pending requests to administration

8/14/2019 Pending Requests to Administration

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Information requests from City Council to Administration during budget hearings

Prepared by Sophie Bryan 05/04/2009 Page 1

Request Requested by

?

Blackwell

Blackwell

Brown

Brown

Brown

Brown

Brown

Brown

Brown

Brown

List of staff positions, with jobdescriptions.

Detail re 1% for Art program andwhere it is in the budget.Explanation of differences betweenAVRP, YVRP, and JET programs,including what programs arecontinuing in FY10.Breakdown of M/WBE contractsshowing how many were primarycontracts and how many were sub-contracts.Update regarding the

Administration's strategic plan for investing in the creative economy.

Details re success rate/track recordof Fatherhood Initiative Program.

Breakdown of M/WBE contractsshowing how many were primarycontracts and how many were sub-contracts.Breakdown of M/WBE contractsshowing how many were primarycontracts and how many were sub-contracts.

Information from Fire Preventiondivision re fire drills at buildings withsenior citizen or disabled residents.

List of programs addressing theneeds of women.Size/cost of spray pools and savingsvs. regular pools.


2/186



Brown

Brown

Brown

Brown

Brown

Brown

Brown

Brown/Miller

Clarke

Clarke

Explanation of why Rec. Dept. is notinvolved in the Office of Sustainability's working group andplans to start such involvement.List of all drug and alcohol treatmentproviders.Map showing services provided byOSH in the community.Detail re mentoring spending byDHS.DHS spending for minority-operatednon-profits.Update re what DHS is doing tostreamline vendor payment system.Whether accreditation in being able

to provide culturally-sensitiveservices was a criteria in selectingthe providers for In-Home ProtectiveServices.

Of all no-bid contracts for capitalprojects let between 2006 and 2009,a breakdown of the dollar amountthat went to MBE/WBE firms.

Net savings of 311 after backing-outstart-up costs.

Assessment of costs of mothballingRec. Dept. pools this summer.


3/186



Clarke

Clarke

Clarke

Clarke

Clarke

Clarke

Clarke

Clarke

Clarke

Status of street furniture contract. Clarke

Clarke

Names of staffers from ManagingDirector's Office/Deputy Mayors'offices who were/should have beenwith Mayor at neighborhood clean-up in 5th District.Response to Councilman Clarke'sanalysis of the changes in staff leveland funding in the Mayor's Officefrom FY08, FY09, and FY10.Whether the Philadelphia HousingAuthority can exercise power of eminent domain.Copy of 2005 housingreorganization study.Explanation re use of over $1 millionin NTI funds for foreclosureprevention via NeighborhoodStabilization Program.List of all RDA transactions from2007-09.List of all tax deferral/assistanceprograms available under theexisting Code (i.e., that do notrequire additional enablinglegislation by the state).Description of strategy employed bythe Revenue Dept. to make peopleaware of these programs.Written list of DPP assets (currentlyor potentially available for sale),broken down by councilmanicdistrict.

Update re any street furniture-related revenue included inFY09/FY10 budget.


4/186



Clarke

Clarke

Clarke/Rizzo

Goode

Goode

Goode

Goode

Goode

Goode

Goode

Goode

Whether the City can sell namingrights for playgrounds.Explanation of standards/policies/etc. for rentingout City-owned buildings for specialevents, etc.Explanation of whattruck/commercial vehicle traffic isprohibited along Kelly and KingDrives.Total dollar value of contracts theCity plans to issue during Five Year Plan (FYP) and percent of contracts(numerically and dollar-value) that itaims to allocate to disadvantagedbusinesses.M/WBE participation rates within thecontracts awarded by OCHD to non-profits.

Whether prevailing wage provisionisincluded in all City contracts handledby Procurement Dept.

Percentage of City deposits held byWachovia.The Board's M/WBE participationgoals.Details re any ties betweenresidents and non-residents inapplying for jobs.Percentage of prisoners who arehigh school drop-outs.Data about the number of murder victims in the past year who werethemselves recent releasees fromprison or who were murdered byrecent releasees.


5/186



Goode

Goode

Goode

Green

Green

Green

Green

Green

Breakdown of M//W/DBEparticipation for the non-profitsubcontracts issued by the HealthDept.Percent of the City's non-profitcontracting that runs through theHealth Dept.Number of people DBH helpeddivert from prison to treatment inFY08, FY09 year-to-date and FY10projected.Base growth assumptions, by year,for different General Fund taxes(i.e., supporting schedules for revenue projections).

Detailed data re assumptionsunderlying real estate transfer taxprojections, including both salesvolume and transaction priceassumptions.

Breakdown of the efficienciesincluded in the $39 million per year in efficiencies and revenueenhancements included in theNovember re-balancing plan.Copies of all extenal consultantstudies regaring IT-related savingsto the City.Copies of all internal studiesregarding IT-related savings to theCity.


6/186



Green

Green

Green

Green

Green

Green

Green

Green

Detail behind the savingsassumptions for the items listed in

the "Moving Forward" section onpage 50 of the FYP.

Current tax delinquency rate on realestate tax bills.Current tax delinquency rate for residential real estate tax bills.

Correlation between tax delinquencyand home value or household

income.

Whether the revenue projectionsbased on the proposed higher realestate tax rates also includeassumptions about increased taxdelinquencies and, if so, what thosedelinquency assumptions are.

The percentage of tax delinquenciesthat lead to foreclosure.

Extent to which the FYP takes intoaccount collateral costs related totax-related foreclosures.The protections currently in place for low-income and/or fixed-incomehomeowners with respect to

increased property tax bills.


7/186



Green

Green

Green

Green

Green

Green

The Administrations plan for protecting these homeowners fromthe potentially devastatingconsequences of significantincreases in their property tax bills.If the Administration's plan includesuse of a homestead exemption, howit plans to deal with the provision inthe Pennsylvania constitutionsection regarding homesteadexemptions that reads: A localtaxing authority may not increasethe millage rate of its tax on realproperty to pay for [the homesteadexemption].

Impact on business and residentiallocations decisions of temporarilyraising real estate tax.

Impact on residential locationdecisions of temporarily raising realestate transfer tax.Study re long-term impact of

temporary slowing of reduction towage tax rate.

[Request to be made during hearingon FY11 capital budget: How thestructure of capital spending reflectsthe findings/recommendations of theMarch 2009 Econsult study recommercial corridors.]


8/186



Green

Green

Green

Green

Green

Copy of capital eligible guidelines. Green

Green

Copy/status of the "complete reviewof facilities that have been identified[by PICA] as warrantingconsideration for replacement or significant renovation" that theCapital Programs Office (CPO) saidit would perform and would reportback to Council on by the end of FY08.Whether the RDA knows the"location, value, and status" of allCity-owned property.The status of a citywide databasereflecting the above information for all City-owned property.

Details about pre-financed loan for Pier 11 project.

Copy of the spreadsheet reflectingDPP's analysis of the PICA report reCity facilities.

Analysis of DOT blueprint presentedby Allan Frank in December 2008showing what components of plancan and cannot be financed withcapital funds and why.


9/186



Green

Green

Green

Green

Green

Green

Re the 19 NTI/Empowerment Zonestaff whose positions are listed asbeing eliminated in the FY10budget, a person-by-persondescription of where the person isbeing reassigned within Citygovernment, including job title,department, salary, and job duties.

Comparison of Class 200 spendingfor FY09 and FY10 for both theOffice of Inspector General (OIG)and Office of Arts, Culture, andCreative Economy (OACCE).

