Committee Hearing, March 16, 2005

- - - COUNCIL OF THE CITY OF PHILADELPHIA PUBLIC HEARING - COMMITTEE OF THE WHOLE - - - Room 400, City Hall Philadelphia, Pennsylvania Wednesday, March 16, 2005, 10:28 a.m. - - - Bill Nos. 050001, 050002, 050003, 040789, 040767, 050007, 050008. Resolution No. 050022. PRESENT: COUNCIL PRESIDENT ANNA C. VERNA COUNCILWOMAN JANNIE L. BLACKWELL COUNCILWOMAN BLONDELL REYNOLDS BROWN COUNCILMAN DARRELL L. CLARKE COUNCILMAN FRANK DI CICCO COUNCILMAN W. WILSON GOODE, JR. COUNCILMAN JAMES F. KENNEY COUNCILWOMAN DONNA REED MILLER COUNCILMAN MICHAEL A. NUTTER COUNCILMAN FRANK RIZZO COUNCILWOMAN MARIAN B. TASCO - - - V A R A L L O Incorporated Litigation Support Services 1835 Market Street, Suite 600 Philadelphia, Pennsylvania 19103 215.561.2220 215.567.2670 916 Operating Budget - 3/16/05 - - - P R O C E E D I N G S - - -

I apologize for the delay This is a continued public hearing of the Committee of the Whole, regarding Bill Numbers 050001, 050002, 050003, 040789, 040767, 050007, 050008, and Resolution Number 050022. The first department that we will hear from this morning will be the Fire Department. I would invite the Commissioner up to the witness table. Is he here? Okay. Apparently he just stepped out, so we'll wait a minute.

Good morning, Commissioner. Welcome. COMMISSIONER AYERS: Good morning.

Commissioner, I know that you have circulated a copy of your testimony, which is somewhat lengthy. We will give a copy of that testimony to the stenographer who will 917 Operating Budget - 3/16/05 transcribe it in full. However, if you would like to summarize your testimony, you can do so. COMMISSIONER AYERS: Thank you very much. Good morning.

Good morning. COMMISSIONER AYERS: I'm Fire Commissioner Lloyd Ayers. Seated with me is Ronald Augustyn, Deputy Commissioner for Administrative Services; and David Beatrice, Fiscal Officer. Also present in the chamber is Deputy Commissioner for Operations, John McGrath, and Deputy Commissioner for Technical Services, Ernest Hargett. The Fire Department's fiscal year '06 Operating Budget proposes $166,521,283 for the General Fund; $4,953,250 for the Aviation Fund; and $681,834 for the Grants Fund. The Operating Budget allocation represents a decrease of $7,173,268, covering all funds, over the current fiscal year '05 918 Operating Budget - 3/16/05 estimated obligations. Of this, the General Fund decrease is $6,810,314. This budget includes the Redirection of Resources Plan that was originally initiated in the fiscal year '05 Operating Budget proposal but which has been held up in ongoing litigation in the courts and in grievance arbitration. This budget includes a reduction of four engine companies and four ladder companies, at a savings of $8,562,000 to the General Fund. As part of this reorganization plan, the department will also add eight new advanced life support units during peak demand periods, to enhance the delivery of pre-hospital care and support services to the public. This is at an additional cost of $2,108,000 to the General Fund. As indicated in previous budget testimony, this plan entails keeping all existing fire stations open, reducing authorized personnel strength, without laying off uniformed employees, and maintaining safe 919 Operating Budget - 3/16/05 fire suppression services to the public. This budget supports a total of 2,275 positions, a decrease of four percent, or 102 positions, from the 2,377 positions in fiscal year '05. Restructuring has allowed the Fire Department to continue to carry out its public service responsibilities with fewer staff. In fiscal year '04 the department responded to 75,382 related fire incidents and 200,849 emergency medical incidents -- emergency medical services incidents. The number of fire incidents is slightly lower than in fiscal year '03, but there was an percent increase in medical 18 first-responder incidents for that same period. 7 percent over fiscal year '03, despite the department's 9-1-1 campaign to reduce the number of unnecessary emergency medical services incidents. 920 Operating Budget - 3/16/05 Although the campaign reduced the rate of rise in demand for emergency medical services slightly, these results underscore the need for a redirection of resources to address the increasing emergency medical services trends facing the department and the City of Philadelphia. There were 40 fire deaths in fiscal year '04. 5, from fiscal year '94 through fiscal year '03. Additionally, there were 177 civilian injuries from fire-related causes last year, down from 248 in fiscal year '03. This represents the lowest number of fire-related injuries to citizens in the ten-year period from 1994 to 2003. In 2004, the department's Fire Prevention Division conducted approximately 8,000 fire prevention programs, an increase of 21 percent more than conducted in the previous year. Through an emphasis on electrical safety, the Fire Prevention Division's It's 921 Operating Budget - 3/16/05 Electric Campaign contributed significantly to the reduction in the number of electric-related fire deaths, from in 2003 5 to 4 in 2004. 6 During this period, the Fire 7 Department also assisted 150 families with 8 children who caused fires, through our 9 continuing Juvenile Firestoppers Program. 10 The Fire Prevention Division, in 11 conjunction with the department's field fire 12 suppression companies, installed 3,031 smoke 13 alarms in 2,379 residences. 14 These programs and other education 15 initiatives in fire prevention are working to 16 keep the annual fire death and injury rates at the lowest levels they have been in the past 50 years.

In fiscal year '04, the Fire Department upgraded its fleet of engine pumpers, with nine new 1500 gallon per minute units for its field fire suppression companies, and two enhanced squad pumpers, for the upgraded technical rescue unit squad companies. 922 Operating Budget - 3/16/05 These apparatus acquisitions have significantly increased the department's field fire suppression capability. The increased pumping capability increases the department's tactical ability to more quickly and efficiently mitigate fire incidents. This represents the best level of fire suppression capability for fire suppression services in the department's history. The Fire Department's Academy upgraded its training programs to Pennsylvania state certification for firefighters to the levels of Firefighter I and Firefighter II. Additionally, training programs have been implemented to acquire state certification for Fire Academy instructors at the instructor one and instructor two levels, and to train department hazardous materials personnel to the state's hazardous materials technician certification level. The number of injuries in the Fire 923 Operating Budget - 3/16/05 Department for fiscal year '04 was 349, representing a total of 2,357 days lost. This represents a 69 percent reduction in days lost for firefighters, compared to fiscal year '94, in which the number of injuries was 815, with 7,556 days lost. In fiscal year '06, emergency medical service revenues are projected to be $25 million. Estimated collections for fiscal year '05 are $24 million. The estimated increase of $1 million in fiscal year '06 is due to a new insurance verification process and enhanced calling campaign initiated by a third-party billing vendor. The Philadelphia Fire Department Communications Center completed phase one of the system design for a new computer-aided dispatch system which will provide complete CAD interoperability among City agencies: Fire, Police and Municipal Radio, and the University of Pennsylvania and Temple University security systems. The second phase of this project, to 924 Operating Budget - 3/16/05 be started in fiscal year '05 and completed in fiscal year '06, includes that purchasing, installation, testing and implementation of all fire communications hardware and software for this system. This new system will greatly enhance the department's ability to dispatch its forces to emergency scenes more efficiently. The Philadelphia Fire Department also upgraded all of its existing computer hardware and software for its field firefighting forces and staff units. This upgrade is part of the department's effort to pilot test and implement its new national fire incident reporting software or NFIRS program, as an effective information management tool for all of its field supervisors and management personnel. This software will enable the electronic reporting of fire incident data, fire prevention activities, hazardous materials, and vital building information, as well as scheduling and attendance data, for 925 Operating Budget - 3/16/05 example, daily staffing levels, overtime and leave usage trends. This program will enable the department to exercise better management control and safety initiatives, with the timely data needed to identify and quickly respond to emerging trends and problems affecting staffing, emergency service delivery, and their associated costs to the taxpaying public. The successful piloting of this program is contingent upon an upgrade of the department's computer bandwidth for internet and intranet access, which the department is actively pursuing through MOIS and the Department of Public Property. This completes my testimony. And on behalf of the men and women of the Philadelphia Fire Department, I would like to thank Council for your support.

Thank you, Commissioner. Commissioner, can you tell us what the $7,579,000 in Class 800 you are 926 Operating Budget - 3/16/05 requesting is for? I believe it's on three of the summary. COMMISSIONER AYERS: Could you repeat the number again, please?

Certainly. It's $7,579,000 in Class 800. COMMISSIONER AYERS: Okay. That represents the payment made -- transferred to the Water Department for the use of the hydrant systems, high pressure systems and other water-related facilities that we utilize.

How was this amount arrived? COMMISSIONER AYERS: Okay. It was derived through a combination of the Finance Department and the Water Department.

I recall reading in the newspaper article that the fire hydrant system was abandoned. Is that correct? COMMISSIONER AYERS: It's correct that as of this year we have not utilized the high pressure system. It's only the high 927 Operating Budget - 3/16/05 pressure system, not the domestic water mains, the regular potable water.

All right. With that being said, it is my understanding that this should result in significant savings starting in FY'06. Can you tell us what your projected savings are, and why they're not reflected in the FY'06 budget? COMMISSIONER AYERS: Okay. One second.

Sure. COMMISSIONER AYERS: Okay. The amount is still in the budget, based on seeing what the savings actually are going to be. As far as our payment to that fund, we'll be looking at it on regular monthly budget updates, to find out what it, is as far as the payment, if we have to pay.

I find that response very troubling. COMMISSIONER AYERS: Okay. At this point, that's basically an explanation to us. 928 Operating Budget - 3/16/05 It comes from Water and from Finance. And I would think that you should talk with Finance on that.

Repeat, if you will, your response. COMMISSIONER AYERS: My response is that you should talk with the Water Department and the Finance Department on this item in the budget.

But you did not question them as to significant savings that we would be having in FY'06 -- COMMISSIONER AYERS: We talked about --

-- and couldn't that savings perhaps help the Fire department? No. I guess -- I guess that wasn't asked. Commissioner, you state in your testimony that you plan to close four engine and four ladder companies in FY'06. Can you share with us, if you know, what the status of the grievance arbitration on this matter is? 929 Operating Budget - 3/16/05 COMMISSIONER AYERS: Yes. The status is that both sides, the City and the union, have been heard. The information and the documents have been passed to the arbitrator. The arbitrator is currently reviewing the documents, and we are waiting his decision.

Wasn't that arbitration hearing in December, if my memory serves me? COMMISSIONER AYERS: That is correct.

Seems a long time. COMMISSIONER AYERS: Actually, it was throughout the second quarter.

Commissioner, on of your testimony you detail your service level impact statement. Can you explain how you arrived at your average response time of four minutes thirty seconds for both FY'05 and FY'06? COMMISSIONER AYERS: The four minute and thirty second response time is a... as 930 Operating Budget - 3/16/05 you can see, the projection based on the response times that we get from our CAD system, which we monitor on an annual basis. So that is the number for response time.

Well, just for the record, is it your opinion that the closing of four engine and four ladder companies will not impact, have any impact at all on response times? COMMISSIONER AYERS: It is my opinion that the response times that are projected will have minimum -- minimum impact.

How minimum? COMMISSIONER AYERS: A minimum impact, yes.

How minimum? COMMISSIONER AYERS: How minimum?

Mm-hmm. COMMISSIONER AYERS: The minimum impact that we have, I would actually have to show you or actually have to give you at a 931 Operating Budget - 3/16/05 later date. The impact that we see here is basically seconds. This is a report. This is a compilation that we did on the study from the CAD system. And it's only seconds. We're talking seconds.

But shouldn't that be reflected in your service levels? COMMISSIONER AYERS: It is reflected in the service levels.

It doesn't change. Commissioner, what is the national standard for response time? COMMISSIONER AYERS: The national standard for response time is, we have to arrive on the scene within a four-minute period.

So we arrive four minutes and thirty seconds. COMMISSIONER AYERS: Right.

Commissioner, can you explain how you arrived 932 Operating Budget - 3/16/05 at your E.M.S. average response times in FY'05 and FY'06 of six minutes and thirty-nine seconds?

Point of information.

Yes, sir.

I think the Commissioner should qualify the fact that the question you just asked on the response time does not include the time that the constituent calls 9-1-1. That's the time that the firehouse actually gets the alarm.

No. He's talking about the response time from --

But he's not -- There's another minute or so...

Right.

...that's in the process, because a person has to call, the call -- It is a cumbersome process. They have to transfer the call to the Fire Department.

You're absolutely right. Your point is well taken. 933 Operating Budget - 3/16/05 So, Commissioner, would you concur with the Councilman? COMMISSIONER AYERS: Yes, I would concur. We're talking about what is sometimes called wheels rolling. So the response time is when we actually have our members leave the station, to the time that they actually arrive on location.

Commissioner, do you want me to repeat my question. COMMISSIONER AYERS: Yes, please.

Okay. I am asking if you would please explain how you arrived at your E.M.S. average response times for FY'05 and FY'06 of six minutes and thirty-nine seconds. COMMISSIONER AYERS: The projection for fiscal year -- current projection for year -- fiscal year '05 and for fiscal year '06 was arrived at by the data that we gather in our computer-aided dispatch system.

So, are we -- 934 Operating Budget - 3/16/05 COMMISSIONER AYERS: And it's average for the City.

So are we led to believe that even with the additions of eight new medic units, the response time does not improve? Can you tell me why? COMMISSIONER AYERS: One of the reasons is because we consistently have an increase in the medical costs for service in the City of Philadelphia. And that is taken into account, that we would probably have a one, one and a half to two and a half, maybe three percent increase in costs. This is a trend that we've been experiencing. And basically that is what we do. We factor that into the projected runs and the information we have from the CAD system.

Why are you doing redirection of resources, if response times are staying the same? Is it just to save money? COMMISSIONER AYERS: It is to 935 Operating Budget - 3/16/05 operate the companies within the budget that's given to us, and to operate them in a safe manner.

So you feel that with the budget as presented to us, in your opinion, is one that would provide the citizens of Philadelphia a comfort level that if, in fact, there were a fire, your department could answer within the period of time that you suggested, from the time the call is placed to 9-1-1. COMMISSIONER AYERS: That's correct.

You know, Commissioner, I think that this plan has caused a considerable amount of concern with residents throughout the City. COMMISSIONER AYERS: Yes.

