Z.
We, of course, have not expended all the money for the system yet, Councilman. As you understand, we have not paid for the Police Department radios nor have we paid for some of the construction that's still going on, such as police dispatch center, airport dispatch center. 1643 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET I believe we've spent out of the current allocation approximately $34 million at this point in time.
Let me just make sure you understand what I want. I want how much total money has been budgeted, how money has been put aside. You referred to it as 52 million. In my arithmetic, it adds up to a different number. How much total money has been budgeted for 800 megahertz radio, with all the dollars?
I believe we will. My number did not include, as you asked, the engineering studies dating back to 1992. I mean, 1644 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET you could probably place another million dollar price tag on the consultant dollars and engineering dollars spent.
So it will be a $56 million system, not a $52 million system?
I'm going to jump now -- and I think, Mr. Costello, you might want to stay there because I'm going to come back to you. No, let me ask the question now since we're on the communications stuff, the cable TV stuff. How many stations, channels do we have control of right now? Let's just use an example, the Comcast system. How many channels, Board of Education, City of Philadelphia, which I only see activity -- like tonight I hope this is still being broadcast.
How many channels do we have control over in this government?
One channel, Channel 64. We do not count the school district as under our control.
Let's just talk about 1645 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET that. How many channels in the school district?
They've been allocated to the school district since the franchising process in 1985.
Drexel University has a channel. Community College has a channel. Who am I forgetting?
Now, here's where I'm going with this. I turn those channels on and I 1646 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET rarely see anything on the Board of Education channel. And I was just in a conversation with an executive from Comcast and I said, Look, these channels seem to be just sitting there doing nothing. Even if it were temporary, for a temporary period of time, a year, two years, how much revenue do you think the city could receive from leasing these back to do paid programming? And apparently, they are right now in discussion with Temple, from what I understand, to do a similar situation. Would there be any reason why we wouldn't want to possibly receive millions and millions of dollars from Comcast, which I understand it might be millions and millions, many millions of dollars to allow them to use these channels if we're not going to use them effectively? Because I don't see anything of substance, at least maybe it's not when I'm watching television. But whenever I surf the channels, whether it's early in the morning, late at night, midday, I never see anything on Channel 54 or 55. Would we be open to discussion to possibly gain revenue from the use of those unused, in my opinion, channels? 1647 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET
Councilman, I can tell you that prior to the renewal of franchise agreements with the current franchise holders there was a proposal floated specifically by Comcast to take control back of most of those collegiate channels. The colleges that were programming or at least attempting to program those channels were very, very unhappy about that, so unhappy and made their displeasure so pronounced that Comcast eventually dropped the idea. There's always a thin line as to who actually has those channels. I mean, if the cable company is willing to compensate the city, state, university, school district, whatever the case might be for the give-back of those channels even on a part-time basis, that's probably something that could be negotiated. It's not always been clear to me that they are -- they are really channels allocated by the cable operator, given to them through the FCC, that they have made available to us as part of a franchising commitment.
With public access, that controversy that we hear constantly -- I'm 1648 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET surprised they're not here, the folks, this year -- where would they be in this realm? Where is public access eventually supposed to show up on television? What channel?
The obligation that the franchisees have had to the city is that if and when the city creates public access, they will have to make channel space available.
So there would be some interest in talking to Comcast or whatever. Do we still have Wade?
We have Urban CableWorks in Area 2, and Comcast has Areas 1, 3 and 4.
Right. So there would be some interest in at least talking about some part-time use of our cable channels. And I know that presently one of the universities is talking -- I believe it's Temple. And I haven't heard this from Comcast. I heard it from a person that works there. That they are currently negotiating with Comcast to receive revenue for the part-time use of that channel.
Actually, Temple is negotiating with Comcast to gain back the channel 1649 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET which they relinquished a few years ago.
Maybe I have it backwards. But what I would like to explore is the fact that the Board of Education channels, are they -- in your opinion, are they well utilized or are they utilized or is it just that message that says Board of Education on it?