Total budget for OIG, broken downby class, within Mayor's Officebudget in FY09.

Breakdown of all enterprise fundingfor OIG in FY09 and FY10.

For each department, a detailed listof all budgetary increases anddecreases compared to FY09 (i.e.,the supporting information

underlying the "DepartmentalSummary Increases and DecreasesAll Funds").Detail re class 100 funds beingtransferred to the OIG from other departments, broken down bydepartment, and includinginformation about amount of transfer, type of funds (GeneralFunds, grants revenue, etc.),positions being funded, etc.


10/186



Green

Green

Green

Green

Green

Green

Green

Green

Copy of any Memoranda of Understanding (MOUs) between theOIG and operating departments.

Number of staff in the OIG, and jobtitles thereof, at the time the officeinvestigated DHS.Detailed information about grantsfunding used for the Mayor's Officeof Sustainability (MOS), includinggrant name, amount, purpose, andwhat positions funded within MOS.Purpose of the new "General"division within the Mayor's Office.Llist of all City employees workingon the labor negotiations, includingname, department, job title, annualsalary, role in negotiations, andpercent of time spent per week onnegotiation-related work.

List of the outside contractorsinvolved in the labor negotiations,including name of contractor, scopeof work, term of contract and when itwas last renewed, and contract cost.Identify where in the FY10 budgetmoney is allocated for labor contractnegotiations.Number of employees trained byOLR in FY09; goal for number of employees to be trained by OLR inFY10.


11/186



Green

Green

Green

Green

Green

Green

Number of clients the CommunityEngagement Unit (CEU) withinMOCS helped with applications for LIHEAP and Crisis utility grants,PACE, property tax/rent rebates,and water discounts last year.Information re efforts to helpPhiladelphians obtain benefits,including a breakdown of what Cityemployees in what departmentsworked on this effort, the responserate, the type/amount of benefitssecured, and the funding source for the effort.Information re what MOCS does thatis proactive rather than reactive tocitizen requests.Re the citizens MOCS assisted lastyear, a breakdown of proactive vs.reactive service delivery.Information about what systemMOCS uses to track informationregarding the citizens it has helped;its assessment of their needs andthe benefits they might be eligiblefor; and any benefits received due toMOCS' efforts.

Estimated cost of implementing anautomated system to trackoutcomes achieved by MOCS for itsclients and expected efficienciesfrom moving to an automatedsystem.


12/186



Green

Green

Green

Green

Green

Green

Green

Green

Number of additional Philadelphianswho will be eligible for services fromMOCS funded by economic stimulusfunding (i.e., number of

Philadelphians between 125% and200% of the poverty level).

MOCS' plan for ramping up to servethis expanded pool of people eligiblefor MOCS' services.

Copy of "needs assessment" beingcompleted for MOCS by TempleUniversity.

Conclusions of "best practices"review undertaken by MOCS.

Impact on external funding of proposed reduction in funding toChild Care Facilites Fund (CCFF).

Other funding sources work capitalfunding/technical support providedby CCFF.Whether there is sufficient capacityin licensed child care facilities for allPhiladelphia school-children.

Estimate of the number of additionalforeclosures that will result fromreduction in City funding toCommunity Legal Services.


13/186


14/186



Green

Green

Green

Green

Green

Green

Green

Change in General Fund funding toMDO from FY09 throughRebalancing Plan to FY10, includingindication of annualized cuts fromRebalancing Plan.

Description of change within Admin.Division of MDO from December 2008 to the FY10 budget.

Description of the positionseliminated, by department andsalary, as a result of the creation of 311.Chart showing every position withinCity government -- by department,

job title, job duties, and salary -- thathas been eliminated (by layoff,retirement, not filling a vacancy, or otherwise) since July 1, 2008.Chart showing every position withinCity government -- by department,

job title, job duties, salary, andsource of salary (i.e., whatdepartment or departments pay thesalary) -- that has been added sinceJuly 1, 2008.Chart showing total change in thenumber of full-time positions andsalary for these positions, bothcitywide and broken down bydepartment , from July 1, 2008through the Rebalancing Plan and tothe proposed FY10 budget.

Allocation of % of time/salary spenton time sheet processing by the 203City employees who do this work.


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Green

Green

Green

Green

Green

Green

Green

Green

Green

Supporting detail for all GeneralFund Class 200 expenditures onMDO budget.

Review of SLA Days and, in

particular, re-prioritization of servicerequests that pose health/safety riskand/or have spillover costs if notcompletely quickly.

Date by which departments willprovide response to August 13,2008 request from CouncilmanGreen for a list and copy of all paper forms used by the department.

Specific detail re contingency/Plan Bcuts, including savings from cuts,personnel impact, impact on other budget classes, impact on servicedelivery.Additional support needed in order to move to an electronic system for vendor performance reports.

Cost of mailing bid announcements,including staff time (broken down bydepartment), supplies, postage, etc.

Change in staff level in departmentif all procurement was electronic.Staff time spent on data entryrelated to paper forms.

Copies of "day-in-the-life"questionnaires completed bydepartment staff.


16/186


17/186



Green

Green

Green

Green

If Plan B is implemented, thereductions by class in the FinanceDept. budget, including detail rewhat units in the Dept. wouldexperience staffing cuts and whatfunctions would be lost due to thesecuts.Comparison of cost per householdsat the income levels noted in theFive-Year Plan of a .003 wage taxincrease versus a 19% property taxincrease.Impact on pension costs in Five-Year Plan of 25%/20%/15% drop inpension fund value, as opposed toassumed 30% drop.

Estimated savings for all items listedin "EFFICIENCIES SERVICEENHANCEMENTS for FY09 andFY10 BUDGET document postedon Citys website and, for thoseitems for which Admin. says itcannot estimate the savings, whatadditional information would beneeded in order to come up with asavings estimate.


18/186



Green

Green

Green

Legal opinion re whether the PPAmay reimburse the City for Bureauof Administrative Adjudication costsrelated to processing appeals of contested parking violations,including (1) whether this is anallowable cost for the PPA toreimburse under either the ParkingAuthority Law or the PPAs bondcovenants; (2) the basis for PPApaying the Citys costs in collectingthese revenues, where the PPA isnot authorized to receive revenuesfrom contested parking violationsand does not incur any costs relatedto them; and (3) whether PPA

reimbursement of these costs wouldrequire an amendment to the 1983ordinance that delegated on-streetparking authority to the PPA, so asto provide for reimbursement of these costs.

Re the General Provisions set forthin Section 16 of the operatingbudget ordinance, please identify (1)the purpose of the provision; (2) howoften the provision is utilized; and(3) for any provisions that have beenadded in the past two years, thereasons for adding them.Whether Revenue Dept. may usecapital funds to purchase a mailsorter.


19/186



Green

Green

Green

Green

Green

Green

Green

Green

The break-even point at whichadditional hires would not yield moreadditional revenues than theincreased salary costs; look atassessment rate and historicalcollection rate and identify whenadditional hires would no longer payfor themselves.Estimate of additional revenue thatwould be generated by closing BPTloopholes identified by RevenueDept.Response to proposal that Cityoutsource discovery/collection of any taxes owed by the 1,000+attorneys on list provided to

Revenue Dept. by CouncilwomanSanchez in order to maximize andcollect it quickly, rather than currentstrategy of sending out 50 letters per month.Potential tax revenue from 1,000+attorneys on list, assuming$250/hour wages and 3 hours/dayworking in Philadelphia.Costs, including fringe benefits, of processing checks received by the

City.Acute Care Hospital AssessmentFund payments expected in FY10.Number of real estate tax deferralsgranted by Revenue Dept. in FY08and FY09.Percent of real estate taxesdelinquent within the past year andpast two years.