With regards to safety. I believe it was last year Council members had indicated that what we should do -- and we were willing to pay for it -- was to have an independent study conducted by an expert outside of the City. 936 Operating Budget - 3/16/05 And it would deal with the safety issues associated with the closings. Would you be amenable to having an independent study conducted? COMMISSIONER AYERS: We have had a study conducted. We submitted information to the arbitrator.

But that was an internal study. We're talking about an independent study. COMMISSIONER AYERS: We had an independent study that was done and submitted to the arbitrator.

Who conducted that? What independent agency conducted that study that was submitted to the arbitrator? COMMISSIONER AYERS: It's Emergency Services Consulting, Incorporated.

Did they simply approve your study or did they actually do an independent study? COMMISSIONER AYERS: They actually reviewed the study that was done. 937 Operating Budget - 3/16/05

Oh, they reviewed. COMMISSIONER AYERS: That's correct.

But did not conduct an independent study. COMMISSIONER AYERS: No. We didn't have the funds to actually do a full independent study. The study that was done was actually a review type study of what was actually done from the Fire Department by the Fire Department.

So they merely went along with the assumptions that you gave them, correct? COMMISSIONER AYERS: No. They used their own methodologies. They looked at it. And they didn't go along with anything. They rendered their opinion on it.

Commissioner, would you mind sharing that report with us, a copy of that report? COMMISSIONER AYERS: Well, currently that report is with the arbitrator, and I 938 Operating Budget - 3/16/05 would actually have to...

Don't you have other copies of it? COMMISSIONER AYERS: But I'd need to consult legal before I could actually release any of that.

Well, I don't think it would be any great secret. COMMISSIONER AYERS: I don't think so either.

So I think you would be able to share it with us. And that's what I'm asking. COMMISSIONER AYERS: I would be glad to share it.

That's what I'm asking you to do. COMMISSIONER AYERS: But I'm certain that you understand that I have to deal with the process.

I understand. And I said I can't see any reason why we, members of Council, cannot have a copy of that. 939 Operating Budget - 3/16/05 COMMISSIONER AYERS: I agree.

So, we anticipate getting a copy from you shortly. COMMISSIONER AYERS: I will actually immediately take care of that process.

Thank you. Thank you. COMMISSIONER AYERS: And hopefully you can receive it.

At this time the Chair recognizes Councilman Rizzo.

Thank you. Commissioner, good afternoon. First of all I want to go right on the record that I'm opposed to any closing of any fire facilities. But I want to point something out that I think is skewing the information that you have here today. I did my research. You want to add eight medic units because you're telling us that there's an increase, not that we don't want to take care of people that are involved in crime or in the drug trafficking that goes on in the 940 Operating Budget - 3/16/05 City. But this is interesting, Commissioner. You want to know why your medic units are so busy? In 2004, from 1/1/04 to 12/8, not even the whole month of January -- and I hope it gets a little quieter, I understand, around Christmas. Even the... I don't want to use any words I shouldn't. But 726 patients the medic units handled were victims of shootings. COMMISSIONER AYERS: Yes.

521 were the victims of stabbings. COMMISSIONER AYERS: Yes.

Now I understand why you need to add... This is a violent city. COMMISSIONER AYERS: Yes, it is.

But we're taking away from the good people that live... And I'm not suggesting that when a drug dealer shoots another one, that we shouldn't respond and take care of them or a person that's a victim of crime that's shot. 941 Operating Budget - 3/16/05 But I don't think too many of these people were victims of crime, the 726 patients that you handled that were shot and the 521 that were stabbed. But my point is that it sound like we're catering... we're taking away from fire safety to beef up a medic unit that is taking care of victims of crime. And from my research, there are many more that are transported by our police officers in the back of a police car because they're not able to wait in some cases for the -- COMMISSIONER AYERS: That's correct.

-- the medic unit. And even though that's against poll policy, officers have loaded victims of crime in the back of their cars and rushed them to a hospital. COMMISSIONER AYERS: Trying to save a life.

Trying to save a life. 942 Operating Budget - 3/16/05 But the policy is that they really should be waiting for the medic unit because in some cases transporting a person, they could bleed to death on the way to the hospital. I mean, that's a call that's made on the street. But my point being is, we're adding eight medic units because of the fact that we are involved in such a violent society, where people... And I asked the question, that many of these people were involved in the commission of a crime, shooting each other, stabbing each other. They should be taken care of. Don't misunderstand me. But we're building a medic unit because we have so much crime that's going on in the City of Philadelphia. And with what's going on in this past week, these numbers are probably going to be even higher for 2005. But I mean, just again to repeat, 726 patients who were victims of shootings, 521 who were victims of stabbings. That's a big, big volume of work. 943 Operating Budget - 3/16/05 Forget the heart attacks. This doesn't include the heart attacks and the people that are involved in industrial accidents. These are just people that are involved in crime. So, I just wanted to point it out, why you're so busy. You know why you're busy. And this is part of it. COMMISSIONER AYERS: Absolutely.

But I don't want to see -- I don't want to see my neighborhood or anybody else's neighborhood that I represent: Roxborough, South Philadelphia, West Philadelphia, North Philadelphia, have to give up something to deal with this. COMMISSIONER AYERS: Well, no doubt the injuries based on the violence has increased, and it is a segment of -- one of the reasons that is driving up our runs. The baby boomers, the... like you said, heart attacks, other people entering into older age, and we start to see those types of increases. People that live longer now, based on medical techniques that may 944 Operating Budget - 3/16/05 have helped them along through a decade ago. Now these people are becoming more sick, just based on the ten years added to their life. We have to respond. We can't pick and choose. We have to respond to that medical emergency, whether that person is flying through or coming through on a train on the way to New York or whatever the case.

I understand. COMMISSIONER AYERS: We have to deal with those issues. When they have an emergency, we treat them all the same. We treat our citizens, people who travel, all of our visitors to our great City, and we want to give the same level of service to everyone. That is our goal.

Commissioner, I pointed out to the Police Department yesterday, specifically Commissioner Sylvester Johnson -- and he commended the members of the Philadelphia Fire Department -- our homicide rate would probably be much, much higher in this City if it weren't for the medics of the Philadelphia 945 Operating Budget - 3/16/05 Fire Department. They keep people alive today that ten years ago would have expired, that would have died. So can you imagine how many people of this 726 that were shot that are alive today... and many of them incarcerated, many of them out on the street. But can you imagine how many of these people that were shot and stabbed are alive today because of the good work of the Philadelphia Fire Department's medics? So when we do these statistics, we have to factor in the fact that our homicide rate would be probably out of control if it weren't for the work of the firefighter medics. COMMISSIONER AYERS: Our men and our woman go out, they do the job, they do an excellent job, under increasingly stressful conditions, under conditions from time to time where their very lives are threatened, and they continue to do that good job.

But you can understand, as a Council member-at-large, I 946 Operating Budget - 3/16/05 want these people to get the services of the Fire Department that are involved in crime that are shooting each other, stabbing each other, but I don't want the people in the neighborhoods to have to give up one thing to service these people. Thank you, Madam Chair.

You're welcome. The Chair recognizes Councilwoman Blackwell.

Thank you very much. Commissioner, we certainly want to thank you. You've really been great, an excellent Commissioner. We appreciate all that you and your department have done and continue to do. We see that you're even able to decrease structure fires between 1990 and 2004. How do you think you're able to do that even, though you have less resources? COMMISSIONER AYERS: Well, one of the things that we plan on doing is to 947 Operating Budget - 3/16/05 continue to partner with the community, to partner with some of the other social organizations within the community, to help them to learn how to help us to decrease those instances of fire through fire prevention, to ongoing education, which we have. We increased our education, our fire prevention activities over the last year. Strong fire codes, continuing to ensure that people live and work in a safe environment and in an environment where it's less likely for a fire to happen in the beginning. And it's many of those things that can be done we plan on doing. Our smoke alarm program which has been very instrumental in preventing fires. We plan on retrenching in those areas, and going back and checking and ensure that people have done the things that we have pointed out over the years, which is making sure that they have alarms, making sure that they keep their environment safe, as far as hazards, and make sure that they correct any 948 Operating Budget - 3/16/05 hazards in their home, make sure that they have home fire escape planning together as a family and do the drills, make sure that they know how to get out of that house. So, those things coupled, we believe that we will continue to drive the fire death rate down and also the injuries to our citizens.

Certainly, we know that whenever we have called, with regard to community organizations, whether they be mere cleanups, whether they be community fairs, you and your department have been there talking about smoke detectors, meeting with people, letting the kids climb all over the fire truck, which they love to do. And we think that you absolutely have been a hands-on person, that you're doing a great job for us. Thank you very much. COMMISSIONER AYERS: Thank you.

Thank you, Madam President. 949 Operating Budget - 3/16/05

Commissioner, in your testimony you say that you have a reduction in personnel, I believe by 102 positions. COMMISSIONER AYERS: Yes.

How many of the 102 are firefighters? COMMISSIONER AYERS: Okay. 80 to 90 are firefighters. The others are civilians.

Now, the 80 to 90, I assume they went out on DROP or they retired. COMMISSIONER AYERS: Yes.

We haven't actually laid any firefighters off. COMMISSIONER AYERS: Not at this time, no, nor would we intend on laying any firefighters off.

I would certainly hope not. Commissioner, on , as I look at this personnel service summary, I note that we're certainly having less personnel. And with less personnel, we're cutting the 950 Operating Budget - 3/16/05 overtime budget by more than $7 million. Are you going to be able to do that? COMMISSIONER AYERS: The reductions that you see are based on several things: One, the assumption that the station -- excuse me -- the company, not the station, the company closings will go in on July 1st. And also, we're making the assumption that we'll be able to continue to put on classes, as we have a class at the Fire Academy now, that we'll continue to be able to put another class on with the budget and to bring the number, the actual number, of personnel more level, to where we won't have to do the overtime.

It's a little confused. And I would really love you to explain to me: How does cutting the engine and ladder companies save you overtime? COMMISSIONER AYERS: The cutting of the engine and ladder companies, as related to overtime, is not directly related to overtime in that manner. 951 Operating Budget - 3/16/05 Whatever the service delivery level is is -- as far as overtime -- is based on how many people we have, our men and women, to actually staff those positions. And if we don't have... Like, right now, we have a class in, so we don't have enough people to actually staff the positions, so it drives the overtime. Contractually, when the apparatus roll out, we have to have every position filled.

Can I ask you how many are in the class. COMMISSIONER AYERS: Currently we have approximately 65, 70 people in the class.

All right. I'm sorry. There are a couple members that would like to be recognized. Councilwoman Miller.

Okay. Thank you, Madam President. Commissioner, I just have a couple questions. And also, I want to commend you 952 Operating Budget - 3/16/05 for... I believe you're dining a very good job. Is the First Responder Program the same as it was a couple years ago when you send the fire truck out first? Is that what you're -- Are you still doing that? COMMISSIONER AYERS: Yes. We still have an active First Responder Program in the City of Philadelphia.

And that is actually when you send the truck out, not the rescue or something like that. COMMISSIONER AYERS: We send the rescue, if they're available. If we don't have the rescue available or a second rescue available in that area, then we send the first available engine or ladder company to provide basic emergency medical services to our people.

Okay. Because I guess because I'm not home a lot during the day I never... Seems like I used to see that a lot, but I don't see it any more. Maybe because I -- 953 Operating Budget - 3/16/05 COMMISSIONER AYERS: It's still there; yes, it is.

Okay. I also want to ask you about the availability of having someone from the department come out and do community education, particularly around the electric -- It's Electric Campaign. Your department is available to have someone come out in the evenings for community education. COMMISSIONER AYERS: Yes. If you call and let us know the location, we will have someone there to do a presentation on whatever the subject matter, as related to fire prevention you would need.

Okay. I think people think when they buy those... You know, a lot of the houses were -- Oh, I know when I moved into my house, I had to rewire the entire house because the old wiring doesn't support a lot of the new appliances like your microwave, et cetera, et cetera. So I think people think, when they 954 Operating Budget - 3/16/05 buy those strips -- I forget what you call them. That power strip? That solves the problem. And it really doesn't. And so, I'd like to... There are community meetings, where I think people need to get this information. And, you know, giving out the smoke alarms are good. And I know that you and I are working on the carbon monoxide detector project also. COMMISSIONER AYERS: Yes.

So I just want to thank you for being involved in those kinds of fire prevention and fire safety activities. And that's about it. Thank you, Madam President.

You're welcome. The Chair recognizes Councilman Nutter.

Thank you, Madam Chair. Good morning. Good morning, Commissioner. COMMISSIONER AYERS: Good morning, 955 Operating Budget - 3/16/05 Councilman.

I just have a couple questions. Something you said earlier, I wanted to make sure I was understanding, in response to a question raised by the Council President with regard to staffing levels. I thought I understood you to say that because of a reduction in personnel, you anticipated a reduction in overtime. And I was trying to understand that, in the context of normally if you have fewer people, your overtime costs may actually go up because you have less personnel; and therefore, you have more work for the people that you have. So, I was trying to understand how a reduction in personnel would also lead to a reduction in overtime. COMMISSIONER AYERS: Okay. It's actually with the closings, it would be a reduction in the number of staffing positions.

We're not... I 956 Operating Budget - 3/16/05 just want to make sure we're speaking the same language. We're not closing anything; is that correct? COMMISSIONER AYERS: No. We're not closing any stations.

Yeah. COMMISSIONER AYERS: We're actually closing engine companies and ladder companies which reduce the staffing slots.

Okay. They're being removed. COMMISSIONER AYERS: Yes. So in that manner, you would have the reduction of contract slots that have to be filled.

Right. COMMISSIONER AYERS: So you have the reduction in the overtime. But currently we still don't have enough staff to fill the slots that would be available to be filled, even if we had the closings.

Well, are those positions going to be filled? 957 Operating Budget - 3/16/05 COMMISSIONER AYERS: Yes. We have a class in now, and we plan on putting another class in, if the budget provides it, immediately after this class.

Well, suppose you're not able to do the second class? COMMISSIONER AYERS: We would fill those slots based on the contract. We would fill those slots with overtime. And also, we have a paramedic class coming up to fill...

So at that point -- COMMISSIONER AYERS: ...in six months.

-- would your overtime costs possibly go up. COMMISSIONER AYERS: If we don't get the class, the overtime... overtime -- Based on how many slots are filled, and how many people go out on the DROP, it may or may not go up.

