Okay, we're live on both. >> We are recording just so everyone's aware. Okay, thank you everyone and anyone who's still funneling in. I will call the third budget meeting to order and ask Mr. Miller to call the role. >> Mr. Callahan, >> present.
>> Miss Grampy Smith, >> present. >> Miss >> present. Miss Leairard >> present. >> Miss Leon >> present. >> Miss Wilhelm >> present. >> And Mr. Colom >> present. Thank you Mr. Miller. Just a YouTube reminder for our audience at home. If you want to follow along in real time after 6 p.m. feel free to
scroll forward to the the live portion of the meeting. Tonight is our third and and final meeting to review the budget. The following proposed 2026 budgets will be reviewed this evening. our community and economic development department,
which starts on page 51. Our community development block grant fund, which starts on page 301, our police department, which starts on page 137, and the fire department, page 153. After the appropriate administration
representatives make their presentation for each item, I will recognize the appropriate committee chair and chair members and then open it up to questions and comments from other members of council. There will be public comment after
the we'll do public comment tonight after uh I I would say each item, but we'll probably just I'm going to group community economic development slash community development block grant as one public comment. We'll do a public comment after the police department and
then we'll do another public comment after the fire department. I will remind everyone we have a fiveminute time limit as is custom for our city council meetings and I ask you to limit your comments to the respective budgets that we're discussing this evening. Just a
couple general things for anyone who's presenting, anyone who's asking questions, uh anyone who's commenting, if if you have a budget book with you, try to reference the pages you're looking at if you talk about certain line items or budgets just so we could all follow along in our budget books.
And then I expect we're going to be here tonight. I welcome everyone's comments. I welcome everyone's questions up here and every presentation. I just ask to be mindful of repetitiveness. If I if I hear someone repeat themselves a few times, I'll likely ask us to move it along just out of respect for everyone's
time. I I mean, I will acknowledge we have a number of members of the fire department here tonight. Fire department was last on the pre-planned agenda. I don't want to keep everyone here later than you have to be. So the we'll get started tonight. So, starting with our community and economic development department, I'll recognize Miss Collins,
the director of the department. And again, that starts on page 51. >> Yes. Um, good evening, council. Thank you for having us. I am happy to be here uh with a number of my colleagues from the department of community and economic development to present tonight's budget.
Um, just as an overview, very familiar to all of you, but the Department of Community and Economic Development has seven bureaus. And um you know tonight in addition to myself we have uh deputy director of community development Sarah Satulo, deputy director of economic
development Sean Ziller. And then from our health bureau, director Kristen Wenrich. Uh from the housing inspections and code enforcement bureau, Mike Simson. From the um planning and zoning bureau, our director Kathy Fletcher is with us. Um unfortunately Mr. Halforster
from the recycling bureau is um not well and not feeling well today. he he's not able to join us. Um, and also just want to introduce you to Lori Gillio who's our grants administrator and touches on a number of different projects across bureaus and our business administrator,
Tiffany Whismer. So, I will be doing the presentation, but as as questions arise at the end, you know, I'd be happy to pass things off to any of my colleagues and you can, you know, certainly ask them questions directly as well. Um but you know as you know the department of community economic development covers a
very broad range of topics. You see us often here before you throughout the year for a variety of projects that we work on across these different areas. Um and there is quite a lot going on and um you know what I plan to do tonight as part of this agenda is give you know a
highle overview of each of the bureaus and a few highlights of their work over the past year. um also a summary of the department budget generally and its key features and some things that may be different this year. And then um you know following that there are also you
know DCED directed budget items that are not in the DCED budget and that would be as discussed at the last budget hearing the civic expense accounts for um housing and the community recovery fund and also um the homelessness initiative. So I'll cover those as well during the
presentation, but I'm going to start just going in order of the budget book. So um you know after the administrative tab, the first bureau uh that is covered is the health bureau. Um you know the health bureau uh covers five core program areas. Does
a lot of programming throughout the city. You know offers services here at city hall. Also now has u the health van that is pictured here to go out into the community and provide a variety of different services. And those are in five core program areas. Chronic disease, communic communicable disease,
environmental health, maternal child health, and public health preparedness. In 2025, again, so many programs doing a lot of things. We could probably talk about each each item for for 20 to 30 minutes. I'm not going to do that. I'll just give the highlights. Um the community connections program is one
though that we talk about a lot. It was launched in 2020. um designed to help residents with mental health needs as they're interacting with law enforcement um or other uh city officials. And that program has grown. It has evolved. It is
very successful meeting the the ever growing needs of members of our community who who struggle with mental health and other um issues. Uh this past year there were 523 referrals to that program and it's a very small a very
lean staff um covering all of those referrals and also the program as I think you know and we've talked about a lot in recent um meetings and and in recent months you know the community connections program also is really instrumental in serving our unhoused
population particularly in the encampments uh along the DNL trail. we've um you know at this point dedicated you know one of the uh community connection staff specifically for that purpose and and making uh connections down there on a regular
basis. Um you know with the unhoused population specifically community connections is working with you know six or or or more local agencies. Uh we've recorded over 150 outreaches 109 individuals served. um connecting a lot
of them to services uh as up to up to as many as 85% in in many of our interactions. There are those who refuse service or or don't want to engage with us, but for the most part, you know, we are really having success in in connecting people to services and trying to follow through and and keep people
engaged. Uh just yesterday the health bureau and community connections had a care event where service providers covering different areas were down at the encampment all at the same time providing services is it was the f third such one this year. Uh typically they
see between 20 and 30 people in any one of those um events connecting people with drug and alcohol services um getting them connected with case workers and then also trying to track outcomes with those folks after the event. Uh some other highlights from the health
bureau. Uh the family planning STD clinic uh has served over 350 clients this year. The lead and healthy homes program, that's a HUDf funded program that helps um people remediate their homes if they have um uh lead high lead
levels or other uh conditions that are that are um considered dangerous to health under the guidelines of HUD. 52 homes in the city were were supported through that program this year. Uh we also operate through the health bureau and overdose fatality review team for all of Northampton County. It's a newer
program uh as part of um some of the work that we're doing around opioids and other uh substance issues and um that's been extremely successful this year. And then the better blocks program, another one that we've talked about quite a bit. Uh that's a PCCD funded program that is
um targeting improvements neighborhood specific improvements in uh three neighborhoods uh in the Penrook area, Lynfield and Madison. And um you know there's a ton of community engagement. There's been a number of block parties
and opportunities to to meet with residents. And then some, you know, physical improvements in these neighborhoods that have come out of that um include, you know, um installing handicap swing at Madison Park, security cameras at the park, uh motion lights,
removing graffiti, um updating traffic signs, doing a walking school bus, back to school event, and then also deploying the mobile van that you see here uh into each of those neighborhoods. Moving on, the next um bureau in your
budget is the code bureau. Um the code bureau, you know, reviews, plans, issues permits, and conducts inspections for all construction activity that happens in the city of Bethlehem. We have talked quite a bit about the high level of construction in the city of Bethlehem.
Uh over the past year, five years, we've had more than $1.4 $4 billion in private investment that is reflected in the construction permit activity that we've seen in the city. Um just last council meeting, uh city council voted to
approve, uh increases in the fees for construction permits for the first time in um well over 20 years. Um, but what that does is allows us to um add uh two additional employees to the code staff
that will be covered by the increase in those permit fees to cover the cost uh to to cover really to keep up with the high construction activity that we're seeing throughout the city. Um you can see here on the chart we're we're showing you know not only that the $ 1.4
$4 billion in investment, but what that means in terms of permits that are issued by the code enforcement bureau and just as a little bit of an insight into what what it means to issue permits. Um, you know, so for a major construction activity, for example, you
know, we've got administrative staff that are performing a variety of functions throughout the course of that project working its way through the permitting process. you know, they're they're taking in applications, they're entering them into a C++, they're facilitating them being um um kind of
shephered through city hall because it's not just the code enforcement bureau that often looks at these permits. We're going to engineering and uh fire and many other places to look at these permits and our administrative staff really try and keep that process moving. They're also engaging with the
applicants quite often. um you know, phone calls, emails, what's the status, how about this, you know, here are some changes um and and constantly also dealing with people at the counter, which is um never empty the in the community economic development
department. And then on the professional side, we have people who are first reviewing the full plan sets. Um they are working with the engineers and the architects, providing comments. Everything is reviewed against the international property ma maintenance code and they're often going back and
forth on these projects multiple times working through different plan sets and all of this is before the permits are even issued. So once the permits are issued then our administrative staff are working on scheduling inspections and our professional staff on a major project could be out at on site you know
hundreds of times uh as that construction is is continuing and all of that is being done again for uh on on an annual basis between 3,000 you know and now up to over 4,500 permits a year um
by by six employees. Um, so what we proposed with the fee increase that city council approved um, two nights ago is uh, adding a plan reviewer and also adding an administrative uh, clerical person to support um, the code
enforcement bureau. Uh, the next uh, bureau that we'll go over is the community development bureau. This is one many many of the projects and programs that are coming out of the code uh community development bureau come before city council. Um you're you know we're also trying very
hard to uh engage out in the community multiple community events. Um opportunities to learn more about all the different programs and initiatives provide feedback. So you know I've see so many city council members at at all of those programs and initiatives. So, I'm not going to go over each one of them in great detail, but generally
speaking, the Community Development Bureau, we can kind of bucket it into a couple categories. You know, we're working on housing and homelessness policy uh planning and and specific programs and initiatives. We have um you know, a lot of that we'll talk about a little bit later in the presentation
when we go over the civic expense account budget for affordable housing. the neighborhood level programs and initiatives. That would be for example the Nursa neighborhood revitalization strategy area, HUD designated um strategy area for the North Side Alive
neighborhood. Um you know and that program has been extremely successful uh from the planning process that started in 2017 produced the North Side 2027 plan. we've been able to implement many of the uh recommendations and strategies
of that plan through this North Side Alive program. Um it's led by Selena Dario who's an incredible employee of the city. And uh you know in addition to the community engagement, community activities, um housing work, economic development work that is coming out of
that program, you know, it's also been the the catalyst for the Friendship Park redevelopment which is um almost complete. Um, I think you know within the next week or two nearly everything uh over there is is going to be final
finalized as much as weather allows. I think there's some painting that is happening for the basketball courts in the spring. Um, you know, and that's a project that we were also able to leverage that plan, the North Side 2027 plan, um, and others to get a number of
grants that supported the the the park redevelopment. And I think it's over $1.3 million that we got in state and federal grants uh and that we administer through through our department and in partnership with public works of course who actually you know builds the thing. Um and so that's that's an extremely
successful program to say the least. And then the third category and another major component of the community development bureau. I don't know I apologize I didn't even introduce Mr. Voni. I'm not sure if you were here at the time but thank you for reminding me. He made his presence known.
>> He is here. Mr. Voni um uh runs our HUD um community development and housing grants administration. So we are an entitlement community for the community development block grant program and we're a participating jurisdiction for the home program which means that every year we receive allocations from the
federal government to run those programs. And running those programs is extremely complex. Uh it involves, you know, working with a number of like nonprofit organizations in the community who are the recipients of those funds. It's grant compliance. Um and and it's
really like working with organizations to make the most of the federal dollars which are not easy to administer but are really um doing really impactful programming in the community. And um you know that's this past year I believe we had about $1.4 $4 million in CDBG funds
and $417,000 in home funds. We do also have on the agenda for tonight the CDBG and home fund budget. There's there's not a lot that I'll present specific to that because the the budget is what you've already seen in public hearings and that you've already voted on. So,
there are no new programs in there. It's the it's the budget that you previously saw u when you looked at our uh annual action plan. But um everything that is in that budget is administered um through Mr. Vidoni and the community development bureau.
The planning and zoning bureau uh has two major functions. One is managing the land development review process and the other is um the long range planning and and plan implementation. When it comes to the land development review process, uh you know, often people are asking
like h how do how do developments happen and how do you know what who reviews these things? The planning department, the planning and zoning bureau is really the the center and the starting point for major land development subdivision that happens in the city of Bethlehem.
So that'll come through our our office and for example on on you just a any land development say it's a a mixeduse housing project that's going to start with a review again across city departments planning bureau engineering
fire water you know many many people are looking at those plans and we're uh taking comments and compiling comment letters and from there a couple different things could happen all of which is sort of managed through the planning bureau. If there are uh issues
with a project related to zoning, a lack of compliance with the zoning ordinance, uh there may be a trip to the zoning hearing board. Um you know, we manage and and facilitate that process. If a project is in a historic district as designated by ordinance, that would be
HCC or HARB. Projects may go there uh for a recommendation and then as you know, come to you for um an approval. And then all projects that are that are in the LA subject to land development um and subdivision ordinance would go to the planning commission and then as well
we facilitate reviews for major projects with external agencies like the Lehigh Valley Planning Commission, EAC, Lant etc. So, it's a very complex process and you know, similar to the to the numbers that we're seeing in code and in
permits, you know, we're also seeing large numbers of plan reviews because most of those many of those major projects are are also coming through the planning and zoning bureau. Um, you know, so just this past year so far, the planning commission has had uh nine
meetings, I believe, and reviewed 29 plans. The zoning hearing board has met 12 times. They often have to meet twice a month because their agendas are so large. Uh they reviewed 47 appeals for variances or special exceptions or interpretations. This year and HARB and
HCC combined uh saw a total of 69 cases this year. So it's uh a lot of activity that all is managed through this bureau. And then on the other side of things, what we're doing through the planning and zoning bureau is long range planning and implementing plans. So, you know, we
we have talked about a number of these projects, but you know, I just want to hit on each of them briefly. You know, those plans that we're underway with right now include the complete streets and bike infrastructure plan, which uh
just last night uh had its first public meeting, kickoff meeting, and that project is made possible through a $10 million grant from the Department of Transportation through the Safe Streets for All program. Uh, and just as another plug for good planning and the the grant
dollars that result from that, you know, we were able to secure that $10 million, which is a huge award for the city of Bethlehem and one of the the largest, I think, for a for a project like this that we've ever had. that was made possible because we were able to demonstrate to the federal government
with our um Broad Street Active Transportation Plan, with our climate action plan, um with all of these other plans that we' previously put together. We were able to package all of that and say to the federal government, we h we have something that is data driven, that
is uh community-led, and that it can can be accomplished here in the city of Bethlehem if you know if you'll support us through these dollars. And they did. And so we are currently in the implementation process of the Safe Streets for All grant. So that is a a
large infrastructure project that covers East and West Broad Street as you as you know because we've talked about a bunch, but for everybody else in the room, uh it's going to bring major uh improvements to that roadway, which is, you know, extremely wide, extremely dangerous. Um, we're looking to calm
traffic and make pedest pedestrian uh access easier, support biking, support walking, support people in different multimodal um methods of of getting around. And the construction on East Broad is to start in 2026 and construction on West Broad
hopefully um sometime in 2027. But also as part of that grant, uh we applied actually just for um construction and they came back to us and said, "Do you have any other planning um opportunities that you could undertake because, you know, we'd like to give you some more dollars for that as well." So they are
funding a complete streets plan which means you know we're basically putting together a roadmap for the entire city of Bethlehem to in coordination with public works to think about how can we improve streets across the city to make them safer to make them more accessible
for different modes of transportation um to calm traffic etc. Uh and a component of that is also looking at our citywide bike infrastructure. So that's exciting. It's underway. Um, we're also working on the 40 and 10 parks master plan that is complete um
and going to be complete and presented in February of of next year. And that is going to be setting out important to talk about during the budget conversation because it's going to be setting out a roadmap for how we are spending our dollars and also where we're seeking dollars uh externally with
state and federal agencies to re to to to hit multiple parks across all of the parks across the city of Bethlehem over the next 10 years. So instead of being reactionary to like a few people who say like, "What can you do with my park?" or "I'd really love a new swing here," like
we're setting out a real plan that is going to be, you know, thoughtfully presented and also um actionable with the, you know, the support of city council through city dollars and um also, you know, through through grants. Um so we're really excited about
presenting that plan um in February. We're also working on the um revitalization of the Pemrook public housing development, which again we've talked about a number of times. We had a big public meeting to run through the entire plan. Could take an hour if I did
the entire thing. Um but we did complete that planning process. We submitted our plan to HUD. And again, I'll emphasize that that that plan um was not funded with city dollars. we received an award from HUD um to do that planning process
as a result of the opening doors plan which called for it and and was one of the reasons that it was funded. Um and then we're also undertaking an ADU zoning review that is also underway. You've probably seen um across our social media calls for people to to to
weigh in and talk about um housing options across the city. And you know, that's one of the things that we're going to be looking at is, you know, are there ways that we can uh open up zoning a little bit to allow for more accessory dwelling units to support um you know,
appropriate neighborhood compatible um gentle increases in density. So, in addition to working on plans, there's also plan implementation because nobody wants a plan that just sits on a on a shelf. So, you know, in the planning and zoning bureau and in in collaboration with uh
others in community economic development and also other bureaus across or departments across the city, we're currently working on implementing just a few of the ones that you've seen here. The Broad Street active transportation plan. I just mentioned climate action plan. We had an incredible annual meeting this morning that went through
the huge range of activities that are taking place as a result of that um comprehensive planning process. North Side 2027 plan as I mentioned, opening doors which we'll talk about more as well a little bit later and we're also working on the implementation of the
Southside Community Center feasibility study. Okay. All right. Recycling Bureau. As I said, Mr. help for is not here tonight, but um you you certainly know that some of the core functions of the recycling bureau
include our curbside collection, the drop off center, the yard waste facility, and also we've got an enforcement a trash and recycling enforcement officer who's housed now in the recycling bureau. Um with respect to curbside collection, you
you probably recall that we switched from uh dual stream to single stream a few years ago. Um, since making that change, we've seen a 5% increase in just total materials collected. Um, in part, we talked about this at the time that we made the change, you know, eliminating
that requirement, I guess, for humans to physically sort their materials. I think what we're seeing is it actually helps people want to recycle just a little bit more. It's just a little bit easier to do. Um, so we're happy with that result. And also, we're seeing, you know, pretty
clean product. One of the reasons that sometimes you separate recycling is to to keep the product clean. Um we're still seeing even with the single stream recycling good returns and um you know overall it's been it's been quite a success. Uh this year we also made
renovations at the drop off center. Uh there were a few uh days where it was closed and that was just to make some electrical upgrades um expand the offloading section, do some line painting, tree trimming, etc. Uh at the compost center, we collect
over 100,000 cubic yards of compost and mulch material. Um we alo also collect just from city properties over a thousand cubic yards of oversized log and wood material. All of that runs through that facility. And then that uh enforcement officer
that I mentioned, you know, this past year he investigated over 700 trash trash and recycling complaints. And that's one individual. uh it is, you know, certainly indicative of some of the challenges that we have in the city, but uh I can say that, you know, he is
doing an incredible job of responding to complaints, investigating, uh issuing citations where appropriate and and and taking cases through the enforcement process um to to help, you know, clean up when we're having having challenges.
All right. Uh, next is the Economic Development Bureau. So, this bureau has administration and oversight for all of the economic development programs and initiatives that run through the city as well as our um partner uh entities that
we manage out out of the economic development bureau. And that would be the BEDCO, the Bethlehem Economic Development Corporation, the RDA, which is the redevelopment authority, and Bria, which is the Bethlehem Revitalization and Improvement Authority that administers our CRIS program. So as
between you know the city and those associated entities the the projects and initiatives that are coming out of this bureau are really meant to support economic growth um for small businesses, entrepreneurs and also foster redevelopment and revitalization in
vacant properties or you know other distressed and properties with opportunity throughout the throughout the city. So what we're showing here in the graph, which might not be super easy to read, but in just last year alone in 2025, we administered through the economic development bureau over $9
million in funding for economic development activities. So starting there on the left, we looked, you know, kind of grouped them. when we're thinking about how are we supporting innovation and entrepreneurship um that's um you know through the PI program the Keystone Innovation Zone
which uh gave out grants over $125,000 last year to um individual companies and entities and also supporting applications through the enterprise zone tax credit program. The second category that we that we broke things down into was in just
thinking about downtown development and activation and you know well over a mill million dollars in this category which funds you know a variety of different activities whether it's the Southside Ambassadors program uh through Bedco uh
the Southside Arts District our um contract with the chamber which is you know doing activities throughout the city and also including the downtown association on the north side. Um that also that figure also includes a new program this year through the governor's uh main street matters program. We
received a grant for um a program that we titled the business improvement grants business improvements grants program. Uh, and we were able to give uh a dozen small businesses in Bethlehem up to $5,000 for projects to support their
business, whether it was um in some, you know, maybe necessary capital improvements or marketing and other such things. And that's money that's going directly into those small businesses um after a review process. And we're really excited about that program.
The next category is uh in the blue there is is CRIS the um city revitalization and improvement zone. Uh we uh generated the increment that was generated last year was over $2 million.
So that is uh money that we facilitate through Bria through the city that goes to projects that are in that 130 acre zone. Um that would include the Wing Creek Casino, Wilbur Mansion, um 510 and
610 Flats, Social Still, um and also, you know, forwardlooking. We're looking at the um Tempo by Hilton project that is coming at Third and New Street. So all of those redevelopment projects um are are are working through the Cris program and and and we're um helping
administer all of that. And then other than that, there's also, you know, over $5 million that are just going to major revitalization projects. Um, a lot of that is coming through state and federal grants that we're facilitating, you know, through the city or through Bria or through Bedco. Um, but that could
include everything from funding for the rehabilitation of the steel general office building, which is a major major uh revitalization project of of importance to the city. um also would include uh funding that has um gone into the Goodman building over the years.
That's, you know, project that predates even my time, but it's, you know, an important one for that Third Street corridor. It also includes um an EPA grant for brownfield um assessment at the former Bethleam Steel site. And it also includes targeted residential or or
mixed use revitalization in uh different areas of the city that have both commercial and residential um components. And I will say that all of that is in addition to the $35 million in ARCAP grants that we also um funnel through the city and that you know Mr.
Ziller himself is administering for projects like Arts Quest Turning Grind and the Cultural Center. Um and also recently an award for the Gateway on fourth affordable housing project. So really busy in the economic development bureau.