20/186



Green

Cost of imaging files. Green

Green

Green

Green

Green

Green

Green

Green

Re offering electronic paystubs asan option for City employees andpensioners, cost of doing so,potential savings, and whether theAdmin. is considering this as anoption.

Whether the changes being soughtfrom the state re the pension fundwould dig a deeper hole, given theBoard of Pension's testimony thatthe fund should be 90-100% fundedby 2029 if it meets its benchmarkbased on current projections.

Explanation of each change in eachbudget class in each division withinthe Board.Changes to Board that would resultif its budget was cut by $250,000 or $500,000.Of the $2.2 million requested inFY09 for a new payroll system, theBoard underspent by $1.5 million(which it is requesting in the FY10budget); explanation of what the$700,000 balance was spent on.

ROI for investment in pensionpayroll system.Increased efficiencies that wouldresult from moving to a paperlesspension system.Changes in workflow processes theBoard would be able to implement if it moved to a paperless system.


21/186



Green

Green

Green

Green

Green

Green

Green

Green

Green

Green

List of all classifications, includingwhen the classification was created,how many positions there are withinit, the pay range for the position,how many of the positions are filled,and what departments the positionsare in.Number of classes currently unfilledand, of these, number not filled for over 1 year.The City's contribution, per employee, for the various union-administered health plans.For all City employees withsupervisor titles, the percent of timespent on supervisory duties.

Copies of all assessments, studies,reports, and proposals re ITspending, savings, and efficiencies,from 2000 to present, includinginternal and external analyses.

Report on any Charter and/or statelaw changes needed in order for PCHR to achieve "substantialequivalency" certification from HUD.

The Fire Station facilities (engines,ladder companies, and medic units)the Administration plans to closepursuant to "Plan B."Data re how often paramedic unitsare staffed by 1 paramedic and 1EMT.Explain the difference in theovertime spend within the EMSdivision, FY08 vs. FY10.Number of Fire Dept. facilities with

fire detection systems.


22/186



Green

Green

Green

Green

Green

Green

Green

GreenGreen

Green

Green

Green

Explanation of why $5 million incapital funding from PICA for FireDept. facilities requested by City andapproved by PICA in 7/08 has notyet been spent.Detailed description of the workperformed by the 48 BatallionChiefs.Whether administrative workperformed by Batallion Chiefs couldbe performed by civilians.Whether the Fire Dept. may issuecitations for code violations.Over the last 18 months, thenumber of code violation referralsmade by the Fire Dept. to L&I andthe backlog of violation referrals notresolved within 1 month.The expected savings in terms of reduced staffing needs and alsoreduced pretrial detention costs from the Prison System'sautomation of recordkeeping anddata transmission initiative.The status of the automationinitiative.The degree to which the currentprocess is not automated.Amount of staff time spent onmanual data-entry, etc.Whether the Prisons System hasthe resources in place now to fullyautomate recordkeeping.The additional investment needed tofully automate recordkeeping.The expected savings from usingvideo for court appearances.


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The status of this initiative. Green

Green

Green

Green

Green

Green

Green

Green

Green

Green

The constraints on how many or what type of court appearances canbe by video.Whether the Prisons System hasthe the resources in place now touse video for the maximum number of court appearances possible.Other ways the Prisons is usingtechnology to increase efficiency, interms of driving down both staff costs and duration of incarceration.Additional investments that areneeded in technology for the PrisonSystem.The status of the Priority 1 and 2repairs to Prison System buildingsthat PICA identified in its October 2007 assessment as work thatshould be completed within oneyear.The status of the Prison Systembuildings the Cannary and threetemporary facilities (a TransportTrailer, ASD-Trailer A, and MISTrailer) that the PICA report foundwarranted consideration for replacement or significantrenovation.The amount of funding beingdedicated to Priority 1 and 2 repairsto Prison System facilities in theFY10 capital budget.The percentage of total funding for the Prison System this represents.Amount of time it takes currently toplace people in court-ordered

community drug treatment.


24/186


25/186



Green

Green

Green

Green

Green

Green

The cost of this hiring. Green

Green

Green

Green

How the Prison System can help tospur greater use of thesealternatives.Whether there been any increase insentencing of non-violent offendersto supervised release rather thanto incarceration during the pastyear.The annual cost of having anoffender on probation or parole.How much Philadelphia spends per year per person on probation or parole.Whether there currently are asufficient number of probation andparole officers to provideappropriate supervision to their supervisees.

The number of additional probationand parole officers that would needto be hired to meet the current need.

Further to the testimony of DeputyMayor Gillison before the stateSenate Judiciary Committee inSeptember regarding the need for increased funding by the state of adult probation and parole services,whether there been any progress onthis effort.Whether there are opportunities tocollaborate with the surroundingcounties on this issue.

The people, within theAdministration, who are responsible

for coordinating re-entry services.


26/186



Green

Green

Green

Green

Green

Green

Green

The initiatives the re-entry office ispursuing.The Administrations strategy for encouraging utilization of the taxcredit for hiring ex-offenders, whichno employers signed up for lastyear.Analysis of use of handheld devicesto enable police officers to spend,on average, 1 hour/day more onpatrol rather than in officecompleting paperwork, as has beendone in Oklahoma.For the officers in the FieldOperations division, the percent of time being proactive vs. reactive to

crime.Name of lobbyist working onsurveillance camera/federal contractissue.Analysis of using civilians to issuetickets for blocking-the-boxviolations.Commissioner Ramsey testified thatthe City has applied for 200 officersthrough the COPS office [federalstimulus], totaling $43,173,600 in

funding. After the grant money for the 200 additional officers expires,the cost to the City of retaining theseofficers on the force and whether that additional cost is included in theFive-Year Plan.


27/186



Green

Green

Green

Green

Green

Green

Re construction sites in the citywhere a crane or flatbed truck isparked in a lane of traffic while workis being done and is oftenaccompanied by 1-2 marked police

cars, explanation of who bears thecost for the having officers at theseconstruction sites.Whether these officers are speciallyassigned or if having them at thesites results in fewer patrol cars onthe street.Whether these officers receiveovertime paid by the City, asopposed to the private party, for thiswork.

Detail re any plans being madewithin the Police Departmentregarding the proposed CED thatwould include the Foxwoods casinoin the Strawbridges building.The effect of the 311 system on 911calls, including the number of 911calls the City received in the firstquarter of 2008 vs. the number itreceived in the first quarter of 2009.

The amount of the $16.5 millionallocated to the Police Departmentin FY09 for capital improvementsthat has been spent or will be spentby the end of the Fiscal Year.


28/186



Green

Green

Green

Green

Green

Green

Green

The status of the projects includedin the Administration request toPICA in July 2008 for $5 million for critical capital needs at policefacilities, and an additional $5

million to construct a new PoliceSWAT/Bomb Squad facility.An explanation of why have thesefunds not been used to date.The amount of funding beingdedicated in the FY10 capital budgetto the repair work in Police Dept.facilities identified in the October 2007 PICA report as needing to bemade within one year.

The percentage of total capitalfunding for the Police Departmentthat the above amount represents.The status of the Police Departmentfacilities (the auto pound and fivefiring ranges) that the PICA reportidentified as being such disrepair that they warrant[] consideration for replacement or significantrenovation.A breakdown of the 6,624

authorized positions in the PoliceDepartment by rank.The number of the 6,624 positionsthat are patrol positions.