Well, let me ask this question: This removal of either engine or ladder companies, depending on the 958 Operating Budget - 3/16/05 location, six months, eight months into that process, if there is a noticeable increase in response time, how will the department cope with that or would some of those either ladder or engine companies return? COMMISSIONER AYERS: After that there will be monitoring. We will have monitoring set up. If there's an increase, then we have... our duty is to report it, that we have an increase. We would report that to the Managing Director and to the administration that this is the increase, that this is what the statistics were. And we would present it to them. And based on that, we would present what our opinion of that would be.

Well, let me ask this question: Let's say you go through all that process. You've been a firefighter for a long period of time. You have an outstanding record. You're a professional in the business. If response times do increase and, you go through all of this analysis, I mean, 959 Operating Budget - 3/16/05 what would your position be, as it relates to the need to have any of these either ladder or engine companies return? I mean, what position would you take at that point? COMMISSIONER AYERS: Response time currently is the N.F.P.A. response time is basically a guideline. Other things would have to be analyzed. Do we have increased response time? And we have increased loss of property. Do we have a significant increase in injuries to people? Anything like that? All of those things would be looked at. But primarily, yes, the response time would be looked at, if we have an increase in response time. And I would make the appropriate decisions on that and suggestions to the administration.

Attached to the testimony is a service level impact statement. If I'm reading this correctly, we have average response time you anticipate for FY'05 and FY'06 at four minutes and thirty seconds; is that correct? 960 Operating Budget - 3/16/05 COMMISSIONER AYERS: Yes.

Okay. And in FY'02 it was four minutes and nineteen seconds. In FY'03 it was four minutes and twenty-eight seconds. In FY'04 it was four minutes and thirty-two seconds. Somehow in FY'05, the target projection and the current projection is four minutes thirty seconds. What I'd like to better understand is... I know what a target is. And I know what a current projection is. What is the actual? COMMISSIONER AYERS: The current actual, I would have to query the CAD system and get that information. I can get you that information.

Okay. And similarly, E.M.S. average response time in FY'02 was five minutes and fifty-four seconds. In FY'03 it was six minutes and thirty-five seconds. In FY'04 it was six minutes and forty-one seconds. And then in FY'05, target is seven minutes. The current projection for FY'05 is 961 Operating Budget - 3/16/05 six minutes and thirty-nine seconds. How is it that from the target, whenever that was developed, to the current we somehow shaved off twenty-one seconds? COMMISSIONER AYERS: Most of that is based on the increases in the emergency medical services runs. So, your exact question...

Well, do we have more people to go on these runs at this point? COMMISSIONER AYERS: No, we don't. The system is stagnant.

Well, if we have more runs with the same number of people, how are we lessening our response time? It seems to me if you have a static number of people and you have more runs... I mean, obviously I have never done this -- COMMISSIONER AYERS: Well, some of the --

-- but it seems to me you've got more people running around more places. 962 Operating Budget - 3/16/05 COMMISSIONER AYERS: Sure.

It would lengthen the time, not shorten it, unless you increase personnel which I believe you haven't done at the moment. COMMISSIONER AYERS: No, we have not increased personnel.

Right. COMMISSIONER AYERS: Some of the numbers that you see are based on the system. The system is dynamic. Runs could be at any place at any time. There is an increase, and... One second. (Pause) Okay. Again, it is about the system dynamic. As far as where runs go, it's taken from the CAD system. However, the fiscal year '05 projection that was the target projection was done in July. The current projection for '05, some of those projections were based on getting those eight medic units, the arbitration being over and done, and we being allowed to put those medic units in.

Well, I 963 Operating Budget - 3/16/05 understand that. But for FY'05 the current projection... Again, I'm struggling with the number going down. Your eight new medic units at best will not come on until July 1, 2005 which is the next fiscal year. I mean, I don't see -- I mean, you can't project the benefit of something in the future to the current. COMMISSIONER AYERS: They were done in July.

Yeah. But you won't get the benefit of the new units until July 1, 2005. The current fiscal year started July 1, 2004. COMMISSIONER AYERS: That was last July, right. Okay. It was done in July. What we will do is go back and bring the current projection and a redo on the projections.

Okay. COMMISSIONER AYERS: For '05, '06 targeted, with the medic units added. But I think that number was going to stay the same. 964 Operating Budget - 3/16/05 But we will get you the current.

I'd appreciate it. If you could forward it to the Chair. Two last things. I'll note on the same document, for both fire protection and E.M.S. -- And these are small. But we see how the trend is going, in terms of response times, which have been increasing over the last three fiscal years every year. And your citizen survey numbers, while it is a slight drop, it is a drop nonetheless. And they have been going downward over those same three fiscal years, where your response times are going up in a corresponding fashion for the same three fiscal years. My last question is: What are the national standards on both fire protection response, average response, as well as E.M.S.? COMMISSIONER AYERS: Okay. The national standard is the four minutes for engine, and it is...

Four minutes 965 Operating Budget - 3/16/05 even? COMMISSIONER AYERS: Yeah, four minutes.

And is this comparing... I mean, everybody that provides fire service? Are we being compared to everybody else? Are we in a smaller universe of major cities with either more than 500,000 people or a million people or... I mean, who are we being compared to? COMMISSIONER AYERS: We're being compared to everyone else.

Everyone else. COMMISSIONER AYERS: Yes.

And the national standard is four minutes? COMMISSIONER AYERS: Yes.

What is it on E.M.S.? COMMISSIONER AYERS: It's eight minutes.

All right. So we're over the average on fire and under the average on E.M.S. Is that accurate? 966 Operating Budget - 3/16/05 COMMISSIONER AYERS: Yes, that's correct.

That is correct. COMMISSIONER AYERS: Yeah.

Over the average on fire; under the average on E.M.S. COMMISSIONER AYERS: Yes.

Okay. All righty. If you could forward the other information to the Chair, I'd greatly appreciate it. Madam Chair, thank you.

Thank you very much. Councilman DiCicco. COUNCILMAN DiCICCO: Thank you, Madam chair, and good morning. Commissioner, just first let me publicly... COMMISSIONER AYERS: Good morning. COUNCILMAN DiCICCO: Good morning, Commissioner. First let me publicly congratulate 967 Operating Budget - 3/16/05 you on your appointment. I know privately I've said that. I just want to go on the record as saying congratulations. And I've heard a lot of good things about you, both within the administration, and from the union and rank and file. Most people speak about your integrity, and I look forward to working with you. COMMISSIONER AYERS: Thank you. COUNCILMAN DiCICCO: I do have some questions. They may be somewhat tough, but you have your job and I have mine. You know about the arbitration, obviously. And we still not have had a decision. Do you have any idea when that decision might be coming down? Have you heard anything? COMMISSIONER AYERS: I have not heard anything. We do not know when that decision will be rendered. COUNCILMAN DiCICCO: If the arbitrator rules in your favor, how long will you think the department would take to implement the plan, the plan on the 968 Operating Budget - 3/16/05 redeployment, the realignment? COMMISSIONER AYERS: We think that we could roll out the plan within a four-week period. COUNCILMAN DiCICCO: If the arbitrator rules against the department, what happens? COMMISSIONER AYERS: If the arbitrator rules against the department, then it would be whatever actions the City took at that time. But I know that one of the things that would happen is, it would pretty much force the continued overtime during this fiscal year. It would force the situation that we're in now to remain, as far as paying out overtime, preparing for more classes, the other things that we're doing. COUNCILMAN DiCICCO: I'm not clear on that. 8 million budget cut is all generated by overtime? COMMISSIONER AYERS: No. That was 969 Operating Budget - 3/16/05 just a general statement. COUNCILMAN DiCICCO: Maybe I don't... Because I'm not clear on your response. You're saying... When I asked you what happens if the arbitrator rules against the department, what are you prepared to do, I'm not clear on why that would drive the cost of running the department up, in terms of overtime. COMMISSIONER AYERS: Well, excuse me. Let me further explain. What I'm saying is, if that's the case, we would continue to operate as we operate now. COUNCILMAN DiCICCO: Okay. COMMISSIONER AYERS: And we operate now in a deficit, based on DROP and other things. And we currently pay out overtime to staff all of those positions. So we would move forward as we are now. 8 million back to the department. The Mayor vetoed the bill. Council 970 Operating Budget - 3/16/05 overrode his veto. 8 million available to your department. 8 million, and it was not being removed from your budget, that we wouldn't have an issue on the operations of the Fire Department as it currently exists today? COMMISSIONER AYERS: We don't have the money. If we had money put in our budget, of course we would -- we would operate the way we would operate, with that additional funding. We don't have any. COUNCILMAN DiCICCO: How are you operating today under the current staffing level, company level, all the things we're talking about that are in relationship to the proposed realignment that has not yet taken place? How are you able to operate within your budget? COMMISSIONER AYERS: We spend overtime to actually fill the slots that we 971 Operating Budget - 3/16/05 need to. COUNCILMAN DiCICCO: But apparently you have the finances to operate the department, notwithstanding an arbitrator's decision, as to whether or not these cuts are valid or not. You're operating. COMMISSIONER AYERS: The administration currently, obviously, will make us whole for this year. We don't have -- It's not in our budget, as you can see. COUNCILMAN DiCICCO: I know. That's the proposed budget. COMMISSIONER AYERS: Right.

COUNCILMAN DiCICCO: Since the reemployment plan has not gone into effect, is it safe to say that you have spent some of those funds? COMMISSIONER AYERS: We've spent funds that were overtime funds that we use to fill those slots. Yes, we are spending the money, yes. COUNCILMAN DiCICCO: So this Council made the right move in doing the transfer 972 Operating Budget - 3/16/05 ordinance and providing, at least, the financial resources to keep the department functioning at its current level. Let's go back. Let's go back. 8 million; is that correct. COMMISSIONER AYERS: Yes. COUNCILMAN DiCICCO: The redeployment plan is based on this budget reduction; is that correct? COMMISSIONER AYERS: Yes. COUNCILMAN DiCICCO: And if it were not for the insistence of this administration for the department to cut its budget, would you be proposing this plan? COMMISSIONER AYERS: I'm proposing the plan based on the budget, that's correct. COUNCILMAN DiCICCO: So you would not be proposing it were it not for the budget. COMMISSIONER AYERS: I probably would not be proposing it if -- if it wasn't for the budget. COUNCILMAN DiCICCO: Solely based on 973 Operating Budget - 3/16/05 budget consideration. You're not proposing the plan because it makes our businesses, constituents, visitors and others feel safe... safer. COMMISSIONER AYERS: Say again? COUNCILMAN DiCICCO: You are not proposing the plan because it makes our businesses, constituents and visitors safer. COMMISSIONER AYERS: No. The plan is being proposed because, one, on the budget; and two, on more effective management of the resources that we have. COUNCILMAN DiCICCO: All budget driven. COMMISSIONER AYERS: Yes. COUNCILMAN DiCICCO: But not because it's going to make people safer. COMMISSIONER AYERS: No. This was not a plan to come in and make people safer per se. COUNCILMAN DiCICCO: Well, you believe that people will be less safe as a result of these budget cuts? 974 Operating Budget - 3/16/05 COMMISSIONER AYERS: No. As far as safer, in the sense of fire protection, and as far as the sense of safer, as related to emergency services delivery, the plan included better delivery of emergency medical services. COUNCILMAN DiCICCO: But does it -- COMMISSIONER AYERS: With the addition to the eight medical units. COUNCILMAN DiCICCO: But does it include better services for putting out fires? COMMISSIONER AYERS: The services that's available for putting out fires is not going to be decreased in that sense. COUNCILMAN DiCICCO: And that's where we differ from their department and the administration. We don't know how you can deliver the same level of services today with less equipment. I just go back to the impact statement that Councilman Nutter was discussing with you a while ago. You project that the response time in '02 was four 975 Operating Budget - 3/16/05 minutes nineteen seconds; '03, four minutes twenty-eight seconds; '04, four minutes thirty-two. It's consistent '05 and '06 to four minutes, thirty seconds. Are those response times based on the current status within the Fire Department today, current status meaning the number of companies, engines and ladders, that are available today? I would assume that that's how you came to these figures. COMMISSIONER AYERS: That's correct. COUNCILMAN DiCICCO: And the same applies to the number of deaths, although I see an increase in deaths projected in '05 and '06. And fire prevention activities, we'll get into that in a minute. So, the number of deaths you project to increase. And the response time is based on the current level of apparatus, and all the things that are presently within the Fire Department today to provide for public safety and putting out fires. Do you not believe that when you have less equipment going forward, in the 976 Operating Budget - 3/16/05 simplest of terms -- I'm trying to explain myself -- that you will see an increase in the response time?

COMMISSIONER AYERS: The numbers and the analysis that we did showed that we would not have a significant increase in response time. COUNCILMAN DiCICCO: But you would have an increase. COMMISSIONER AYERS: There would be some increase. COUNCILMAN DiCICCO: But not significant. COMMISSIONER AYERS: Not significant. COUNCILMAN DiCICCO: And how would that measure up to the national standards, that increase which is not, in your words significant. And significant, I guess, is in the ayes of the beholder. Ten seconds may not be significant, and a half -- thirty seconds may be. I'm not sure what that adds up to. But how would we then -- How would we then measure up to the 977 Operating Budget - 3/16/05 national standards? COMMISSIONER AYERS: We would still be in the area of the national standard. COUNCILMAN DiCICCO: You know, as a lay person -- I think I mentioned this to you once before. I just still can't imagine how -- And I use Ladder -- the response 9 time to the day care center in South 10 Philadelphia, how you will not increase 11 significantly the response time, if the ladder from 4th and Snyder had to respond to that in the event that Ladder 11 were not there. I just can't imagine that it's not going to be a significant increase in the response time. I mean, I'm a lay person. I just got to know that it's going to take you longer to get blocks than it takes you to 20 get 10 blocks -- to go 10 blocks. And I get frustrated with this argument because it's... And I know you have your job, Commissioner. This is all about the budget. And this Council made those corrections. 978 Operating Budget - 3/16/05 And I just can't understand for the life of me, although I have some opinions, as to why this administration insists on, in my opinion and in the opinion of many others, putting the lives and properties of people in this City in jeopardy. Eleven companies in the first Councilmanic District are going to be, under the plan, realigned. S. units. But they're not fire stations. They're not firefighting equipment that's there. And I know we went through this the last time you were here, and my mind just hasn't changed. In my opinion it just doesn't make sense. And again, I know you have your job. But you're a firefighter, and you have people who you're responsible for. ) COUNCILMAN DiCICCO: -- and make that... And I'm not lecturing you. Because you have a responsibility in your job. And I understand budgets. We all understand budgets, but your main responsibility, in my opinion, is to the people who you represent, the people who go out and put their lives on the line every day for the citizens of this City. And if they don't have the equipment to do the job, and it's not available, and it's going to take them longer to get to a fire, we all know -- we all know with certainty that the fires will spread, there will be more public damage to properties, more damage to properties, and possibly loss of life or injuries to firefighters and citizens alike. It doesn't take someone with a firefighting background to figure that out. 980 Operating Budget - 3/16/05 COMMISSIONER AYERS: We plan on and I do and am very much concerned with all of our firefighters who go out every day. COUNCILMAN DiCICCO: And I'm not suggesting that you don't. COMMISSIONER AYERS: Okay. But I'm just saying -- COUNCILMAN DiCICCO: But the rubber's meeting the road. And I think... I'm imploring you, as the Commissioner, to get back down to the administration and say, look, budgets are budgets. But the reality is, when they did these time trials, the ones we did in the Caucus Room with the pointers or whatever it was, it doesn't... 20th and Market getting to Old City is going to take a hell of a lot longer than the fire equipment at 4th and Arch, which is in Old City, to put out a fire. And they did it with -- as the crow flies or as a bird flies, whatever they call it, straight line stuff. No one's going to convince me.