And then the last uh bureau that that we'll talk about is the housing inspections bureau. So that's a bureau has a team of eight housing inspectors that perform across the city inspections on sales rentals, regulated rentals, which is another way of saying student housing. Um and also, you know, they're
inspecting in response to complaints. Uh this year we started the second three-year cycle of inspections for all rental properties. Um and we're also inspecting student housing annually. Um, so, so what that means is, you know, we
have people who are are going out through the housing stock in the city of Bethlehem performing well over 10,000 inspections every year. Um, you know, the group is also constantly finding new ways to make their process more efficient and have
made great strides this year in um improving software and technology to help the inspectors when they're in the field and also, you know, to help us better track what is happening with the housing stock in the city of Bethlehem. And that's been a really important
improvement for this group um over this past year. So those are the individual bureaus. Uh thinking about the comm the community economic development department budget, you know, in general in total, um
our total budget is over $16 million. Um but I I describe it as having minimal impact on the general fund. Um for a couple of reasons. predominantly if you look at our overall budget 96% of that is is covered by either grants or
revenue that is generated by the bureau and um you know I think that says a lot about you know the work that we do and even if it looks like a big number like we are constantly seeking grants to support the work that we do and also to support you know other projects that
aren't even in our you know in our bureau budget but that might be in the capital plan or in other places that are that are ultimately ely funded by, you know, grants that we're able to secure um for for those projects. And overall, the budget is uh lower than it was last
year. And in part that is because we're just spending down some of the grants, some of the major projects. Um but we're also seeing, you know, just some at least modest reductions overall uh in our in our budget. And if you take out salaries, actually, that's that's an
even larger deduct reduction of 15.56%. I noted earlier, but I just wanted to highlight again about staffing. You know, two two points that you'll see uh in the budget itself. Um positions are actually listed differently this year. There were a few bureaus that have um
contract employees that previously showed up sort of on the the back page under temporary help and are now showing up on that front page under personnel. So, while it might look like it's a new position, like it's not. it was just a contract employee that showed up on the back side of the page that now shows up
on the first side of the page. Um, and that is pretty much everyone who's a contract employee is now on the front page except for um some of the health and recycling contract or part-time positions. Uh, overall the only increase in positions are the ones that I
mentioned earlier about from the code enforcement bureau. We do have two new positions that we are proposing to fund with the construction of the per the increase in construction permit fees that city council approved this past Tuesday. And so those are reflected um
in a with a plan reviewer who's in the 0303 code enforcement bureau budget and also a clerical administrative person who's in the 0301 um administration budget. I did also want to note um specific to the health bureau, we've talked a lot
about you um the department being largely grant funded and the health bureau in particular relies on a lot of grants to do the the great work that it does and you know there's um everyone knows that there is been some uncertainty about various different
grant funding sources at the federal level and and that impacts you know state grants that we also get through the health bureau and other is um but one of the things we're focusing on and and director Menwick is focusing on is um thinking about how we can be diversifying our revenues and and how we
can continue operating these programs even with some of that uncertainty. You also passed a health fee license increase this past Tuesday. Um so that's that's one component of that plan. Um we're also working on um improving billing for the clinical services that
we provide. um improving agreements with Medicaid MCOs and also thinking about grant applications that are not from non-federal grant sources that might be a little bit more stable. So that I would say concludes the community economic development portion
of the budget. Um but as I mentioned, you know, the civic expense accounts which are, you know, in a different tab in your budget book. I don't have the page number in front of me. Um but the civic expense accounts for affordable housing and homelessness initiatives and community recovery fund um are also
accounts that um I would say are largely directed by the community and economic development department page 175 in the budget. >> Thanks Mr. Evans. So you'll probably recall that in 2022
I believe when we received the ARPA funds or 2023 I believe these accounts were created. Um as Mr. Evans has described previously, you know, the ARPA funding allowed us to um
uh put money into revenue replacement which opened up opportunities for general fund dollars to create these ARPA supported um accounts and we were have been talking about these accounts for quite some time. So this is not new information. They were created in in
2023 with the support of city council. Uh, and you know, originally the affordable housing account had 5 million, homelessness 2 million, and the community recovery fund 3 million. Again, that's the 2023 allocation. The current proposed 2026 budget is the
remaining but committed uh remainder uh from that original allocation. So, how have those funds already been spent? uh in affordable housing. The roughly one million that has already been spent has gone for implementation of components of
the opening doors housing plan. Um that has included our uh required match for the Pemrook Choice Neighborhoods planning grant. Uh that was about $75,000. It was a $500,000 award from HUD. We did contribute $75,000 in match
from this account and uh the Bethlehem Housing Authority also put in 75,000 in match. And then uh another major project that came out of the affordable housing fund was our uh contribution to New Bethy's rental assistance program uh
which I believe is about $390,000. That remaining but committed amount that you that you see there and which is in your budget book is committed as we've discussed many times previously um to the you know a few uh additional projects. That's the gateway on fourth
project. Uh pemrook choice implementation uh land use strategies and the opening doors plan development incentives and eviction prevention strategies. Um again when we first presented this budget uh probably first
maybe like October 2023 when I when we when we sat in here for a community development committee meeting and presented the opening doors plan. You know, we also then included that in in our memos to council and in our conversations in prior years. And what that funding has allowed us to do um
with thanks to city council for making that allocation starting in 2023, we've been able to leverage those dollars to apply for and successfully secure grants for all of these projects uh in the amount of about I I want to say 7 to8
million that we've been able to secure uh which is made possible by looking to these funds as match and using them as leverage uh in the homelessness initiatives uh account. Uh we've spent a little bit uh implementing some of our initiatives, but really the majority of
that remains and it is committed to the Bethlehem Emergency Shelter. Um we've talked about this one previously as well. You know, we are working very closely with Bees on their plan to rehab and turn year round at the existing
facility they have at Christ UCCC. Um we'll talk a little bit more about that in a in in a later slide as well. And then the community recovery fund, we started that one at $3 million and you'll see in the budget now that it's at 1.6. We are currently distributing
the uh previously awarded and encumbered grants from the 2023 and 2024 rounds. And the 2025 awardees are likely to be announced um before the end of this year. And we've targeted approximately $500,000 for this round of awardees.
So diving in just a little bit more uh to the opening doors implementation that is uh reflecting both some already spended dollars and future committed dollars in that affordable housing line. Um you know there were five strategy
areas that came out of opening doors and I'm just going to quickly go through those five because as I said you know each of these projects could take 30 minutes to talk about. We've had multiple community meetings uh that last hours, so I I can't talk about all of them in great detail, but you know, under the first strategy of updating
zoning and land use by encouraging a variety of housing types, we've been working very closely with Lehigh University Community Action Development Bethlehem uh Community Action Lehigh Valley and New Bethany on both the Alley House pilot project and also the ADU
zoning update. And as I mentioned, that ADU zoning update is in its early stages now. We've just started community engagement around that effort. Um the second strategy is offering incentives to create and preserve affordable housing. Uh we came to you in just a few
meetings ago um to uh start our engagement with the center for public enterprise which is helping us develop a uh mixed income development revolving loan fund. Uh so we are very excited to
start working on that. there's a a a significant portion of the remaining affordable housing line is dedicated to um kickstarting that uh revolving loan fund. And it's obviously very difficult to read here, but I did just want to emphasize that, you know, coverage about
that revolving loan fund uh was picked up by the CDFA and in their in their national um development finance review newsletter. Uh it was also the topic of discussion at a Philadelphia city council meeting not too long ago. um because this type of program is
recognized as um you know a national model and we really are among some of the most forwardthinking um communities across the country in how we are thinking about developing this program. Uh the third strategy is building partnerships with local institutions to
support new housing and community investment. There are too many partnerships to name here. I highlighted just three of the major projects that really fall under this category um and that are funded in part um by this um uh allocation in the civic expense account.
The first of course being the gateway on fourth 120 unit um mixed income affordable housing project that we're doing in partnership with LVIP and Penrose. We just secured a LITC award, a low-income housing tax credit award for that project which is a huge deal. It is
the first one we've had in the city of Bethlehem since 2013. We were awarded in our first application round, which is not often the case. Um, and it makes the first phase of that project possible. And, um, that is a huge, huge success for the city of Bethlehem. Uh, and will
result uh, it should result in, um, ground being broken on that project in the fall of next year. Uh, we also, of course, are working on the Penrook Choice project. Uh we completed our two-year planning process. We submitted
our plan to HUD and we are now working on well first we're working on our our early action project which is just a um a small project to demonstrate um progress in response to community need and that's the redevelopment of of Deco Park there at the corner of Pemrook and
Stefco and Washington Avenue. Uh we're hoping to get that underway in early 2026. Um that was a very communitydriven project that we're really excited to bring to the community as it adds both you know kind of community and placemaking um elements in the park
itself and also emphasizes um you know safe crossing and um you know more walkability in an area that's um otherwise pretty dangerous. Um but also as part of that Penrook plan looking forward we're working with u the
housing authority of course on implementation. The project has multiple elements. It has its housing elements, its people element, its neighborhood element. Um, with respect to the people element and thinking about the services that can be associated with a revitalization of this public housing
area, uh, we're extremely fortunate to have the United Way um, interested in in partnering with us and they've committed to serving as our, uh, people lead in the implementation of that plan, which, you know, brings a lot of stability and
resources and expertise to really help get those elements of the plan off the ground. So, you know, in the next couple of months, we'll be thinking about working with them on how we start formulating um an action plan, you know, with or without implementation dollars. Um but we all we will also be uh
pursuing a large grant from HUD for the implementation of the overall plan and particularly the the housing component uh as soon as an opportunity um comes up from the federal government for that. And the third project I highlighted here, again emphasizing partnerships, is
the uh Western Gateway Revitalization Project. Another partnership with New Bethany and Community Action and um Lehigh University that looks to take uh two of the row homes right there by Cathedral Church, then Nativity on Third Street um and rehab um distressed
properties and and turning them into affordable housing. The final two elements are um protecting tenants at risk of displace displacement and increasing supply of deeply affordable units. Uh in this regard, as I mentioned, we've already been funding New Bethany and its tenant-based rental
assistance program uh which has had tremendous outcomes. Um and we're also funding community action development Bethlehem and its tenant advocate. And just to give you a sense of what those programs have already been able to accomplish with uh some of the dollars that we have
provided from the city or that we've been able to leverage um so that they could secure additional grant funding. The community action development tenant advocate has supported in just its first year 95 different 98 households um coordinated with North Penn to provide
legal advice to 13 connected 29 households to rental or utility assistance. mediated 17 disputes with landlords with 100% resolution rate and uh helped 65% of households facing eviction remain in their homes. And that is an extremely powerful homelessness
prevention strategy and you know one that you know couldn't be possible without community action development Bethlehem and their leadership and and the great people doing the work over there and also without the support of of city council who's made this funding possible and the new Bethany ten tenant uh based
rental assistance is also extremely valuable. Um you know we provided the seed money for that fund and also supported five years of staffing support you know because we saw dur well organizations who who provide these kind of services saw during the pandemic that
it was extremely difficult to get a lot of money to support you know tenant tenant um based rental assistance but to not have the internal staff to to manage those programs and it it was a conversation that we had with the folks at New Bethany with Mark Riddle
And you know, we asked him like, "What would make a a program successful for you?" And at first he said, "Nobody's ever asked us that before," which is a wild thing, uh, if you're if you're trying to like truly do good work. Um, but he said what would be helpful is staffing support. So, we are both um
supporting the the direct assistance that's going to tenants uh facing eviction and also the staffing support at New Bethany. And again, that's through the civic expense affordable housing um account. Uh the fifth strategy is simply
advocating for uh state enabling affordable housing policies, programs, and housing planning. Uh we've done that this past year in in partnership with the Lehigh Valley Planning Commission and also um the governor's um action team around uh housing. We were very active participants in both of those
planning processes and we continue to stay engaged um with with those planning efforts. And I know that this is a lot of information. we sometimes struggle to present it and also kind of you know think about it in a way that is both um
you know showing uh showing our progress and and and really thinking about results. So to that end, we are actively working on um preparing a housing data dashboard that tracks our progress in each of these areas and has like real data associated
with these dollars and how they're you not just what the dollars are doing, but like what outcomes they are producing as well. So, um, we hope to to have that for for council and and for the public to review, uh, as one of our, um, priorities for this coming year.
On the homeless initiatives, um, piece, as I mentioned, the jumping to the bottom, the 2 million that was allocated through the civic expense account, that has been committed to Bethlehem emergency sheltering. Uh we are working with bees uh on as I said
the rehab of Christ UCCC and transitioning that to year-round shelter. The total project cost is going to be around $6 million. Um we are in addition to providing that $2 million commitment, we're also actively working with them on fundraising as well as
their organizational planning um to make that that project a reality. uh coming even sooner as the the top project listed there, the $2.9 million that we've secured through home ARP, both our own allocation and a uh state allocation
for uh the Packer Avenue project. That's a property currently owned by Lehigh Conference of Churches. We're partnering with them to turn that into an 11-unit family shelter. That project is now fully funded uh since we received the home ARP award um just a few months ago.
We've completed the environmental reviews and we're working in the RFP for final design and engineering for that project. So, in addition to those two major projects, you know, I I wanted to take a moment to talk about both um buckets of funds that are city dollars
or city control dollars or um grant funds that we are partnering with organizations uh to provide, you know, homeless services in the city of Bethlehem. Um, I I just think it's helpful to even see it in a in a listed format. So, you know,
as I mentioned, the Packer Avenue rehab is $2.9 million. That's home ARP dollars that has come to us that we are directing to that project. Um, the Bethlehem emergency shelter rehab, we're committing the $2 million from the civic expense account and also actively working with bees on grant applications
totaling $4 million. um you know that would fully fund the project if we're success successful in all of those um grants at the full amount. That's unlikely, but we do have that amount out in grant applications or going out today. Thank you to Lori for getting the fair application out just um earlier
this afternoon. Um we also are supporting eight Bethlehem homeless service providers through our community recovery fund in the amount of $300,000. We're supporting six service providers through our CDBG funding in the amount of uh $594,000.
We are supporting nine Lehigh Valleywide homelessness service providers in our administration of ESG. That one's a little bit different. Um we're serving as the entity that is applying on behalf of the Lehigh Valley Regional Homelessness Advisory Board for uh regional homelessness organizations. Um
you know, we we apply we administer those grants. We um had in the first year $400,000 and then we also worked recently uh to secure in short, you know, in a kind of urgent circumstances um given what's going on in both Allentown and Bethlehem to secure an
additional $154,000 that's going directly to service providers. Uh we're also actively working on a grant application that'll support the Bethlehem Health Bureau and New Bethany um through the Legs grant. That's a $500,000 application. And as I mentioned, uh, we're working with New
Bethany on, uh, homelessness prevention through the rental assistance program at $390,000. Um, and so, finally, the the last civic expense account is the community recovery fund. Um, we have been administering that program since 2023.
Uh, in the first year that you'll you'll see on the the first um bar there, that's the number of applications uh, and then also the awardees. So, uh, in this 2025 year, we have had a significant increase in applications, which is unsurprising given the
landscape with, um, nonprofits and and service providers. But, um, we, you know, we currently have 72 applications from Bethlehem based service providers, um, for the community recovery fund. Um, and in terms of total dollars, let
me just go there. Um, so in our in our first year, we awarded about 799 8 about $800,000. In our second year, we awarded about $500,000. And and and this year, as I said, we're looking to make uh
awards over the next few weeks here. We have uh dispersed a large portion of those funds, although not all of it. Um we work through um Lori Gillio, the grants administrator, also to uh get those dollars out to these organizations. So the amount that you
see in your budget book, I think it's about 1.6 million. If you actually if you actually then reduce that by what is encumbered for the 2023 and 2024 grantees who have already been awarded and are under contract, it leaves about uh $980,000 in that account. And again,
that then would cover the active applications that we have from the 2025 round. Um, again, the 72 organizations that have requested up to $3 million from that account and that's the end of my presentation. Um, so as I said, I'm I'm happy to
answer questions and also, you know, we've got our our whole team here who I'm sure would gladly relieve me from talking. >> Gladly. >> Well, it's a good point. >> Thank you, Miss Collins. We appreciate the presentation. So, I will start with our chair of our community development
committee, Councilwoman Quietch. Do you have any questions or comments for Miss Collins? >> Thank you so much. And I have to say that as as the presentation was going on uh and uh big thanks to Mulo for emailing it to me so that I could could
watch along um from a distance. Uh you basically answered every single one of the questions that I had. Um there were a couple of things. Uh something that was just a I just would like a little more
explanation in the health bureau on page 58. Um there's a reference to workforce development. It's a $35,000 um line and I'm just curious what that represents in terms of uh the work of
the health bureau. >> I will turn it over to Miss Rener. Thank you. >> Yeah. So, we received um a five-year grant from the CDC uh for workforce development. It was the first of its time kind of grant where it offered us
flexibility. Um there really wasn't a prescribed um health issue that we had to use the funding for. So, right now with all of the other grants that are currently in flux or getting decreased, we're able to convert those um that grant dollar those grant dollars over and to help pay for some of our
personnel. Oh, okay. Great. >> So, we have that grant for two more years. It ends in 2027. >> Terrific. And while you're there, I'll just say thank you for the incredible work. Um it really is inspiring and um amazing to see uh all the different
areas of public health that you're addressing. Uh, and I'm glad that we were able to get an increase in some of those permitting fees to get you some more help because it's it's clearly um, you know, a huge part of your work is
um, impacting our community in so many important ways. Um, and also just also the Medicaid managed care organization home visitation. Can you tell us a little bit about that program? >> Sure. We entered into an agreement with Amer Health Creatus. That's a Medicaid managed care organization. So they are
giving us grant dollars because a large portion of the clients we see are Medicaid and a large portion of the Medicaid clients have a health citus. They understand the benefits in the work that we do and how we can help their clients achieve better health outcomes. So air health has um they're currently
funding 1.5 FTEES for us. So we are now approaching other Medicaid managed care organizations. Right now we're working with Highark on a contract with them as well. That's so creative and that really goes to this this uh what Miss Collins mentioned and which I had also
highlighted in my notes in reading the budget of identifying and evaluating alternative funding mechanisms. And so it's it's great to see that. Um, obviously, uh, we're all concerned about, you know, the federal level and and what's going
on, but knowing that, uh, you're able to turn some, um, some energies and some and some efforts towards, uh, perhaps shoring up some other sustainable, uh, revenue sources. It's really good to hear. So, again, thank you to you and to all of your team.
>> You're dismissed. Thank you. We can go back to Miss Collins. Um, so as I said, most of my questions were really answered. Um, I was curious about Community Plus and what that system
does. Does it bring together like the um RMS and the analytics and the dashboards? Is it is it kind of pulling all that together in code enforcement? >> Um, so Community Plus is our citywide enterprise system. So that's that is not a DCED specific. That's that's the core
of the data that we have here at the city. >> Okay. So, you're just using it. You're just leveraging it to get the the data that uh Yeah. Okay. That's great. Um right, lots of pages. Um and again, on
page 83, housing inspections. Um, those new inspectors were moved over to the TAMs line. The ones that we added kind of was it sometime during the budget year last year that we we added them. >> Correct. Well, yes. Yeah, we previously
had six housing inspectors. Last year we added two, which got us to eight. Um, but there were still two of them that were classified as contract while the others were TAMs. So, we did um transition them this year into the TAMs um category. I thought that's what I thought I was seeing on in the budget,
but I wasn't entirely sure. So, I just wanted to confirm that. And then um I sort of saw a bump in revenue um in that chart that you had in your presentation, but um is are you finding the increase in revenue is what was anticipated by
adding those two inspectors? >> I would say that the revenue in the housing inspections bureau is very dependent on the rental inspection cycle. So, you know, as as I talked about, we we inspect our rental housing
stock on a three-year cycle. So, um you actually see the most variation based on like which properties are in which year. So, you might have a year that's got um some of the largest complexes and you know, it's you know, we have to do a lot
more inspections and it's also bringing in more revenue. um or you might be in a year that's just like a you know just for whatever reason those that are in that category are just a little bit lower so we might have a little bit less revenue there but um in general I would say that having the two additional
inspectors has been extremely beneficial just for the overall efficiency of the program and our ability to get through the large number of properties that we need to get through um to to carry out the program >> and you can really see that again in your charts which thank you so much the
visualization of the data for me is very hopeful to see the that the the the amount of your work that's um focused on complaints is really so small in comparison to the proactive um inspections that are going on. Um and I
think that's how we keep our housing stock strong and you know we've talked a lot about uh you know the best uh affordable housing is the housing that you're in now and all of that. So, it's so important to keep the existing housing stock, the existing rental um
units uh in good working order and up to code. So, I appreciate that and it's good to hear that that seems to be um a big help. Um those were the only questions I had, but once again, I just want to say um really inspiring, incredible work that's going on in your
in your unit and um you know, it's such a range of things as with all of what the city does. It's just so diverse. But the fact that you're both uh helping drive the engine of economic development while also, you know, helping people who
are not benefiting from that economic development yet and and and need help. Uh it's just it's an incredible array of work and services and programs and I just want to applaud, you know, your whole team in um in the unit in the in
the department. So, thanks again for all of your work and to everybody who's there. Thank you. And to those of you who aren't there, maybe you're watching at home, thank you so much for all the work that you do. And that's it for me, Mr. President. >> Thank you, Councilwoman. So, I'll open it up to the rest of the committee.
Councilwoman Camy Smith and Wilhelm. Do you have anything? >> I I'll start with Miss Wilhelm. >> So, I'll I'll start where Councilwoman Quiet left off, which is with with thanks. As you said, it's difficult to tell this story in a remotely concise
way because it is so much and so big um and impacts so many aspects of the way that we live in Bethlehem. It's overwhelming. Um we have so much to be proud of represented in what you shared
this evening. Um, you know, these are vast, comprehensive, crucial projects that are keeping people in safe housing, getting people into safe and afford affordable housing, life-saving preventative care. Um, it's it's really
remarkable and, you know, your presentation also represents multiple robust partnerships and you mentioned um with Mr. riddle saying like nobody has ever asked me this question before. These things that seem obvious but
understandable and an administration is doing the hard work to lift your head and look out and say what do you need? How can we work together? And then how can this be sort of mutually beneficial? And with I'm going to say unprecedented amounts of public input and none of
these additions to the work of an administration are small. creating channels and opportunities, public meetings, online opportunities and transparencies for people to to share their needs and their lived
experiences. It means that you're doing work that is relevant and and truly impactful. Um, again, thank you. It's it's hard to sum it up, but thank you to everyone here. Thanks to you and and and everybody who
is putting in the work. Um, also just a couple of questions. Um, with regard to the community recovery fund, um, what are the plans to potentially sustain that fund beyond
what we're looking at? Is that something we can consider? >> I think it's something we have to consider over the coming, you know, year or or years. Um, you know, it has been a tremendous success. It's been
extremely valuable for a number of community organizations. Um, and that's that's not a testament necessarily. I mean, it's a testament to you all for for helping create the fund, but it really is because there are so many organizations doing really good work in the city of Bethlehem. and you know to
be able to support them with a fund like this that doesn't have quite as many restrictions as state funding or federal funding that's more accessible to more people uh has has been really really important and I think you know I think what you would hear from those
organizations is that you know finding a way to keep that going is going to be you know extremely important and I think that's a conversation you know we need to have internally but we need to have you know with you all as Well, um, you know, what does that look like? Um, and and and you know, how are we, you know,
committing to that moving forward? Because, you know, it really is a, you know, we've seen that like the city serving this function has had tremendous impact on our community. >> Indeed. Um, I'm glad to hear that you're thinking that way. And I mean, I can
attest it's it is a rare and extraordinary opportunity to to work with individuals within your in your own community. And I know firsthand that you put uh a lot of effort into creating an application process that is um open and
inviting, that you are willing to have meetings and conversations, that you're you're helpful. A grant application is you you know better than most. um e even at the community level um is and if you've never done it, if you if you're a
small nonprofit organization and you don't have the funds to support a professional grant writer, this is extremely daunting and to have the opportunity to talk directly with individuals to talk you through the through the process. I'm going to
commend Miss Julio on her first official year, I suppose. Um, you know, this project alone feels like a full-time job, but I know and have talked with you and and and am amazed at the glee with which you manage these
if if you haven't participated in a fed one federal grant. I I can't compre and I I have and I can't comprehend um the the amount of reporting demands, multiple deadlines that millions of dollars are at your at yours to are
yours to lose if you're not watching these things carefully. You are also there looking at out at your community and saying, "How can we make this process more accessible?" And I do feel like that's a running theme in your department at large, which I I value so
so much because we talk and it's great to have people at a budget meeting. It's not common that we have people in the audience and I get it. It's overwhelming. It's not it's not uh it doesn't feel like an inviting process and you're you're taking something overwhelming and inviting people in that
I really really appreciate that. Um okay. Uh, Miss Wenrich, I I had a couple of questions for you again. Um, could you say a bit more about Project Lifesaver? Sure. Project Lifesaver is a program um
that we work in conjunction with the police department on. So, individuals who are at risk of wandering um somebody that has Alzheimer's, dementia, autism, we have a grant um through the Bureau of Justice to be able to purchase bracelets and fit that individual with a bracelet.
The police department has tracking equipment. So if that person wanders, they are able to deploy their resources and try to track that individual down. >> Okay. So that is something that you work directly with individuals to provide this ser. Are you working through
partners or is that >> through part? Yeah, through partner organizations. Um and then we do education out in the community promoting the program. residents will come to us um if they're in need of a bracelet and then we'll provide the education and fit their loved one with a bracelet. >> Thank you. Um and I saw that there were
523 community connections referrals this year, past year. Does that represent a steady increase since the program has >> it has it has increased year on year? Yes. >> Do you have a sense of sort of what percent increase? >> Um sorry off the top of my head I don't.
It's just been like slow incremental. It's a complicated measure of success, right? Because it reflects. >> It is. And we have um a lot of individuals that we see repeatedly. So, for an example with the homeless population. So, the numbers on a whole might not look large, but they're
repeated interaction. So, we have one person that pretty much is a point person right now with the homeless. So, they're every week they're down in the encampment. So, they're working with the same individual. So they're not counted as like duplicate um referrals, but >> Right. It's it's a lot in terms of of
resources. Yeah. And and the it's um reflects a need, which is >> you know hard to we don't we're not proud of the need, but we're proud of the response. So um I was I was really pleased to see that number and and glad that it's just that the program is more
and more successful every year. So thank you. That's my last question for you. Um, uh, rental inspections. Um, that's every three years, correct? >> Yes. >> Um, when did that start? >> 2021. 2020. 2020.