29/186



Green

Green

Green

Green

If Commissioner Ramsey testifiedduring the budget hearing that,under Plan B, the PoliceDepartment would achieve anadditional $1.3 million in overtime

savings, and explanation of whythese additional overtime savingsdepend upon the implementation of Plan B.

Copy of the functional requirementsanalysis re an asset managementsystem that was previously preparedfor Fairmount Park.

Explanation of declined in "other"revenue in operating budget

summary.Focht testimony indicated that if wasimplemented, the Park wouldgenerate additional revenueamounting to $83,550. Park staff would work to identify additionalrevenue generating opportunitieswhich would also ideally provideamenities for Park users.Explanation of why this initiative isdependent upon the implementation

of Plan B and, given the specificdollar figure provided for theadditional revenue measures, whatrevenue-generating opportunitiesthe Park has in mind.


30/186



Green

Green

Green

Green

As of January 2009, Fairmount Parkwas up 1 position over June 2008,but the Class 100 estimated spendfor FY09 is up $250,000 versusFY08. Explanation of how many of

the additional 32 positions budgetedfor FY09 were filled at some pointduring the Fiscal Year the actualClass 100 spend for those filledpositions.Detailed breakdown of what theDepartment actually expects tospend in Class 100 in FY09; thenumber of positions filled by the endof FY09; and the projected Class100 spend based on current staffing

level.The proposed FY10 budget includes171 positions, an increase of 13from the January increment run.The requested Class 100appropriation for FY10 is decreasingby $771,518 from the FY09estimated obligation. The majorityof this reduction $478K appearsto be from a drop in overtimeexpenses. Explanation of to what

extent this drop is contingent uponthe Park being able to fill vacancies.

Whether it would be possible for thePark to achieve additional netsavings by hiring more employees,thereby further driving downovertime expenses.


31/186



Green

Green

Green

Green

Green

Green

Green

Green

Of the $478K Class 100 reduction,$137K appears to be a drop inClass 100 salaries for full-timeemployees; explanation of how thePark is achieving this reduction.

Job descriptions/functions of a "ParkDistrict Manager."Copy of Street Administration planre implementing spray pools.Amendment to capital plan to installspray pools, if spray pools savefunds.Breakdown of $4.5 million reductionin Class 100 spending from FY09estimated obligation to FY10requested appropriation.

Of the $ 4.5 million reduction, $1.1Mappears to be a drop in Class 100salaries for full-time employees;explanation of how, other thanbonus-related savings, the RecDepartment is achieving thisreduction.Job descriptions for all vacantpositions in the Rec Department.

Based on pg. 16 of the RecDepartment budget detail, provide awalkthrough of the changes in thenumber of temporary and seasonalemployees and the Class 100spending for these employees from FY08 through FY09 and theproposed FY10 budget, including anexplanation of who these employeesare, what they do, when during theyear are they hired, etc.


32/186



Green

Green

Green

Green

Green

Green

Green

Green

Green

Explanation of how the RecDepartment is going to achieve $3Mreduction in this spending categoryin FY10.Cost to open every single pool,including staff.Total aggregate difference betweenopening all pools vs. the onesproposed.Whether the $70 million theMuseum has rasied towards the"Keystone Project" is at risk if theMuseum does not receive anadditional $11 million in capitalfunding from the City over the nextsix years.

Analysis of the wage and businessprivilege tax revenue that would begenerated by the "KeystoneProject."Estimated reimbursement fromgoing paperless, as per prior discussion between CouncilmanGreen and Dr. Schwarz.Detailed breakdown of what theDepartment actually expects tospend in Class 100 in FY09; the

number of positions filled by the endof FY09; and the projected Class100 spend based on current staffinglevel.Whether the Health Dept.'s in-housedrivers/couriers transportpharmaceuticals.Comparative cost of usingcommercial courier service vs.having on-staff drivers/couriers,including vehicle-related costs.


33/186



Green

Green

Green

Green

Green

Green

Green

Copy of cost-benefit analysisperformed w/in Health Dept. reelectronic medical record system.Written explanation of the servicescontracts reduced per therebalanacing plan and how/whythose reductions have "no impact onservice."List of all contracts the Departmentplans to enter into for FY10, adescription of the specific servicesto citizens provided under thecontract, and an explanation of howthe Department monitors thecontract to ensure that citizens doreceive value from it.

Explanation of why the Dept. isprojecting significant increases inMedicare and Medicaid paymentsfor FY10.Chart of grants the Dept. received inFY09 but does not expect to receivein FY10, as well as any replacementgrants.Net change in number of employees, if any, followingreclassifications (including, for

instance, reclasssifying employeesas "service representatives").List of all paper forms used by theDept.


34/186



Green

Green

Green

Green

Green

Green

Green

Green

Total lobbying spend across Citygovernment; list of departments,other than the Health Dept., thathave lobbying spends in their operating budgets; why these line

items are being included indepartmental operating budgetsrather than under the Mayor's Officebudget.Actual savings if implementation of a district health centure closure isdelayed by 3-6 months.

Estimated cost of keeping someonein prison vs. providing him mentalhealth/drug and alcohol treatment.

Analysis of the potential servicesthat could be provided and potentialsavings from providing thoseservices, rather than keepingsomeone in prison.Savings to the City, annualized, byDBH diverting prisoners/detaineesinto mental health treatment,including Community TreatmentTeam.Whether additional savings from

DBH diversion is reflected in theFY10 proposed budget for thePrison System.Savings to the City, annualized, byDBH diverting prisoners/detaineesinto drug and alcohol treatment.Whether additional savings fromDBH diversion is reflected in theFY10 proposed budget for thePrison System.


35/186



Green

Green

Green

Green

Green

Whether DBH's drug and alcoholtreatment of prisoners isreimbursed, as is its work outsideprison.Number of detainees/inmates in thePrison System awaiting drug or alcohol treatment.Savings in the General Fund thatwould result from a lower prisonpopulation due to DBH's receipt of state grant funding to expandinitiatives like its Forensic IntensiveRecovery System; likelihood of receiving state grant funding for these efforts.Cost-benefit analysis of DBH

moving to a paperless system.OSH received $458,480 in grantfunding from the U.S. Dept. of Commerce in FY07-08 to create anonline information infrastructuredesigned to facilitate informationsharing and resource creation thatwill assist in ending homeless. OSHreceived additional funds fromH.U.D. to maintain a HomelessManagement Information System inorder to help [a]ssess theeffectiveness of homelessprograms. The HUD funding hasincreased significantly over the pastthree years, from $147K in FY08, toan original appropriation of $165K inFY09, an estimated actual obligationfor FY09 of $244K, and the same$244K budgeted for FY10. What isthe status of these IT initiatives?


36/186



Green

Green

Green

Green

Green

Green

Green

Green

Green

What findings has OSH made fromthe data collected?To what extent is the HomelessManagement Information Systemintegrated with data-gathering

systems in other departments, suchas Health, DHS, OHCD, etc.?How is OSH working with theDepartment of Technology on thisinitiative?Copy of "Departmental SummaryPersonal Services" for DHS.

For each division in DHS, provideactual spending in Class 100 salarycategory (line 1) for FY09; for everycurrently unfilled position that DHSplans to fill over the balance of FY09or in FY10, provide job title, jobdescription, and why job needs to befilled in FY09 or FY10 when Dept. isfunctioning without the job beingfilled currently.