No one is going to convince me 981 Operating Budget - 3/16/05 that we're not putting ourselves in a situation. And structural fires are down, and all those things. But Philadelphia is still basically built with sticks. Old City is a Stick city built with sticks, except for a few new high-rises that have just gone up. South Philadelphia, Port Richmond, Kensington. They're row houses. There's something in the national standards -- and I've got to look for it when I get back in a few minutes -- about houses that are contiguous, row houses and what the standards are -- mean to that type of construction, as opposed to houses that are single-standing houses, separated and have set backs. There is a big, big difference here. You know that. I know that. Everybody who fights a fire in a big city understands that. COMMISSIONER AYERS: One of the things that I want to show you is that as the crow flies is not the only way that we analyze those responses. And also, as the Fire Commissioner I 982 Operating Budget - 3/16/05 need you to understand as well that I am concerned with all of my firefighters, the men and women, the paramedics, and everyone that delivers service. One of the things that we want to ensure all the time is that when they go out, we want them to come back home. We want them to be safe. We want them to be able to respond, and be able to deliver the service to whatever the location is, as far as fire equipment, the things that they need to mitigate the circumstance. And we work hard at providing those things. And I do understand what you're saying, as related to the reduction in equipment. It is the budget, and that is what we're working with. COUNCILMAN DiCICCO: And that's all we're here for, budget. COMMISSIONER AYERS: And we have to do it in a safe manner. And that is our goal and that is what we did. COUNCILMAN DiCICCO: I do have a few 983 Operating Budget - 3/16/05 more questions. I'll just hold off for a minute. Again, the word budget is the operative word here. You admitted it. Your predecessor said, were it not for the budget, this plan never would have been proposed. And that tells me, in my opinion, that this is not being done in the best interests of the firefighters and the citizens of this City. I mean, there's nothing else. I can go on and on like that. ) COUNCILMAN DiCICCO: My legislative assistant has done a wonderful job of putting together questions. It all comes down to that one issue. We made the appropriations. We transferred the money. This administration is insistent, insisting on making these cuts, maybe purely for political purposes. That's a dangerous place for us all to be in, if that's what we're doing. All right. And that's not your problem. 984 Operating Budget - 3/16/05 But I'm imploring you again to maybe put some sense into those folks downstairs and say that this is not really the right way to go, this is not in the best interests of the firefighters, this is not in the best interests of the citizens. Yeah, they'll be as safe as these folks can make it be because their burden is going to be on them to fight a bigger fire because it's going to take them longer to get there. It's going to be on the burden of the people who live in those houses and those businesses, to hope that somebody gets there in time to get them out of the burning building, which is going to take longer to get there. Significant response? We're not so significant. We agree it's going to take you longer to get there. Going to take longer to get there. And I don't think we're talking about two or three seconds. And I use Ladder 11 again. It's going to take you... I don't 985 Operating Budget - 3/16/05 know what the time is. Maybe I should go out in my car and try to get from 4th and Snyder to Passyunk and Dickinson.

But my estimation is it's going to take me three minutes longer to get there without a siren, two minutes with a siren, provided our South Philadelphia residents don't park too close to the corner, they're not triple and double parked with the lights flashing in the middle of the street, and all those issues that are reality issues in South Philadelphia and other tight neighborhoods like Port Richmond. It's insane. This is... I said from day one it made no sense. It may make sense politically for some people, but it doesn't make sense in terms of safety. And I don't want to go on a soap box. Just, Brian, I really appreciate the work you did. But this is just going to go on and on and on, until that second floor realizes that this is not the way to pay back people who didn't support them, including me. ) 986 Operating Budget - 3/16/05 COUNCILMAN DiCICCO: It doesn't make sense. And Commissioner, I'll say it again. I think you need to help us drive that message home. We'll give you the money. 8 million. You're going to have your money. All right? I think yesterday Councilman Kenney was questioning the Police Commissioner. There's point some million -- $19 million 13 in overtime budget, and they can't figure out 14 how to spend it. 8 for the 15 firefighters. 16

It's 7.9. COUNCILMAN DiCICCO: Give us $6.8 million for the firefighters. And it still leaves $12 million for the police. 19 percent. Whatever. I'll let you handle that, Councilman. You were here. I was watching you on television in my office yesterday. There's money there. There's money there. We shouldn't be playing around with 987 Operating Budget - 3/16/05 the public safety. Mess with me in my District, cut all the other stuff you got to do. I'll battle. Not with public safety. Makes no sense. So, I'm going to rest my questions. (Applause.)

The Chair recognizes Councilman Kenney.

Thank you, Madam President. Thank you, Councilman, for as a resident of your district in South Philadelphia, I want my family safe. God forbid my home is on fire. I live a block away from the day care. Commissioner, I think it would be illuminating for the public and for the public watching on television of you could kind of just walk through what an engine company and ladder company does in a typical row house fire that's occupied. What are their responsibilities when they arrive on the scene, engine and ladder company? I assume they're the first two 988 Operating Budget - 3/16/05 responding companies to a row house fire. How many people are on each apparatus? What is it their function to go in to do? What do they do? Just start with the engine company, if you can. COMMISSIONER AYERS: Okay. An engine company and a ladder company, when they arrived on the scene, it's the responsibility of the incident commander to stop, assess what the deeds are, all of the different points of information that present themselves to that incident commander. He or she then makes a decision on what the initial deployment is going to be, orders for incoming companies that will be arriving along with them. Subsequently after they arrive, they give them orders. They give further orders, if necessary, to the Fire Communication Center that would indicate whether they needed more companies to come and to help them out. Then they would turn their focus to immediately doing battle with the fire. If 989 Operating Budget - 3/16/05 people are hanging from windows or people are said to be trapped, they would implement a rescue plan to make sure that those folks are -- those citizens are out of that dwelling, are rescued, located and taken out. The ladder company works in unison with them. There are certain processes and procedures that they go, through from ventilation, to ensure that the firefighters themselves get into the structure in their protective gear, and do those things, search. Battling the fire, sometimes you have to put the fire out to get to the people.

Is it safe to say that the engine company personnel are responsible for mostly the hose lines and for the fighting of the actual fire itself, while the ladder company for the most part, although people will do various jobs, to assist each other, are responsible for getting up on the building, getting the windows open, getting the roof open, if necessary, so that... and also do search and 990 Operating Budget - 3/16/05 rescue. They're the people generally wearing the breathing apparatus. And in some way, after you open the building up enough and the water's pushed through enough, the smoke rises out or comes out of the back to clear the place from the smoke which is really the main killer of people in a row house fire. I know people die of fire itself, burns. But generally it's smoke inhalation that fills a firefighter or civilian. Is that pretty fair? COMMISSIONER AYERS: Okay. With the exception that everyone, everyone wears self-contained breathing apparatus.

To enter the building. COMMISSIONER AYERS: It is generally. Generally what you said is true.

Okay. But as far as opening up the building, getting the smoke out, using the water spray to move the smoke and the carcinogens out of the building so people can -- 991 Operating Budget - 3/16/05 COMMISSIONER AYERS: Engine practices versus ladder practices, yes.

And they work in tandem because that's the system that works the best. COMMISSIONER AYERS: That's correct.

In the event -- and it's a possible event -- that in an involved roundhouse fire with occupants that need to be rescued, and the ladder company, and Ladder 11 for example, has another job somewhere -- and there may be two other jobs possibly at the same time or God forbid, you know, we have another industrial type of accident or fire, the tragedy at the Kimmel Center or the almost tragedy at the Kimmel Center, the Gulf Refinery, any of these things that could happen coincidentally. But even despite that large issue, large possible tragedy, if the ladder company is delayed because it's on another job, and there's a fully involved row house fire with occupants, and we need to wait for a further-away ladder company, that tandem, 992 Operating Budget - 3/16/05 that hand-in-hand work together, gets dysfunctional, I would assume, if the engine company arrives and the ladder company is delayed. COMMISSIONER AYERS: It's not optimum. And it happens almost all the time.

What do you mean all the time? COMMISSIONER AYERS: It happens all the time. We have situations like that all the time. We faced that most recently a couple of days ago. We had an extra long fire going in West Philadelphia. We had another box alarm going further in West Philadelphia. So what we do is, our system is dynamic. What we do is, we stop. We allow the Fire Communications Center to look and do what they do, what we train them to do, to stop, relocate vehicles, engines, ladders, so that we can prepare to cover, uncover situations. So it does happen all the time and it does knock that engine company. They're a little out of sync. They're not at 993 Operating Budget - 3/16/05 their optimum. That incident commander, whoever he or she is, has to rethink that situation, because now that's another element that is presented to them, so that now they have to move forward and make other plans to resolve the situation.

So if that's not an uncommon situation, how could we justify the further elimination or further dysfunction of taking those other proposed units out of service? I mean, if this is a common-place thing and you guys are juggling now, how much can you juggle before something tragically happens, or the company can't show up at all, or they're delayed two or three jobs away? It seems to me that the way you're describing our current situation is not the best we'd like to see it. Why would we further worsen the situation by taking those companies out of service? COMMISSIONER AYERS: It's not that it's not the best that we would like to see 994 Operating Budget - 3/16/05 it. What it is is that we are stuck, as we are, in a city with firehouses who are located -- that are located where they are located. And some of the things that happen in a dynamic system like a fire service is, you have situations where you can't tell... Every day you don't know where the fire is going to be, just as was stated previously. So, what you do is, you adjust to where the fire is.

But you know, the argument about where fire stations are located, I understand if the station is located in an area that's losing population or that the population is not what it used to be at a particular time, say 20, 30, 40 years ago. But in the First District Councilman's situation, that has been an increasing population of numerous -- much more -- much higher number of high-rise buildings, multiple occupancy in Old City, 995 Operating Budget - 3/16/05 even in South Philadelphia, and in Northern Liberties, and places like that, where there are not only more people living there than used to live there, but they're living in more condensed space, on top of each other. To me, it just seems it flies in the face of logic, as Councilman said, that why would that District be the hardest district hit, if it's probably the largest growing and more dense population that we have in the City, especially when we have areas of high rises or multi-family dwellings that could be a major tragedy, again, if that ladder company's got to come from 20th and Market to 3rd and Market. I mean, doesn't it fly in the face of logic? COMMISSIONER AYERS: It's where most of the resources were, and where we were able to draw resources from and still be able to provide the service to the area. That is basically what that's about. It's where the bulk of the resources were. And if you look at it, that's what happened. We still are able to provide the service to that 996 Operating Budget - 3/16/05 community.

I understand what you're saying. I, again, respectfully, can't agree with it because it doesn't -- it accomplishes an explanation of the company line, but it doesn't explain away what we obviously can see that we think is going to be a problem. And again, I respect you. I know you are a firefighter, been a firefighter your whole career. And you know, you've been in those situations, and you've seen the tragedy, and you've seen the success. And again, I would echo Councilman DiCicco's request, that somebody's got to talk to them down there. I mean, they just -- Whether it's -- Whether it's a budget issue, which I tend to believe it's more than a budget issue, or a political issue, it is really, really a dangerous game that they're playing. And I think in your heart of hearts you know it. I understand. I won't put you in a position to have to say something 997 Operating Budget - 3/16/05 publicly about it. But privately, if you could just talk some sense to them or try to, it would really be a help for all of us who live in the First District and other parts of the City who are losing this service. Thanks.

The Chair recognizes councilman Rizzo.

Thank you, Madam Chair. Commissioner, in your testimony today, you talk about the department's Fire Academy upgraded its training programs. Could you comment on the decision which amazes me. I've never heard of an employer that doesn't provide training to their employees. And I learned that the paramedics are not going to be receiving training while they have to go find it on their own. I've never heard of such a thing. Why would we not be training our paramedics? Apparently it was being done on 998 Operating Budget - 3/16/05 overtime. And now to eliminate the overtime, the training's going to go. Can't you figure a way, if in fact what I'm describing to you is correct. COMMISSIONER AYERS: That's incorrect.

Do it on the clock? COMMISSIONER AYERS: That is incorrect that they're not going to have the training. They have to have the training. Otherwise, they lose their certifications. If they lose their certifications, they can't work. So...

Commissioner, I'm not suggesting that what you're telling me is not accurate. COMMISSIONER AYERS: Right.

But I've got this from a fairly reliable source, that there's something going on in the area of training. You're telling me there's not going to be any change starting in July about training of 999 Operating Budget - 3/16/05 our... Not E.M.T.'s. I'm talking about paramedics now. COMMISSIONER AYERS: Right.

There's nothing going to change? COMMISSIONER AYERS: Currently there is... They're being trained right now the way they're normally being trained, and that is on overtime. As far as what happens, through contract arbitration on the way the training is delivered, I'm not sure how that's going to work out. But I do know that currently the training is, we provide the training. They give it on overtime. This is allocated right now. And they are scheduled for their regular training.