>> I was wondering if that has been effective in sort of identifying and addressing absentee landlords and landlords who are not meeting their responsibilities and and what that process is like. >> I would say yes. I also will probably ask Miss Satulo or Mr. Simson to fight
over who wants to chat about that topic. >> Good evening. Uh so prior to the enactment of our proactive rental inspection program, um it was basically a landlord had to call us at change of tenant and it was an honor system. So that meant we were getting into the same
properties of the same landlords who are playing by the rules and we realized that we were not getting into thousands of properties. We have about 15,000 um rental units across the city. So we are now stepping foot in every single one of them every 3 years. Um and the work really actually starts with our rental
licensing manager. Um she will she stops at nothing at finding people, finding rentals, identifying them. Um, and she does it, you know, with amazing customer service and even with folks that she's kind of come after, gotten them to pay three, you know, back here, they will come in the office to like introduce
themselves to Wilma. Um, so she does a wonderful job. And then, um, the amount of knowledge does all of our housing inspectors have about the housing stock and landlords and who owns what. That that's just kind of a kind of another measure. So, we really are getting to um almost every single rental every three
years. Um that does not mean that we don't have landlords who don't comply. Um you know that is going to happen in any sort of program. Um but we are well aware of who they are. Um and we have ongoing enforcement actions with them. I think it's wonderful as a renter. I appreciate it. Obviously I've been
fortunate to have excellent landlords, but I know that's not always the case. And I think um this is a really important service to those who are um having that experience knowing that somebody will be there um and and is robustly interested in their well-being
and livelihood. Um I think that's my last question, but just um thank you again. We have a lot to be proud of and um you know, Bethlehem is setting examples in our work as you said. Um it's you know I know with the community connections and um other programs being
being looked to and um not ju not just the work itself but the extent to which we are putting effort into collecting the data um and communicating that if we don't do that work um you know success builds success in that regard and I appreciate the investment that we put in
to um making sure that we are um collecting and communicating our success es that we can then build upon and every time we sit here and hear you talk about what has happened in the past year, we see that it's built on what has been created and so on and so on. Uh so thank
you. >> Thank you. >> Thank you, Councilwoman Councilwoman Camy Smith as the other committee member. >> All right. Thank you. Um thank you for the presentation and thank you to the various bureaus for all um you've done throughout the year. >> I I have some questions. I'm just going
to go um page by page in the book. Okay. So on page uh 53 under administration, I just want to get clear on the new positions because it looks like it's an increase of 2.3 positions from this year till next year. So the one is secretary 2 and that's going to be under code
enforcement. Is that what that is on page 53? So there is one new position in administration and yes that is a secretary 2 position. So the secretary two positions are are uh union um
positions in in DCED. All of them are listed under administration. Um they all have the same job description. It's a you know clerical too under the the sea uh the union
category. Um but they are in practice um more associated with certain departments. So of those existing here um you know one is currently more associated with code the new one will be more associated with code whereas another is more associated with housing
inspections. >> Okay but they are listed in the administration budget as opposed to those other bureaus. >> Okay. And then um I had a question about overtime just because it looked like I mean it went from 452 in 24 to 4,000 in
25 like that's 10 times more. Can you just comment on that? I can. Yeah. So, um we paid out of the overtime line in this administration budget for um one of our code employees, the plan reviewer to to do overtime work. So, you know, as a
result of being, you know, grossly understaffed, which is why we increased fees and our and adding more staff, you know, before we were able to put that into place, you know, we were we were we were really struggling to keep up with the volume of work. So, we did have our plan reviewer um working overtime,
working on the weekends to um work through that stack. And we just we didn't actually previously have in the 0303 budget an overtime line. So, we did have to pay them out of 0301. Um but you will see I believe that we did this year add an overtime line into 0303.
>> Right. I did see that. Okay. And then under um training and ed, I see that that that doubled. And I'm all a a proponent of training in ed, but I'm just wondering why it doubled. And I'm also hoping that um you know, everyone's taking advantage of all the free s, you know, free resources like the NYU Ferman
Center and um you know, the Southern Poverty Law Center and the Urban Institute and Grounded Solutions and you know, there's so many free resources out there for trainings. Yeah. Um so the the training continuing is actually the same um from 2025 to 2026. It was increased
from 24 to 25, but it is it is the same proposed for 26 as it was for >> I was just wondering why it doubled from 2024 to 2025. It doubled. >> Um, you know, I I think it was based on, you know, the the need. We've got a number of, you know, myself, the deputy
directors, um, you know, the grants administrator, a number of people who are are in this bureau who are taking advantage of continuing education, who are taking advantage of trainings, um, conferences, particularly around housing and housing policy. Um, and so, you
know, we we just uh increased that last year. You increased that last year um, based on that need. >> Okay. Thank you. Um, and then I didn't really have any questions about health because those questions were answered. And then on page 63, the the plan reviewer then if you could just say that. So that's a total new position,
correct? >> Is that correct? Okay. So what does that position entail? So, in the in the construction process, um when a developer comes in or or a homeowner comes in uh seeking a a
permit, they do have to present plans um you know, engineered plans associated with um their permit application. So, it would be the person who is primarily responsible for reviewing those plan sets. >> Okay. So, I guess I want an extremely technical position. Yeah,
>> it's a new position. So, who did this before? So, previously we had one employee who was serving as both a plan reviewer and an inspector. He was uh labeled in the budget book as uh as an inspector. Um that employee uh left in
the middle of last year. We filled that position with somebody who is now um performing um just inspections um in anticipation, you know, of adding this position that will be doing just um plan review. >> Okay. So, it'll be a totally new position within the bureau. Go ahead.
>> Yeah, as as as I mentioned, there are there are two totally new positions in the bureau. Um, that was addressed in the the memo that was associated with the construction fee permit increases that city council passed. So, you had the first vote on those two two meetings ago and the second vote on Tuesday.
>> I'm aware of those. Yes. And and so uh the proposal that was presented as part of that um construction permit fee increase uh was that the associated uh increase in revenue would cover these two positions um you know directly.
>> Okay. And then also we talked about the overtime. You said that would be now this year it's going to be 5,000 that you're putting in there as a line item that didn't exist before. Is that correct? >> Okay. >> Okay. And let me see, moving on. Um,
okay. So, page 67. Um, and I might have missed this, but the neighborhood coordinator is a it says it's a contract position, correct? >> So, um, what do they do? Because I don't recall. >> That's the That's uh Miss Dario, who is
primarily responsible for the North Side program. >> Oh, the North Side Alive. >> She was hired in 2023. Um her role has expanded over time. She's now um working in a number of different like neighborhood and community engagement functions. Um she's been extremely
successful at advancing the North Side program. Um she's going to be working with us as we pursue the next five-year plan. Uh she was also instrumental in the Pemrook Choice uh project and um you know is doing a number of other uh projects um with the department.
>> Okay. And that's a full-time position I assume. >> Correct. >> Right. Okay. But it's a contract position. It says contract position. Okay. >> Yes, it is a contract position. >> All right. Um and then I think I've asked this before. I'm just very interested in Delerta affordable
housing. So um it's it looks like we're budgeted for 97,000. Um is that just going to go to totally toward like the gateway and the bees and all the initial the current projects or is there anything else that that's earmarked for? So we we are you're
marking that for the gateway on fourth project and phase one. >> Okay. Um let me see what else. Oh the temporary health then on page 75. So this is under recycling that really um increased significantly from 2024 to
2025 and then a little increase for 2026. Um can you just comment on why you know why there's such a need for that or is there um >> the temporary help and the recycling bureau those are the I believe there are 12 part-time employees who operate um at
the drop off center and the compost center. >> Okay so those are part-timers but we have them under temporary >> correct? Yes. >> Okay. Thank you. Okay. And um okay, page 79. Um I just wanted to clarify. So we have
the economic development coordinator and then we have the deputy director of economic development. So those are two totally different positions and they've existed for the last Well, the coordinator existed since 2023. That was a new position, correct? >> No, it was not. It um prior to 2023,
economic development bureau didn't have its own breakout in the budget book. Um, so that position did previously exist. It was just listed under the Community Development Bureau. >> Okay. >> It still shows up on page 67. In 2022, it's there and it disappears. 23. It
reappears on 79. >> Yeah. I believe the economic development coordinator has been a position with the city for since at least maybe 2013, 2012, 2010. >> Yeah. Because I see it in 2022 on 67 and then it goes to 2020.
Okay. Um, oh, and then the the other expenses which um it went from like 3,000 to 355 this year and I believe under that it says I was just curious about the ED program implementation. That's 30,000 on
page 80. >> Um, yes. So, we just abbreviated economic development program um implementation. So, that that's a um a line item that's been in the budget for quite a while. You know, as part of our
um enterprise zone designation, um we we are putting money aside to implement that program. And, you know, looking forward, we're actually going to be um uh trying to uh renew that program. So, some of those funds are are are meant to go towards that effort. Um but they also
can more broadly support economic development programs in the city. >> So it be more it would be more for programs then >> for programs and uh for our enterprise zone renewal >> renewal >> looking forward. Yeah. >> Okay.
Okay. And then um I think that's I have we went through the housing inspections. Oh, and then finally, I just wanted to talk about the community uh recovery fund because I just wanted to get a feel for the process because correct me if I'm wrong, but is it that
we, you know, we have it in the budget, but we do not have a say or vote on who exactly gets the different funds. So, we treat the community recovery fund process very similar. We built it similar to the community development block grant process in terms of like what our review looks like. Um but there
is not a we we have not put in a a step in which city council uh votes on those approvals. So the process uh you know we have um applications go out around you know March or April. Uh applicants have a couple months to submit those
applications. Again we receive 72 this year. We have about a dozen people across city departments who um uh end up in in small review teams to review those applications. So we typically group them by um program area whether it's um food
access or housing or senior services and then we put subject matter experts from the city in those review groups. Uh they have a scoring rubric and then we uh work through a a multi-layer review process and then ultimately come up with the um award list um through through
that um scoring process. >> Okay. So I guess so for this year you had said um it was it says 1.6 six but there's really I think 800,000 did you say that is >> about 980,000 I believe >> 980,000 left and when will you know who
exactly is going to be designated to get the funds for for 2026 >> or did you did you are you only designated the funds for 2025 at this point you said within the next couple weeks I know so we are on our third uh round so the first round we we called
program year 2023 and so that was you know spring application window open. We made the awards by the end of 2023. >> Uh then there was last year same process. We made our 2024 awards. So between those two buckets, you know, we are currently administering those
grants. Um because we don't send all the money out right away. It's a reimbursement process. So we are actively administering those grants, which is how you get from the 1.6 to the to the 980. Um because those awards have already been made. Um but we're still you know waiting for the reimbursement
requests from from various organizations. So then for the 2025 for our third program year uh we received applications we received 72 of them. We are nearing the end of our review process and so the awards for those should be going out in the next couple of weeks. >> Okay. So it's more like toward the end
of the year that the awards will actually be granted. And this is through the ARPA money initially, right? Is that that's how it started? I believe >> it did. It did start uh with ARPA. Um, so with the lost revenue replacement that that made possible then the general fund expenses for affordable housing,
homelessness, and the community recovery fund. >> Okay. The only the question I would have at this point and I mean I know I thought about it last year too is like I feel that council should have a say or at least an approval or to look at it to see who's getting it because I think
it's I feel like it's sort of risky and a liability because it's ARPA money it's tax money and we're not knowing who's getting this money and god forbid there's a question and we're the ones that you know in addition to the administration responsible for you know dispersing and making sure um the
taxpayers money is being distributed you know as appropriately as it should be. So that's the recommendation or comment I would make I think moving forward that it there needs to be some kind of mechanism or provisions where um it's reviewed. >> Yeah. And just to add a little bit more about the review process. So our
guidelines are posted online which do indicate and I believe they also include our scoring rubric on there. So you can see you know pretty clearly and we've been pretty transparent about what the criteria are what the rubric is by which we are um evaluating and you know we do
have as with any dispersement of dollars a pretty robust review process and you know if there are you know um you know we we ask applicants if they have any perceived conflicts you know with the you know the city at all and you know we
think through those those different different pieces. is we coordinate with the controllers's office um you know as we're administering the funds and and and always considering anything like you said that could present a a liability for the city. That's definitely baked into the process I
guess is my my >> I understand and I certainly believe that it is and um you know I'm not questioning it. I'm just saying that um you know we're a branch of government and we you know we have we have to trust in all the departments as far as the money goes but then every you know the departments have to come to us for
approval for all the money. So I think if that's the case we shouldn't have one area where we're not even knowing where the money's going. I think it's just a real liability and a risk. You know, I'm not questioning, you know, where it's going or how the process is going or saying anything is wrong with it, but I
think that proper protocol for taxpayer funded money is that council should be able to know who's getting that money. Okay. Thank you. That's all the questions I have. >> Thank you, Councilwoman. Any other questions or comments from other members of council? Councilwoman Leair.
>> Uh, just brief ones. Um, and I'll keep my thanks to just thanks. You know, there's more there. Uh, so, uh, for recycling, um,
it looks like most of the goals, uh, for the upcoming budget year, I know that there were some, uh, improvements made to the recycling center this year, which is great. Uh it looks like most of the goals are just like maintain the service that's already existing and
enforce the existing rules. Um, and I wondered though because we do have our climate action plan and we do have um, you know, our EAC and everything um, when we might see some investment made in some new initiatives like if that's
in your it's not in this year's budget, but is that in the longer term view to explore some new programs, new products we could recycle, etc.? Well, first I'll say with with respect to the bureau detail, I mean sometimes we put a lot in there and sometimes we sort of just
leave it um as it's always been, but I don't know that it that page in particular necessarily reflects the actual um work with respect to the climate action plan because for example, Mr. Halforster is an active member of the subcommittee on um uh local food and
waste and is participating very actively in any of the climate action plan strategies that are coming out of um his particular area. Um, so while they're not reflected in activities of the bureau specifically, I would say that
essentially everything that we covered this morning at the climate action plan update that was coming out of that food and subwaste committee and has a tie to the recycling bureau is in fact something that Mr. Halforster is working on. Um I there's not uh dollars
associated with it that are reflected in the budget but in terms of uh you know his time and his effort and you know what's coming out of the climate action plan like he he he is actively engaged in that um you know and that includes everything from you know talking about
um you know how our local festivals are um um recycling and you know how we can better enforce that. he's been very involved in those conversations um and about you know food composting and and things like that as well. >> So there right so there is conversation
about um the example you just made food composting >> for one um >> and I'm glad to know that um I'm hoping that we can see some investment in the budget uh in future years. I I know that that
we're not just there yet. Um and I'll also say that sometimes initiatives that come out of um you know that that subcommittee for example they they are funded but maybe just not from this budget specifically right >> so for example one of the initiatives that came out of that um that that
climate action plan subcommittee was the change to the big belly um you know um solar compostable like the um the the containers that are out here and that are on Main Street. And so Mr. Half forcer was very involved in that you know and that was funded by the city but
not out of his budget that actually came from a health grant for example. >> Got it. Okay. Thank you. Uh and then my only other question is I know that we have uh the money earmarked for bees which I fully support and um you know we've heard consistently from public
commenters throughout the the whole year um about you know public support for continuing uh to look out for that population and do what we can infrastructure wise and funding wise. Um, I'm wondering if you think that the
that there will be real traction this year. I know you're not the city does not run the shelter. Um, and there's lots of factors at play, but um are we do we think that there's a chance that some of these uh physical improvements
to the space that need are needed, etc., can happen within this year? So the total project cost is is $6 million and so the question of you know when work can start is very dependent on you know when the money is secured. So uh you
know we have committed the 2 million and and as I said we're we're currently working with them. We have active applications out for LSA both the county and the statewide. We have an active um our cap application and also we just submitted today a fair application and
those in total uh are $4 million. Um and also bees is working on their own side um on a a capital campaign for for private dollars as well. So um you know do I think that there's going to be construction in 2026? No, I don't. But do I think that we're going to make
great progress on securing dollars that will make that more possible? I do. I do think we will. Okay. Um and I believe I had heard that there's leadership transitions coming. >> That's correct. Yeah. >> Is that um a concern in terms of moving forward on that project?
>> We are having regular conversations, you know, and we have been even even before the transition changed um not only with the executive director but also with members of the board. So we have a standing meeting every other Monday. Um and as this news about the transition came, you know, we've continued that
cadence of meetings. We're having conversations with them about their plan, you know, first to, you know, just stabilize for this shelter season and make sure that they have the management in place and then also thinking long-term planning about, you know, who fills that role and or, you know, what the organization, you know, looks like
moving forward. Um, so, you know, I think that the board is, you know, strong in their thinking about how to move forward. they're still committed to the goal of um you know sheltering not just for this season but in the future and sheltering not just you know in the
um that the temporary seasonal way that they do currently but also working with the city on the the long-term year round plan. >> Thank you. Those are all my questions. >> Any other questions or comments from members of council? Mr. Callian.
>> Thank you. Uh Miss Collins, thanks for that presentation. I I appreciate it. What year did you become uh the director? >> 2022. >> 2022. All right. Oh, if you could go to page 53, please. So, in uh in 2022,
um there was eight positions, correct? >> As how Yes. how it's broken out here in the book. Yeah. And now in and then uh then the fir the one year after you got in it was up to it was up one final year up another half and then this year up a
whole another position. So we're up two and a half positions under administration. Correct. >> So uh yeah. So what happened from 2022 to 2023? We did add the grants administrator. That's the um work that Miss Jillio is doing that we've talked
about a number of times this evening. Prior to that, the city didn't have a dedicated person to fill that role both for like grants that we were seeking, but also that was the same year that we established the community recovery fund. So, that position was created to support
the community recovery fund. >> Um, after that, the half that you're um describing is actually the contract position. It's half for World Heritage and that that does pay half of Miss Aello's um salary. So that's it's not actually a new position. It's just that
it's funded in part out of out of the um community economic development budget now. And then the other is the one that we also just talked about previously uh which is the um code related clerical person who is going to be funded by the
increase in construction permit fees. >> Right. So um the administration in your department since 2022 went up two and a half positions. Um, if you could turn to page >> for those reasons that I just described. >> Right. Right. There's gonna be I'm sure
there's gonna be lots of reasons. On page 63, um, in 2022, code enforcement was at six when you took over. >> Correct. >> Correct. >> It's at seven now. So, that's a plus one, right?
>> Correct. You mentioned multiple times this evening that we're proposing two positions. I would be more than happy to talk about >> I'm just I'm just trying to I'm just trying to get a total of where we're going. Okay. >> So, we're up to >> So, the explanation is not important, just the total. >> Oh, it is, but but I'm sure the fire department's explanation is also Okay.,
you know, more valid. >> Um, on page 67, >> so we're up three and a half positions right now, right? Community development under um house or uh under community development. When you took over, it was
at six positions. It's up It's at six now. >> Correct. Well, it went down one and it the actual in 2023 was five. So then it went back up again. So that's a plus one. >> Well, it started at six and now it's at
six, >> right? Uh planning and zoning 20 22 was three. Correct. >> Correct. >> And it's at what now? It's right here on page 71.
>> What's that say? Four. So, it's up one. >> Thank you. >> Okay. >> All right. Let's move to recycling. >> When you took over it was at five and we're up at what now? Six.
>> Yeah. Would you like an explanation on that one or not? >> Oh, okay. >> Because it was a position that was previously in another department and it was just moved to my department. >> I know. There's a lot of shifting around. >> Okay. >> Yeah. So, so we're up one there in your department. >> That's another one. >> It's headcount neutral because it was a
position that just existed in a different place previously. >> Or or we raise fees or other things. I mean, it'd be beautiful if the fire department could raise fees every time they go out to a fire call and and and hire more people. It'd be great if the police department could do that. Unfortunately, they can't. So, you have
a a department where you have the ability, you know, to raise fees like that. Okay. So, we're up to total positions uh in economic development. When you took over in 2022 on page 79,
>> there was zero. >> As I mentioned previously, the Economic Development Bureau didn't previously have its own budget breakdown in the book. >> It existed elsewhere. So, again, that's just a shift in the book. It was previously in a different place and is now here. >> Yeah, that's plus two.
>> It's not plus two. It just moved from a different place in the budget book. But under your control though, >> it it moved from a different place in the budget book. There was no change in the number of employees in the department. >> Okay. >> Housing inspections, page 83.
>> When you took over it was eight positions, correct? >> Correct. >> It's now 10. >> Correct. >> All right. Was Is there a good reason for that one now? Because that's I know we raised fees for that, right? Did we raise fees? >> We did not raise fees for that. >> We didn't. Okay. Okay. So, that's we're
up two up two now. >> That's that's the end. That's the last one, >> right? So, that's eight and a half positions since you took over. And I I only bring it up because
under certain times during the times I've been on council back 10 years ago, there were departments when we were struggling where we all and Mayor Raman was part of a council at the time. Mr. Evans was too we had to make very tough decisions in cutting almost every
department. Fire took probably the biggest hit. They took four and I think there was actually some a couple before that but I I'm not 100% sure on that. So, but I do know that they're down four. Your department
just keeps every year increasing increasing positions positions and position. And I know there's economic development going on in the city, but you can't tell me there was more there was there was probably more economic development in the city the in the years
that the casino was being built. I mean, we we've had I I know you mentioned like it was $1.5 billion dollars. We've had multiple years like that where we've had that same around number, sometimes higher in economic development. And the administrations
at that time handled all that with a much smaller workforce than what you're proposing tonight. So, I'm not saying this in a personal way. What I'm saying is there's going to have to be some cuts because
is there anybody in your department that is forced o overtime, mandatory overtime? >> That's not how the department of community economic development works. >> There does. >> Is there anybody in your department that's required to work 39 hours
straight without a break? >> No. >> No. Their department does. So, and I'm not picking on your department. What I'm saying is there's going to have to be cuts. Something has to be done because
the fire department is working at a strained level and it's probably along with the police department. When it comes to public safety, I don't mess around with it. It's the two most important departments in the city of Bethlehem.
And economic development, I think, right now, is bloated. severely bloated. And I would love to be able to have them or the administration say, "Hey, you know what? Every time they go out on a call, there's going to be a fee because that's what we do when
you're department. Whenever we want to add something, there's fees added." And that's their justification at budget. Hey, it's it's, you know, we're going to raise this this money for these positions. I wish they could do that. I wish the police department could do that because we could probably add in a lot
more. The fact that we can't find $500,000 to find four more firemen is is ridiculous. And and it's not up to you. It's up to the administration. And it's going to be it's excuse me, it's going to be the will of the administration and
council to find the $500,000 so they aren't dealing with 39 hour work shifts and they aren't and we're spending over a million a million dollars a year in in overtime. Can I just say, you know, I think my role as
the director of community economic development department is to talk about the work that we do and why it's important and to, you know, explain these things. I did present that the budget itself is 96% funded by by grants
and fees. It doesn't have a large impact on the general fund. But with all of that said, you know, the decisions of council as it relates to the overall budget are the decisions of council. Um, you know, I I don't appreciate being put in a position where it's an us versus
them. I I have tremendous respect for the fire department. I think the conversations that you have are important ones, but you know, I I certainly won't be baited into having a conversation about what's more important because that's not the right question. >> So, I'm not trying to bait you, but I wanted to make sure that I made the points now because when we're starting
to talk about their budget, when you're done with your budget here, I'm assuming everybody's leaving. And I didn't want to say this in without you present. I didn't I don't talk behind people's you know me. I'm a very straightforward person. I don't talk behind people's backs. So I wanted to say what I'm going
to say and I got more to say when we start talking about the the fire department and police department budgets. I wanted to say what I have to say because I didn't I'm going to be saying this when when they're when I'm talking about trying to find them $500,000. I'm gonna be going after your
department and I didn't want you to feel like I backstabbed you after you left. I said it. I want >> and while I'm here and have the mic and you know while the members of the department are here, I will just of course have to say that you know th this staff works incredibly hard. I think all of their positions are extremely
valuable. They do an incredibly good job and we've had tremendous outcomes. Again, that's not an us versus them conversation at all. I don't because that is not the conversation. Um, and I have tremendous respect for the fire department, but also just, you know, these these people work really hard
every day. And to to hear that, I'm sure is tough. So, I just want to reiterate that, you know, they do an incredible job. >> I I respect their I I respect it, too. I respect everything that they do. Anytime I've had to deal with your department, they've been very professional. So, so I do appreciate that. It's just that over
the years there's things been that been happening, especially on the two years I wasn't on council. There was hires made of people that had no experience to do the jobs that they were put in. Zero. And I don't want to mention names, but but there was zero. All right. That big
positions that had zero economic development experience. >> I disagree with that characterization, but I don't think that's an appropriate conversation. But anyways, on page 63 on the plan reviewer,
so we just hired someone someone was doing that job, the plan review and also inspections. >> We had a person who did who did both. Um, while that person was still here, when we were talking about adding a position, the consideration was we could
add a position that would would also do both, would be a halftime plan review, a halftime inspector. uh that person did leave in the middle of the year. Um and at that time we re-evaluated what made the most sense for the department and rather than having a split position, it made sense to have, you know, an
additional full-time inspector and an additional plan reviewer. >> Right. So, we brought someone new from the outside >> to fill a position that was vacated when somebody left. >> Right. Why didn't we I mean, wouldn't it have been better to try to take someone that's already in our
>> Oh, I apologize. You're You're right. Actually, we did we did promote somebody internal. I'm right. >> Yeah. When you said Yeah. Outside. >> But wouldn't it have been better to hire someone that could or whoever we filled for that position that could do the same thing instead of adding a new position? >> We had always contemplated at that time
adding a new position. The question was just whether we were going to propose adding a position that was a part-time plan reviewer and inspector or adding a position that was one and then making the other one also, you know, full-time. >> All right. So when you went to the administration with this with your contemplation,
they agreed to it. It was a good thing in their eyes to do to add this position because it's in the budget book now. Correct. >> Which is the proposal that was presented not just to the administration but to city council which was in the it was very um detailed in the memo that I
provided with the ordinance that was read both on first and then final passage and passed 70 by city council. That was part of the whole package of a plan that was very clearly spelled out in that memo. >> Yeah. I'm just saying though in my perspective, we hired someone that can't
do the job that can't do the job of the person that they're fulfilling. That's all I'm saying. >> That's incorrect. >> Yeah. Well, there's a new position for for that other >> That's in That's incorrect. Didn't you just say that >> we made a strategic decision that we
wanted if one person who did just inspections and one person who did just plan review >> right >> that was a >> right so >> and the person who is doing inspections is highly qualified to do inspections >> so we have two people instead of the one person >> Mr. Simson is jumping up.