Description of any revenue-generating implications of not fillingcurrently unfilled positions.Written correspondence from state

re cessation of funding of programsDHS eliminated during RebalancingPlan cuts.Copies of all reports, cost-benefitanalyses, internal memos, externalvendor reports, DOT reports, etc. reuse of technology w/in DHS.Number of people receivingadoption subsidies from DHS whoare the subject of abuse reports.


37/186



Green

The budget includes a line-itemtitled delay in filling new positions.For example, also on pg. 13 of thedetail, the Administration andManagement division budget isreduced by $138K based onprojected savings from a delay infilling the 35 new positions in thedivision in FY10. For each divisionin the Department, please provide achart indicating: (1) the newpositions that were included in theDepartments FY09 budget; (2) theamount of savings included in theFY09 budget based on delay infilling these positions; (3) if andwhen each position was actuallyfilled during FY09; (4) the actualsavings or cost, in terms of overtime or otherwise from notfilling the position.


38/186



Green

Green

Green

The budget detail indicates on page23 that the Contract Administrationand Program Evaluation divisionhas been transferred toPerformance Management andAccountability (PMA) andAdministration and Management(ADM). In FY09, the ContractAdministration and ProgramEvaluation division included 50positions and was appropriated$3.24M in General Fund dollars.Page 12 of the detail indicates 21new, contract-related positions inthe Administration andManagement division. Page 31 of the detail shows the newPerformance Management andAccountability division, with abudget of $5.43M in General Funddollars and a staff of 95. Assumingthat 29 of these 92 employees arethe balance of the employees fromthe former Contract Administrationand Program Evaluation division,where did the balance come from?

Please provide a chart of theemployees in the new divisionindicating whether they are newhires or transfers from within DHSand, if so, from what division theywere transferred.Cost differential between open-source and proprietary Motorolaradio system.


39/186



Green

Green

Green

Green

Green

Green

Green

Green

Re other category revenue on pg.14 of Op. Budget Summary for FY10: breakdown of revenue sourceand projections, including why $2Mprojected for FY09 estimated

receipts is only $1.4M.Explanation of where Love Parkgarage revenue is listed in theOperating Budget Summaryrevenue charts.Written detail re preventivemaintenance program provided byPICA and where/how it is included inDPP's preventive maintenanceprogram.Page reference in Operating Budget

Summary for where street furniture-related revenue is listed.Estimated savings from moving froma 4-10 p.m. shift to an 8 a.m. to 4p.m. shift.Estimated savings, both in DPP'sbudgets and in departmentalbudgets, of giving DPP soleresponsibility for maintenance of City-owned buildings.Breakdown, by department, of any

restrictions on moving to daytimework shifts for maintenance.Copy of raw data provided bydepartments to Budget Office re rateof return on requested capitalinvestments/projects.


40/186


41/186



Green

Green

Green

Green

Green

Green

Green

For all repair and maintenancecontracts DPP plans to enter into for FY10, a written (1) description of thespecific services to citizens providedunder the contract and (2)explanation of how the Departmentmonitors the contract to ensure thatcitizens receive value from it.

Re General Support division Class100 salary spending: explanation of $419K increase in spending whensame # employees.

Number of employes in "GeneralSupport" division presently.

Estimated savings from changingCity buildings to a 67/73temperature range.

Number of City employees whosespouse also is a City employee.

Report re work performed bylobbyists paid out of DPP's budget,including how the lobbying relates toDPP work.

Using data re overtime % reductionsin Police, Fire, Riverview based onDPP assuming maintenanceresponsibilities for these depts., theprojected savings in overtime (%and $) if DPP assumedmaintenance responsibilities for other candidate depts.


42/186



Green

Green

Green

Green

Analysis of FY10 and FY11 savingsif City shifted to leasing rather thanpurchasing vehicles for all cars for which leasing is feasible.

Business Compliance Inspections:(1) # of inspections performedduring FY08; (2) # of inspectionsperformed to date in FY09; (3) # of inspections projected to beperformed for full FY09; and (4)average # of days betweencomplaint receipt and inspection

New and Repeat HousingInspections: (1) # of inspectionsperformed during FY08; (2) # of inspections performed to date inFY09; (3) # of inspections projectedto be performed for full FY09; and(4) average # of days betweencomplaint receipt and inspection

Clean and Seal Lots Treated: (1) #of clean and seals performed duringFY08; (2) # of clean and sealsperformed to date in FY09; (3) # of clean and seals projected to beperformed for full FY09; and (4)Average # of days betweencomplaint receipt and clean andseal performance


43/186



Green

Green

Green

Green

Budget Detail, Section 54, page 7(A)(3) shows that L&I is eliminating$76,624 in funding for temporaryand seasonal positions. Explanationof the seasonal positions being

eliminated, the job description of these positions, and the impacteliminating these positions will haveon the provision of services tocitizens.

Budget Detail, Section 54, page 7(A)(5) shows that L&I anticipatesovertime reduction of almost $1million for FY10. Description of howL&I plans to achieve this savings,specifically identifying the positions

through which it plans to reduceovertime. Explanation of any impactthe overtime reduction will have inthe provision of services to citizens.

An estimate of the amount of revenue generated by eachbusiness compliance officer,including a description of theassumptions underlying and processused in determining the estimate.

The number of licenses the Citycurrently issues through L&I;whether any study has beenperformed or recommendationsmade regarding the elimination of duplicative or unnecessary licenses;a copy of any such study, report, or recommendation regarding theelimination or consolidation of licenses.


44/186



Green

Green

Green

Green

Green

Explanation of how the ServiceLevel Agreement response timesare established; whether there areindustry standards other municipalities use in establishing

baseline response times and detailre the same.Explanation of how the hiring of additional commercial fire inspectorswill effect the response time tocommercial (15 days) andresidential (16 days) fire safetyissues.The number of permit applicationsreceived by L&I in FY09 (to date);the number of completed /

incomplete applications received byL&I in FY09 (to date); the number of permits issued by L&I in FY09 (todate); and the average number of days between the date anapplication is received and the datea permit is issued.

L&I is seeking $104,436 for mileagereimbursements for use of personalautomobiles by field inspectors.Whether L&I participates in any car

sharing programs (ZipCar, Philly Car Share) and the cost savings fromparticipating in such programs.

The number of open complaintscurrently in L&Is system.


45/186



Green

Green

Green

Green

Green

Green

Green

Green

The number of times the HANSENsystem has gone down in the pastyear; an explanation of howHANSEN is integrated with the 311system; an explanation of howHANSEN tracks the resolution of cases, including whether a casebeing marked closed means that theissue has been finally resolved and,if not, a description of any other bases for marking a case closed.

An explanation of the Class 200reduction in IT spending for FY10.

s n ; w e er any o ese

positions are responsible for themaintenance of the HANSENsystem; how the duties andresponsibilities of the eliminated

ositions will be erformed oinThe name, salary, and detailed jobdescription and responsibilities of each deputy commissioner inLicenses & Inspection in FY08,FY09, and proposed FY10.

Of $610K in automation savings,breakdown of savings source.Detail re $2.4M savings in RecordsDept. included to "Plan B."

Comparative online user data, 2008vs. 2009.

Square footage of Records StorageCenter.


46/186



Green

Green

Green

Green

Green

Green

Green

Green

Green

Number of reams of paper documents sent to storage per year.

Spend per month to retrieve paper documents from storage, including

staff salary and fringe cost.Copy of all research/analysisperformed re the cost of digitizing allrecorded documents.

Changes needed in state and/or local law to enable the City tomandate e-filing/e-recording.