All right. So you're telling me that nothing is going to change. But we need -- We have the Labor Relations people over there that can come to the table and explain. I need to know today, is anything in 1000 Operating Budget - 3/16/05 the pipeline that is going affect the training of our paramedics. So if you as the Commissioner don't know or one of your staff could -- President Verna, could you ask? It's a contract issue.

He's conferring with his aide. Let's see what if he has an answer.

I think Labor Relations is here, too, just for your...

All right.

I think. Am I right?

Commissioner, are you in a position to answer the Councilman's question? COMMISSIONER AYERS: Actually, I'm in a position to say that there was a proposal that went forward to try to -- to talk about, trying to save the City funds and still have a higher level of training provided to the paramedics.

Well, what's the answer, Commissioner? Did you abandon that 1001 Operating Budget - 3/16/05 crazy idea? COMMISSIONER AYERS: Well, I don't think it's a crazy idea to try to save the City money and give a higher level of training to the paramedics.

Well, how are they going to get the training? COMMISSIONER AYERS: The training would be provided by the City.

Well, how are you saving money if it's going to be provided by the City? COMMISSIONER AYERS: Well, it's only proposed. And it actually would save money if we could do some of the training in the way that we do training. And there is no proposal on the table to lessen the amount of training that paramedics get, nor that they need, in order to do their job and maintain their certification.

You're always straight with me. I'll be straight with you. I've been told that the paramedics after July 1002 Operating Budget - 3/16/05 will have to go out and get their certification on their own. You're telling me that is not true. COMMISSIONER AYERS: At this point that is not true.

Well, Commissioner, don't use "this point" with me. Either it's not going to happen or it's going to happen. Then if there is something that could develop at this point is a dangerous word. So, tell me what you mean by "at this point" that it's not going to happen. Is this something that you're considering to do, send them out to get their own training? I don't mean to argue with you, now. I just need to... I have a responsibility here. I spend a lot of time in this room. And I have people that ask me questions, and I need to get the answers. And I need them straight. Are you planning to abandon the training that keeps our paramedics certified? Are you going to do that on the clock, on 1003 Operating Budget - 3/16/05 overtime? Or from what I understand, they may have to go out and get it through some other source outside the Fire Department. So, just make it real clear what's going to happen going forward because I hear somewhere around July there is a decision that this should -- this possibly could occur. I would like to hear today that it's not going to happen, and if it is going to happen, what's going to happen. COMMISSIONER AYERS: Okay. This is a reiteration, that there is a proposal that went forward to lessen the cost of the training to the paramedics. It will be provided by the City. And it is something that's going on the anti-arbitration table. It may or may not happen.

Commissioner, if it's being provided by the City now, what are you going to do to continue the City to provide the training to save money? I don't understand. Your training them now. How can you save money by what 1004 Operating Budget - 3/16/05 your proposal is? I don't get it. Pretty normally fast on my feet when it comes to this stuff. You're training the paramedics now. What could you do a month from now, two months from now differently to save money and how much money? COMMISSIONER AYERS: It would be the way the training is delivered. It would be more training. And currently it's only a proposal that's going forward.

Tell me about the proposal, please, or have the people that are making the proposal to you explain it. I really need to know. The training is critical to me. I don't need a paramedic to show up at the scene of a person in stress have to go open a book up to Chapter 10. Commissioner, do you mind him speaking? Do you mind this gentleman -- Do you mind him explaining this to us?

All right. I think someone is approaching the table to respond. I'm going to have Bill Graub 1005 Operating Budget - 3/16/05 explain.

Thank you. Mr. Graub, welcome.

Bill Graub, Director of Labor Regulations. Currently we are in negotiations for a new contrat, to begin on July 1st with the firefighters. Parties have exchanged proposals, and we have met and discussed several times between the firefighters' union and the City. One of the City's proposals is to revamp the way we train paramedics.

Could you explain what you propose to do, and how you propose to do it, and how you propose to save money and have a high quality of training?

The proposal is to change the training program to enhance the training program, but to do it on off hours.

On the clock.

Off hours.

What's that mean?

When you're not on the 1006 Operating Budget - 3/16/05 clock.

Overtime.

No. 5

Well, please. I mean --

Non-pay status.

Who's going to do it?

What? Who's going to do it? The City is still going provide it.

I never heard of an organization -- I worked in corporate life for 33 years, and I never was asked to come to work off hours to learn to do my job.

Well, we are requesting that at this time.

You're requesting that.

Yes.

Seriously?

Yes.

You're going to train people -- You're going to ask people to be current in life-saving techniques, and 1007 Operating Budget - 3/16/05 you're going to ask them to come in at night and on Saturdays to get that training, no 4 overtime, off the clock.

Yes. UNIDENTIFIED VOICE: Money for lawyers.

You know, it amazes me. You guys are digging your own grave. I just can't believe this City is coming up with these wild, crazy ideas: Close firehouses. You want paramedics, one of the most important jobs in the world, to save a life, and you want them to come to work... Who came up with this idea? Did you come up with this idea?

This was developed by the City negotiating committee.

Give me an idea -- So, somebody came up with this idea. And explain how this worked. You put this into the contract or...

We have proposals. The 1008 Operating Budget - 3/16/05 parties exchange proposals. They have their --

And you proposed this?

-- proposals and we have our proposals. And this is one of the City's proposals.

You proposed this to the union?

Yes.

I can assume the response, but where does it -- Have you abandoned it?

We are currently in the interest arbitration procedure now, where the parties have --

Well, all I can tell is, this is one Councilman that's going to fight you like hell over that one. That's crazy. When I said before that anybody pull this crazy idea off the table, I really mean it. Thank you, Madam Chair. That's outrageous to think that 1009 Operating Budget - 3/16/05 we're going to ask our firefighters --

Thank you. The Chair recognizes Councilman DiCicco. COUNCILMAN DiCICCO: Thank you, Madam President. I have two questions. At the arbitration hearing, Commissioner, are you familiar with the testimony that the consultant, the City consultant, administration consultant testified to? COMMISSIONER AYERS: At the arbitration hearing? COUNCILMAN DiCICCO: Yes. COMMISSIONER AYERS: I am familiar with what he testified to. COUNCILMAN DiCICCO: Do you know what his opinion was when the question or the question was posed to him about the issue of public safety? Do you know what his answer was? In relationship to the redeployment plan which is obviously the reason we're at arbitration. COMMISSIONER AYERS: It was a lot of 1010 Operating Budget - 3/16/05 testimony. I'm not sure which specific statement that you're referring to. And it is still in arbitration. COUNCILMAN DiCICCO: Well, the arbitration is ended. They haven't made a decision yet. But my recollection is that the consultant was asked a question in general terms about what is your opinion, in terms of public safety, in regards to this redeployment plan. And the consultant had answered, no 14 opinion. Do you recollect that? COMMISSIONER AYERS: It could have been his answer. COUNCILMAN DiCICCO: It couldn't have been? COMMISSIONER AYERS: I didn't say it couldn't have. I said it could have. COUNCILMAN DiCICCO: My information is that's what it was. My final question. You have testified, your predecessor has testified, were it not for the budget you would not have 1011 Operating Budget - 3/16/05 been proposing this plan. My question to you is, why would you not have proposed this plan? COMMISSIONER AYERS: Why would I not have proposed this plan? COUNCILMAN DiCICCO: The only reason this plan is being proposed, and has been agreed to or supported by you and your predecessor was strictly because of the budget which means you would not have proposed the plan. My question is, why would you have not proposed this redeployment plan? COMMISSIONER AYERS: Because I wouldn't have the budget constraint. COUNCILMAN DiCICCO: It's not really the answer. You've made plans. The department develops plans for the department to respond in the interest of the safety of its firefighters, the safety of the public responses, and things like that. That's what develops a plan. So, my understanding is that it 1012 Operating Budget - 3/16/05 should never have been done in the interest of public safety, this plan, in the first place. I have to assume that that's why there was never a plan, until someone said, we're going to whack your budget by $6.8 million. So it was not a plan that was thought out for the purpose of better management, more efficiency, more public safety, more safety to its firefighters, which is done, I'm sure, periodically within all departments, whether its firefighters, police, whatever department: How do we make this place run better? What is in the best interests of our employees? What is in the best interests, in terms of public safety, police and firemen, to make it more efficient. There was never any consideration for that until someone said, cut your budget by $6.8 million. Is that an accurate and fair assessment? COMMISSIONER AYERS: The previous 1013 Operating Budget - 3/16/05 Commissioner never talked to me about stopping to make a plan based on those things that you said. COUNCILMAN DiCICCO: Thank you. Nothing further. Thank you, Commissioner.

Thank you. The Chair recognizes Councilman Kenney.

Thank you, Madam Chair. I would request that Miss Reed could come to the table.

Is Miss Reed in the audience? Please approach the witness table.

Good afternoon. Please identify yourself for the record.

Good afternoon. I'm Diane Reed, Budget Director.

Thank you, Madam President. Thank you, Miss Reed. 1014 Operating Budget - 3/16/05 I don't think you were here when this happened, but I'm sure you're familiar with the fact that the City Council, through a transfer ordinance, restored the $6.8 million to the Fire Department's budget. The Mayor vetoed it. We overrode the veto, I think unanimously. And the question I have for you is, where is the $6.8 million?

Well, we had to restore the savings, pending the outcome of the arbitration. We had expected the four and four savings to be achieved. We don't think it's going to happen by the end of the fiscal year. Therefore, we are assuming the savings in '06.

What happens to the $6.8 million that we approved and overrode the veto on?

Well, that is in the budget. I mean, I was just checking the transfer ordinance to see what the change was. And one change that I note in the 1015 Operating Budget - 3/16/05 mid-year transfer ordinance is for savings that are not achieved as a result of the warehousing consolidation not going forward.

My understanding of what we did when we did the transfer ordinance was restore the budget cut that was proposed which created the need to do the warehousing or basically to shut down firehouses, which nobody wants to say, but that's what they're doing. Physically, the they said the building will be there but nobody will be in it. We make a transfer of $6.8 million to the department for the purposes of restoring that cut, that proposed cut. Why isn't the money spent?

Well, nothing has changed, as a result of the fact that the arbitration process is not over. So, right now spending is going on with the work force that the department has, as I understand it.

The $6.8 million that we restored is being spent --

Well, I will have to 1016 Operating Budget - 3/16/05 check on that for you, but that is my assumption.

Well, assumptions are difficult sometimes.

That's why I need to check for you. Sorry.

I appreciate that. I mean... I'm sorry. Madam President, is there some clarification? I mean, Mr. McPherson apparently is --

The Fire Department said they did not get the money. Is that what we're led to believe?

That's what the testimony was, they didn't get the money. And I think what Ms. Reed is saying is that they had the money, didn't realize the savings they thought they were going to realize, and are spending the money now to continue on fully manned as --

Yes. I would say, as far as I understand, we were hoping we would save that money because of the redeployment plan 1017 Operating Budget - 3/16/05 that the department had. But, you know, that hasn't been finalized yet. And so, I will get back to you on this. But that's my best understanding at the moment.

In the event that it's finalized against -- In the event it's finalized not in the best interests of the citizenry, as that's allowing the administration to do this, and we go through this process again of restoring the cut, probably having it vetoed, and probably overriding the veto again by or 16 or 17 15 members, what is the plan once we restore it 16 the second time? 17 I mean, the Commissioner says, were it not for the budget constraints, he wouldn't be doing this. So now we take the money that they want to cut and save, put it back in. He no 22 longer has a budget constraint problem. Why can't we just continue on without the warehousing of fire apparatus?

In order not to have a 1018 Operating Budget - 3/16/05 fiscal crisis, we had to take $70 million out of the budget for '06. This is one of the things that was an adjustment to achieve that. Now, let me just say, why do some of these decisions get made? I have somebody look at the numbers. When the City went into fiscal crisis in '92, there was also a recession. Property values dropped below the 1991 level, and did not come back to the 1991 level until the year 2000. The loss of reputation, the number of companies that won't come here, the number of people who will move out of town if the City fails financially is too staggering even to think about. You know, if there are adjustments like this that are painful but that management thinks will preserve the health and safety of the City, we need to do -- we need to do to live within our revenue constraints.

What is your view of the budget process? 1019 Operating Budget - 3/16/05 My understanding of the budget process, at least in the private sector, is that a budget -- fiscal budget for next year and five years out, four years out, is a road map for that company to follow, and it is a tool, it's an instrument. We've had a situation in the City where the Mayor has announced plans to spend tens of millions of dollars in unbudgeted monies, for example, Operation Safe Streets -- I think we learned about it when it was announced -- continue to spend overtime dollars, didn't tell us, wouldn't tell us how much they were spending. Still to this day we don't even know the final number on how much it is. But goes off books, goes off the budget, and spends money without any contact or discussion with the Board of Directors of this company, which is the 17 people who get elected to serve on this Board of Directors of this corporation -- And then say, well, now we're at a point of a fiscal crisis, where we need to cut probably one of the most 1020 Operating Budget - 3/16/05 basic City services a City could provide, and that is fire protection. And we're supposed to just eat it and say, okay, you're right. We won't put the money back. And if we put the money back, you're going to ignore it anyway. What is the whole purpose of having a budget process? I mean, do you view the budget as a working tool for a company or a government? I would think you do.

Well, a budget is the management plan in financial terms.

Right.

You know, it's how the management plan is paid for. You're absolutely right.

What do you think --

And the problem that we have now, given all the strategies that the administration might have, is that we have, you know, no cushion there which would allow us to do more, you know, opportunistic things as they come up in the year, like the Barnes 1021 Operating Budget - 3/16/05 opportunity coming up. We have, you know, no 3 latitude, really, to do much there.

Hopefully the Barnes will never go on fire because I don't think the fire company will get there to put it out. (Applause.)

My issue with being here -- After being here for years, 11 the problem that I see in this particular 12 administration is that this process is not 13 taken seriously. 14 This budget process is basically, go do your thing, pat you on the head. I'll change whatever I want to change. I'll spend whatever I want to spend. And in the end, after I'm done all my spending, without consulting anybody, we'll come back now and say, oh, by the way, you know that Fire Department? We've got to cut it. You know the Libraries? We've got to cut that, too. We don't have a cushion. We don't have rec centers. We're going to do all things differently now, and people are 1022 Operating Budget - 3/16/05 going to suffer as a result of it. I mean, as you can see, this process doesn't generate a lot of interest because I don't think anybody thinks it means anything. And it's really sad that this municipal corporation that we have here has a dysfunctional relationship between its Board of Directors and its C.E.O. And to me it's not putting us in a good direction. And I think that it's been this way for quite some time now. Probably not going to change. And we've got to sit up here and have long-term veteran firefighters go through this gauntlet, and when I know -- I can see -- he's going to give me the answers he has to give me. But I know in his heart he doesn't feel that way. And I know Commissioner Hairston didn't feel that way either. But he said what he had to say. I just think it's terrible to have to put these people through this, when there were decisions that were made unilaterally to put us in a situation that we're in today. 1023 Operating Budget - 3/16/05 And it's, again, all pre-you. So, you're not at fault. Sorry, Madam President.