>> Just step up here for a second. So, um, so before the previous person who left, we we had conversations internally in our department that this job needed to be split up. It was it was more than one any one person can handle and it was affecting review times and other things like that. Not any lack, just lack of
time. Um, that's what rendered the overtime in the budget that we spoke about earlier that was uh put in there. So when we had the chance I when I reviewed the the the code enforcement fees, they weren't they they were uh stagnant for the last 21 years. So, um,
so I just raised the fees, a very minimal amount for our permit fees just to cover some additional employees so that our office can run more smoothly and we can keep up with the So, what I'm I'm what I'm hoping is that we don't have to go through as much professional service, third party plan review or
anything like we did this year because I we'll have a full-time plan reviewer on staff. >> Thank you, Mike. >> Yeah. Yeah, Miss Council So the um >> so it was you guys were contemplating this and you presented it to the mayor,
correct? >> Yeah. >> Yeah, we pres we presented it to the mayor, but this was a comprehensive plan. It wasn't just that we um we're we're contemplating it. We tried to find a way that we could complement the developers, the the homeowners, the everybody who's putting in their permit
applications and fees and plans and at the same time minimize the impact on the thing. So, if you um the the on Tuesday night when uh the uh the fee increases were the fee increases were um presented, you can see they're very
minimal fee increases for over a 20-year period. um construction value per square foot has gone up 60 to 80% in that 20 years and our fees probably went up 5 to 15%. From the 20 24 costs. So um
>> my my my whole point in asking it was though it was something that you guys wanted and you presented it >> to the administration and to the mayor Mr. Evans and they put it in the budget so they agreed to it. It was something they felt was important. Correct. What was something I felt important?
>> Mr. Mr. Colin, can I answer the question here because I think it's been made very clear that you guys just voted on Tuesday for the fees after Miss Collins sent you a very lengthy memo. >> I don't have a problem with the fees. >> Can I can I please can I please talk? But the fees going up are to pay for the
position. So, as we have tried to explain to you in years past, like the ability to be able to raise revenue associated with an individual job and the origin of this job, as Miss Collins has talked about now probably 10 or 15 times in this room, is the idea that as
Mike has say as well, people wait for time period. Every single person in the city council has contacted Mr. Simson or that department to ask why aren't things moving quicker? Why is this person waiting 6 weeks, nine weeks, so on and so forth. So the proposal was should we
take this to city council because they are people that are looking for this fees as you know associated with these particular permits and things like that can only be supported for these particular functions. So, the ability to come to basically say we have an ability
to do this thing that people are asking for and I believe Miss Collins laid it out in her her in her memo as far as where permits went from from year one to year two, year three, which was consistent with what the experience was of people on city council. So, the proposal and the conversation from Mike
and from Miss Collins was because people are saying things are waiting this long, since we're able to take this particular fee, should we go have the conversation with city council about whether or not they want to raise this fee to shorten those times and approve the plans, which
city council passed twice, including the fees, two meetings in a row. So, I'm not sure where the disconnect is here as far as like something you literally just voted on versus like what we're talking about, but it was a conversation about what the trade-off is. And ultimately,
if city council went to go resend the fee increases or want to resend this and so on and so forth, there's nothing else that can be done with that money because that money goes to pay for the administration of the particular fees. >> No, no, I get it. But I'm just trying to I'm trying to establish that a
department felt there was a need or a want. They presented it to you to add additional hires and they came up with a way uh or you came up with a way or agreed to present to council to raise fees to fund the new positions. >> Correct.
>> Correct. Okay. That's all I want that's all I want to establish. >> Okay. >> I think when we talk about fire, we need to have that same conversation. >> And and I think and I think I would agree with you here and one thing I would agree with with Miss Collins, which I do think is unfair, is like Miss Collins does not speak for other departments. And one thing that Chief
Griffin would tell you as well is that whatever the needs are and whatever city council decides to do with the fire department or not is that like we are a team here that work together. So whatever it is that our needs as far as fees are concerned, but you are correct
in that the ability in some departments to be able to pay for services with fees is different than it is in other departments. Like EMS is one of those ones where you're able to get money from certain things. some part of the fire department is paid for by some fees having to do that's correct Mr. right? That some of the fees having to do with
fire permits and things like that help to pay for those salaries. What we are unable to do and what is often the reason why every couple years incrementally we decide to raise taxes 1% 2% 3% is because there are some expenses that can't be paid for with fees that they just can't be. The fees
need to go to pay for the the administration of what it is. So when we're talking about different budgets, like one of the challenges in some budgets such as Department of Community Economic Development is that since they process permits and things like that, you can take that revenue in a way that you can pay for expenses that you can't
do in other departments. It's the same thing with water and sewer. Like water and sewer has the ability to be able to go to the PUC and so on and so forth to be able to raise money through those fees and the permits to pay for their own and so on and so forth. So, it's both not it's not a fair comparison though to say like you guys could there
and I've talked about this before with earned income tax and other things. The challenge and the reason why and the reason why I've done it in the past and I've done it many times and I've been attacked for doing it to raise taxes is to keep promises and to pay for public safety. So, unfortunately or fortunately
depending on how you look at it, I kind of look at it fortunately is like when you want to look to pay for public safety, it comes from property tax. Like that's what the revenue source is. That's what the revenue source has been for 18 years that I've been here. And that's the revenue source that's laid out as far as what's allowed by the
state of Pennsylvania to be able to raise revenue to pay for things and so on and so forth. >> But can't the ARPA money be used for the fire department? Also, >> what ARPA money are you talking about? >> We have ARPA money left? >> Yeah. So, >> as I know Miss Collins kept saying committed. It's only committed because
past councils committed it. No, it's committed because one of the things that we've talked about is when we received the $34 million, and I've mentioned this many times, and I know you don't come to the budget presentations, you don't come to the state and city, you don't listen to me talk about this, but for the past four years, we've talked about how we had a plan for the $34 million. And the
$34 million was we took $10 million and we spent lost revenue replacement for five five years in a row. So, that was $10 million. We avoided borrowing twice for capital bonds. That was, I believe, $14 million. >> I I don't need a full explanation. I think you do because back to Miss Collins's point though is like if you
continue to repeat things that aren't true, it is necessary for us to be able to correct the record. And I've been talking about this as openly as I possibly can be for four years. So I want to be very clear about this because you said you didn't want an explanation. It's hard to have confident then moves until you have an explanation of what is
or what is not true. So when we decided to do that and when I ran for this job on this and I was elected and then reelected, I was very clear that what we were going to do is we were going to balance both the needs of the long-term versus the short term. That money was passed in Congress in March of 2021 to
pay for the effects and the consequences of what happened with the pandemic. And we looked at that as a city and we got behind this and a lot of these people came to work here under this idea that we were going to invest in the systems that broke down and we made a policy decision to do that. But we didn't spend
all $34 million in housing or homelessness or community recovery fund and so on and so forth. We bought fire engines. We paved roads. We did all sorts of work that were obligations that were shared by all 80,000 people. So part of the deal that we made at the time. >> Mr. Reynolds, I don't need a filibuster on this.
>> It's not a filibuster, Mr. Nobody talks in this room more than you do. And I wish Mr. Clone I would have a a couple things. I'm going to interject Mr. K. I'm interjecting. All I'm gonna ask well a couple things is one to and I understand where you're coming from Mr. Callan but I think Mr. Ronald's point
because one thing I I want to remind everyone when you ask a question and introduce a question I think everyone in the room council administration audience is all entitled to an answer. So even though to some things it might be regardless of it the answer and I've said this before the answer is the answer.
>> I didn't ask I didn't ask him the question. But another thing I would say too with respect to the fire department which has been a major subject of this conversation or on community and economic development and I heard what you told Miss Collins and to a degree I
understand it but at the same time I have a sneaky suspicion I'm going to hear this again when we get to the fire department budget which is fine but then let's save it for the fire department budget. I just again I just didn't want to say what I said after she had left and her I wanted I wanted them to hear
what I was thinking and that was it. >> I understand but she's going to hear it was being fair on my part to be honest with you. >> She is going to hear it whether it's tonight or the video or would it be but I also as I stated at the top of the meeting if we're going to have conversations about the fire department I welcome them when we get to the fire
department because again I think some of these things as it relates to ARPA funding and as Mr. Reynolds speaks to the accounting of where the money went. If we're going to tie this conversation about ARPA funding back to the fire department, well, when you have your conversation about the fire department,
let's let's talk about it then rather than re I will do the accounting. >> I just brought up the ARPA money because he he was talking about uh you know this money's here, this money's there, and there is money there for this $500,000. It's a it's a matter of a will.
>> Mr. I think I had the microphone here as well. am going to Mr. Calhan I I will >> time right >> well but you introduced a question that I'd like to >> again hear the answer to and I think everyone should >> you stated you know there's ARPA money or why can't we use ARPA money I'll let
Mr. Reynolds concisely finished his accounting of where the ARPA money went. >> And as as I've said before, it's like you have every right to ask every question. It just you don't get a time limit on what the answers are, especially when we know when we repeat information over and over and over again. Somehow it doesn't become part of
further conversations, which is just incredibly frustrating. But I will just finish this up because I don't think it makes sense to try to talk about something that we've had success with because I know that's not where you're going. But the idea though about the money that we set aside between homelessness, affordable housing, and
the community recovery fund as far as what that those dollars were, which was choosing not to spend the majority of it on it in the short term, those dollars are both leveraged as far as grants are concerned, as far as work is concerned, as far as down payments are concerned,
and things like that. So, that's the one literal thing. The other thing is is like those those are one-time dollars. Something else that I talk about all the time is if you're looking to pay for sustainable expenses, you need to find sustainable revenue. So the idea of
moving $500,000 from a one time like you could say we're not going to go buy a fire engine because then we want to spend that money on staff. If you want to find $500,000 in in sustainable revenue, it's got to come from sustainable revenue, right? So then the idea though is like there's ARPA
dollars. There is an elementary way to look at how money works in the idea that like there is money that came from the original ARPA allocation that we have promised and that we have leveraged. But with that being said, moving one-time money to sustain sustainable expenses is
the one thing that we've talked about over and over and over again that's a bad idea because next year, and I saw Mayor Turk talk about this in the paper this morning, is like if you have a $500,000 sustainable expense this year, it becomes a $600,000 sustainable expense next year because it's a hole in
the budget because essentially it's like you took onetime cash to pay for it. It just means that we have to find the money next year. >> But you got to find more money next year, which is what I was saying is like I'm not passing any policy >> or we cut or we cut back. >> But once again, most of what comes out
of their department is paid for by fees. And I remember having this frustrating conversation with you 5 years ago is that like if you cut those positions, you're cutting the fees that come along with those positions. So, it's not possible to cut the positions and take the fees from, say, permits or plan
review or whatever and go pay for something that doesn't have to do with the administration of those particular things. >> I'm I'm just trying to point out that there's a continuous growth growth in this department. And I'm presuming in the next year or the next year after that, she'll probably be back here again
asking to add to her department. >> Don't say she'll be back here like the administration operates together, right? And it is and it is something as far as like and she also mentioned this and I will stop here Mr. clone, but I just want to say it one more time. Like I'm not sure how many times we have to talk
about like a budget position moving from page 67 to page 42 like not being a new position. Like that's just a it's like a sophisticated thing. Like it's not the creation of a position. And Miss Collins doesn't sit around as none of us do and
think about things in a vacuum or in our own. We don't say this versus this versus this versus this. It's everybody sitting down together and looking at what the operation is and what the needs are and how we can support each other. Mayor, are there in the in the affordable housing and the homeless
initiative for those funds listed as 1.951 and 4 um or 4.9 whatever it is when that money is expended? Are there going to ever be additional fees that are going to be expected from the city
>> as far as affordable housing >> on the afford well under 95042 on page 175? Mhm. When that $4 million of the ARPA money, which is not spent yet, and Miss and Miss and the homeless
initiative, 1.9 million, which Miss Collins has already said probably will not be used in 2026. But when that money is spent, is there going to be any additional line items on our budget for th for those two line
items? So, first of all, that money there, and I think this is important because it goes to like your revenue point and so on and so forth. And I see Mr. Sullo waiting to go um uh as far as adding to this is like we've been able to take those monies we have and leverage them into other dollars. So,
part of what the goal is moving forward is anytime you get money in so on and so forth as far as revenue is concerned is to be able to leverage it into other dollars, grant funding and things like that. What the future of the city looks like as far as these programs are concerned. Like one of the things you heard them talk about was how successful
our tenant advocacy investment has been. So then at whatever point the goal in the short term will be to try to find more grants, try to find more money to be able to pay for things like that. But then also over the long term like you look at like how are we able to support that? Is it through community development block grant? Is it through
tax dollars? I don't know because that is a conversation for down the road. But isn't that isn't that the same thing that you're saying about if we create if we come up with revenue for their $500,000 for the four positions. You're trying to say that even if we took it from ARPA, you're saying that it's it's
reoccurring uh uh expenses and there's no reoccurring revenue for it. And you're and you're probably going to be doing the same thing on those two line items once that once that money spent. >> They're they're not reoccurring expenses. >> They're not reoccurring expenses. >> Yeah. aren't but so we're not going to
have any additional uh funding needs. They're not going to need any any additional funding needs. >> Well, that that's not covered right now. >> It's it's going to be it's going to be a situation though where and once again this is also something that Miss Collins and Mr. Tulo talk about. They present they have all sorts of public meetings
about. So this is something that we've talked about many times. But the idea too of it's like just take it from a generic point of view like these dollars that we got through ARPA as a response to the pandemic which I know is now almost five years old but all the different systems that broke down the idea is how do we leverage those dollars
into more dollars in the future. So like can I tell you that five or six or eight years from now when there's someone else that probably thinks similar to the way we do that are sitting in these chairs like they're going to say like we need to put all these all this money into housing like I don't know what that answer is but one of the things that
we've been trying to do and Mr. Tulo I think can explain this better than I can is the idea about like how do we leverage these dollars moving forward but it's not a situation where like we could be like we have $4 million now and you spend down $4 million and then we're going to come back and we're just going to be like well we need to raise taxes
to be able to put $4 million back in there. >> You got to find more additional revenue. >> That's and that's but that's what the goal is all the time. >> But if we hire four more fire, right? Doesn't FEMA give us money? Isn't there Isn't there money coming back? >> I think now we're on the fire department
budget though, Mr. Callahan. Please keep it to where we are, though. >> I know, but it's going back and forth because he's talking about the same same issue that we're Let's wait to the fire department. All right. Please, >> could I please answer your question about the $5 million? >> Yeah.
>> So, we have taken that initial investment that city council has made. We have leveraged that into over $7 million of grant awards for the city and its partners. That money is helping support our staffing. When we have a grant award, we charge our staff time
back to that grant. So therefore, that money is not coming out of the general fund. We are setting up programs like the revolving loan fund which will be a sustainable source of revenue for affordable housing initiatives in the city going forward. So that is what a
major allocation. >> So you're you guys are going to be finding additional revenue. I mean that's that's the goal, right? >> We already are. We've already secured 7 million additional dollars on top of the >> love it. That's that's going to be my argument also when we start talking about >> the fire department, which we can have
that discussion later. So, thank you. I appreciate it. >> I I think a a good point that I'd like to make just again to conceptualize this. Right. When we're talking about staff, those those personnel, any staff anywhere in the city, every close of
payroll, they're entitled to a paycheck. when we're talking about different initiatives that are just broad line items like the homeless initiative that's not necessarily a set I mean we know where that money is going now but two years from now that that's the the funding is going to
depend on what what's the goal of the initiative if I'm making sense to me it makes sense is again when we talk about headcount embodies that's salaries that's people that they come work they're compensated for their hours some of the other things that that are here
Again, just to tackle like the homeless initiative, we don't know what that's going to look like in two or three years. If we add anyone to the headcount, there's an expectation that we're going to maintain that headcount for, you know, as long as they their services are needed by the city. So,
that's just another way to kind of >> conceptualize it. >> And that was my point in saying there's going to have to there's going to be a need for additional revenue in years to come on a yearly basis, >> but we don't know what the need for these initiatives is going to be in a couple years, >> right? But I I can assume I think we can
all assume there's gonna be some need, right? >> We could assume a lot, >> right? >> And Mr. K, I would tell you there's gonna need in every department. So like I will tell you and I think the question comes down to and the other thing that will happen in the future too is that like at some point >> either we or the next mayor will raise taxes and like we've talked about this
and I think the conversation separating those two these two things out is like what are the needs for the city and the individual departments? What are the potential funding sources and like what is going to have to happen and I've said this once again every budget presentation every time I talk about it is like the most reliable source of
funding we have is every couple of years raising property taxes by a couple percentage points to pay for our obligations our promises and our collectively bargained agreements with our unions which is the majority of them is public safety. So like it is correct that we are going to seek that and I will be completely honest with you is
like in the future we or other administrations will have to raise taxes to be able to pay for those ongoing expenses the same way that we've been doing for a hundred years. Thank you. So my my last question Miss Collins on a on a uh community recovery fund. So there's
1.6 million there right now right and you said there was how much was already committed? Um, so about 600,000 of that >> is already committed. >> Yeah. Is already under like a grant award contract. >> There's a million left >> about
>> that's not awarded yet. >> About So there's about a million left that's not awarded. However, when we opened the grant round in, you know, March of this year, we said that we were probably going we we said that we were
going to award $500,000 and that is what resulted in the 72 applications. We actually have $3 million of requests, but >> so there would be then $500,000 left. That's un that no one knows >> for future for future community recovery fund rounds.
>> Can that money be transferred into or used to hire four fire department officials or or firemen? >> You mean as far as like legally can is it connected to anything? >> Yes, >> it is not connected to anything as far as legal is concerned. But I will tell you as Miss Collins and once again we
could and we've been here long enough to do this as well is like if somebody said you're going to cut $500,000 you get a different group of people in here. You have different conversations. There's a whole bunch of conversations as far as like we can't fund it this year but in the future based on your CDB CDB applications and stuff like that. But it
goes back to once again the idea that the original $34 million for ARPA was not about paying public safety. We have other ways to be able to do that. >> It's allowed though for public safety. We did some of that, but as far as paying for fire trucks and ambulances
and things like that, but from a legal point of view, like yes, from a moral point of view, is it something that we would support? We wouldn't because we have made promises to people about where those dollars could go. >> Yeah. But nobody's nobody's been awarded or promised that money. We we've told
them that there's x amount of money there and everybody everybody submit their their applications >> but no one's like h how many applications were >> this round there were 72 >> so not in how many people were already told that they're going to get this
amount of money x amount of money >> in this current round or or previous so we from 2023 and 2024 we have a total of I believe 49 active um organizations that are receiving community recovery fund grant dollars in a >> but the remaining money has not been no
one's been told you're you're going to get this amount of money. No, they have not. >> But I would say this though, Miss Collins is like we've talked about this is like we've set up a community a community that people in city council are aware of as far as nonprofits, whether or not to do Bethany or housing assistance or so on and so forth where we've told them after they come in and they talk about people are starving, they can't do this and so on and so
forth. It's like this is a funding source that came from the ARPA dollars. and they look at me and they say, "Mayor, when that ARPA dollars were passed by Congress in 2021, it went to help out with these systemic causes having to do with the pandemic." So, like, we have very much built up a community of people that are counting on
these dollars moving forward. So, as far as like, do they know they're getting five or 10,000 next year? No. Do they come and be a part of a process where they're talking to other nonprofits, food assistance people and so on and so especially with what's going on in Washington now with what Trump has done to cut all the different funding and so on and so forth. If you're looking for
revenue, like this is not the place to go because there are people that are counting on that and the people behind us and there's people not here that if they needed to be here would be here to say like we have made promises to people as far as like where those dollars would could go and we have already spent the majority if we spent all of those
dollars in year one which we could have done on community recovery fund and just burned through the money and sent it out there and sent Mr. Yaso through the ceiling and so on and so forth as far as contracts are concerned. We could have spent all three million of that dollars, which would have been an inefficient use of those dollars. Instead, what we did
was we came up with a sophisticated plan that we were going to give out those dollars over several years to allow organizations to be able to leverage our dollars against anybody and so on and so forth. And then to hold it against us as far as coming up with a long-term sophisticated plan to be able to help out the people that are helping the most vulnerable people in our community is
not something that we're going to support. >> Listen to me though. Isn't it don't they every year at like some groups will say, "Hey, we're asking for $100,000. is we end up giving them 30. Another group might ask for 30, we give them 15. Another group might ask for 300,000. We give them 200,000. So, no, this money is
not accounted for. I mean, it's there, but no one's been promised it any certain amount of money. And so all I'm saying is we got a department here we're going to talk about later on tonight that I think is this isn't just some department coming in and saying, "Oh,
we're, you know, we're overworked and we we need a new permit guy. We need a new uh uh planning coordinator or a new zone." I mean, this is a a group of people who who they're working 39 hours shifts and they're being forced to do mandatory overtime.
>> Mr. Call again, I'll ask you to keep that fire. But I I appreciate the comments. I'm just saying it when we start talking about the $500,000 that's left over in the community recovery money fund, there's and if you don't want to use that money, that's your
priority. But I would ask you to work with council to try to find the money to get four more fire department. And if that's a priority to >> again, we'll talk about the fire department. I will tell you and I will just just cuz you asked the question, Mr. Then I'll I'll wrap up too is I think just the implication here between
what you're talking about and your priorities and my priorities are pretty pretty clear as far as what the difference may be. But if you want to do that, the other thing too that I've said is like you should never add jobs with onetime revenue because it lowers the trust in people that that money is going to be there next year. So like we
wouldn't we could have done this two years ago with the paramedics and we could have hired four paramedics using ARPA dollars and not created the sustainable revenue. And what is the message that it's sending to those employees that we we're using a onetime revenue source to hire them? If you want to hire four firefighters, and Mr.
Evans, I believe, told you this, property tax increase is 1.7%. >> We we could talk about that fire department. >> I want to make a comment now about what what he's saying, but I'll wait till >> I I think for everybody, >> fire department included respect to them.
>> I'd like all the fire department it sounds like we're really getting into the fire department. Right. the Are you done, Mr. Callahan, for what this department? >> And I appreciate the the comments and and I'm trying to have a civil discussion. That's all I'm trying to do of how can I know there's got to be some
place that we can find. >> I hear fire department one more time. That's all I'm So, and Miss Collins, I'm not I Please don't go home thinking I was trying to pick on you or your department because I re every time I've had to deal with anybody in your department, they've been nothing but
professional. But I just think there's got to be some place in in in this whole budget that we can find to to get something that I think is important myself, Miss Crampsy Smith, and from what I'm hearing, one or two other council members. So, I I appreciate your time tonight and thank you.