Well, I think down through the years the cable television staff at the Board of Education has been very pleased with the effort they've put forward to put programming out there, educational programming. Like everyone else, I think what they're able to do is somewhat constrained by budget. I know when they first started they had a pretty substantial budget. That has been cut back significantly over the years. So they are constrained in the types of innovative things that they can do, more of the live programming and things of that sort. So I think it's in the eye of the beholder. But I've always gotten the impression that the adult education and the ongoing educational programs are very worthwhile. 1650 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET
Thank you for that. My final question is, and I've received calls from police officers and also have had people that are involved with Townwatch, Commissioner, tell me that the conditions of the police stations, especially the older police stations, are deplorable. Now, I have occasionally visited police stations. I visited one the 14th recently. It leaves a lot to be desired. It's an old building. What about the need for furniture? Who is the person -- is it the captain of the district that's responsible to ask for chairs that aren't broken or get chairs that are broken replaced, a table, if they need a table? From what I understand, some of our police stations are places that the average folk don't want to be, even a visit to report an incident or even just stop by to say hello to the police officers that work inside. What are the conditions of police stations? And you are responsible to take care of those. So I would appreciate your comments on why I'm hearing that they need a lot -- there's a lot to be desired in some of those locations. COMMISSIONER PEREZ: There is a lot to 1651 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET be desired. The Department of Public Property has been responsible for the mechanical maintenance and support of police buildings for several years now. They retained custodial support. And custodial support, in tandem with the behavior of the residents of the facility and visitors of the facility, are the two levels of effort that if one overcomes the other, the building does not look good no matter how well it's maintained mechanically, no 11 matter how much the Capital Program Office invests in systems upgrade and general office area upgrades. It's just a matter of time before the heavy traffic, the wear and tear. And the transient nature of the non-civilian police worker. They're in. They're out patrolling and they're back in. They don't stay there very long. The white collar support workers do. The command staff, of course, do. We have not really been able to -- when I say "we," the city, the two departments combined, haven't been able to do much about that and probably won't until something different happens with the custodial resources. We're not going to be able to change the 1652 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET inflow of traffic. Some places are much busier than others. They ought to be cleaned more often. The floors need to be addressed several times a day, not just once at night when no one's there. The same thing with toilets. They need constant service. They just can't be cleaned once at night on the second or third shift when there's almost nobody around. So the custodial program has to address or the custodial resources has to address the peak public use, period. And I don't know how the department, the Police Department plans to do that.
What is the rationale? Is it the rationale because the Police Department doesn't feel secure to have Public Property do it? They would like to keep it under the umbrella of the Police Department? COMMISSIONER PEREZ: I don't want to put words into their mouths, especially with a brand new Commissioner at the helm of the Police Department. But we, meaning the department, undertook a privatization initiative, focused on custodial improvements. That is one reason why City Hall looks so much better than it used to. There's 1653 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET direct accountability. There's penalties. There's a number of ways of addressing non-performance or poor performance. The police have field facilities in 6 addition to the academy and the headquarters. The 7 academy and the headquarters probably consume a 8 substantial part of their custodial resources, not 9 leaving a whole lot for the field per station. 10
Then are you 11 proposing -- is it a given that if something would 12 change, the only alternative is privatization? Does 13 the Department of Public Property have the ability 14 to do the same work that the Police Department does 15 but with more attention to detail? 16 COMMISSIONER PEREZ: We haven't really 17 analyzed that issue in detail. It involves an 18 economic analysis and a comparison. It involves 19 setting standards. 20 One of the keys for the difference we 21 make in our buildings now is that we set a minimum 22 standard that all the workers have to live up to. 23 We set minimum standards for all of the areas that are accessible to custodians. One item that we will always encounter 1654 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET in police buildings is restricted areas. There's obviously evidence rooms and other sensitive information rooms. And sensitive material rooms don't lend themselves to be cleaned by some, forgive the expression, but a tourist custodian. The police personnel are familiar. They're city employees. And they may have more access than a contracted worker. But they still don't have full access to some of the most sensitive areas. To answer your question more bluntly, we really haven't pushed the analysis, the discussion that far. We can certainly look at it. Because of the nature of police facilities, hard use, two to three shifts, seven days, we have to look at it a little bit differently than these large buildings that we're dealing with.
What do we need to do tonight? And I don't need you to call me at midnight. What do we need to do to get the ball rolling here, to see, A, are the complaints that I'm hearing legitimate? And you kind of concur that there are some problems out there, that things could be better. 1655 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET An example, there's a need for folding chairs. There's some need for tables at the 14th District. COMMISSIONER PEREZ: That's a slightly different matter. And I'm sorry. I forgot that point which you had made. Departments essentially budgetarily are on their own when it comes to equipping themselves with furniture and office equipment and related artifacts. If they don't plan for it in their Class 300 and 400 budget allocations, they can't do it very well. In the case of a far-flung organization, a multi-site organization, the commissioners and senior staff would also have to deal with allocation. So that even if the funds are available for large conversions, allocation of one district versus another or one area versus another are issues that they have to address. In the course of police area renovations, where we've collaborated with the Capital Program Office to do make-overs, change-overs, we automatically incorporate systems furniture. That limits the problem of old furniture 1656 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET to the practice of recycling free-standing furniture in private offices and file cabinets, which are so expensive they normally don't get wholesale replaced.
I understand. Great. Final question. I was handed a note to ask. Whatever ever happened -- we have a missing cable TV channel. Whatever happened to Channel 63?
That channel was provided for the state PCN network. Just part time.
So then I asked the question how many channels do we have. Somebody left out Channel 63.
Channel 63 is programmed part time as primarily a character-generated channel. The actual video is done exclusively on Channel 64.
But Channel 63 still belongs to the city, and if you want it back or if you could earn six million dollars a year in revenue from Comcast, then that's on the table? It still belongs to you; correct?
Yes, sir. 1657 3/4/02 WHOLE - CONTINUED FY '03 OPERATING BUDGET
Okay. Thank you, Commissioner and Director Costello and the rest of the staff. COMMISSIONER PEREZ: Thank you.
You're welcome. Thank you very much. I'd like to thank all of you. The next department to testify is Fleet Management. (Witness came forward.)