Thank you, Councilman. Are there any other questions or comments from members of the committee? (No response.)

Commissioner, please know that -- And I know I speak for myself, but I guess every member of Council, when I say that we truly are very grateful to you and to your officers for doing such a fabulous job. And I hope that you did not think for one fraction of a minute today that we were attempting to criticize you or your office. But I think this is a concern that we all have, and this is the time to express it. So I thank you so much. And Council will stand in recess until 1:30, at which time we will have the Department of Human Services. Thank you. (Hearing recessed at 12:18 p.m.) 1024 Operating Budget - 3/16/05 (Hearing reconvened at 2:00 p.m.) COUNCILM

Good afternoon, everyone. This is a continued hearing of the Committee of the Whole. We will now hear from the Department of Human Services. Kindly introduce yourself for the record. We do have a copy of your testimony. It's your call. It is rather lengthy. We will certainly give a copy of it to the stenographer. It will be transcribed in full. And I would ask you to please summarize it, if you will. Will you identify yourself for the record and proceed with your testimony. COMMISSIONER GARNER: I am Cheryl Ransom-Garner, Commissioner for the Department of Human Services. Good afternoon, Madam President and members of City Council. I am Cheryl Ransom-Garner, Commissioner of the Philadelphia Department of Human Services. Today I would like to present to you an overview of the department's FY'06 1025 Operating Budget - 3/16/05 operating budget request, highlight some of our progress on behalf of children and families, and answer any questions that you may have. In the interests of brevity, I will not read the entire detailed budget testimony, but will be happy to address specific areas at the conclusion of my comments. Comprehensive testimony has been distributed and submitted for inclusion in Council's records. 8 percent over the department's FY'05 estimated obligations of $608,018,310. S. also receives $21,127,048 in grant revenue funding, placing our grand total of funds at $676,731,465. A detailed explanation of this allocation by class is included on of the submitted testimony. 8 percent increase is earmarked for increased services which 1026 Operating Budget - 3/16/05 include employment, training and housing services for youth aging out of foster care system, community-based alternatives to placement for chronically truant youth, as well as additional services for teens. It is important to note that these budget figures are based on current assumptions regarding the state budget. Changes in the final state budget that is passed by the legislature and signed by the Governor may impact this proposed request. S. more efficient, effective and accountable. I want to take this opportunity to highlight a number of the examples of our progress. 's five-year plan. Staffing. S. has 1,744 filled General Fund positions. We expect to reduce this number by by July 25 2005. None of the reduced positions will be 1027 Operating Budget - 3/16/05 direct service staff. Front end design. We're in the process of developing a strategy to reform our front end. S. 's child protection efforts, while strengthening our capacity to make thorough assessments and more informed decisions. We're also developing a structured protocol for child abuse hot line call takers to obtain information, and make consistent response decisions, based on pre-defined criteria. S. intervention and the most appropriate level of service. Our rapid assessment and service response initiative offered through provider agencies is a timely family-focused assessment of needs and strengths, and if needed, provides a short-term incentive service intervention for select cases during 1028 Operating Budget - 3/16/05 the investigation phase. This level of service during the investigation phase is unprecedented. S. is also improving its capacity to serve, strengthen and support children and families who do not meet the threshold for child protection, by connecting them with community based and/or non-placement services. We believe that a history of abuse or neglect should not be the only determining factor for a family to receive help from the child welfare system. From a technology standpoint, we are re-engineering our 11-year-old information system. The re-engineered system will combine many existing programs into one application, will reduce our reliance on paper and manual logs, and will improve worker efficiency. Phase I will be completed by June 2005. Permanency. In the child welfare system, we work to attain permanency for our children in placement.

Permanency can be 1029 Operating Budget - 3/16/05 achieved in one of three ways: Through reunification, stabilizing a family so that the child can safely return home; adoption, finding a permanent adoptive parent or parents to take legal custody of the child or through permanent legal custodialship which allows the court to award legal custody of a child to an individual who has substantial ties to that child after reunification and adoption have been ruled out. Over the past several years, we have realized a great deal of success in achieving permanency for our children, through an increased and strengthened collaboration with Family Court and the Law Department, as well as an internal focused effort around training and system enhancements. We have reduced the number of dependent children and out of home care from nearly 8,000 in July 2003 to less than 7,000 as of the end of January 2005. This is the lowest level in more than ten years. During FY'04, 1,674 children were 1030 Operating Budget - 3/16/05 reunified with their families, an increase of percent from FY'03. S. 4 finalized 759 adoptions, also a Philadelphia 5 record. S. fully 7 implemented permanent legal custodialship 8 with a comprehensive training effort, leading 9 to permanency for 382 children who would 10 otherwise still be in the system. 11 After care. S. closing the case 12 does not mean saying goodbye, as we must provide support to our families to strengthen them, and to prevent reentry into the system. 's performance-based contracting system for foster care, the department has enhanced the way in which it supports children, families who achieve permanency. S. now provides placement agency with resources to support a successful transition to permanency and prevent reentry into care. On the delinquent side, in 1031 Operating Budget - 3/16/05 collaboration with the Family Court and other stakeholders, we recently implemented a new model of after care that has been recognized by the McArthur Foundation as a model system project. In the new model the level and the intensity of services assigned to issues are based on a comprehensive and uniform assessment of their needs, assets and the risks that he or she poses to the community. Systems collaboration. Our parenting collaborative is the first organized effort to support and expand the existing network of parenting education and support programs in Philadelphia. It is expected to serve approximately 6,000 parents in FY'06, with a priority for families seeking reunification and special efforts for fathers and teen parents. The role that fathers serve in the healthy development of a child cannot be underestimated, and it is an area that we are working to strengthen. S. converted a work group -- convened a work group of the major organizations serving fathers in Philadelphia, to assist in the development of a focused effort aimed at reengaging absent fathers of youth and care, and supporting fathers so that they can remain a positive factor in the lives of their children. S. S. foster care. Our Parent Action Network provides support groups for fathers who are seeking reunification with their children in foster care, and with fathers who are incarcerated in the Philadelphia prison system. We are also working with the prison system to develop a standardized visitation protocol for foster children with incarcerated parents, to ensure that these parents can play a role in the family planning for their children. S. has been installed at each prison, to allow the incarcerated parent access to his or her child's social worker. Services for delinquent youth. Much of this work with delinquent youth occurs in the Youth Study Center, where we realized several positive outcomes during the past years. FY'04 marked the second consecutive year that the Youth Study Center's average daily population remained below its legal capacity of 105, and we are on track to maintain below-capacity limits again this year.

Preventing overcrowding at the Youth Study Center which only five years ago was daily occurrence, has helped the City comply with state and Federal legal mandates around population levels. And it has garnered Philadelphia national recognition for exemplary youth detention practice from the National Center on Juvenile Justice and from the Youth Law 1034 Operating Budget - 3/16/05 Center. Philadelphia's Youth Study Center is also the only accredited facility of its kind in the state. This reduction in population, coupled with several management initiatives, has also saved money. S. has reduced overtime costs at the Youth Study Center from $5 million in FY'01 to less than $3 million in FY'04. S. in collaboration with the Managing Director's Office, and the Office of Capital Programs, is moving much closer to achieving a goal of nearly two decades, moving the Youth Study Center from its current structure at 20th Street and the Parkway to a brand new, state-of-the-art facility. The design for the new center will include high tech improvements, such as key-less doors, as well as facility space, to encourage arts and recreation programs for our youth. The new facility will be built on a tract of land at 4800 Haverford Avenue in 1035 Operating Budget - 3/16/05 West Philadelphia, and is expected to open in October 2007. Teen initiatives, challenges in addressing needs of older youth. The number of entry and reentries into the system are increasing. Between 1998 and 2004, the population of teens in out-of-home placement rose from 28 percent to 40 percent of the total number of children in placement. S. with the responsibility of preparing these youth for living on their own as they approach adulthood. Much of this work occurs at our Achieving Independence Center where programs and services are fueled by national data and research. They are targeted to key areas such as education and transition planning, life skills development, job readiness and employment and housing options. 1036 Operating Budget - 3/16/05 Additionally, a stakeholders group to address issues of teen violence has been established. We have also expanded our efforts to address the at-risk populations and prevent out-of-home placement to a broad network of after-school and youth development programs located in the City's highest-risk neighborhoods. Between FY2000 and FY2005, we have increased the number of available after-school program slots by more than 28,000 to a network of more than 200 community-based providers. S. is focusing on adding programs specifically targeted to youth between 12 and 18 years old. Achieving Reunification Center, Parent Support Center. S. is also expanding its partnerships outside of City government, as we work toward permanent outcomes for our children. Once a child enters the system, our 1037 Operating Budget - 3/16/05 initial goal is to always work towards reunification, but many parents need assistance in overcoming barriers, such as employment and housing. S. is partnered with the Philadelphia Workforce Development Corporation, to create a new service delivery model, called the Achieving Unification Center. , and other provider resources, to offer more intensive support in obtaining housing and employment, a full range of health and social services, specialized visitation programs with their children, parenting skills enhancement programs, and other practical supports. This center will provide services to parents for children in placement who have the permanency goal of unification, and to other caregivers who have been identified as the reunification resource. 1038 Operating Budget - 3/16/05 On average, there are over 2,000 families with one or more children in out-of-home care for whom reunification is the goal. Co-location of sex abuse investigations.

To improve investigation of sex abuse cases, and to avoid further traumatization of young victims, the Department of Human Services is moving forward with plans to co-locate its intake sex abuse investigation units with the Philadelphia Police Special Victims Unit and the Philadelphia Children Alliance. Co-location will allow an integration of investigative resources, so that each of the three partners can perform their function with minimal additional trauma to the child victim. The Special Victims Unit has already moved into the new location. S. is expecting to move into the new location by mid FY'06. Service integration and partnerships. S. has participated in numerous collaborative efforts with the Office of Behavioral Health and Mental Retardation Services, the Department of Public Health, the Recreation Department, the School District, Office of Adult Services, and the courts, to provide integrated coordinated services to Philadelphia's children, youth and their families. Among the most prominent examples of these partnerships can be seen in the following areas: Services for parents with developmental disabilities, services for families of children with special health care needs, enhanced services to families of women and substance abuse treatment, school-based case management initiatives, individual case planning for children with mental retardation, integrated services for youth returning to the community from delinquent placement. Seek appropriate reimbursement for Department's cost. S. realizes its responsibility 1040 Operating Budget - 3/16/05 to ensure that the levels of state and federal reimbursement are adequate to maintain services. We're also aware of our responsibilities to ensure that the eligibility determinations required to generate these funds are of the highest quality. As part of our efforts to ensure that this happens, we have provided and are continuing to provide training to department and provider staff, so that accurate client eligibility information is obtained to maintain funding. With new Medical Assistance Realignment measures being put into effect, we have been working closely with the Department of Public Welfare and the Office of Behavioral Health/Mental Retardation Services, to ensure services are supported through the appropriate funding streams. S. and the transfer of payment to Medical 1041 Operating Budget - 3/16/05 Assistance. The services involved in this funding transition include residential and community-based mental health and drug and alcohol programs. The primary benefit of Medical Assistance Realignment is that the two child-serving systems, Department of Human Services and the Office of Behavioral Health, will work together to determine the level of treatment services necessary for each child and the appropriate provider for such services. In addition, this approach will maximize the expertise of both systems, to the ultimate benefit of each child and adolescent served. Conclusion. Thank you for the opportunity to present this testimony and share with you the successes, as well as the challenges, facing the Department of Human Services, and our ongoing efforts to provide high quality, effective services to the children and families of Philadelphia. 1042 Operating Budget - 3/16/05 I will be happy to answer any questions that you may have. Thank you.

Thank you very much. Commissioner, is the budget you have submitted to us in accordance with the state budget that is currently before the legislature? COMMISSIONER GARNER: Our budget is in accordance with the needs-based budget and plan that we submit to the state. We will not know our final numbers from the state until the legislature rules.

Okay. But does it agree with what you have submitted to us? COMMISSIONER GARNER: Yes.

What are the risks to the FY'06 budget from the federal government? COMMISSIONER GARNER: One is TANFF dollars that were 100 percent reimbursable are decreasing. They will be at 80 percent for FY'06. 1043 Operating Budget - 3/16/05

Your department's estimated obligations for FY'05 is approximately $32.8 million lower than the budget. Would you please explain. COMMISSIONER GARNER: For FY'05, the department looked at actual expenses and did a revision to the state for... I guess submitted a revised budget for FY'05.

That's a lot of money. COMMISSIONER GARNER: (Indicating).

I said, that's a lot of money, $32.8 million. You were able to revise your budget to address your needs, and it's $32.8 million lower. COMMISSIONER GARNER: Between the 701 and the... What page are you looking at?

It's in the detailed budget. Did you have a copy of it? It's under General Fund. COMMISSIONER GARNER: Mm-hmm. It shows the fiscal '05 original appropriation, and the estimated obligations. 1044 Operating Budget - 3/16/05 COMMISSIONER GARNER: Right. Again, we do our budget months in advance, 4 according to the needs-based budget process. 5

Mm-hmm. 6 COMMISSIONER GARNER: These were 7 programs that were not approved by the state. 8 For FY'05 we received three different 9 certification numbers for the state. So, 10 several new programs were not implemented or 11 started. 12

For FY'06, 13 you are requesting $655.6 million. How much 14 of this request is supported by federal and 15 state dollars? 16 COMMISSIONER GARNER: One moment. 17

I'm John Zaner, D.H.S. 18 physical director.

Good afternoon.

Of the $655 million dollars, $616 million is supported by state, federal and locally-generated revenues. And City supported dollars are $38.9 million.

How much? 1045 Operating Budget - 3/16/05

$38.9 million City dollars.