Just a reminder, we remain on the community and economic development department budget. Councilwoman Leo, >> um, shifting gears at a break next speed. Um I actually do want to talk about that specific line item 95042
uh which is the committed um affordable housing I believe. So we talked about the gateway on fourth and that's committed revenue which I have said I am very supportive of. I don't believe it's a long-term sustainable solution for absolutely everything but in an an
emergency housing situation it absolutely makes sense. Turn tourniquet approach here. Penrook Choice, which would be one of the biggest wins for this community in a very long time. I'm very supportive of that. The the questions I had were about land use development incentives and eviction
prevention. I know we kind of glossed over that. Can you tell me a little bit about uh the land use and the development incentives? >> Sure. Mr. Tula looks very excited to talk about it. So, >> I know. Let's go. >> Hi. Um, so we uh like as we presented
previously, we have the opening doors the budget for kind of all of the strategies which was how we initially built out the 95042 budget and it is constantly kind of an evolving living document. So like for example, we had had um I believe like $40,000 some dollars for the successor dwelling unit
zoning update. Well, we received grant funding both to the city and Lehigh University is funding um money like for that study. So that is money that is no longer coming out of 95042. Um we have uh maintained funding for any future um
zoning work that could occur as well as for um associated incentives that may be uh recommended to lower the cost of accessory dwelling units for uh property owners in the state. Um so that could perhaps be like a revolving loan fund. It could be assistance for um payments
uh like to pay professionals and like things like that. Um and then um okay, displacement and eviction prevention. Um we um have provided $390,000 to New Bethany. Um 190,000 of that was for um
rental assistance which is actually been recently exhausted. Um and we are providing um case management support annually for five years to them. And uh we're currently uh Miss Jillio has been working on this week over like $400,000 of grant applications looking to
replenish that. Um they do have other sources of rental assistance. They just have exhausted the cities which was their most flexible. Um >> and then we uh have supported the landlord uh tenant uh advocate at Community Action Development Bethlehem. And that actually ended up coming out of
CDBG. We have supported that um to $60,000 thus far. >> Okay. Hey, I was at a community meeting last week, I believe. And is this the one that prevent the that prevented the 59 evictions? >> Yes. >> So, that's the Okay. So, 59 evictions have been prevented through community
action with the position that was supported. >> Yes. And we provided their initial seed funding and they have then gone out and gotten another I think $175,000 in grant funding to support that position for several years.
>> Okay. All right. Um, I had a question about the the housing stock in general in South Bethlehem because we've talked a lot about uh inspections. Um, and I think one thing that is missed a lot in the conversation is how much of South Bethlehem is rentals. I know for some
reason we keep comparing Bethlehem of 2025 to Bethlehem of 1980. Um, and the landscape is so very different, especially the housing in South Bethlehem, which which needs inspection on a regular basis. Um, can you talk to me a little bit about the amount of inspections necessary in South Bethlehem
or like just in Bethlehem in general, how much the rental market has upshifted? And I will say I pulled um some interesting data out of Northampton and most of the houses sold in South Bethlehem went from like homeowners to selling into LLC's. So, it seems like
that's going to continue to uptick. And as a reminder, the city has absolutely no not a reminder to you, but to our riveting viewing public that we have no way of stopping a private land sale to an LLC that will turn it into a rental. There's no control mechanism. All we
could do is inspect it after it's been sold. So, what does the inspection process look like now? How intense is it? >> So, it it's it is in So, we do the inspections every three years across the the city. So, we strategically pick wards throughout the city. So, we don't
spend like an entire year on the south side or an entire year on the north side. We mix the wards up so that we have a presence throughout the entire city over the three-year period. Um, some of the things that we've done, I we have noticed that, you know, a lot of properties in the southside are are
selling. Um, those properties go we we have, like you just said, we have no regulation over private uh land sales, but um we do inspect those at the time of sale. We do they do come on if they are going to be used for a rental they do fall into our program and then become become part of the three-year rental
program. Um a few years back we started uh the residential student overlay I'm sorry the student overlay and what that does is prevents the spread of the student housing outside of that zone. So um that's one of the things that we did
to deplete that. So we don't see the so the properties are out that are outside of those respective zones we don't see the students going in. So we see families going in. Um one of the things we also noticed that during uh this year during our rental student rental
inspections are annual inspections. So we noticed that a lot of the student rentals were being occupied by single families as well. So, we're seeing a a larger presence on the southside of the properties being rented to single families just because the student
housing overlay is kind of locked in the approximately 700 student housing. >> Okay. >> And I would uh kind of add uh we have done a pretty intensive focus on um the student housing landlords, especially the largest ones and getting all of
their properties certificates of occupancy over the last year. Um, and because a lot of them were purchased, that allowed us to do things like require egress windows on the third floor, which can be grandfathered in, but we know that there's students residing up in those bedrooms. And from a fire safety perspective, we want, you
know, individuals to be able to get out. So, we've been requiring that. I mean, and we I mean, Mike, how many >> pri private ownership and uh ownership, I guess you would want to call it for profit. When you do a rental property, they're subject to different inspections. So, a lot of the things
that you may do in your own personal home, you can't do or or you may require a a larger or a more upscale level of safety in a rental property just because of unfamiliarity with the property and stuff like that. So, um and when people sell their properties, it allows us to
go in with that with that mantra that we're going to inspect it for a rental property and it it allows us to upgrade the safety of the property in general. Okay, that was my biggest concern because like when it comes to Fifth Street properties, they I've seen them do some incredible work, but when it comes to some of the other properties,
when I as I door knock, um when I go in, I I worry a lot about how many students are in what used to be multi- or what used to be single family homes, two, three bedrooms are now occupied by five or six people. Um and it it concerns me.
>> Yeah, we we have very strenuous. So, student rentals are subject to annual inspections. they're subject to provide us with a lease if we request it. So, and they're maxed out at five students. So, and part as part of that, you can't just say five students like we have to
make sure that there's the the required bedroom sizes and all that other things to to have five occupants. >> Yeah. Can't be three bedrooms and a closet. >> Correct. Correct. Correct. >> Um >> and kind of to one of your points, uh we know about 19% of the property transfers
in the city in 2024 were to LLC's. Yeah. like four and a half% of them was one student housing provider in particular. >> Yes, exactly that. Um I have I mean I guess the statement I would say to that is whether there's wiggle room in the budget or not I would caution against
anything regarding affordable housing because when it comes to affordable housing initiatives um I' I've heard this a bit in this rotunda whether anyone takes it seriously or not that you can just go to Southside and buy a house for $160,000
um which is just not factually correct um or that the Southside is a place where you can still find an affordable house which is just not factually correct. Um there is more rentals than anything in South Bethlehem. Um and more rentals in general throughout the United States. We're going to become permanent
tenants. I swear. But what they need is advocacy, tenant, landlord um interventions. I've said this, I brought it up every budget season. I know we do not have the it for this, but you know, a database where people can see what type of landlord they have, so they can
pull up the inspection record and see if they're getting a slum lord or not. Um, so that's that's all I want to say about that. I did have a question. Thank you. Uh, about the community recovery fund. Um, maybe you can't tell us who's currently in the pool, but has any of
the community recovery fund been used to supplement anything like after school programs, technology to affected families um that cannot afford technology, um any work with BA uh BASD as in like computers or anything like that? Uh food support specifically to
any of the food banks that have received funding cuts lately. >> Um yes to all of that. Um so I said there are 49 current um grantees. Uh a few off the top of my head when we talk about food assistance, we fund the
Northeast Community Center and um their fresh produce for families program. Um when you talk about the school district, we fund the Shanti project which is in BASD elementary schools um working on behavioral issues.
Um, homelessness, we fund Lehigh Conference of Churches for case managers, for street outreach. Okay. >> Um, Boys and Girls Club, we fund teen programming. I forgot some of the other specific examples they used, but yeah, there there are a number of food there are a number of food assistance
programs. There are a number of technology or school district-based programs. >> Yeah. >> Right. So, I did have a question and it it's a follow-up to something that Councilman Crampsy Smith said because it's it's a it's a valid question and I would like to explore it a little bit more. I mean, I I think I'm coming at it
from the opposite end where I think that um seven people weighing in, I think we inherently are all going to bring our own things to it. like if you fund an ebike for the cops, everyone's just going to look at me and be like, you know, so like how do you stop any kind
of like >> human bias within the system of people receiving funding from that grant pool? So you know I think a couple ways we tried to structure it first where you know because there's so many applications like we are breaking off
into individual groups and then but within each group there's multiple reviewers and there's a rubric. So it is both um like there's a there's a system that is based on numbers and and and ranking and criteria that people grade you know those scores are evaluated
together and against each other and then you know there's also a discussion that happens among that group but it's not one person making individual decisions like yes or no you know there's multiple people who are using a rubric and also discussing the review like you know among them and and moving things from
there. if that answers your question. >> It does. I think it would be helpful and if you've already done this, I apologize for not remembering. Um I think it would be helpful if after you you award a specific whatever funding cycle wherein if council can find out who exactly who's received uh funding just so we can
see how it's being uh distributed um just around community members >> for the 2023 and 2024 awards. We do have those posted up on the We Build Bethlehem website. And you know, so we Build Bethlehem was also was the original source of our um assessment of
community need. Like if you remember back when we first started this, we did a lot of um community surveying to understand like what are some of the greatest needs and that also informs, you know, the criteria of the grant program itself and also the the rubric
that we're using is based on that initial feedback. But we did that through We Build Bethlehem. That was my that was my connection. We did it through We Build Bethlehem and we're continuing to track the program there. So we we do list, you know, the awardees there. Um we also have an annual meeting
when we do the awards. Um and I was going to say like I know that you give annual meetings about this and and I know it's just going to be one more ask from council. Um, but because we cannot be at everything, if you could just take whatever slideshow you show at those public meetings and just slide them over
to TAD so that we can kind of get our head around what's going on as well, that would be very helpful for us to kind of see what's going on. >> Yeah, I think Mayor Reynolds also had a thought on that. >> And just like that was something we had done in year one as far as looking at what a process would look like. But just a couple like values that I think are important that are inherent to that
process is one of the things that people did and I do not sit on any of these committees. So, I'm not the one that reviews it and I'm not the one that says, "Oh, 30,000 here, 20,000 here," and so on and so forth. They're all the people that do it. But part of the idea about the applications was about leveling the playing field for
nonprofits and people that apply. So, you have some nonprofits that have a lot of people, a lot of ability to apply for things. And they're also the people that tend to have the most ability to be able to lobby legislative bodies like city council and do it publicly and get email and so on and so forth to be like, "Make
sure you tell city council to give us $50,000 for this and so on and so forth." And grounding this process in equity and in fairness was something that took months and months and months for the people that are behind me, Miss Santoro, people that weren't there, Mr. Yaso's department weighed in on necessarily how to do this in in a legal
manner and so on and so forth. But like they was very intentional about that process that was set up to avoid what we have seen happen in other ways where it's basically like if you have a lot of people that you know it influences and it throws the whole actual merit-based
process out the window and everything that we try to do comes down to what the merits of it are. So it took us months and months and months and a lot of sophistication to try to come up with a process by which if you have a good idea and you have the ability to carry it out and you're a staff of two like you don't
lose out to the person that has the staff of 70 because they know how to necessarily play the game and they know Rachel from this board or they know Kira from this board or they know Colleen from this board or whatever it might be. So I would just and once again we have released those publicly the ones in the past and we can release all of them and
we can let you know about that and so on and so forth but it really is an important part of that process and we have heard from the grantees as well about how valuable that has been to them because we're trying to get away from this scarcity mind mindset that somehow these nonprofits that are doing the work
are in competition with each other. They already have to face with enough like your work's not important. We can move your money. It's not something we need to do. And it is something that we have been trying to avoid is this competition that we're in. You're in the front lines helping the most vulnerable people. You're competing against that person
over there. And now we have to try to start an email campaign as far as like to make sure we can get to these people that we know and so on and so forth. We're trying to take all of that out of there in the name in the name of equity and fairness. And I know you know this Councilwoman Leon you just happened to ask me the question. It's like when you go and you talk to the nonprofits, it is
a mindset that they're in this work together because it's not about it's not about them individually. It's about working with each other and it's about creating a culture by which the government and the public and the people that represent them support their work on a day-to-day basis so they don't have to rely as much in private donations.
And it's one of the things that we're most proud of is that when you go to those events and you talk to those nonprofits and you talk to those community groups and things like that that they're like here we are valued for the work that we are doing and when you guys say something you keep your word and a lot of that comes down to the inherent trust that they have in the
process and the dedicated experienced fantastic staff that we have that are helping to oversee these programs. And uh to to that point when when we're talking about grants and I know that we talked about this when we initially hired the grant writer, are we tracking
how much additional funding has come into the city through the through the position? Because I remember my initial >> hesitation with adding the position. Um at first it was not like a sure thing. It was going to be like how are we
tracking this? Are we receiving a lot of money through grant donations? How has that been going? We we are definitely tracking that. I don't have the number in front of me. I mean, if I remember from even last year's budget, I think the number was around $27 million just just in the the budget we were looking
at for this current year in in grant funding that doesn't necessarily fund the the Department of Community Economic Development, but it's funding, for example, that might show up in the non-utility capital plan. It's, you know, the $1.3 million it's for Friendship Park. um you know, the grants
administrator assisted with and is now administering the $10 million grant that came in um from the Department of Transportation. So that like the results of that work are not just in the CED budget, but they're um throughout the entire budget. And so yes, we are tracking all those grants. It is the
tens of millions of dollars >> and and I mean the $16 million, you know, award that we just got through PHFA was something that she had worked on as well. And then obviously it becomes like a dual. There's the direct ones that you can point to, but the way the real world doesn't work, it's not like Lori, go fill out this application
and get us a million dollars. It's oftentimes too her being able to take away tasks away from public works, away from other departments that then allow them to go out to be able to get other dollars as well to be able to do things efficiently to be able to get streets paved and things like that. That was my follow-up question is uh when it comes
to I I promise I'm not going to dip the toe in any other department right now, but when it comes to everyone else the grant writing well maybe I will then um the grant writing can she write grant for other can she write grants and she does as well. So like can
>> h and okay so it is >> okay so it's not just a DCD related thing she can write grants for other departments and they can >> look for receive funding through those grants that she can help. >> Correct. Okay. All right. Thank you. That's all the questions I have. >> Any other questions or comments from
members of council as I go around again? Councilwoman Wilhelm. >> I I did neglect to >> I'm sorry. I'm sorry. >> Hi. >> Uh I I gave Councilwoman Wilhelm the floor. Counciloman Quitech and then you'll be next up then. >> Just just a couple questions that I neglected to ask. Actually, you answered
one of them which was regarding >> Bethlehem Emergency Services um fundraising undertaking. assuming that this is beyond anything they've ever had to think about before in terms of fundraising. And so you had referred in your presentation to the fact that
the city is supporting them in that. And it sounds like you have assisted in applying to two $4 million grants totaling $4 million. That would add up with the two. >> Yeah. >> So yeah, it's four it's four different grants. I think that total
>> four grants. Okay. So there there was that. But with regard to the issue of homelessness, we've referred many times to the fact that this is a regional, there are no city boundaries um to homelessness. I I really I was curious
um about the state of conversations um around homelessness regionally. And I don't >> just mean Allentown, Bethlehem, and East, but the Lehigh Valley at large. Okay. Mi Miss Satulo actually sits on the governing board for the Lehigh
Valley Regional Homelessness Advisory Board. Okay. >> Council board. >> Yes. Right. Um yes. So I'm on the RAB board. Uh so there are representation from um all three cities, all the kind of nonprofits that you would expect. Um kind of representing the state belt. We
have a trooper um from the Pennsylvania State Police. So it's a very kind of diverse group. So, um, you know, we meet monthly on coordination on issues, um, and especially have been meeting more frequently about encampment response first with what's been occurring in
Allentown and now in Bethlehem. Um, and that has led to us to actually make, um, the uh, emergency solutions grant application. Um, we put in um, and we were awarded just we were notified last week that we've been awarded 156,000
additional dollars from the state. So we work with um P Ace CED and then through the RAB. Um the RAB has been convening a lot of meetings um like we had a uh mayor come in um from the community that was the first uh to achieve functional
zero veterans homelessness um for regional conversation re recently. Right now it's um the conference of churches hunger and homelessness awareness week. Tonight is actually their keynote speaker. um they're having a really great conversation um about solutions um
from outside of the area for that's open to the general RAB membership on Friday. So, we're both kind of trying to respond to that short-term acute need and also really trying to think outside the box. Um we get regularly complimented from HUD that the way our continuum of care
in the Lehigh Valley operates that we work collaborative collaboratively and seek funding together as opposed to working in competition. kind of what Mayor Reynold had talked to about that attitude of scarcity. We're trying to come up with strategic and like grant applications where we're all going in
together as opposed to all fighting for the same piece of the pie. >> With that said, outside of the three cities, like there's certainly still a lot more to do with respect to other communities stepping up and that is the large part of the conversation as well, right? Like homelessness does not just
exist in the major cities. it does not originate just in the in in in the cities and you know that has been a frequent topic of conversation and a and a large push of ours um is is to kind of try to demand some more accountability in that regard
>> and we are hopeful too that with new two new executives coming to Northampton Lehigh County that from an organ or organizing point of view and there are two great people who are who really care and have talked a lot about the value of housing is that they are also going to
be people that are going to be leaders and organizers and understanding that this is something that needs to be shared by all 62 municipalities because one thing I think you find is oftentimes people just don't necessar like they don't even think it's a problem. and they don't think it's their responsibility. And one of the things that we've done um in the city obviously
is take a lead on letting people know that this is a priority of ours and that doesn't exist in a lot of other places, especially other townships, other suburbs, um where they think basically I can just look at what my own self-interest is right in front of me and not think about what the holistic picture is. And um I've had positive
conversations with council uh for county exec electinsky and um seagull and I think that they're they're they're willing partners but ultimately from a Lehigh Valley region we have 62 municipalities and I think I figured out the other day that the three cities are
like 5 a.5% of the land and yet we are the ones that end up taking on the burden of this and um it's something that we are hope we are hopeful that people will step up and not necessarily just see their blinders on. >> Well, I appreciate the update and the
the sense that those voices are going to be coming from the executive level and I it's understood that not every municipality has the same resources or um can assist in the same way, but unquestionably all 62 municipalities can
participate. And so I'm I'm glad that the conversations are happening with those multiple voices around the table. I appreciate the update. Thank you, >> Councilwoman Quitec. >> Thank you, President Cologne. Um, I wanted to briefly, I promise, go back to
the uh ARPA funds, the in the the civic expenses, the um affordable housing, homelessness, and uh community recovery fund. And those were actually buckets that were in some way uh at the
um at the impetus of council members during the budgeting process. Mr. Evans, can you refresh my memory? I think this was in 2021 looking at the 2022 budget. Is that correct? >> Yes. first time it appeared in a budget
was 2022, >> but it was the 2021 budget process where they and there was actually like a motion if I recall to increase one of those buckets or to in some way uh take money and make sure that some some of
the ARPA money because there was of course a lot of discussion about you know are we really going to use this money to pave the roads you know there was there were there was a lot of conversation that happened I wasn't on council at the time I incoming. So, I was um sitting in on the budget hearings
and that's why I think I remember this, but um I do recall that some of those numbers were actually uh shifted by mo by motions or amendments during that process to actually make sure there was funding for sort of the arts and
nonprofits and homelessness and housing affordability. >> Yes. Uh upon the layout, it was new. It was unique and it was a large amount. There's a lot of training and coaching and education available at that time and on the many ways it could be used and there's some ways it could not be used
and concert miners on definitely ways it should not be used and uh as we talked earlier should never we were told over and over uh as receivers of it uh to push or to place into salaries. Don't go hiring people. Don't add positions for
this because it's a one time. It's going to go away. going to cause financial distress or problems for the city when it runs out and you've created something that you can no longer sustain or now have to result in a very large tax increase that may be unexpected. So, if you're going to do additions, you're
welcome to do it, but do it the correct way. Don't use this in order to complete that. So, we laid out a process that made sense to the city at that time. It was the um fourth year of the mayor uh mayor Don's administration. We presented it to council. At that time, we
presented two fundings of $9 million into the capital account to invest in city infrastructure. Four years at $2 million to offset the loss revenue because when their economy slowed all our kind of all our revenue lines slowed down from EIT to D transfer
and it happened. So, it was to help us uh cross that bridge and then it left funding that was still available. Uh in the first year it was only the community recovery fund that was created. It was created by the and we offered a 1.5 leaving some available.
There was a motion made by council and approved by council to double it from one and a half to $3 million. That line >> that's I knew I it was coming back to me as we were discussing that. So I just wanted that fact to go into the pool of
knowledge tonight. um that the community recovery fund was actually created by city council, not a city council again that I was on. I came on in January of 2022, but during the 2022 budget process in 2021, the council at that time, uh
whoever was on it, and you know, we've had a lot of turnover, so pardon my, you know, lack of recollection on that. uh but they were the ones who were very invested in making sure that our nonprofits, our cultural and our educational and our human services
organizations were made in some way whole by the losses that were experienced um in terms of their um funding during the pandemic. So, I just wanted to point that out. And also, I just wanted to say that this is my last
comment. Um, again, you know, there's the the the positions that are being created by the increase in uh fees all go to a holistic process of increasing
our economic development, improving our public safety. So, we've got uh you know, now we've got a full-time plan reviewer and a full-time um I forget what the other one is in that uh in the that particular process, zoning
planning, right? The planning. And so, um we've got those two positions now. Um and then we've also got um you know more inspectors on the public safety side of things who are making sure that our rental which has you know as we know a
large part of our housing stock um remains you know code compliant and safe. Um which of course makes our city safer and reduces the number of you know potential tragedies because we're getting into 10,000 units a year and
that's such an impressive number. So, I just wanted to uh again thank the um the department for all of your work. The fact that you only are leaning on about 4% of tax, you know, of your budget is from tax dollars um really speaks to the
entrepreneurial uh spirit of your teams and that you are always looking for ways to make things better for you know our our businesses in terms of the permitting process which you know having watched a few small business owners this
year and their hear their frustrations with the length of time And you know when you when you are so when your capital isn't huge because you're a small business person every month that you can't open because your permits haven't been you know your inspections haven't finished and you haven't gotten
your your certificate of occupancy um you know is money loss and it and it makes things hard. So being able to smooth that process means we're going to have more successful small businesses which again in turn returns tax dollars to our um to our city coffers. So, it
all really works all together. And I appreciate, Miss Collins, that you uh you know, have that sense of camaraderie with the other departments uh in the city and understand that everybody is doing their piece of the work. Uh and
that was all I had. Thank you, >> Councilwoman. I'm going to let Councilwoman Camy Smith answer your first question in part. She might remember that amendment. She may have made the amendment. >> I did. I'm just a quick briefly. I just want to clarify that I actually amended the budget because 1.5 was only
earmarked of the ARPA money for housing and homelessness and I doubled it to 3 million and within that I believe the mayor then uh created the community recovery fund not council. Um and like I my comments before was a community recovery fund can be great but we have a
fiduciary responsibility to taxpayers and we need to know where all the money is going. Um my only other comment is that at that time we did not have the staffing study that denotes that we have a really serious life-threatening in my mind um issue with the fire department
staffing. Thank you. >> Anything else from members of council as we wrap up the community economic development budget. Mr. Collins, I just have a couple brief questions. The one, can you send us the presentation or Mr. Miller? Sure. They
made tonight so we all have it for reference. Thank you. the turning to page 57 for the health bureau. So, the health bureau uh predominantly grant funded. Where where are we with grants? I I guess in simplest terms, and I know other funding
sources have been identified that were brought in before or mentioned before, are are we expected to make any I guess cuts or changes to services that have been historically delivered due to any changes in grant awards, grant
opportunities, anything like that? Are we expecting the same level of service for 26? >> I'll try to summarize quickly. So, we haven't made any major changes to our programming. There's um the lead and healthy homes grant is one that we have received an extension from HUD um for I
believe another year, but that would would be ending in 2026. Um but we do know the end date for that. So, that's a change that you'll see like in the second half of the year. Um the CO dollars as well are also um coming to a
close. So after uh the June 30th those will those will have cycled out. Um and then otherwise I think we are just generally kind of reviewing um all of our programs against the like ever changing landscape of of federal
priorities. But um for now those are the those are the major changes that you'll see. Um and also you know we are we are though trying to be strategic about for example like if we have vacancies in grant funded positions um you know we're you know for example right now we do
have three positions that we are we are not actively filling just as we're kind of seeing how things shake out. >> Understood. And then talking about COVID money. So on page two under grants and gifts for general fund revenue, we have care the car's act line item which we've
had for since the pandemic which is close to 3.5 million which I believe if I'm not mistaken ties to on page 57 the roughly 3.5 million for public health preparedness. Am I correct in that >> those two tie to each other? Yes.