Re "Electronic Respository Project,"copy of analysis and, if analysis willnot be completed by current targetdate (end of FY09), notice to theChair of the same by 6/1/09.

Any information or analysis theDept. has re e-forms, paperlessgovernment, use of wizzards, etc.

Cost per 100, 1,000, etc. to havepeople on electronic monitoring.

Data re average caseload for probation and parole officers.

Resources needed to use electronicmonitoring for all potentially eligibleprisoners.


47/186



Green

Green

Green

GreenCost-savings of 311 system. Greenlee

Greenlee

Dollar value of City-owned property. Jones

Jones

Jones

Jones

A credible plan from the Courts for reducing the prison population thatPICA will accept as well, withadditional detail and a more specificplan re how to implement the D.A.'salternative budget proposal.

List of recs stated as specifically aspossible re recs -- and oulined interms of FYP -- showing howproviding additional resources tosome depts. would increaserevenues.Revenue generated by .1% increasein wage tax.Revenue generated by 5 mill

increase in gross receipts portion of BPT.

The number of additional probationand parole officers needed to bringcaseload down to target levels.

The amount of commercial propertyin the City-owned property inventory;the value of that property; and theprojected ability of that property tocreate tax revenue.

The amount of the above-referenced property that is ready for disposition or development?

A breakdown of the aboveinformation by Councilmanic district.


48/186



Jones

Jones

Jones

Jones

Jones

Jones

Jones

Jones

Jones

Breakdown of NeighborhoodCommercial Center carry-forwardfunding by Councilmanic district.Impact of budget cuts on the abilityof the City to bid/execute capital

projects and how the City will beable to ramp up again wheneconomic stimulus funding comesin.Report on bridge conditions fromCSX and Amtrak.Amount spent on renovations/build-outs of office space the City leasesor owns.Explanation of how rental space for Board of Ethics selected and what

other City departments rent space inthe building.

List of all outsourced and privatizedCity services.

Data (numbers and percentages) reincreased requests for assistancefrom MOCS over the past 18months.The average dollar-value of benefitspeople who are assisted by MOCSreceive.Updated data re outcomes frommortgage foreclosure diversionprogram.


49/186



Jones

Jones

Jones

Jones

Jones

Jones

Jones

Jones

Jones

Jones

Jones

Jones

Number of housing units producedlast year, broken down by district.List of Reform Teams and membersthereof.

Detail re leases between the Cityand third-party landlords.

Processing time for vendor payments by City.M/WBE participation rates andnumbers for Revenue Dept.contracts in FY08.Aging accounts receivable; anychange in age of accounts/number of delinquent accoutns between

FY08 and FY09.Amount of average PensionAdjustment Fund bonus.Number of discrimination/sexualharassment lawsuits filed vs. City inFY08 and FY09; number of theselawsuits resolved in the last year.Number of discrimination cases filedwith Commission by City employeesagainst the City; any increase or decrease in the same over the past

few years.Report of any pattern of discrimination by companies.Percentage of pre-trial detainees inPrison System who have bail lessthan $500.Breakdown of materials and costsincluded in cleaning supplies lineitem, which is increasing from $50Kto $375K.


50/186



Jones

Jones/Sanchez

Kelly

Kelly

Kenney

Kenney

Matrix of after-school options for Philadelphia schoolchildren.Detailed description of scope of work for Dell East renovations.

Jones (for Brown)

The amount of commercial propertyin the City-owned property inventory;the value of that property; and theprojected ability of that property tocreate tax revenue.

Jones (viaGreen)

Amount of the above-referencedproperty that is ready for dispositionor development?

Jones (viaGreen)

A breakdown of the aboveinformation by Councilmanic district.

Jones (viaGreen)

Detail re types of calls received by311, broken down by councilmanicdistrict.Re unpaid/delinquent taxes, detail reamount owed by businesses;amount owed by property owners.Requested data re people who havebeen delinquent for years, rather than those who fell behind onlyrecently due to the economicdownturn.

Youth Violence Reduction Programstaffing levels, 1999 to 2010.

Number of homeowners inPhiladelphia who are senior citizens.

Number of these senior citizenhomeowners who participate in thestate property tax/rent rebateprogram.


51/186



Kenney

Kenney

Kenney

Kenney

Kenney

Kenney

Kenney

Number of these senior citizenhomeowners who are PACENETeligible (and those eligible for property tax freezes).Chart showing the number of

homeowners who would beimpacted by the proposed propertytax increase, the subset who areeligible for existing protections, theincome triggers for theseprotections.Chart showing the amount of property tax paid by the businesscommunity.

Chart showing cost, total and toindividual taxpayers, of raising thewage tax in order to close budgetgap if requested pension fundchanges not approved by the state.

Chart showing cost, total and toindividual taxpayers, of raising thewage tax in order to close budgetgap if sales tax increase is notapproved by the state.Update on facilities FireDept./DPP/PICA lookeed at for repairs, what work has been done inthe past year, and plans for futurework.Explanation from Department of Public Property (DPP) of the legalprocess to appropriate capital funds,design projects, award bids.Opinion on whether an 8-monthdelay in drawing down funds is along period of time.


52/186



Krajewski

Krajewski

Krajewski

Miller

Miller

Miller

Miller

Miller

Miller

MIller

List of U.S. cities with 311 systems. Miller

Miller

Miller

Number of City employeestransferred from other departmentsto the 311 call center.Org chart for MDO with names and

job titles.

Breakdown, by Councilmanicdistrict, of how money appropriatedto the Housing Trust Fund has beenspent.Data, broken down byneighborhood, showing when theBoard of Revision of Taxes (BRT)most recently assessed property.Number of Commercial Corridors inthe City.Number of Commercial Corridor

projects is going to fund.Maximum funding amount per Commercial Corridor project.Data re job creation fromdevelopment at Navy Yard.Data re efforts to connect WorkforceDevelopment Board, et al., to jobscreated at Navy Yard.List of housing development projectsunderway citywide.

Walkthough of all changes withinthe MDO (e.g., AVRP elimination,Town Watch cuts, etc.) from FY09to FY10.For all contracts handled byProcurement Dept., breakdown bynumber, percentage, and dollar amount of contracts for MBE, WBE,and DBE.


53/186


54/186



O'Neill

O'Neill

O'Neill

Reynolds Brown

Reynolds Brown

Reynolds Brown

Reynolds Brown

Rizzo

Fixed monthly costs to operate 311. Rizzo

Rizzo

Rizzo

Number of SUVs/cars in City fleet,including breakdown of number marked vs. unmarked.Breakdown of costs for 3 kinds of SUVs in City fleet and for sedans

(not police), and explantion of howblended out to an average cost.Analysis of whether it would savemoney to lease, rather than buy,Council cars.Names of the contractors/sub-contractors on the Dell project andrates of MBE/WBE participation.Description of efforts to speedvendor payments through the use of technology.

Detail re funding of organizations(Greater Philadelphia Film Office,etc.) whose funding previously waslisted in Finance Dept. budget.Explanation of "x 0" line on on-linetax calculator.

If the proposed real estate taxincrease is approved, percent of property-owners who will be eligiblefor the state property tax/rent rebate.

Whether the problem of water run-off onto Kelly Drive will beremediated by the work to the Delland, if not, what the plan is for addressing this issue.Who regulates/inspects privatebridges in Manyunk.