Can you tell us what impact the relocation of the Barnes Museum will have on the Youth Study Center? COMMISSIONER GARNER: Impact?

Yes. Is there going to -- Will there have to be a temporary relocation? And if so, can you tell us what are the costs to your department in FY'06 and in each of the out years in the five-year plan? COMMISSIONER GARNER: The relocation... There has been a site determined at 17th and Cambria.

17th and? COMMISSIONER GARNER: 17th and Cambria, a temporary location.

Okay. And who owns the building? Is that where the prison is? COMMISSIONER GARNER: Yes. That's the new women's prison that had been built. 1046 Operating Budget - 3/16/05 Right now it's housing around 160 men, low security.

And we're going to put 105 -- I think you said we have 105 at the Youth Study Center. COMMISSIONER GARNER: There are renovations that need to be done. We're currently in the process of assessing the renovations, what needs to be done, which would determine the cost. And I would need to get back to you with the calculations on the cost.

I think you should, and I think that we should know how much it's going to cost your department in FY'06 and certainly in each of the out years of the five-year plan, and what is budgeted, if anything. Is anything budgeted in the out years, the five-year plan?

John Zaner again. In the five-year plan, we estimate that the pay -- the payback would be $5 million a year on the -- on the -- for the rent for the 1047 Operating Budget - 3/16/05 facility. We've built that in. 50 percent of that will be reimbursed by the -- from the state. COMMISSIONER GARNER: That's on the new facility.

On the new facility. COMMISSIONER GARNER: That's not the...

How about on the temporary? COMMISSIONER GARNER: That we're still calculating the cost.

And that money would come from your budget? Who will pay for all the renovations that you've said are needed for relocation? COMMISSIONER GARNER: Some of them will come from our budget. You know, once we get specifically what the cost is, then there has to be a determination where the funds are coming from.

You don't know. Okay. The chair recognizes Councilwoman 1048 Operating Budget - 3/16/05 Brown.

Thank you, Madam President. Good afternoon. Good afternoon, Commissioner COMMISSIONER GARNER: Good afternoon.

And your team. I'd like to start with your testimony. You speak to the staff reductions of from 1744 to 1718, and you indicate in your testimony that none of them are direct service staff. That's good news. COMMISSIONER GARNER: Yes.

What type of employees are making up the reductions and what plans are in place to ensure that there's no reduction in service delivery? COMMISSIONER GARNER: These will be some clerical positions, positions like program analyst.

Program analyst? COMMISSIONER GARNER: Program analyst. 1049 Operating Budget - 3/16/05 We'd be looking to restructure, looking at how we can deploy clerical staff to operate more efficiently; what kinds of units can we collapse, in terms of, you know, being able not to have a service impact on the department.

Okay. I have to say, when you mentioned program analyst, I'm forced to remember the few years I worked for the City a few years ago, I was actually a program analyst, evaluating youth service programs around the City, to see if they were worthy of continued support from the City of Philadelphia. So, I have a special affinity for program analyst. That's an editorial comment. On of your testimony, you talk about focusing on developing what you call a front-end strategy. How does this differ from what you've been doing in the past? COMMISSIONER GARNER: Well, this really focuses on clients that come to the front door, and really having a differential 1050 Operating Budget - 3/16/05 response to those clients, so that they can receive services from our community-based prevention services.

What has been done in the past with young people or parents or victims who come to the -- When you say the front door, you mean right there at the Offices of D.H.S. at the ground level, correct? COMMISSIONER GARNER: Yes. Yes. Before community-based prevention, for example, thirty percent of the cases would be accepted, 70 percent went somewhere else.

I see. COMMISSIONER GARNER: We believe these are the same clients that would come back at a later time for services.

I see. COMMISSIONER GARNER: And we believe that we can help families without coming into the formal D.H.S. system.

Okay. COMMISSIONER GARNER: And we'll do that through our prevention programs. 1051 Operating Budget - 3/16/05

And you will do that for... You say you'll do that... COMMISSIONER GARNER: We'll do that. We'll use our prevention programs to serve children and families.

Okay. I am struck by the graph on of your testimony. You know of my interest in permanency for young people. And I applaud you for the record number of 759 adoptions in FY'04. Please tell us what factors contribute to the increase or what systemic change took place to move you to this kind of record number. COMMISSIONER GARNER: Well, one thing is, we implemented performance-based contracting.

Mm-hmm. COMMISSIONER GARNER: Working closely with our network of providers. I think we have a great network of service providers. We work together, plan together, design the performance-based contracting 1052 Operating Budget - 3/16/05 system.

I see. COMMISSIONER GARNER: Where we utilize best practice and work together as a team to ensure permanency.

Now, I clearly remember last year the Chair of the Committee on Health and Human Services, Councilwoman Marian Tasco, and others had concerns about MBE/WBE participation, when it comes to performance-based contracts. Can you speak to that and where you've moved to on that issue? COMMISSIONER GARNER: We have been meeting with MBEC, Mr. Williams, around our minority participation. For D.H.S., the majority of our contracts are with nonprofit providers, and we really can't count that participation.

You really can't do what? COMMISSIONER GARNER: Cannot count the participation. Really, for minority participation, you must be a for-profit to be 1053 Operating Budget - 3/16/05 certified.

Oh. COMMISSIONER GARNER: So what we are doing -- I mean, we spend millions of dollars with nonprofit community-based agencies but are not able to count it because they're nonprofit.

Is that right? COMMISSIONER GARNER: Yes. So what we are looking at is the type of services that are used by nonprofits.

Yes. COMMISSIONER GARNER: MBEC is drafting a letter for us to send to providers, to really encourage participation with other for-profits such as services, equipment.

Yes. COMMISSIONER GARNER: That those nonprofits use.

That was discussed in detail a year ago... COMMISSIONER GARNER: Right. So that... 1054 Operating Budget - 3/16/05

...our interest in seeing that that happens. So the letter has been drafted. Is that what we're hearing? COMMISSIONER GARNER: I was notified the letter's being drafted -- it's almost ready -- that will go out to all of our providers. Also, when we do RFP's, we include a solicitation form.

Mm-hmm. COMMISSIONER GARNER: And also require those providers that, even though they're nonprofit, to indicate what for-profit services they would use.

Okay. So, the performance-based contract is the principal factor for the record rise in 759 adoptions. So, I guess that's a clear indication that that practice, that model works, performance-based. COMMISSIONER GARNER: That model works. And also, with our staff, we have an adoption staff that work with moving children 1055 Operating Budget - 3/16/05 to adoption.

Okay. COMMISSIONER GARNER: But I would say performance-based contracting was greatly the reason for the huge increase.

What more, if anything, can be done on this side of the table, on the legislative side of the table, to help with permanency, the permanency issue? Is there any prospective potential role that we could play? COMMISSIONER GARNER: I guess to really encourage permanency, that children deserve a permanent arrangement, whether it be going home with a biological family. Now we use performance -- We use permanent legal custodialship, where children can go with a significant family member that has been involved with the child or some relative can get legal custody.

Mm-hmm. COMMISSIONER GARNER: So I would say your support of permanency. Also, we're working... We have a 1056 Operating Budget - 3/16/05 bill on the table that we want to present at the state level to get a hundred percent funding to get adoption; number one, to get the age to go up to years of age. 6

Mm-hmm. 7 COMMISSIONER GARNER: Right now the 8 subsidies end at age 18. 9

Is that right? 10 COMMISSIONER GARNER: Yes. 11

Could you 12 please forward to the Chair a copy of that 13 bill? 14 COMMISSIONER GARNER: Yes. 15

The permanent 16 custodialship, does that mean that adoption 17 subsidies are now available for those who 18 commit to permanent custodialship? 19 COMMISSIONER GARNER: Yes. They 20 must -- The child must be in the home for six 21 months.

Mm-hmm. COMMISSIONER GARNER: Then they become eligible. And we do an assessment. We make sure the home is safe. We make sure 1057 Operating Budget - 3/16/05 that they will -- they have training, and they have the supports they need to become the legal custodian of the child. And D.H.S. moves out of their life. We do provide after-care services for months. 7

So 8 organizations like Grant Central and Grants 9 As Parents are available at this new service, 10 I would hope. 11 COMMISSIONER GARNER: Yes. Yes. 12

Okay. We're on the clock, Madam President? COMMISSIONER GARNER: Actually, I went to a couple of their meetings and did a presentation about the program and how it works.

Councilwoman Brown...

I'm going to take my turn. I have more, but I'll defer, and we'll do what you prefer.

Right. Thank you. The chair recognizes Councilwoman 1058 Operating Budget - 3/16/05 Tasco.

Thank you, Madam President. First, I'd like to thank you for all of the e-mails I get from you, your Office -- not necessarily you but your office. I meant D.H.S. -- about the various programs, activities, contracts that are coming up. It's quite informative. So, we appreciate having that information. COMMISSIONER GARNER: You're quite welcome.

I just want to ask a couple of questions, following on the back of... I may have missed part of your answer to Councilwoman Brown on the nonprofits. You know the new executive order includes nonprofits now. You're familiar with that on the minority participation. COMMISSIONER GARNER: Well, I know that... I haven't gotten official word on it. We did submit our nonprofit information. Because I've been promoting the fact that we have -- we spend millions of dollars with 1059 Operating Budget - 3/16/05 nonprofit organizations.

Well, it's legal. COMMISSIONER GARNER: Okay.

The executive order was passed last Friday. I guess it was the 11th or the week before, right? Maybe the 3rd of March. There is an executive order now working under the jurisdiction of an executive order. What about... I was going to ask you about adoptions. I think that's great. Kinship care. Do you still fund that kinship care? COMMISSIONER GARNER: Yes. Kinship care is actually growing for us.

Mm-hmm. COMMISSIONER GARNER: It's up to about 40 percent now.

Mm-hmm. That's high. COMMISSIONER GARNER: And when a family comes to us, when children come to us, and they have to be removed from their 1060 Operating Budget - 3/16/05 parents, we look for relatives. That's the first, you know, resource that we look for. So we have many -- Our kinship families are really growing.

Now, on the graph on where you have subsidized legal guardians, I see you went from six in 2003 to your projected target of a thousand. Would that include the kinship care? COMMISSIONER GARNER: These are kinship parents that could take legal custody. It's grandparents. These are people that were fearful of adopting because it was a mother who said, I don't want to adopt my daughter or son's children. Permanent legal custodianship gives them all the benefits...

Mm-hmm. COMMISSIONER GARNER: ...of having the legal rights for the children, being able to sign documents, having a decision in whatever particular services need to be provided. They also get a subsidy, but they are not supervised by D.H.S. 1061 Operating Budget - 3/16/05

They are not. COMMISSIONER GARNER: They are not. The PLC, Permanent Legal Custodialship. After the legal custody is confirmed by the court...

Mm-hmm. COMMISSIONER GARNER: ...we will provide after-care services for months to 10 make sure everything is okay, but there's no 11 supervising, no social worker coming out. 12 It's a stable family, and they're able to go on their own.

And they would get the services, the financial services, granted by the state that would go to the mother? COMMISSIONER GARNER: Yes, the subsidy.

The subsidy follows the child now? COMMISSIONER GARNER: Yes, until age 18.

Okay. This may be a question that Councilwoman Blackwell 1062 Operating Budget - 3/16/05 might want to answer. It's in her district. But I wanted to talk to you about the Youth Study Center. And I do applaud you for your report on cutting down on the overcrowding of the Youth Study Center. Has that tract of land, is that set in stone, in terms of where it's to go? COMMISSIONER GARNER: Yes.

Okay. And you hope to have it done by 2007? COMMISSIONER GARNER: Yes.

Okay. I notice you testified in your testimony that you work with the family children in your care. At what point do you intervene with the family to deal with the... maybe the problems that the family's having, as well as the young person in your care? You talk about integrated services, and I think -- You've -- Listen: We've come a long way in the Department of Human Services. COMMISSIONER GARNER: Yes.

And normally 1063 Operating Budget - 3/16/05 this place would be packed with a lot of noise and a lot of opinions. But you've done very well. And this is for the record, about working with and healing the whole family. COMMISSIONER GARNER: We believe you cannot work with a child and be successful without working with the family. For example, you take a child that needs to be reunited. You need to find out what's going on at home, what that child is going to return to. There are supports that the mother may need, the father. There are supports that other children in the family may need. So, we work with the entire family. And we say, stabilize the family. That means work with all the issues that are within that family. So, we work with a provider network that realizes that we have to do that. We have prevention programs that are also working with the child and family. We coordinate with the offer -- the Community Behavior Health System, CBH, in 1064 Operating Budget - 3/16/05 terms of what mental health or, you know, behavioral health services need to be provided.

Thank you. Thank you, Madam President.

You're welcome. I know Councilwoman Brown has other questions. However, she stepped away from her desk at the moment. Do we have anyone else to be recognized? (No response.)

Councilwoman Brown. Sorry. But we're waiting for you. I know you wanted to be recognized again.

Thank you, Madam President. Let me just go back to this. Okay. The co-location of the sex abuse departments that are all doing what they can to help victims like this, you say you're expecting to move to the new location mid FY'06. 1065 Operating Budget - 3/16/05 What hurdles might you run into that would prevent that from happening? COMMISSIONER GARNER: The property is at Episcopal. So, we are looking to identify the funding.

I see. COMMISSIONER GARNER: There's some funding that's needed for renovations.

Okay. Well, I think, as a terrific example of working smarter, pooling entities, organizations, agencies together that are in the same similar business around children, in this case, children who have been sexually abused. So, that's great news. The Parenting Collaborative. How, if any way, do parents with the Philadelphia School System hear about this kind of service, the Parent Collaborative that you discuss on ? Is this service purely for families that come through D.H.S.? COMMISSIONER GARNER: The parenting initiative is for any parent or parents that feel like they need to be supported and need 1066 Operating Budget - 3/16/05 services. We have a 215-PARENTS number that parents can call. When we go into community we tell parents about that number. All of our, you know, organizations are aware of that number. It's up on the web. So people are aware of it.

Okay. COMMISSIONER GARNER: But it's for any parent that needs support.

Okay. Could you forward to the Chair copies of any brochures that talk about that? COMMISSIONER GARNER: Yes.

And I think the... In terms of faith-based outreach, there may be room for black clergy to be aware of that kind of service. So, that's just a suggestion or recommendation. I'll talk with you further about that at another time. COMMISSIONER GARNER: Okay.