>> So is that what you were referencing that money? We we sort of have a hard cut off of on the end of June of 2026. >> June 30th. Yeah. >> Or June 30th. And of course, that money comes with certain parameters on how it could be spent. >> Correct. >> What's our level of confidence we're going to be able to exhaust the entirety
of the 3.5 million by by the end of June? >> It's unlikely, I would say. I mean there's there are a lot of restrictions on on how that money can be spent and particularly as we've gotten further and further away from the pandemic. They're
just less there are fewer and fewer activities that actually fall within the parameters. I mean we're act we are actively you know um administering those dollars to the extent that the state will allow us to. >> Thank you. And and that was going to be my follow-up question and I have no doubt everyone's been trying to find
every way to charge things back to this money, but it but it just speaks to the more restrictions that are put on it. >> The sometimes the number doesn't matter as the devil's in the details. That number could have been a hundred million, but the same restrictions would have only allowed you to expend the same amount. So I recognize that and I know
we've been having this conversation for a couple years. So I just wanted to identify that and again sympathize for I I would imagine there's some frustration to know you have such a large number of money at your veil but again with all this you know restrictions red tape call
what you want to to spend the I do appreciate I don't remember if it was in here last year or if this is the first year but where we have for the u positions their classification and then we have contract is this year the first year we did that or did we do that last year
>> that that was done this year for the for the first time. So they were previously on the other as I mentioned during my temporary help. Correct. >> We're on the other side of the page under temporary help. >> And I'll just extend my appreciation now that that's there. I think it it's easier to follow along. So certain
departments still have temporary help. Is that strictly sort of part-time and seasonal then? Where temporary help? It's people that work at the uh recycling center as you pointed out. It is crossing guards for the police. It is
the summer help and recreation. The the pool, the lifeguards, there's some summer help at you'll see temp help when we did the golf, which we did the other day. The golf course has seasonal, meaning it's not the year around. So, it's part time hourly. And to a
conversation that was had a little bit earlier, it just helps like I know historically given the number of years we've been doing this. Some of these positions that now show up under contract may have been listed under temporary help previously and things like that. So it just helps to identify that maybe they're not new positions,
but now moving forward, they'll carry over in budget after budget and correct. >> Uh so there's no misunderstanding of what's new or uh what may have been added. It's just because it's not a uh TAMPS or a CIU or not a classified employee. They've some of these
employees have been contract employees for years. Am I correct to say >> correct? Yeah. >> Correct. Thank you. >> The uh speaking to the the grant awards. I think a lot's been said, but again, I just would extend my thanks to everyone. I know we talk about it throughout the years, but it really comes down to some
of these grants are competitive grants and it comes down to the quality of the grant application. So, I thank everyone who's been working on these because I don't know what it is this year versus previous years, but there's a lot of big ticket projects that are on the horizon
thanks to some of these grants. So, again, my my thanks to everybody. The I think the only other thing I'll say that's that's relevant and it's just as we talk about sort of historically and how a budget works uh for recycling on
page three the sale of materials is budgeted for $65,000. There was a time many years ago in the early 2010s where that brought in at a high one year $855,000 and then there were a couple years of
over half a million. So in in terms of true budgeting and how it works, that's money that again has to be replaced somewhere if we want to maintain operations. And that just speaks to how things change over even 10 years. But that's not $3,000 here or $4,000 here.
That's hundreds of thousands of dollars that have come out of the budget. That was one time a revenue that we've had to make up for. So, I just want to recognize >> Yeah. Revenue lines that go the wrong way make it that much more difficult to balance the budget. >> Yeah. >> Yeah. >> And that one is obviously out of our control. It's entirely based on the
recycling commodities market. >> Market's the market. >> Yeah. 100%. >> That was all I had. Did you want to touch on community development block grant fund? Miss Collins, as you said, we voted on it already. I know we're >> correct. It's exactly the same as what you had seen previously, so um I don't
have anything else to to present on that. >> Yeah. Any members of council have anything on the block grants? Thank you, Miss Collins for your time and your efforts. >> Yeah, thank you very much. >> I will open it up to public comment. This is just going to be strictly about
community and economic development department and the community development block grant fund. No one had signed up to speak on these. So, anyone to the left want to talk on community economic development wide center turn to the right. Thank you everyone. I will move
on to the police department which starts on page 137 and chief I invite Chief Cot. Thank you again for making it out. Chief >> thank you sir. >> Thank you Councilwoman Leard for getting the presentation set up.
>> Yeah, I can go with mine if that's easier. >> Yeah, absolutely. >> Yeah. Why you >> Is that good? >> Yeah. >> Where am I going? >> This seat or this seat? >> Doesn't matter. What are you signing into? >> Pat is signed into Google. I just have
more of >> do it. >> Okay. So, >> yes, let me Um >> I don't want you logging into anything projecting on the screen. >> Yeah. >> Um
>> exactly. This one was the fourth position for a tad. >> Do you know how to mute the projector? Like how to mute the video on the projector? >> I I've never touched anything that's over there other than
>> go into Tad's email, but I don't want that to be displaying to everyone. Do you know where he went? >> I'm guessing it's this control panel that's behind Kira, but I'm not sure. >> Like here. >> No, I know. I know.
>> Sorry. Chief, how many? We're going to lose Hillary. >> Chief, how many slides do you got? >> There's like 18. She sent it to Tad and he's logged in. I just don't want to pull up his email in front of
>> What would Tad do if he was here? >> Mute the projector. >> What do you >> I don't know. >> WWTV. >> Yeah, that's You know, I ask myself that a lot. >> So, like what would Tad do? >> I'm gonna miss my little sides with >> Want to close their eyes for a minute.
>> Yeah. Hey, look at that. I invite you to turn your attention to that side. >> Not signed in. >> Are you able to mute? Do you know how to mute the projector video? >> I don't want people logging into their emails with it on the screen.
>> I mean, is it going to show his password >> or do you have her present? >> Are you okay with it being >> I'm getting Ramy. So, we have New Year user going on. >> My third night this week and I've been out of my house. >> Deal with government. I miss sleeping.
>> I haven't eaten anything. >> Oh, that's fine. >> I had a snack. >> I saw a tattoo. >> I ate taco and I feel like >> I love taco. >> Yeah, I feel like >> I was at the county till like seven last night for dinner committee stuff.
>> But, as they say in the Godfather, this is the life we choose. >> How you feeling? Not the >> question this is confusing at the end of every term someone's term >> I was gonna make like comments at my final meeting. Do I do that on December
16th or January 6th? >> January 6th. >> Yeah because we still we see >> we have a meeting. I have to look at the agendas. Chad sent me the reorganization agenda from last time. We have a brief meeting. >> So I think I'm up here for a bit.
>> Yeah. You'll have an opportunity to see >> and then I go to Joe's tavern. Just make sure it's a real nice >> but but it doesn't it does include it does >> whatever's on the pay >> expense
meeting >> everything all right I'm not I'm not getting >> my mother she's I'm on the city site. Mine too. >> She's coming to stay with me. She's leaving. >> Where does her cousin live?
>> Okay. >> But then she's going to be with me. >> When is she coming? >> Oh, she's already here. >> Are you bringing her to lighting next Friday? >> What I'm looking at? She is going to be with me on December
2nd and so I >> got to do like pilot. >> Are you going to be at the tree? >> Can you I mean at this point I'm lost. >> Are you going to be at the tree lighting? >> The whole family. >> Ameilia will be her third tree.
>> She started saying OMG now. OMG. Well, she'll she was saying, "Oh my god." And I was like, "So then she'll walk around and go, oh my goodness." I didn't say, "Oh my god, but you're saying it."
>> Yeah. She's just a piece of work. >> I'm back. is her dad's daughter. >> I did. >> How many >> there's almost 9,000? >> Um, we ordered takeout. You did. Did you also skip it?
>> I did. >> Somebody I can get in on here. And you're right. I wasn't >> iconed this device. Done. >> I filled mine. >> I'll take one. Racer Brian, you a bottle of water? You
>> guys want water? >> Yes, sir. >> Brian, a bottle of water. >> Is that a thumbs up? Yes or a thumbs up? You want one? >> He does. I guess >> that's a yes. >> No, don't. >> It's a very ambiguous thumbs up for what you >> John McCain style.
>> That's not clear. That's not clear communication. >> I'm going to get into I didn't know John McCain, but you sir, I know John McCain. >> How many? >> 8,000. >> Oh, I think it's four. Yes. Speak up. That's underrad. >> Yeah.
>> Lehi has graduates >> up on the mountain. You know they have they live there. So >> well they have a area for some over there. >> I can't believe >> and what is it like fires or like you know what
he's forries and student like dorms and >> stuff for the mounted unit for the police. >> Thanks for serving your service like >> Yeah. No, it's my husband's thing. He's
not a cop. yesterday. >> I don't understand what she's saying. >> Their total enrollment. >> I don't understand what she's saying. >> Total enrollment 73. >> This right here has 73.
>> Who's this from? This from >> me. >> Yeah, this is fromite that old. not anyway. >> Okay. Right now, right now it's added
into retirement for 60 and 70s. >> That's what she did. the city clerks, not me. >> Do we have it? Can I just email it to tag? >> I have no idea.
>> 300. >> What does that mean? >> When would we have gotten it? >> Susie sent it out yesterday. I don't feel like I received it. >> Wouldn't it be in his sent email? >> See it? >> Yeah.
>> Yeah, because there's the attachment. >> There we go. >> You want the >> I didn't get it. >> I don't think >> No, it's not that. gonna work on a PDF. >> Just make sure it's
>> Yep. Okay. And then we're gonna close this. Awesome. And >> scroll down. >> Who's done advance? Thank you already. >> Yes, I am good. Thank you so much.
>> So who under 2000 >> gonna operate the >> Yeah, it's taking care at 1,200 undergraduates, 300 graduates. January. >> It's all good. That's what we signed up for, right? So,
>> uh, Hillary's back here. I have bigger meeting. >> I got a kid. My kid is sick. >> Be careful. >> My sister's sick.
>> Thank you, Counciloman. >> All right, everybody. We're going to get ready to get started here with the police budget. Chief, are you ready? >> Yes, sir. >> All right, everybody, we're gonna get we're get going and give Chief Cot the floor. Uh, Chief Cot, the floor is all yours.
>> All right. Excellent. Thank you so much. So, as I present the 2026 budget, it's important to reaffirm our mission as the Bethlehem Police Department. The Bethleam Police Department is committed to maintaining public safety and fostering strong relationships within
our community. Through innovative technology and dedicated service, we strive to ensure a safe and secure environment for all our residents. So, the Bethleam Police Department is the eighth largest police department in the state of Pennsylvania. BPD is
currently authorized to employ 154 officers. At this present time, we employ 138 officers, leaving us with 16 vacancies. Of those 138 officers, only 127 are
currently available for duty. To break that down further, we have 11 officers that are unavailable for duty. Specifically, three are deployed with the military, four are on long-term sick leave due to ill illnesses or injuries.
Two are on light duty and two are currently assigned to the Allentown Police Academy as cadetses and are unable to exercise the duties of a police officer until they gain their certification through MOPEC, which is the Municipal Police Officer Education
and Training Commission. This past year, we hired four new police officers, two with police academy training, two who had to go to the academy to get the certification through MOPEC.
The two officers that required Act 120 certification are scheduled to graduate from the Allentown Police Academy next month. The city is set to hire two new police officers in December 2025.
The recruits are slated to attend the January 2026 session of the Allentown Police Academy. BPD is currently accepting applications for our next hiring cycle. It would be foolish of me not to take this
opportunity to do a shameless plug for the department. So, if you know of anybody who is interested in serving their community with a progressive department, please by all means direct them to our website. And those applications
are due by January 2nd, 2026. So, I'd like to provide you with an update on our police recruitment efforts and our current staffing levels. As you know, policing today is more demanding than ever, and attracting qualified candidates continues to be a challenge
nationwide. Our most recent rec recruitment cycles reflect that reality. In the last cycle, 2025-2, we received 116 applications.
Of those, 63 were approved to move forward in the hiring process. However, by the time candidates reached the physical fitness and oral written exam stage, that number dropped sharply. Only 24 passed the physical fitness exam
and 14 passed the written exam. 10 candidates then underwent the polygraph and background investigation phase, which remains one of the most difficult hurdles for applicants to clear. This pattern is consistent, unfortunately, with what we've seen in
recent years. For example, in early 2024, we received 192 applications, the highest number in this period, but that translated into only three actual hires by the city. Earlier this year, cycle
2025-1, 135 applied, yet only four were hired. Now this challenge is not necessarily us attracting applicants. It is finding candidates who can successfully meet all
the rigorous requirements to become a police officer. This process is essential to ensuring we hire individuals of the highest integrity. But it also means the number of final hires is far lower than the number of initial applications.
At present we have 16 officer vacancies. These vacancies put a strain on current officers, driving up overtime costs and limit our ability to expand proactive community policing initiatives. While we continue to prioritize
recruitment, the gap between applications and actual hires shows us that this is not a shortterm challenge. Looking back a few years in 2022, we had only 61 applications, yet a higher
percentage were able to meet the requirements. Today, while the number of applicants has increased, the rate at which they are successfully completing the process has decreased. Moving forward, we must continue to
invest in recruitment strategies, including outreach, community engagement, and incentives while also ensuring that the officers we do hire are well trained and supported once they are on the job. In short, our officers
are doing more with less. If we are to maintain the high level of service our community expects, we need to address staffing shortages with a long-term strategy that combines recruitment, retention, and support for our existing
team. Now, after hearing about the vacancies that we have and the some of the needs that we have to help lighten our officers workload, the police and city administration after conducting
extensive conversations with the FOP union have worked together to create two nonsworn positions out of two currently vacant sworn positions. The first is a dedicated IT professional for the police department. As our
officers are doing more with less, we are faced with several challenges, especially when it comes to technology. In law enforcement, there is an increasing reliance on technology for daily operations, investigations, and
communications. Although fantastic, and I cannot stress that enough, although they are amazing and we are eternally grateful to everything they do for us, our existing
city IT is stretched incredibly thin. This results in system downtime and software issues which directly impact officer safety and response times. A dedicated police IT tech is a
necessity in today's public safety landscape. This position will provide 247 technical readiness which will result in immediate troubleshooting for computated dispatch and our report management system, bodywn
cameras and incar systems. It will also strengthen our cyber security protection by providing a proactive defense against hacking, ransomware, and data breaches targeting law enforcement systems.
A dedicated police IT tech will also allow us to optimize our systems by maintaining and improving digital evidence storage, analytical tools, and data sharing within the city as well as with our regional partners.
And finally, the position will improve operational efficiency by reducing officer downtime by ensuring critical systems remain fully functional. Simply put, our officers depend on technology to serve and protect our city
efficiently. A dedicated IT professional is not a luxury. It's an operational necessity for safety, compliance, and accountability. This investment enhances public trust, improves officer performance, and
safeguards the city's technological infrastructure. The second position created from the vacant officer position would be an intelligence analyst. As we look at the evolving demands on modern policing, it's clear that having
dedicated intelligence capabilities is no longer a luxury. It also is a necessity. Criminal networks are becoming more complex and our community expects datadriven proactive approaches to crime prevention.
Right now, our limited staffing makes it difficult to consistently connect critical information across units or collaborate as effectively as we'd like with our partner agencies. By adding an intelligence function, we'll be able to
closely monitor crime trends, identify emerging threats, and support investigations with timely, actionable insights. This ultimately enhances officer and community safety, helps us deploy resources more efficiently,
and strengthens our partnerships with regional, state, and federal intelligent networks. In short, this capability positions us to stay ahead of crime, not to just respond to it. Now, these next few slides are heavy
with statistics, but help show the activity level of our dedicated amazing officers throughout the year. So far this past year, BPD officers have responded to an average of 4,832 calls per month.
And from January 2025 to November 10th, 2025, our police department has fielded 49,272 calls for service. This pace has us fielding over 55,000 calls for service
this year. Now, this is consistent with prior years. As you can see, in 2024, BPD responded to 56,715 calls for service. And in 2023, we responded to 55,532
calls for service. In addition to responding to calls for service, officers have also attended over 143 community events. Furthermore, while serving the community, BPD officers have administered nlloxxen 32 times within
the course of their duties. And finally, during this past year, we've seized 131 guns off the street. These firearms are from criminal offenses, kept for safekeeping, or were found. This slide contains a breakdown of
reported crimes in the city for the last two weeks, last 28 day period, and year-to date. As you can see in the year-to-ate column, total violent crime, total property crime, and total public order and alcoholrelated crime is down
in the city. This next slide is a breakdown of special operations conducted by our vice unit. Our vice unit is made up of one sergeant and three officers and primarily conducts narcotics investigations here in the city and
throughout the Lehigh Valley. Enforcing narcotic laws is crucial to maintaining the safety and well-being of our community. By targeting the illegal distribution and use of harmful substances, we aim to reduce drugrelated crime, protect public health, and create
a safer environment for all. Now, over the past year, our VICE unit has seized $752,774, 83,866 gram of marijuana, $23,657
grams of THC, 18,650 gram of cocaine, 1,045 gram of fentanyl, 9,2750 gram of methamphetamine
2543 pills, 20 gram of MDMA, 769.5 grams of mushrooms, 28 gram of GHB, seven firearms,
and two vehicles. The Bethleam Police Department is dedicated to upholding the law and working together with community partners to combat drug abuse and its negative effects here in our city. 2025 Musicfest highlights. This year's
Musicfest drew an impressive 1,449,000 attendees. Our officers handled a total of 113 incidents and offenses with the majority of those being medical calls. Overall, we saw a 12% decrease in
incidents compared to last year. Arrests were also down significantly from 2024 with 17 total arrests recorded, representing a 39% decrease from 2024. Now, throughout this presentation,
you're going to hear about a number of programs that we participate in. And the police department is a contributing me member of this city. We work together with these other departments to help
make our community safer and better for all our residents. Um, so as I mentioned that, you know, responding to the medical calls at MusicFest with our amazing city paramedics, uh, there are a number of departments that we work handinhand with to provide the top level
services to community members. And this next slide highlights some of the department programs and partnerships. First is our community connections program, which is the collaboration between the Bethlehem Police Department and the Bethlehem Health Bureau. So, as
of November 11th, 2025, BPD has made 392 referrals for community members with unmet social service needs to the community connections program.
Next is bus patrol, a school bus safety program, a partnership that we participate in with the Bethleam area school district. And between September 1st, 2024 and October 22nd, 2025, BPD has issued 2,370
citations to violators who have illegally pass school buses that were letting off for picking up children. The handle with care program is another extremely important program that we partner with the Bethl Maria school
district on. And in that program, it allows us to enhance police and school communication to better support students that have been exposed to traumatic events. So for the 2024 2025
school year, BPD has completed 69 handle with care referrals. And finally, the impact project is a program designed as a diversionary option for firsttime juvenile offenders. And year-to date, we've had 91 referrals
so far in 2025, 58 of which have been successful. Seven juveniles were referred for arrest. 36 juveniles were still awaiting disposition. Six juveniles were ineligible for the
program. Three outright opted for court and one juvenile that was referred was rejected to the program. In 2025, we entered the blue envelope program which was started by Lehigh
Valley Hospital Network. And the Blue Envelope Program is a simple but powerful initiative designed to help individuals with autism or communication challenges feel safer and more confident during traffic stops.
For many people on the autism spectrum, unexpected social interactions, especially with authority figures, can be very, very scary and challenging. The traffic stop can quickly become overwhelming, increasing the risk of
miscommunication or escalation. Through the program, drivers with communication disabilities keep their important documents such as their license, registration, and insurance inside a clearly marked blue envelope. Inside the envelope, there are
instructions for both the officer and the driver. It explains how best to communicate and what each party can expect during the traffic stop interaction. This program empowers our officers to recognize and adapt to different
communication needs in real time and it supports our broader goal of inclusive community centered policing. Another highlight for the year was we welcomed our new canine to the department.
Officer Luca is a one-year-old Belgian Malininoa that recently completed 480 hours of training in patrol, tracking, obedience, agility, and search at the University of Penn. So we have a UPUPEN grad on the
force. >> Yeah. K9 Luca is paired with officer Greg Goris and is currently assigned to our patrol division as a member of the first platoon. The Bethlehem Police Department also had the incredible honor of participating in
Bethlehem's inaugural Special Olympics torch run. Together with athletes, supporters, Mayor Reynolds, and fellow law enforcement agencies, we carried the flame of hope through our community, symbolizing courage, unity, and
celebration of every individual's potential. And this is a event that the Bethleam Police Department is going to participate in yearly from now on. Our safe streets program. Again, I I mentioned earlier about the collaboration
between city departments. This is a collaboration between the police, the health bureau, and the traffic superintendent from public works. And our safe streets program is designed to make our city safer, more accessible,
and more welcoming for everyone, whether walking, biking, driving, or using public transit. The goals of the program are to reduce traffic crashes and fatalities by addressing high-risisk areas,
improve pedestrian and cyclist safety, and finally promote safe, responsible driving through education and enforcement. By combining engineering improvements, community engagement, education, and
enforcement, we aim to reduce crashes, calm traffic, and foster stronger connections within our neighborhoods. And as you can see from the picture there, it there is a a a radar sign that
we were able to purchase two of them that we're going to utilize in neighborhoods and on streets across the city that they're we're receiving numerous complaints about. One of the number one complaints as chief of police
that I receive from members of the public is about speeding in their neighborhoods. So, we're going to work with the traffic superintendent. We're going to work with the health bureau to look at the statistics from accidents. We're going to work with our traffic division to strategically place those in
areas where we're expecting there to be issues. And we're also going to conduct enforcement campaigns and educational campaigns to try to have people slow down and d try to change the driver
culture that is currently being displayed here in our city. A functional vehicle fleet is essential for a police department to ensure timely and effective response to emergencies, maintain patrol coverage, and support
officers in performing their duties safely and efficiently. Well-maintained and reliable vehicles are crucial for operational readiness, public safety, and the overall effectiveness of law enforcement efforts. These vehicles are
heavily used by our personnel 247 while ensuring the community's safety. Now, this slide shows the investments that the city has made in its police fleet over the years. As you can see, from 2022 to 2025, the city has invested over
$1.7 million into the police fleet. We continue to invest in our vehicle fleet with eight vehicles slated to be purchased in 2026. Buffalo Police Department is committed to providing professional police service
to our community. Therefore, we encourage our officers to increase their skills, knowledge, and abilities through further education and training. Investing in police training is an essential aspect of modernizing law enforcement and improving public safety.
By ensuring officers are wellprepared for a range of complex situations from deescalating tense encounters to handling emerging threats, we can foster greater trust, improve operational efficiency, and reduce negative outcomes
for both officers and our community members. During the year, officers attended a variety of training courses. Some of the topics covered were firearm trafficking and elicit trade arms investigations, medical marijuana workshop, crime scene
initial response and management, criminal gangs awareness trends and identification methods, search and seizure, crisis intervention training, investigative report writing, law enforcement response to suicidal subjects,
and trauma management. The department has made several facility improvements in 2025. For example, we purchased new office furniture for our records room and traffic unit. We've also worked alongside Sean Ziller, the city city's
ADA accessibility officer to improve afterhour access to BPD headquarters for individuals with mobility issues. For example, additional signs were posted alerting community members of the handicap ramp and a phone that connects
to the Bethlehem communication center was installed at the end of the ramp. This way, the communication center can alert the house sergeant that someone with mobility issues is here for service. Finally, a camera was added to the ramp area that the house sergeant
can monitor so they can assist community members with mobility issues. As I mentioned earlier, technology plays a critical role in modern policing by enhancing the effectiveness, efficiency, and safety of law enforcement operations.
