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.
Well, I will have to 1016 Operating Budget - 3/16/05 check on that for you, but that is my assumption.
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.
You know, it's how the management plan is paid for. You're absolutely right.
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
Of the $655 million dollars, $616 million is supported by state, federal and locally-generated revenues. And City supported dollars are $38.9 million.
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.
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.
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
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.
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.
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.
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.
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.
I did have a question about the teen services. I'm trying to find it, Madam President.
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.
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
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.
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.
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.
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.)