55/186



Rizzo

Rizzo

Rizzo

Rizzo

Rizzo

Rizzo

Rizzo

Rizzo

Rizzo

Rizzo

Sanchez

Monthly fixed costs for 311,including phone service, other vendors, etc.Department's wish list of changesneeded to make procurement

process easier.Status of Project OCEAN, includingcost and results of investment.Amount of money for ProjectOCEAN that has come from theRevenue Dept. budget.Total cost of implementing newwater bill, not including the $450K inthe FY10 budget.Results of analysis re waivingconvenience fee for making credit

card tax payments.Schedule for mid-2008 to mid-2009for recruiting paramedics.Analysis of the drop in Class 100spending that would result fromretrofitting the Prison System for greater use of video for courtappearances.Number of part-time doctorsemployeed by the City who are Cityresidents.

Copy of RFP issued by ManagingDirector re selling advertising rightsto blackboards in Rec Centers.

If milliage for gross receipts portionof Business Privilege Tax (BPT) isincreased, and exemptions areincluded for manufacturers andretailers, inancial impact based on2008 receipts. [MQS to have follow-up conversation with Finance toconfirm data requested.]


56/186

I f i f Ci C il Ad i i i d i b d h i


57/186



Sanchez

Sanchez

Sanchez

Sanchez

Sanchez

Sanchez

Sanchez

Sanchez

Sanchez

Sanchez

Tasco

Recommendations re how toincrease the LBE participation rate.

Outstanding debt owed on "severelydelinquent" water accounts.

Of $163 million in outstanding water bills, a breakdown of the amountthat is for fines, penalties, andinterest.

Timeframe for signing new taxcollections and discovery contracts.

Cash flow impact of allowing peopleto spread out their real estate taxpayments over 6-12 months.Review of best practices in other cities and policy recommendationsre Citywide siting policy for residential facilities.List of Prevention Alignment Groupmembers.Details re any Prevention AlignmentGroup provider members had their

DHS funding cut in the rebalancingplan.Number of uninsured children inDHS system.Whether any accredited agenciesthat previously provided SCOH weredefunded by DHS.Cost estimate for upgrading thelighting throughout City Hall to thelevel now present on the 4th floor of the building.

I f ti t f Cit C il t Ad i i t ti d i g b dg t h i g


58/186



Tasco

Tasco

Tasco

Tasco

Tasco

Verna

Verna

Verna

Verna

Budget for Robin Hood Dellrenovations, scheduled time periodfor completion of work, informationabout any issues that may come upw/the schedule.

M/WBE numbers and participationrate for fund managers.Comparison of Philadelphia'sfunding ratio to those of other cities'pension funds.Breakdown of costs (personnel,supplies, maintenance, etc.), byfacility, to operate each PrisonSystem facility.List of savings/revenue-generatingrecommendations to cross-check

against the Five-Year Plan.

City's success rate in collecting ondemolition liens.

Amount of Act 71 money spent onYouth Study Center.Whether the capital budget will beamended to provide funding for boiler replacement at Eastwickbranch library in FY10.Crosswalk of all changes made todepartmental budgets from FY09adopted budget throughRebalancing Plan to proposed FY10budget.



59/186



Verna

Verna

Verna

Verna

Verna

Verna

Verna

Verna

Verna

Verna

Total cost to the City to negotiate itslabor contracts.

Review of whether the Mayor'sOffice of Community Services(MOCS) could reduce itsadministrative costs sufficiently for grant funding to cover its total costs.

Breakdown of projections vs.certainties in grant funding includedin budget.Of the 58% of the budget theAdministration says is "non-discretionary," chart showing howmuch has been cut from this part of the budget since 7/09.

Copy of the BPT return sent topayors.List of fund managers, includingtheir FY08 payments and estimatedFY09 payments.Briefing for Council by the Board of Pension's actuaries re the changesto the pension being requested fromthe state.List of current vacancies for City

jobs.

Chart of all City-administered healthplans including information aboutnumber of people enrolled in theplan, the plan costs, co-pays,benefits received, etc.Explantion of the discrepancybetween the $6.2 million inincreased revenue from raised EMSfees reflected in the operatingbudget detail vs. the $5 million fromthis source reflected in the Five-Year Plan appendix.



60/186



Verna

Verna

Verna

Verna

Verna/Green

Verna/Sanchez

Verna/Tasco

Verna/Tasco

Description of Rec. Dept.applications for federal stimulusfunds.Copy of City's contract with PPA for management of the Love Park

garage.Breakdown of PMA's budget andexplanation of the services that PMAprovides to the City.

List of Criminal Justice AdvisoryBoard (CJAB) members.

Data, by district health center, onrevenue and expenses, includingprojected revenue from new chargesand fees included in the proposed

FY10 budget.Number of people eligible for andnumber of people enrolled in theseprograms.Response re making expenditurestransfers to other departments,including whether it violates aprovision in the operating budgetordinance, why it is done, and whythe salaries are not just paid directlyby the department rather than theMDO's office.Explanation of all exempt positionscreated within the MDO and thenassigned to departments.NOT PRESENT FOR WATERDEPT. HEARING; NEED TOREVIEW TRANSCRIPT FOR ANYPENDING INFORMATIONREQUESTS.



61/186



NOT PRESENT FOR STREETSDEPT. HEARING; NEED TOREVIEW TRANSCRIPT FOR ANYPENDING INFORMATIONREQUESTS.

NOT PRESENT FOR L&IHEARING; NEED TO REVIEWTRANSCRIPT FOR ANY PENDINGINFORMATION REQUESTS.NOT PRESENT FOR PLANNINGCOMMISSION HEARING; NEEDTO REVIEW TRANSCRIPT FORANY PENDING INFORMATIONREQUESTS.NOT PRESENT FOR HISTORICALCOMMISSION HEARING; NEEDTO REVIEW TRANSCRIPT FORANY PENDING INFORMATIONREQUESTS.NOT PRESENT FOR ENTIRERECORDS DEPT. HEARING;NEED TO REVIEW TRANSCRIPTFOR ANY PENDINGINFORMATION REQUESTS.