We continue to upgrade the city's camera network by adding new cameras and updating replacing antiquated ones. We've also replaced some of our older Intoxa meters which are utilized in DUI investigations. And finally, each patrol platoon has
been outfitted with tint meters to aid in enforcement efforts. Finally, ebikes offer a cost-effective and versatile tool for police departments, enhancing officer mobility and community engagement. They allow officers to cover more ground
than traditional bicycles while maintaining quiet, approachable patrols ideal for parks, downtown areas, and events. Ebikes reduce fuel costs, require minimal maintenance compared to vehicles, and support environmentally
sustainable policing, all while improving response times in congested or pedestrian heavy zones. The final slide for the police portion of the budget presentation shows some of our goals for 2025.
Now, uh, Mr. President, I'm not sure if you want me to continue with the Bethlehem communication center and the records room or you would like me to pause at this portion before >> No, we could do do the entire department chief. Okay. then I'll open it up for
questions and comments about everything. >> So, next is our communication center which serves as the initial point of contact for many of the phone calls coming into city hall. For example, over the past fiscal year, the communication center has fielded 90,000 phone calls
coming into the city of Bethlehem. In addition to answering phone calls, communication center personnel triage service requests and are responsible for entering them into community plus, which is the software the city uses to track work orders. Year to date, the
communication center staff has entered 3,468 service requests and have also processed 1,93 service requests that were submitted via the My Bethlehem app. Furthermore, the communication center
also answered 16,35 PA1 calls. The communication center is also an extremely important part of the police department and their staff work seamlessly with police personnel. For example, staff monitors 244 cameras
located throughout the city, which helps with situational awareness as well as officer safety. Communication center staff are also responsible for clean NCIC entries, tow operations, and assist with snow emergency details.
And I have up on the the slide just how many warrants get searched through clean NCIC, the stolen vehicles, stolen articles, stolen firearms. How many criminal histories are communication
staff processes? Hate confirmations received for wanted individuals. The final slide for the Bethlehem Communication Center portion of the budget talks about some of the goals for 2026 with the Bethlehem commu
communication center. And then finally is the police records room. Police records is comprised of four dedicated staff members, three of which process all requests for police incident, crime, and accident reports. Additionally, they also assist citizens
with right to know requests, complete state reporting logs for juvenile arrests, and complete the court-ordered expungement of records. Finally, the remaining police record staff member serves as an administrative
aid to the police command staff. So, I I wanted to include this slide in the police records presentation because one of our records clerks also serves as our animal control officer and she does an amazing job. Um, year-to- date we've
had 191 strays in our care. Thanks to animal control officer Rich's tenacity, we have a reunification rate of 66%. Finally, our trap, neuter, and release contract with no nonsense neutering for
cats has yielded 130 TNR cats for the year. And the final slide for the police records portion of the budget presentation shows some of our goals for 2026 for the police records room.
>> Thank you, Chief. Anything else to add? >> No, sir. Um be happy to answer any questions you may have. >> Appreciate the presentation. I'll start with our public safety committee members, starting with the chair, Councilwoman Leon. >> Good evening, Chief. How are you? It's
good to have you with us again. It's great to be back. How's your recovery going? All good. It's >> going well. Wonderful. Um, I want to talk a little bit about uh your numbers. Um, first and foremost, and I like this should be a blanket statement for the rest of the evening.
Um, words can't be put to what first response within the city does. There's just no way to describe it, especially because so many people in first response also come from prior military service. It's it's a common theme. So, thank you all for everything that you do. Um,
yeah, pray for you guys every day. >> Thank you. Um, you'd said that you have 154 people authorized, 138 assigned, but 127 available for duty. Thank you for breaking those breaking down those numbers cuz my biggest question was of those
unavailable for duty. This goes without say. Um, it's not a judgment of people being unavailable for duty. People get sick. Mental health is a thing. Um, that equates to about an 8 almost 9%
vacancy. Is that common or has it gotten worse over the years or do you constantly work with about a eight or nine% vacancy? >> We we have roughly that amount on a yearly basis. It fluctuates, don't get me wrong. Um the issue though, what
we're seeing is more people are leaving >> at 19 and a half, 20 years, whereas in the past when I was a young baby cop, people were staying 25 plus years. So, if you imagine, we always use the
proverbial bucket analogy where you have a bucket that has holes in and you're trying to fill it with water, but it you you're not retaining any of that liquid >> because it's leaking through the holes. Retention is an issue.
And in past years, we were able to kind of make do because we were bringing in 10, eight applicants to kind of fill the ranks as we were losing people to
retirement. Now, at days, um that's just not the case. We're we're not gone are the days of the 200 person civil service list. Um, so when we do have three military deployments, when we do have uh officers
that are severely injured or or seriously ill, um, and unable to come to work and do their duties, it hurts. It it's it's a heavy lift. >> So, it it it's something that, you know, we're we're managing. we're we're doing
the best of our ability to to try to come up with creative, proactive ways to lessen the load on our officers. >> And to to that respect, you said you have three people out on long-term military. How long is long-term
military? >> So, one has been over in the Middle East for over a year now. Um, another one uh was over for roughly 6 to 8 months was over in Kuwait.
>> Uh, we have another individual that um has been on military leave for I would say roughly the past two years longer. Um, who has been on continuous orders uh in a reserve capacity. So, we haven't
had him for about two to three years. Um, and again, I feel like it goes without saying. Obviously, we respect their service, right? Um, where they're at. What do we do to fill the gap here while they're gone? If they're going to be gone for about, you know, 6 8 months,
a year, that's a standard deployment. But if you're looking at 2 years, 3 years, um, that's not a standard reserve deployment. Uh, so what do we do to fill the gap in the meantime? Are we just down those positions? >> We are just down those positions. We, you know, by law, we we have to, you
Sarah. Yes. We have to hold everything and >> um we're unable to hire to fill those positions. >> Um because rightfully so, they they're serving our country and we you know, >> right? And it's not like you can hire
temp health. So there's that. >> So when talking about that component, you said the gap between applicants and hires is quite big. You know, if I billeted for you for 10 additional positions tomorrow, how quickly could you fill them?
>> I couldn't. I I have 16 vacancies right now. I I I had roughly that this last period uh hiring period, and we're only able to hire two people off that list.
>> Um and this question, I promise I'll come back to is actually for our director, uh Mr. Haki. Um, can you bring me up to speed a little bit on the civil service list? There was some conversation a couple of days ago about the civil service list and how quickly you go from taking the civil service
exam to getting the exam certified and then coming on board and going through additional background checks and stuff like that. What is the average timeline to that? >> So, we're now doing for police two a year a year. >> Um, so we're now accepting applications. They'll be due in January. The goal is
to get them in a July Academy. >> Okay. So, from January to July. >> Yeah. So, it's a very compressed and quick process. Um, we've done a lot of things to improve it to make it that efficient out of necessity. >> Uh, forgive my ignorance because I was going to say, "Wow, that takes a long time." But this is a much more Okay. All
right. Got it. Okay. Thank you. >> Like the people that are starting December 1st, they applied back in June. >> Okay. So, about a half a year per Okay. Thank you so much for that. Um, can you talk to me a little bit about the two non-sworn positions from
two sworn positions? This is great news. We were just down in the service center the other day. Um, and we've talked at length, you and I, um, me and some other council members, about the IT needs of the police department. Um, so you're taking the IT. So we had officers doing
this that they were officers, but we were using them for it. So you're moving that from a uniform position to a non-uniform position. >> Correct. So I I cannot fill the current vacancies I have right now. M so
>> so we need to somehow carry that load >> just because >> I have a very very capable police lieutenant who is going to be retiring next year in January >> who handles a lot of our IT needs that
you know JP or Charlie Rodriguez can't get to uh that work is still going to be there even though he's earned that retirement. Okay. >> So, we need to somehow pick up that slack. And it would be
horrible >> of me to expect the next person to step into Detective Lieutenant Duzio's spot >> to carry >> that load. >> Okay. >> Not everyone has that IT background that he has. We're very blessed and fortunate
that we have a number of officers that are very, very good with it. Um but that that shouldn't be their job. >> Yeah. Well, it isn't their job, >> right? And you know, so we needed to come up with some type of plan
>> to put in in in place >> to make sure that the job is getting done. And from the beginning, we have sat down with our union. We have sat down with the city administration and we all kind of put our heads together and tried to come up with some actionable
plan that is going to enable us to do something to try to take care of that workload because right now I am very confident that the worst thing we can do is nothing. um the worst thing we can do is just
bury our heads in the sand and and just kind of, you know, try to kick the can down the alley. So, us being able to work together to come up with these positions that are going to be able to take the workload off of our officers
and allow them to police um to me is a is a win. >> So, Officer Duzio, who just received an award, so obviously a very stellar >> Yes. Yes. >> officer. Was his like his primary responsibility was it? >> No, it was not. It was just an ancillary
duty on top of his >> already heavy heavy workload. >> Okay. Okay. All right. Okay. So when we hire this um non-uniformed person to fill this IT role, is that
going to is that specifically for the service center or is that going to help within the clerk like the the clerks? Does that cut down any of the clerk work? So it would be in the it would be stationed in the police department >> structure and would report to the
captain of the professional standards division. um would be able to help out in the communi communication center, but would primarily be helping with the police department with our body cameras, computerated dispatch, our report
management system, uh the um multiple tech that is in our police cars from the MDTs to the cameras to the license plate readers uh to the word escapes me in the back. I
want to say servers, but they're not the that are in the trunk that help with the Wi-Fi. >> The routers. Thank you. That the the routers we have. I mean, it's just so different from back when I started in 2004. >> Um, so that that's what the individual
would be doing. >> So, point of curiosity, how many police officers ride per car? Is it one per car and all of this equipment? >> So, it it varies. Um we are primarily a single person patrol car. However, on good days when you know there's optimal
staffing, we may pair people up to be a little bit more proactive. Um some of our uh specialized units such as the community um service unit north side and our officer or our southside officers will be paired up. Um the Bethleam
housing authority officers are usually paired up. So, but patrol is primarily a single person occupancy in a vehicle. >> And I I'm sure you probably won't have this number off the top of your head, so maybe at some other point we can talk about it. When it comes to single occupancy in in a vehicle, I would love
to know like what the accident rate is like um with one officer in a vehicle surrounded with that much equipment. Um just a point of curiosity, not relevance right now. Um eight new vehicles.
Awesome. Love that. Um 56,000 calls annually. >> Yes. >> You said wellness and professional development for our personnel is a 2026 goal. 56,000 calls. >> Yes.
>> Annually. What does wellness and professional development look like? So, we encourage our folks to take care of themselves and we send officers to training uh to learn about mental health and wellness >> to try to set them up for success
because public safety is extremely difficult on an individual. You can be the most hardened person, but the things that police, fire, EMS have to deal with is incredibly trying. So we want to make
sure that our officers have the tools in place to deal with those ineffective ways. Um healthy coping mechanisms. Uh there is the um the struggle well program is a
program that is being sponsored through St. Luke's. Uh it is promoted by the Lehi County Chiefs Association and it's something that we send our officers to to make sure that they're getting those
tools. Um something else is uh I subscribe to being a self lifelong learner. We try to instill that in our officers for professional development to make sure that they continue to go to training and and make themselves the
best officer that they can be. So that is another way that we're investing back in our personnel is is through training and you know continuing education. So sticking on that line, um we lost an officer, you know, was it two almost
three years ago at >> 2021, >> right when we got on? >> Um and I I know that it's it's been quite some time, but anniversaries are a thing. How is the platoon that responded to that? How are they doing?
It's still incredibly difficult for everyone in the department that knew Matt. Um, but I feel confidently that we responded to that tragedy in the best
possible way. >> And I believe that we were able to bring people together rather than cause more division and and divisiveness. And I'm hopeful that
if there is someone struggling, they will feel comfortable coming and having that hard conversation with a member of the police department, with a member of our our amazing human resources department.
>> Um, and and ask for help >> with no fear of retaliation. >> Correct. >> All right. Let's shift to a slightly more uh happy note. The impact project. So the impact project came in not so long ago. Um I
know you guys have taken part of it and it is it's a budget meeting. So like how much of the resources go toward the impact project? Um like what is what is that like for you and your officers? So, our officers are educated on the impact project
>> and it is something that we push, we have a directive on um for firsttime juvenile offenders >> and it is a program that gives power to not only the victim
and the police department, but also the the offender as well. the empowerment to better their lives and and to fix the harm that they caused. And the program has been extremely successful so far. And it it's something that
um it would not be out of the ordinary for me to say that on a daily basis. I I read the crime report for the last 24 hours every single day that happens here in the city. Um there is usually one or two project impact calls that can be found on that. Um
that's how frequently it's used by our officers. >> Good. Good. Um just wrapping it up, community um policing. Just wanted to give a note. I saw your uh the bike cops and all that.
Um I think Bethlehem is just such an amazing example of how community policing just works and it works well. There's not a single community meeting that I go to where there's not a cop present there. Um, not a conversation I've had where people weren't like, "We want to see more cops on the beat,"
which is probably not the most use effective use of of cop time. Um, but there is really so much support for you guys out there. Um, and I'd love to see that. And it wouldn't be me if I wasn't asking. So, we're down a couple horses.
Uh, are we getting more? >> So, I don't want to spoil any surprises. >> Okay, cool. We'll stop it there or >> All right. just I I want to be hopeful then. Um also the addition of a person in the records room.
>> Um >> love to see that. I we've been having conversations about this for about three years. Um very excited to see the addition of a person in the records room. I've I've said this before. My gut tells me that 154 people is not enough. Maybe it is,
maybe it isn't. Um I think we can agree 127 is definitely not enough. >> Correct. Uh so there's that. Um and it is very frustrating to hear that even if I even if we as a council said here's more, you can't fill it. Um and I think
as you said, we need to kind of look at what we're doing to continue to attract people. There is a heart in within the police department for the kind of policing that we're doing. Um, so maybe it is about more engagement, talking to people about the the type of policing that we're doing, um, to attract better
candidates that stick and stay. Uh, so those are all of the questions that I have and I will end it on saying that Luga is the very best boy and we're very happy to have him with us. >> Thank you, Councilwoman. I'll turn to the rest of the committee. Members Ramsey, Smith, Callahan. Anything for
Chief Cot? Thank you. Good to have you back. Thank you so much. And thank you to your department for all you do. I know it's challenging especially with the low staff. I just had questions. Um retention's an issue. Um and I saw in the budget there was a retention bonus
for 24 and 25 but none this year. Can you just expand on that please? >> So that was through a grant. >> Oh okay. >> That we received. Um it it was something that uh Governor Shapiro had put out through PCCD
um because again we're not an anomaly. >> Uh this is something state national you know nationwide you know a pro having a problem with >> right and so it expired. It's not expired. Okay. Did it help do you think?
>> I no honestly I I don't think it helped. I I just I I can go on for about two hours about generational differences and and how, you know, the economy and how >> there's various factors I think that have led to individuals wanting to
retire earlier. >> Do you think um I would assume like the lack of staffing and the stress when not having enough officers is one factor? >> I would say so. >> Okay. All right. And how about overtime? Um or is there I mean I know is you have
general overtime um and then you have the music fest and special event. Um is that becoming a concern as far as the overtime necessitated because of staffing? >> We are very fiscally responsible when it comes to overtime. Uh we are on top of
it not only my administration but my my boots on the ground lieutenants and sergeants and uh it's something that we keep a very very close eye on. Um, now granted there are a lot of overtime shifts that you know may not get filled because officers do get burnt out.
>> Okay. >> Um, but we we are able to at this time keep a very steady hand on our overtime budget. >> Okay. So it's not mandated then like the firemen. >> So you could if if they're under certain circumstances, yes, we we are able to
mandate. >> Okay. All right. Great. And I'm not sure this question. I don't know if this would be for Mr. Evans, but I so we have 154 total and you said we have only 127 available right now, but some are on
sick leave or whatever. So 138. Um, and then the money that we're not using for the salaries, where where do we put that then? >> You know, we have it earmarked for the salaries and we're not using it. >> That's coming to in the form of a memo at the ne at the finance meeting.
>> Okay. on is that December 2nd, we're going to do the audit and then I think there's just a singular memo at that time and we'll be able to talk about the use of those savings. Uh we've been working with the police department, the mayor and the chief, deputy chief uh to find out the best uses or needs of of
the department. So we'll discuss that on December. >> I think I have some ideas. >> What's that? >> I think I have some ideas. >> Yeah. and the money the money that's coming forward is one of the things that I had when chief when we looked at like the vacancy rate there was I told her to have a conversation as well with Mr.
Nicholson and the FOP about their own ideas and I just want to just briefly in 20 seconds talk about the incredible cooperation we have the position these new positions came up in conversations with the FOP as far as like what the needs of the department were. that memo that's coming forward as far as what to
spend the vacancy dollars on is staying within the police department and is really an example of like collaboration as far as like the great job that Mr. Nicholson does working with the administration to be able to say like this is something that makes people's lives easier within the department. So
we are particularly thankful for that. >> I'm done. Thank you. >> Call you have anything? >> Just following up on that question. Uh so so there's 154 that was budgeted 138 is on payroll right now. Correct. >> Is that what the number was? >> Yes sir.
>> Yeah. So what is that? It's um 12. That's 16 positions. So how much money are we talking about? >> I I don't have that with me. That's December 2nd. I I don't know. >> How about at the top of your head? I mean I'm not going to >> I I'm not going to jump to numbers right
now, but what do you I can get to you tomorrow. >> I mean it's se it's several hundred,000. That is what the money is that's going to come back in the finance committee as far as the purchases that are >> all that money is out of the general fund, right? >> That is out of the general fund which is produced by taxes. Yes.
>> All right. So, um, Chief, I I you guys do an awesome job. I I I can't say more for the police department. every interaction I've ever had with them and talking to them, they're very professional and I actually enjoy when they stop by and and and talk
with me. So, um I trust them. I think they trust me. So, um on the um when it comes to Lehigh University and Moraven University, do you have a count of how many times our police department
is called up? I mean, I I I would assume Lehi and Raven both have their own police departments. Correct. >> They do. Yes. >> But is there there's got to be some times where we're called in, right? >> So, the Northampton County 911 Center
has gotten better about differentiating when it is Lehi property. Um, so we we've, you know, when we first lost 911 capabilities here in the city and it went down to Northampton County, there was some times that we were being
dispatched to Lehigh prop property um by accident, but uh those have those have since gone down considerably. Do we have any idea how many times uh like in the last year that we've been up on I mean I mean if there was a shooting or something like that, are we called on on
that type of a >> They would absolutely call us if there was a shooting. Yes. >> Between now and the final budget um meeting, could you get us a number of how many times the police department if if it's possible? I don't know if it's possible in the you know in the computer
system or not. I'd like to know the nonprofits Lehi Moravian Le the hospitals how many time because I'm going to ask the same question of the fire department how many times are they pay no taxes at all how many times
are but they're using our our our our services a lot more I'd say fire department more so because they don't have their own fire department unlike you know they do have their own police departments how many times are we going up there a year for being called up
there just for the police department. I don't know if you can get that number to, you know, to council in the next couple days. I'd appreciate it if you could. I mean, off the top of your head, do you have any idea? >> Not off the top of my head. I know we respond to Lehigh Valley Muenberg
uh on a on a a good basis >> daily, you think? >> Absolutely. Absolutely. All right. >> Um our sisters not here. Sister Spurt, I saw him. Mr. Spert, it's off the top of your head. Is it possible for a city to
I know we can't tax him, but can we charge like a a fee to students at lehigh university has uh I got the number here exactly just coincidentally.
They have 7,300 undergrads, 1500 graduate students, 8,800 or no they have 7,300 total. Lehi 53 undergrad, 2,000 graduate for 7,300. And then Moravian has 1,200 undergrad,
300 graduate, 1500. Total 8,800 students. Is it possible for the city to charge their students a $50 fee for emergency services? because we're obviously there's an expense to our city
for them to go up and I would assume I don't know what the fire department numbers are but I'm sure they're astronomically higher than the police departments because those two facilities or universities do not have uh fire departments and EMS where they do have
their own police department and probably handle most of the things on campus or in house. So, my question is if we is there a possibility or is there a legal way for us to assess a $50 fee to students that
are here part-time? >> I wouldn't want to answer that off the top. >> Could you do I don't know. I could ask m Miss Stewarts to do it, but I I want to get a, you know, if if if the if the community economic development
department can can charge fees for their services being rendered, there's no reason why uh we should be spending millions of hours a year in police and fire and going up to Lehi, Moravian, um
St. Luke's Lehigh Valley Hospital and they pay absolutely nothing and contribute nothing to the the funds and services of our city. So that that's something I want to look into in the next couple weeks. I think if if we charge a $50 fee just on the students,
8,800 students times 50 bucks is 440,000. And when we get to start talking about the fire department, uh I think the memo from Mr. Evans was u right in that vicinity of I mean problem solved you know if
we're allowed to do that. So I I I do know that they do claim or or provide inkind services whether it's tutoring kids at Brockl and and there's a variety of things that
I'm sure that they do. But I it's time that they started paying their fair share for the services that they're rendering from the city. And that's what I'd like to find out. So if you could look into it, I'd appreciate it. We'll get an opinion from you. we get an opinion from our solicitor and maybe
that can help us find the funding to get the the four additional firemen on on board and alleviate their stress. Mr. Reynolds, yeah, >> I was just going to say as a concept we 100% will look into what the question is from the legal point of view. some
practical just considerations as far as that's concerned is like there are other there are other contributions that are both in the budget and other places that are services that the health networks Lehi Moravian necessarily might provide.
So I'm just saying to to you as an example for this like it could be like if we are charged and I don't know the answer. I'm just once again being completely transparent is there would be a bit of an anxiety in doing it in a very short term like for example like
Lehi gives money to the Southside Arts District to the ambassadors as part of their ongoing community like agreement. So, for example, they sign contracts that say we're going to give X amount of dollars based on this that are then we obviously have staff associated with
Southside Arc and things like that. You just you don't know whether or not it's like if you charge us X, we're just going to move this from Y and create different problems and so on and so forth. And once again, I'm not saying it's we will absolutely look it up and so on and so forth. The other thing is
like the potential to put it in and then somebody complains about it and like you know files action against it or so on and so forth. It just pro it provides a potential uncertainty. Once again we will absolutely look it up. I just want to be completely honest in case you have this conversation and I'm not here and
so on and so forth. there are there are different potential moving parts that we may not be aware of not just on the legal side but on the practical budget side um that may come up if it if it if it picks up as something that somebody was allowed to do. I just wanted to be I want to be clear about that.