When the Commissioner for Prisons was here, a lot of 1067 Operating Budget - 3/16/05 discussion was given to what is happening with regards to children whose parents are incarcerated. And he gave some discussion to a new effort, a collaborative effort, between D.H.S. and Prison Social Services. Discuss that for me, if you will, and give us your take on the status of that as we speak. COMMISSIONER GARNER: One is, we have several meetings at the prisons, to talk about how to help support visiting for the children that go to the prison to visit their parents, and also to have a mechanism for parents to call D.H.S. and get directly connected to their social worker. And sometimes they don't know the social worker. So, we talked about having, which has been in place, a direct line. They program their phone so the phone -- the inmate can dial from a particular line from the prison to go directly into D.H.S.

So that's a new service where those two worlds are now 1068 Operating Budget - 3/16/05 talking to each other about their child. COMMISSIONER GARNER: Yes. Yes.

Is there... I don't know what you would call it... one place where a parent can call, and all entities that have been involved with that child, it would come up on the screen? They could call D.H.S. and by looking up this name on the screen, you would know if the school system was involved or the courts were involved. Anything like that in place, particularly when you talk -- when you talk about the technological upgrades that you're doing. COMMISSIONER GARNER: Well, one thing under the Division of Social Services, Julia Dancy, is working on an integrated system.

Okay. COMMISSIONER GARNER: Where the goal is for all the social services that work with the child --

Are talking to 1069 Operating Budget - 3/16/05 each other. COMMISSIONER GARNER: Exactly. And also, we are in collaboration with the School District, looking at their data. For example, we can go in now and look at limited information. We're working on being able to go in to get truancy information, day one of truancy, so that we can immediately attach services for that particular child that's truant to that parent.

Mm-hmm. Now you say limited information. Is that to suggest that there are confidentiality restrictions? COMMISSIONER GARNER: The limited... For example, we thought we had an agreement to go in and do this. We actually had to get a court order to be able to share data around truancy.

I see. COMMISSIONER GARNER: But there seems to be some complications that need to 1070 Operating Budget - 3/16/05 be worked out.

And are you confident that they will be? I mean, because if you can -- If you're -- Well, we know what the deal is. If you know early on that a young person is truant, and we know where that leads to, and you catch them early, then it just ultimately saves the child. But the key is knowing that information early. COMMISSIONER GARNER: Right. Everybody is in agreement with doing it, and we should do it. I think there are some systems issues with the School District. We've settled the confidentiality issues.

Okay. All righty. Mother home visiting services, discussed on . There are more than 400 first-time mothers targeted for FY'05. What is the target for FY'06? And let me find it first. The target for FY'06. First of all, who funds that? COMMISSIONER GARNER: Pardon me?

Who funds the 1071 Operating Budget - 3/16/05 mother home visiting services? COMMISSIONER GARNER: That's a D.H.S. program.

Oh. So, it's not one of the grant programs, if you will. COMMISSIONER GARNER: Well, we're using TANFF funds for prevention programs. Right now it's 100 percent funded.

Okay. COMMISSIONER GARNER: With TANFF funds.

Speaking of TANFF funds, are you at liberty to give us an update with the surrounding counties and the issue regarding state reimbursement? Has there been progress? COMMISSIONER GARNER: We are actually waiting to see what the final numbers will be, what will be approved by the legislature. For D.H.S., if we get our proportionate share of the budget, we will not have a problem, we don't believe.

Okay. 1072 Operating Budget - 3/16/05 COMMISSIONER GARNER: The other counties are also concerned as to what the final numbers will be.

And I know that's been a conversation for a few months. Would you say there's been progress? I mean... COMMISSIONER GARNER: I would say that we've been able to talk to the state about what we need to make us whole for FY'05.

Okay. COMMISSIONER GARNER: And we believe that we will be able to get those funds. And we're working aggressively to be able to do it.

Okay. Okay. Final question. Back to the issue of truancy. I do recall in someone's testimony that dollars for the truancy program -- maybe it was the District Attorney -- had been cut. And so, have you -- Due to the discontinuation of the D.A.'s program, have you tracked whether or not there's been an 1073 Operating Budget - 3/16/05 increase? Have you been able to at least pick up with the truancy services, since, according to her testimony, there has been a discontinuation of the services for truancy? COMMISSIONER GARNER: We actually want to expand our work with youth and truancy. In our needs-based budget, we said we wanted to target youth that are to 10 years old. 11

Mm-hmm. 12 COMMISSIONER GARNER: Because we're 13 having this issue where more teens are coming 14 into our system. Teens need more services. 15

So is that a 16 change, then, from the former policy, the age 17 the age range? 18 COMMISSIONER GARNER: The focus on the age.

Okay. COMMISSIONER GARNER: Yes.

I did have a question about the teen services. I'm trying to find it, Madam President.

Take your 1074 Operating Budget - 3/16/05 time.

Here we go. of your testimony.

What are you doing differently, given that the increase in the number of teenagers coming into the system? Of course, that dictates that you do things differently, in terms of service delivery. So, just speak to reckoning with that reality, that more teenagers are coming into the system, and therefore the services have to accommodate that reality. COMMISSIONER GARNER: We have several... We call them youth development programs...

Okay. COMMISSIONER GARNER: ...to address the issue of teens: Teen parenting programs, we have delinquency prevention programs that will address this population. Also, again, we want to expand services to that population because it 1075 Operating Budget - 3/16/05 continues to grow and be more problematic.

And again, individuals, agencies have to respond to an RFP if they're interested in providing services to teenagers? Is that the process? COMMISSIONER GARNER: Well, we do... With some of our programs we do a continuation RFP. We have intensive delinquency prevention programs. We also can decide to do an RFP which would be a request for proposal, request for qualifications. It depends on if we want to target a specific population.

Okay. COMMISSIONER GARNER: Or target specific providers.

Okay. And then finally, around girls, I clearly remember when I first came here, there was a conference that was sponsored by D.H.S. and others, dealing with the rise in the number of girls who are entering the system. Anything happening internally different that speaks to that population? 1076 Operating Budget - 3/16/05 COMMISSIONER GARNER: With regard to placement, we are looking to expand services for girls. More girls are coming to the Youth Study Center. More girls are coming into placement. So, we are having discussions with providers around programming for girls so that we can address that need.

Okay. All right, then. Thank you for your testimony. Thank you, Madam President.

Welcome. Are there any other questions or comments from members of the committee? (No response.)

Seeing none, Commissioner, I thank you very much for your testimony. COMMISSIONER GARNER: Thank you.

Thank you. And thank you for all your fine work. Our next department is Department of Records.

Commissioner, thank you very much. I would 1077 Operating Budget - 3/16/05 ask you to identify yourself for the record. We do have a copy of your testimony. It will be given to the stenographer. It will be transcribed in full. I would ask if you would be kind enough to simply summarize your testimony. COMMISSIONER DECKER: Yes. Will do. Thank you. Good afternoon. My name is Joan Decker. I'm the Records Commissioner in the City of Philadelphia. And I have with me today Jeanne Reedy, David Wergo and Greg Wilson. I will keep this very brief, but I would just like to acknowledge in particular the work of Greg. Greg is with our Mapping Unit. And he has done a great job. He was in on the ground floor in mapping for our GIS system. So, I'd really like to acknowledge -- take this opportunity to acknowledge his contributions to the department. As you mentioned, you have copies of 1078 Operating Budget - 3/16/05 my testimony. And I want to thank all the Council members for their continuing support of our operations. We've worked very hard, all the staff, on improving service to the citizens. And I'm happy to answer any questions that you may have.

Do you want to simply summarize? COMMISSIONER DECKER: Sure. We're requesting a General Fund Operating Budget of $7,109,025, which represents a net decrease of $224,934 from the department's FY'05 estimated obligations. This level reflects changes in the following areas: In Class 100, personal services allocation changes from $3,738,812 in FY'05 to $3,535,248 for FY'06, a net decrease of $203,564, which reflects staffing reductions resulting from the DROP program, as well as a reduction in the level of overtime spending in the amount of $144,396. The number of staff position changes from 82 positions to 78 full-time staff 1079 Operating Budget - 3/16/05 positions, due to productivity enhancements and also automation technology. And it is sufficient to enhance the current level of department services. Our new technology enables us to achieve the same levels of production with less overtime. Class 200 purchase of services allocation changes from $3,141,084 in FY'05 to $2,829,714 for FY'06, representing a net decrease of $311,370. This level of funding supports continuous improvements in service delivery to the public and is funded through the Department of Records fee increases implemented in fiscal '05, '04 and '03. FY'06 Class 300 increases to $242,980, and Class 400, equipment allocation, increases to $499,627. These increases will be used one time for full implementation of level three E-Recording for all document types, as well as for storage for land records that were converted to digital images. 1080 Operating Budget - 3/16/05 They are needed to support the electronic information initiatives taking place throughout the department and are funded by fee revenues. Class 500 remains unchanged from FY'05 allocation level of $1,456. Some of the accomplishments in this past year, the department continues to work on various initiatives, including PhilaDox credit card online system, an online parcel mapping system, a land record system, a Police accident/incident online system, a photo archives online system, and a backfile conversion to preserve deteriorating microfilm of land records collection. And these microfilm records are used by the business community and many other of the City citizens. The department has implemented electronic recording by accepting mortgage satisfaction documents that are submitted in digital form. And the acceptance of the digital documents reduces the length of time it takes to record a document, by eliminating 1081 Operating Budget - 3/16/05 rekeying of data and improving the quality of data captured in the system. We also continue to provide the document recording notice program that sends a notice to property owners each time a deed or mortgage is recorded with the Department of Records. This enables property owners to detect fraudulent activity against property, and also to take immediate action prior to subsequent fraudulent activity that sometimes occurs. Since January of '04 we have sent out 161,378 notices, and there have been 58 reports of suspected fraud. We are also continuing a multi-year project to convert the department's extensive microfilm holdings of land records into electronic images, and to mount them online, in order to make available the data to our customers in a convenient and accessible manner. And just very briefly, in document recording, we recorded in the past fiscal 1082 Operating Budget - 3/16/05 year 258,126 documents, and we are projecting that that will increase to approximately 266,668 documents in FY'05 as well as '06. And I'm happy to highlight any other areas that you would like, and to answer any questions.

We do have a copy of your testimony, Commissioner. Personally, I think that you and your staff do an outstanding job. COMMISSIONER DECKER: Thank you.

I don't have any questions. I don't know if any of my colleagues do.

Madam President.

Yes. The Chair recognizes Councilman Kenney.

Thank you very much. I just want to echo what you just said. I remember the first time you came here. That place was like a nuthouse down there. There were papers hanging out of boxes and walls. 1083 Operating Budget - 3/16/05

And people waited months.

Months. And very quietly and very unassuming, you went through the process of straightening out that place. And the information we get now from realtors and from other people who do business with that department, it's just that they're very happy. So, congratulations. You've done a great job. COMMISSIONER DECKER: Thank you very much. I really appreciate that. And I will make sure that I pass that on to the staff because they've worked very hard over these past years to make some changes and improve our services.

I really don't think too much about that department. I mean, it has a great impact on all of our business and lives. And you really don't think much about it. So, you kind of work, you know, in the shadows of the government. But it's just been terrific. So... 1084 Operating Budget - 3/16/05 COMMISSIONER DECKER: Well, thank you. We really appreciate that.

You know if I'm complimenting you, it's... COMMISSIONER DECKER: That's something, right?

You're doing a great job. COMMISSIONER DECKER: Thank you.

And Commissioner, I think you should know, we've been having budget hearings now for several days. I think you're the only one that nobody had questions of or who is throwing flowers your way. The chair recognizes Councilwoman Blackwell.

I agree. I echo all that has been said, and thank the Commissioner as well for a good job. COMMISSIONER DECKER: Thank you. We really appreciate that.

Councilman 1085 Operating Budget - 3/16/05 Clarke, it's your turn.

Thank you, Madam President. Madam President, I hate to go break the record.

Oh, then, if you have --

I only ask one question. It wouldn't be right if you got out of here without being asked a question. Basically, I wanted to get the status of the... I guess the state authorization on the change in recording fees that will allow to us get money for the Housing Trust Fund. COMMISSIONER DECKER: Yes.

Can you just tell me where we are with that? COMMISSIONER DECKER: I know that, of course, the City is working very aggressively with the housing agencies and everybody else, in trying to get the legislation through the state. I don't have an update, but I will 1086 Operating Budget - 3/16/05 certainly get it to you. I know that they are working very aggressively on that. It's on the top burner. And we will get you an update. I'll make sure that you receive one.

Thank you. So you're not involved in that aspect of the program, in terms of getting the passage. COMMISSIONER DECKER: In terms of getting the passage. But once it is passed, we, of course, will be collecting the money and accounting for it. And we're ready. We're working with -- you know, to make sure that our system can accommodate that and we'll be ready to go as soon as it is passed.

Having been involved in this process, as it relates to recording fees, do you anticipate any hardships on individuals who will have increased recording fees imposed upon them? COMMISSIONER DECKER: I don't anticipate anything, but if there are, we always ask that they make us aware if they 1087 Operating Budget - 3/16/05 are having a hardship. And we do what we can to assist them in that. And we've always been very accommodating to anybody that really does think that there is a hardship for them in paying recording fees.

Okay. COMMISSIONER DECKER: Okay.

And I can follow up by saying, I concur with my colleagues. You are, in fact, doing a great job down there. COMMISSIONER DECKER: Well, thank you. We always like to hear good feedback. Thank you very much. We appreciate that.

You're welcome.

Thank you very much. Are there any other questions or comments from members of the committee? (No response.)

seeing none, Commissioner, congratulations. COMMISSIONER DECKER: Okay. Thank 1088 Operating Budget - 3/16/05 you very much.

Thank you. The committee will stand in recess until Tuesday, March 22nd, at 10:00 a.m., at which time we will hear from the Fairmount Park. Thank you. (Hearing concluded at 3:04 p.m.) 1089 CERTIFICATE I HEREBY CERTIFY that the proceedings and evidence are contained fully and accurately in the stenographic notes taken by me upon the public hearing of The Philadelphia City Council, taken on March 16, 2005, and that this is a true and correct transcript of same. _____________________________ DAVID A. DEIK, RPR and Commissioner of Deeds (The foregoing certification of this transcript does not apply to any reproduction of the same by any means, unless under the direct control and/or supervision of the certifying reporter.)