62/186



63/186



Recreation 4/21/2009

DBH 4/22/2009

OSH 4/22/2009

OSH 4/22/2009

Department of Human Services (DHS) 4/22/2009

DHS 4/22/2009

DHS 4/22/2009

DPP 3/31/2009 4/28/2009

MDO 3/25/2009

Budget 3/31/2009 4/28/2009



64/186



Mayor's Office 4/6/2009 4/17/2009

Mayor's Office 4/6/2009

OHCD 4/6/2009

OHCD 4/6/2009 5/1/2009

OHCD/Mayor's Office 4/6/2009

OHCD/RDA 4/6/2009

Revenue 4/14/2009

Revenue 4/14/2009

DPP 4/27/2009

DPP 4/27/2009

DPP/Budget 4/27/2009



65/186

o at o equests o C ty Cou c to d st at o du g budget ea gs


DPP 4/27/2009

DPP 4/27/2009

Fairmount Park 4/21/2009

Commerce/Finance/Chief of Staff 3/25/2009 4/29/2009

OHCD 4/6/2009

Procurement 4/7/2009

Treasurer 4/14/2009

Board of Pensions 4/15/2009

Human Resources 4/15/2009

Prisons 4/20/2009

Prisons 4/20/2009


66/186



67/186

q y g g g


DOT 3/25/2009 4/29/2009

Finance 3/25/2009

Finance 3/25/2009

Finance 3/25/2009 4/8/2009

Finance 3/25/2009 4/8/2009

Finance 3/25/2009 4/29/2009

Finance 3/25/2009 4/8/2009

Finance 3/25/2009 4/8/2009


68/186



69/186


Department of Public Property (DPP)/Budget 3/31/2009

DPP/RDA 3/31/2009

DPP/RDA 3/31/2009

Commerce 3/31/2009 4/28/2009

DPP 3/31/2009 4/28/2009

Budget/Department of Technology (DOT) 3/31/2009 4/28/2009

Budget/DOT 3/31/2009



70/186



Mayor's Office 4/6/2009 4/17/2009

Mayor's Office 4/6/2009 4/17/2009

Mayor's Office 4/6/2009 4/17/2009


Mayor's Office 4/6/2009 4/17/2009



71/186


Mayor's Office 4/6/2009 4/17/2009

Mayor's Office 4/6/2009 4/17/2009



OLR 4/6/2009 4/17/2009

OLR 4/6/2009 4/17/2009

OLR 4/6/2009

OLR 4/6/2009



72/186


MOCS 4/6/2009

MOCS 4/6/2009

MOCS 4/6/2009

MOCS 4/6/2009

MOCS 4/6/2009

MOCS 4/6/2009



73/186


MOCS 4/6/2009

MOCS 4/6/2009

MOCS 4/6/2009

MOCS 4/6/2009

OHCD 4/6/2009 5/1/2009

OHCD 4/6/2009 5/1/2009

OHCD 4/6/2009

OHCD 4/6/2009 5/1/2009



74/186


RDA 4/6/2009

RDA 4/6/2009

RDA 4/6/2009

RDA 4/6/2009

RDA 4/6/2009

OHCD/Mayor's Office 4/6/2009 5/1/2009

OHCD/Mayor's Office 4/6/2009

MDO 4/7/2009



75/186


MDO 4/7/2009

MDO 4/7/2009

MDO 4/7/2009

MDO 4/7/2009

MDO 4/7/2009

MDO 4/7/2009

MDO 4/7/2009



76/186


MDO 4/7/2009

MDO 4/7/2009

MDO 4/7/2009

MDO 4/7/2009





Procurement 4/7/2009 4/29/2009



77/186


Depatrment of Technology (DOT) 4/7/2009 4/29/2009

DOT 4/7/2009 4/29/2009

DOT 4/7/2009 4/29/2009

DOT 4/7/2009 4/29/2009

DOT 4/7/2009 4/29/2009

Finance 4/14/2009

Finance 4/14/2009

Finance 4/14/2009



78/186


Finance 4/14/2009

Finance 4/14/2009

Finance 4/14/2009

Finance 4/14/2009



79/186


Finance/Law Dept. 4/14/2009

Finance 4/14/2009

Revenue 4/14/2009



80/186


Revenue 4/14/2009

Revenue 4/14/2009

Revenue 4/14/2009

Revenue 4/14/2009

Revenue 4/14/2009

Revenue 4/14/2009

Revenue 4/14/2009

Revenue 4/14/2009



81/186


Treasurer 4/14/2009











82/186


Civil Service Commission 4/15/2009

Civil Service Commission 4/15/2009



DOT 4/15/2009 4/29/2009

PCHR 4/15/2009

Fire Dept. 4/20/2009






83/186







Prisons 4/20/2009

Prisons 4/20/2009

Prisons 4/20/2009

Prisons 4/20/2009

Prisons 4/20/2009

Prisons 4/20/2009

Prisons 4/20/2009



84/186


Prisons 4/20/2009

Prisons 4/20/2009

Prisons 4/20/2009

Prisons 4/20/2009

Prisons 4/21/2009

Prisons 4/21/2009

Prisons 4/21/2009

Prisons 4/21/2009

Prisons 4/21/2009

Prisons 4/21/2009



85/186


Prisons 4/21/2009

Prisons 4/21/2009

Prisons 4/21/2009

Prisons 4/21/2009

Prisons 4/21/2009

Prisons 4/21/2009

Prisons 4/21/2009

Prisons 4/21/2009

Prisons 4/21/2009

Prisons 4/21/2009

Prisons 4/21/2009



86/186


Prisons 4/21/2009

Prisons 4/21/2009

Prisons 4/21/2009

Prisons 4/21/2009

Prisons 4/21/2009

Prisons 4/21/2009

Prisons 4/21/2009

Prisons 4/21/2009

Prisons 4/21/2009

Prisons 4/21/2009



87/186


Prisons 4/21/2009

Prisons 4/21/2009

Police 4/20/2009

Police 4/20/2009

Police 4/20/2009

Police 4/20/2009

Police 4/20/2009



88/186


Police 4/20/2009

Police 4/20/2009

Police 4/20/2009

Police 4/20/2009

Police 4/20/2009

Police 4/20/2009



89/186


Police 4/20/2009

Police 4/20/2009

Police 4/20/2009

Police 4/20/2009

Police 4/20/2009

Police 4/20/2009

Police 4/20/2009



90/186


Police 4/20/2009






91/186







92/186



93/186





Art Museum 4/21/2009

Art Museum 4/21/2009

Public Health 4/22/2009






94/186











95/186


Public Health/Finance 4/22/2009


DBH 4/22/2009

DBH 4/22/2009

DBH 4/22/2009

DBH 4/22/2009

DBH 4/22/2009

DBH 4/22/2009



96/186


DBH 4/22/2009

DBH 4/22/2009

DBH 4/22/2009

DBH 4/22/2009

OSH 4/22/2009



97/186


OSH 4/22/2009

OSH 4/22/2009

OSH 4/22/2009

DHS 4/22/2009

DHS 4/22/2009

DHS 4/22/2009

DHS 4/22/2009

DHS 4/22/2009

DHS 4/22/2009



98/186


DHS 4/22/2009



99/186


DHS 4/22/2009

DHS 4/22/2009

Department of Public Property (DPP) 4/27/2009



100/186


DPP 4/27/2009

DPP 4/27/2009

DPP 4/27/2009


DPP 4/27/2009

DPP 4/27/2009

DPP 4/27/2009




101/186


DPP 4/27/2009

DPP 4/27/2009

DPP 4/27/2009



102/186


DPP 4/27/2009

DPP 4/27/2009

DPP 4/27/2009

DPP 4/27/2009


DPP 4/27/2009

DPP 4/27/2009



103/186


OFM 4/27/2009

L&I 5/1/2009

L&I 5/1/2009

L&I 5/1/2009



104/186


L&I 5/1/2009

L&I 5/1/2009

L&I 5/1/2009

L&I 5/1/2009



105/186


L&I 5/1/2009

L&I 5/1/2009

L&I 5/1/2009

L&I 5/1/2009

L&I 5/1/2009



106/186


L&I 5/1/2009

L&I 5/1/2009

L&I 5/1/2009

L&I 5/1/2009

Records 4/28/2009

Records 4/28/2009

Records 4/28/2009

Records 4/28/2009



107/186


Records 4/28/2009

Records 4/28/2009

Records 4/28/2009

Records 4/28/2009

Records 4/28/2009

Records 4/28/2009

FJD 4/29/2009

FJD 4/29/2009

FJD 4/29/2009



108/186


FJD 4/29/2009

Controller 4/29/2009

Finance 3/25/2009 4/8/2009

Finance 3/25/2009 4/8/2009

Managing Director's Office (MDO) 3/25/2009

FJD 4/29/2009

Chief of Staff 3/25/2009 4/8/2009

DPP/Redevelopment Authority (RDA) 3/31/2009

DPP/RDA 3/31/2009

DPP/RDA 3/31/2009



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Prepared by Sophie

pending requests to administration

Documents