>> I I appreciate that. My whole point in saying it though, and just like you stated with the uh with the ambassador program, I think they um thankfully pay for two is it is it two people to walk the streets down there and and and clean up would >> it's it's a little bit it's a it's a
contract with a group that we helped to pay. So it's not quite as clear as like pay for this particular person as much as a contribution to an overall contract. >> So they came forward I years ago. I don't know if I think it was under Mr. Donz or my my my brother, I'm not sure, but they came forward because they
wanted their area uh directly connected to the southside. It cleaned up a little bit more than the services of the city could provide. So, they offered, and if I'm wrong on this, Mr. Evans. Yeah, I think you were on council at the time. If you have um a memory about what the
what the situation was, but I from what I remember was they wanted their area cleaned up on a on a day-to-day basis and an hourly basis with someone walking back and forth on Third and Fourth Street and on New Street sweeping up with a and and those guys do a great job. So, they offered to do that because
it it was a benefit to their facility and their university image. They also need to probably understand that it's it's kind of important that if their students are having a a medical issue that our EMS and our and our fire department and and I don't have any idea what the numbers are. I really don't. If
anybody could find that out in the next half hour or so, that'd be a some great information. If not, it could be at a later point. But the these people that are sucking off our our services have have to it it's not free. And in in in
Lehi and in Moravian and apparently the hospitals um are using our services on a regular basis without any cost to to them as nonprofits. And I don't know what Moravian's endowment is, but I know that Lehi's
endowment that they're sitting on is in the billions. So, at some point there's got to be a little a little a little help from them uh to to provide uh funds or maybe or maybe if they'd like to maybe they could
pay for the four firemen instead of you know and you know as a >> again we're going back to the fire department. >> No, I know but I >> right and I and I do want to get to fire. So that's that's all I'm asking if you could find out for me. Uh, number one, how many times have we went up to
Lehi and Moravian in the last year? And, uh, if fire could do the same thing quickly, I' I'd appreciate it. And, um, I think that's it for now for fire. >> I'll just say real quick, um, I,
uh, advise you to reach out to Attorney Stewart. >> Yeah. >> You know, as soon as possible if you want her to look into something. And then just I'll I'll remind everyone this is a topic that came up um over 10 years ago before I was on council and there were conversations about like I mean it
wasn't apples to apples but payment in le of and things like that engaging the universities the health networks stuff so there there's been sort of conversations that have been kicked around before I think to the point there was some engagement with other institutions that decided to contribute
to the city in other ways but there's history there you could look at >> right And I and I'd also like to know and and and I hope uh that Mr. Evans, you you said coming next week or next month um is it I don't is it the next
meeting that you're going to approach us with the plan on what to do with the uh excessive money that the extra money left over from the non-contracted police officer. >> Yeah. Yes. The way that'll work is we're still looking at the salaries. We're
not, you know, there's 24 out of 26 pays. Just a couple pay rules left. So, we have to calculate how much we need to leave for that. Uh, they're overtime, although very much under control and close to the budget amount. We'll transfer some and move there. And then
we'll calculate the difference. And that would be the it's not 26. This would be 25. Right. Right. It's still part of the 25 budget. The move would be made at that time to shift it into the account that we're going to come up with. And that's what will be presented by the
fire department by the uh how you got me doing it. Uh by the police >> I have that effect >> getting tired too. It's getting by on December 2nd we'll have a explanation of what that's going to look like. >> Yeah. And I would >> there's still money has to be >> and I I would just hope that uh there's
no promises being made with that money. I think when we were talking about economic development, uh, we were saying, well, the we've kind of already told these organizations that we're going to we have there's additional money there. I would hope that no money from that fund is being committed until
council decides it because maybe it's something that, you know, that that we need to >> that's we have to to move it, we have to come to you, right? That's what the memo >> but that money and also let's just be clear like that money that was left over from the police department is something that like we made the decision and when
Chief Cot came to me I said I want you to go have a conversation with the FOP and your administration as far as what you guys want to do because it was money and I think we talked before and I was out of the room about why we have the vacancies and so on and so forth. But if that money is within the police department as budget for the police department, the next best thing to
hiring police officers is to find other one-time uses for it with this one-time savings. So the money that comes forward there and council obviously has the as Eric said like you don't have to transfer it, but I just want to be clear that like those recommendations that are coming forward are going to be ones that
the chief, her team, and the FOP talked about would be the best use for those dollars. It's not me, it's not Eric. We said, "Chief, you guys come up with what you think is your plan because you work well together with FOP and come back to council with it." So that's I just want to be clear about that.
>> Thank you. And and I don't if if Chief So when you when you were talking about um the the bucket, there's you there's officers that are leaving. They're falling out of the bucket and we're trying to put new officers in the bucket, but it's hard to keep up,
>> right? >> Yes. >> Yes. So this is an ongoing thing every year, right? And our staffing, not what's budgeted, but the actual staffing has p is pretty much stayed the same over the last few few years, right? >> It has. Yes.
>> Yeah. And you're what you're thinking is even if you if even if with that additional money with the budget of 154 there it's going to be very difficult for you to provide and fill up those uh 16 or 18 spots this upcoming year.
>> Yes sir. >> So at least for a one-year period because I don't want to take any money way away from the police department. But if it's not being used, I think the situation that we have with all the overtime, and again, it's something that we're going to talk about in a minute. I'm sure the fire department has the
same type of situation that there's x amount budgeted and there's only x amount that are actually on payroll. So, there's an extra there's a an extra amount of money in a fund there, too. I don't I'm assuming I don't know. I would hope >> we're going to talk we'll talk about that. The fire department.
>> Thank you, Chief. >> Thank you. >> Yeah. just the >> when we talk if I can just pivot on the that vacancy this the salaries >> when we are balanced every year you know we set oursel up so we can fill all our positions and we don't want to get
caught short by pledging away money for next year for salaried positions and money um that is saved in any year most every department public works has a lot of turnover and vacancies as well during the year sometimes it's available sometimes it covers a medical because
medical expense we're self-insured And that's some years I've gone way over the budget amount and all the vacancy needs to be moved to medical to pay because we're all in it together. And we'll talk about that in a couple minutes too. But that's over $12 million a year. Sometimes it goes a million dollars over. So we have to scramble and
that money really is never used until the end of the year till we know we're in the 24th and 25th payroll. There's going to be savings overall comprehensively because it can't just, you know, just stay one place if we need it somewhere else in the general fund. We come to you and say, "We're over on
medical. We've been We usually tell you as a year's going, we can see it's running hot. By September, October, we're going to have issues. We're going to come to you and talk to you about it and make a transfer once or or at the end." This one we're doing at the end because we're waiting to see what those final numbers look like. And there are no needs at this particular year, but
it's not it's not always known as an ongoing anyone's savings and salaries. This is a thing, a good thing we can do because our savings and we're we're okay on medical this year. What what would we do in a situation where the full complement of police and fire are are
are on payroll and then we have a situation where the medical came in hot that at the end of the year. What shouldn't we have? I know the c I don't know what the county has. I think it from what I read I remember I think it's they're supposed to have a 10% um rainy
day fund. >> Yeah. >> We don't have that right. >> Yeah. Yeah. We have done rainy day fund which you're not supposed to but in instance like that we haven't had to do it for that but that's what we would do and I'm I know when we went back in time memos I showed you from 15 years ago
that account was zero and that's why we're so careful when we present to you and talk you about our ideas we don't want to go back to like what that memo looked like that names were on in 2010 and said there's no money we're borrowing just to pay bill that's that puts you into act 47 and when we meet
with our friends from our eight cities we share stories and um you they're happy to hear how we're doing, but they're very envious because they're not in the position where they can make >> How much is in our rainy day fund right now? >> Um if if we pass the budget as is, we
think about $26 million >> in our rainy day fund. >> Well, it's it's the gen it's the fund balance. So like it's not like a rainy day fund, but one of the things >> we just had this conversation, correct? >> Well, if we stopped every conversation when we did that, we would have been out here four hours ago. Um but it is it is
a situation Mr. Callahan and I just want to say a couple things here. Um is that it is the same challenge with the cash balance that we were talking about before is if you move the money which is a essentially a one-time revenue. It's
not a recurring revenue. You're creating that hole in the budget for next year. So if you move $500,000 so you could move go from 25 million down to 24.5. But and just go back to the other one is like I would say just because once again I want the opportunity to let you know
is like I would not be in favor of moving those from positions in police because the conversation here about these two positions has been a lengthy one that was supported by the police administration was supported by Mr. Nicholson under like anou type of
situation that we weren't going to in 2026 because they're entering collective bargaining agreement then at the end of 2026 or 2027 move try to move any to lower any positions to even transfer them to other things within the police department let alone move that money
outside of the police department. So once again council if you have the votes you can do whatever you want legally but in this situation like as far as that idea is concerned like I would not be in favor of that because we really are trying to fill those positions and to just finish and get back to your other point is like if everything is filled
but once again if you have everybody somebody's always going to retire so if somebody retires in September or June like you may have four months of salary and maybe that's $20,000 and maybe you need that money for overtime or whatever and so on and so forth. But back to your point about medical is like one of the things we've done which I've talked about also at nauseium at our budget
conversations is that like when we come in below budget on medical like then those that money is necessarily put aside as far as like for next year and stuff like that. So then in part of the way we build up a healthy cash balance to be able to have lower borrowing costs
and having good bond rating and all these other things that allowed us to borrow not borrow debt is by taking those differences and then putting them over to cash like to cash balance. So like if something would happen you would look at where were there maybe there were vacancies in public works or something like that to be able to move
over to medical but it would be a conversation. We have just been fortunate the last several years, but as Eric said, like if we come in under and the medical is running hot or whatever, we'll try to take proportionally from different funds that have vacancy rates to be able to make up for that. >> Thank you. I I apologize if if the 26
million was discuss I went to the bathroom so it was discussed and I was talked it was the first budget hearing talked about capital plan and I talked about it publicly at my >> I got I came late to that so I apologize. >> We're still here. Yeah. the uh Are you
done, Mr. Calhan? I'm sorry. You're good. >> Anyone else on council for Chief Cot? Councilwoman Leard, >> just to clarify, um you're not typically like uh St. Luke's Hospital is not within our jurisdiction, right? So, like
the Fountain Hill campus, >> it's not. However, um due to mutual aid, you get called sometimes >> there there are calls occasionally or just through the course of our our duties where we're, you know, we're taking someone to the hospital and they
decide to go to St. Luke's, um you know, we may be there when something happens and and be able to assist. >> Okay. Um but that would be considered mutual aid. >> Yes. Um, do you I'll say thank you. It's It's late.
Sorry. Thank you. I'm keeping it brief to that for everybody tonight. Okay. Um, >> the shortages um and the difficulties in recruiting. Do you believe that our hiring process,
like we have one of the, you know, the best police forces, we have high standards. >> Yes, ma'am. >> Um, do you believe it's appropriately stringent despite the recruitment challenges?
>> I believe that one of the worst things we can possibly do is is lower our standards. Um, there is a reason that I believe and I I always say that I am biased but that we are one of the best police departments not only in the state of Pennsylvania but in the country. Um,
it is because of the standards. It is because of the rigorous process that we put our applicants through. Um, and I I I would not feel comfortable >> changing that. Yes, >> I'm happy to hear that answer. Um so you
know but it is a trade-off that we have to recognize right. >> It is it it is and and that is why you know when I discussed it the background and polygraph is is a treacherous hurdle for people to cross but it is the necessary hurdle to cross.
Um, we want people of the utmost integrity and we we want the the best caliber individuals working here and and we'll do everything in our power to um to try to vet people and and and find the right fit for our department.
Um I know that we're uh accredited and my my brain is not pulling up the um >> high standard accredit um and that that's not the norm uh for a city our size um are the
>> requirements a lot of the hiring uh process requirements that we have are they aligned with those standards for that accreditation? It goes along lines with uh industry, you know, standards and best practices. Yes, ma'am.
>> Um and uh have you had to like of course there's mutual aid. Um, have you had to bring in other departments to Bethlehem to cover
when you've had staff shortages or only if there's been like a really exceptional situation that that mutual aid is required for? Only um in exceptional circumstances. Uh, off the top of my head, I can't think of any.
Uh, I know that the Pennsylvania State Police can go wherever they want. um their jurisdiction is the whole state. So, occasionally you may see a trooper helping out um such as like we had at Musicfest. Uh we have a very good working relationship with Troop M and we
uh we invited them to come join us and and they were with us, but that was on an invite um to just kind of up our presence and and and just visibility throughout the festival. Uh but we have not had to call for mutual aid. So thus
so typically things where we might see like I there's other mounted officers even beyond state police here at musicfest I think right like Lancast >> not any longer Lancaster is no longer >> it dissolved um but that's a planned
thing and an invitation like you said not an urgent call in um okay um and you mentioned about mandating overtime. Um that occasionally it does happen
>> few and far between. Uh most of the time officers will jump on overtime. We'll uh will volunteer for it. Um but there have been a few and far between circumstances where individuals were mandated for the first four hours of the next shift or um
but even then uh our lieutenants and our sergeants are very good with trying to find volunteers to take that overtime to make sure that that individual um is relieved at some point. And are um any of your constraints around uh overtime,
are those negotiated in your contract in terms of what you're allowed to require, how many hours they can work, things like that. Is that part of your There are elements of overtime that are covered in the CBA, but the the majority of the the overtime is kind of dictated
off of uh off of, you know, management right through through a memo that is put out to the department. Um, and just to be extra sure, the uh the new roles, one of which, as you know, I've talked with you about the the tech
and uh visited the service center. Um, to see all of that that I'm very glad to see that glad to I think even though it is ill illustrative of your shortages, that is budget neutral. >> Correct.
>> Correct. >> To add those positions, >> correct? Um, will they support um I think you you answered about the service center, right? Like they will somewhat be involved with the service
center, but it won't be their primary responsibility. Correct. >> Yes, correct. They they will be able to to assist with the communication center, but primarily it's it's going to be for the police department. >> Got it. And uh they also would in some capacity like with the rest of the
service center be looking at that the app. Uh I know you have customer support through the company that provides the the city app but uh would they be trained at least on basic troubleshooting with that too? >> So I'm I'm not quite sure. Uh I know
that they're going to work closely with the rest of our IT folk. Um so that may be something that they'll be trained up on. Um it may not be I so at this time I'm I'm I'm not sure >> in the weeds. Okay. Um but they would report to police not to it.
>> Correct. Correct. >> Um I think that's all the questions I had for you. Thank you. >> Thank you, >> Councilwoman Quiet. >> Thank you. And thanks Chief. Thanks to um the whole force for all they do to keep us safe. Um I had just a couple of
questions. The first one to go back to the um the kind of the the hiring funnel from application to how many people actually pass the polygraph. It seems like the biggest drop off after you look at 116 applications and know like off
the top you're you know you're going to have a certain number that are just not qualified. So fine, but so you get to 63 that are approved to move forward and then the first huge drop off is with the physical. And so what I'm wondering is
um not that we I don't want to reduce standards, but I am wondering um I mean I think we've seen this across the board across the country. This isn't something that's unique to Bethlehem in any way. Are there discussions
um about physical readiness kind of preparation for people who want to join the force because it's quite possible that we have great people who would pass the written exam um pass the background in polygraph but they are they are
stopped at that physical fitness piece and it seems like that's the one piece you could actually address because it is possible to get bitter. >> Yes. physically. >> Yes, ma'am. And that that is something that we have met with our recruitment
team members that are are members of the Bethlehem Police Department and we have them taking more of a mentorship role uh this time around where they're going to be able to reach out to applicants to uh basically make sure that they are um
practicing >> and engaging in some type of physical fitness regimen. um so that they're prepared for that test. Um because right now the the standards that we're requiring for our physical fitness exam
are are that of what is expected uh through the Pennsylvania state um through MOPEC standards. So, uh we are making sure that we're reaching out to applicants. We're letting them know what they need to do. We're making sure that they have those requirements well in
advance of that test so that they can be practicing and so they can excel and and pass the the written or I'm sorry the fitness exam. >> Excellent. Because I I do I do think that that it feels like the place where there's the greatest opportunity to um
save save more people from getting sort of you know uh washed out of the process. Um, so, uh, the I will join the chorus of people who are thrilled that you're going to have an a dedicated IT
person. Um, I know that at Lehi, uh, we have a great one in the in the police department. Um, Mr. Ramsey is is terrific and not that I'm suggesting you steal him. I'm not suggesting that because Lehi would be mad at me for that, but um you know he work you know
working with the the routers in the trunks and uploading the body cam footage directly you know while the while um cops are out on the on the beat. Um all of that kind of stuff. Uh it's it is it's a it's a new world. It's
it's a it is something that you need dedicated resources to. So I think that's a great creative use of that open position. Um, I am wondering I I was really interested in the concept of the real- time crime center, the RTCC, which we haven't really talked about much
tonight. Um, you know, again, you know, having that dedicated IT professional is going to allow you to uh do a lot in terms of bringing together these um, you know, strategies with the with the the crime prevention, not just the cameras,
but the the license plate scanners and all of the other uh, things you have going on. I am just wondering um how that type of operation are there sort of guardrails and you know balancing civil rights and things like that um you know
as this would be kind of an enhancement of the surveillance that we kind of already do. Um, so I was just wondering, I don't really know much about RTCC as a concept. Um, but is there some kind of uh, you know, are there are there guard
rails in terms of civil rights? >> There there are. And because we're accredited through CLA, um, there's guidance through a CLA to to kind of guide us. Um, I I know you're in Seattle right now, so I I'm going to reference Seattle. PD has an amazing real time
crime center. They also are very very transparent with a lot of their practices to make sure that their community is aware of what exactly uh the the crime center does. Um one of the the big proponents
or the the big areas that our communication center is going to be engaged in is officer safety. um with the incar cameras that we have available, um they're going to be able
to remote in, especially on night shift, if an officer is on a traffic stop, they're going to be able to remote in and and keep eyes on that officer until a a backup officer appears. Um that's, you know, going to be able to really
really make sure that officers are safe and and watched over. um especially in in kind of dynamic situations. Uh you know, I I know Councilwoman Leard and uh Councilwoman Leon took me up on a tour
of the uh the service center. I would love to take any member of council that's interested, especially as we get some of the tech up and running um to kind of see also our Motorola Aare program that uh is able to kind of track
our officers. Uh so if an officer is in a foot pursuit, if they're in a vehicle pursuit and they're unable at that moment to get on the radio to kind of give their um location, uh our communication center staff are going to
be able to to see where they're at and radio other responding units so that they could properly get there and assist that officer. So that that's some of the uh some of the things that we're going to be looking to do with the real
time crime center in addition to kind of monitoring those 240 plus cameras. Um but I I would love to give you a tour council woman. Uh and as we kind of get the program up and running. Um transparency is something that we're really going to practice. It's an
industry standard and and something that I I I think the community will appreciate going forward. Thank you. And I will take you up on that. I haven't been uh on a tour there since um my first tour, which was just after I was elected. So, I'd love to see
kind of the the growth and the enhancements and and learn more about um these new things that you were doing. Um that's all I had and I just again want to thank you and uh your team for all that you do for the city. >> Thank you. >> Anyone else? Councilwoman Wilhelm. Um
just very quickly um I was also curious about the ways in which we can help prepare um potential um candidates for the various exams and you sort of addressed the physical aspect. Um I'm curious about the timeline. How much
time is there between the physical exam and the written exam? >> Four weeks. >> Yeah, if you don't mind. So, we've done a lot with this process to make it tighter because we do have outofstate or out of area applicants.
Um, so it's a couple weeks because we need the time to report that to our testing um company so that they can give us the materials, but we're trying to be creative um and find ways to tighten that up. We flipped, we used to do the written exam first. We had to do physical fitness test first to kind of tighten up that timeline. Um we're
looking at potential options to maybe do a same day test if it's logistically possible. Okay. just to capitalize on if we have someone there that day like let's get them through everything. >> Yeah, I understand that. And I I had the same reaction as as Vice President Leon that when you said 6 months I thought like who wa that's a long time and
you're saying that's actually really quick and we do appreciate that goes on and that's >> yeah you've got a different perspective from the one that we do and um >> you know I didn't know if if it's possible sort of as folks move through the different stages once somebody passes the fis physical exam there's
opportunity then for some courses in the exam or training that can help prepare somebody um appropriately for that but there's not And the idea is actually to keep it really tight. >> We our um our recruitment team does a really great job about putting all the
information out there. So like if you want to be successful and pass the physical fitness test, start doing these things. If you want to pass the written, here's the practice test that you can do. So we try to put resources out there. Y >> and obviously it's the individual's responsibility to do that. So the fact
that you're even doing that is because that information is out there. So, we appreciate that. And I I I'm just I do hate to hear about these numbers. And I mean, um 56,000 calls annually. I just some quick math, that's over 150 calls a
day. It's really quite unfathomable. Um so, all I have left to do is to thank you and and the department. You consistently go above and beyond to be available uh to do more than is asked of you um and to to keep this community
safe. and we're so grateful and I'm I'm always happy every year to hear you refer to the ways in which you also are ensuring that you're caring for the members of the department through for example the struggle well program. Um but I I just want to express my thanks
to you and the entire department. Thank you. >> Anything else for members of council? >> Just a couple quick questions. Chief, uh I believe I was already mentioned the FOP contract expires 123126. Yeah. So, next year is going to be a
negotiating year and it'll be the final year of the CBA. >> Thank you for this cycle. >> I got one quick question. >> Can I ask my questions first? >> Yeah, I thought you were done. I'm sorry. >> The And then just in in reference to one of the positions that are being created,
I will say I remember years ago uh there was an issue where dash cams I believe were offline for some expend extended period of time. Come to find out, I mean this predates your time as chief. I think this is that's one of those things a position like this will make sure uh
never happens again. The uh bus patrol, which I know is a a newer program, you had referenced a little over 2,300 citations. Uh do any of those fines come back to the city in any way? >> So, yes.
>> And what? >> There is a small percentage off the top of my head. I'm not sure. I I think a large majority of it goes back to the school district. >> Okay. And then we get like a >> Okay. But it's not it's not the bulk of whatever somebody's >> No. Correct. Correct. Understood. And
then Mr. Evans, where would that be reflected? Under fines and forfeitures in the budget. >> Yeah, that's a small number under fines. Yeah, it's not going to move a needle, but it's the where it's going to go. >> I saw it went up a little bit. It wasn't big. So, I just >> wanted to make sure I was following along. The I know overtime was brought
up again. I just see the fluctuation. It's fairly consistent for overtime. So, I just commend the department for however you're managing overtime. >> Thank you. >> In my opinion, just based on the numbers, it's being managed effectively. The And the last thing I'll ask the presentation that you if you could also
send that to Mr. Miller to forward to full counsel so that we have it for reference then. >> Okay. >> I don't have anything else. Mr. Callian, >> thank you. Chief, on the mutual aid with Fountain Hill in St. Do you have an So you said that there's not you don't recall any times that we
had to or Fountain Hill had to provide mutual aid to us this year. >> I cannot rec I do not have any recollection. Uh >> usually they ask for us. >> Yeah. Can you get uh the number of times that we've had that they've asked for us
or that we've had to go to St. Luke's? I mean, if if if if they're in Fountain Hill, Fountain Hill Police Department, I mean, if it's like a one or two time difference or or five or six time, if we're going there on a regular basis and St. Luke's should should either be
having that conversation with Fountain Hills Police Department and if Fountain Hill can't do that, then someone needs to be reimbursing us for the amount of times that we're going up there. I mean, it Fountain Hill doesn't pay taxes to the city of Betham and St. Luke's doesn't pay any taxes. I mean, it's like we're
we're providing I don't mind going over there if there's an emergency. You know what I mean? Like when we had a fire, I think seven uh fire departments had to come in. You know what I mean? >> I don't if they have an emergency, I don't mind us going over there if it's, you know, once in a blue moon. If we're going there on a, you know, consistent basis, someone needs to be helping out
with the with the fees associated with that. So, if you could just get to us by um the last budget meeting, how many times we had to do mutual aid to uh Fountain Hill and and St. folks, if you can do some digging. >> Thank Thank you. Appreciate it.
>> Anything else from council? >> All right. Thank you, Chief. I'll open up to public comment. We have a couple people signed up for public comment about the police budget. I'll start with Officer Robert Nicholson. I had a lot more. It's late. I really will make it quick.
nothing uh causes strife more than taking positions away to create other positions. So, it was it was it was a tough back and forth to begin with. Um because always the fear that once you give something up, you're not going to get it back. Speaking with Chief Cot, Deputy Chief Michael, we went back and forth on their vision and they want to
adapt. We have to adapt. I mean, otherwise, we're going to keep going down the same cycle. So, we're we're all for it. And excuse me, because I was more than willing to meet with the mayor, meet with Mr. Evans meet with Michelle and went back and forth a while on working onou that benefited both parties and
didn't hurt hurt both parties. So I was I'm happy with how it came out and ultimately it's an investment. It's an investment in in our department. It's an investment in the community and it's an investment in our officers so we can continue to have a high level of service that the people of Beth expect. So we're FOB is more than willing to keep working
forward for this and for other recruitment and retention issues in the future. Um now I respect Mr. menz. I wish I was in his position where I could be yelling and arguing for 160 officers rather than trying to get back to 154. Um, but I will say
as eloquently as I cann strife between police and fire, police and city administration or police and our administration if we're taking money from police to pay fire or even same same way if they took money from fire to
pay police. I understand the concerns. I understand what we're trying to do here, but I think that by far will cause a lot more problems than it would solve. Thank you. >> Thank you, Officer Nicholson. We have one more person signed up. Bill Sh. Is Bill here?
>> He left a while ago. >> Why? >> But why? >> All right. Thank you everybody. Now we're going to move on to fire department page 153. I'll allow Chief Griffin,
Mr. Evans, whoever else wants to step up to present for the fire department. >> Now, what one thing while we're setting up here, I will announce to everyone, we are going to do fire and EMS together and then have comment. I'll open up to questions from council after fire and
EMS are presented. I know EMS is historically a briefer presentation than the fire department. I want to get everyone home after you have everything. All the council members have time to ask their questions. Whoever signed up to speak, you'll have your opportunity to speak. But just to keep things moving,
Chief Bear, I see you over there. I hope you heard me. We're going to present fire and EMS together consecutively and then we'll open it up to >> Todd questions, comments. Open up. None of this is I have no idea what happened.
>> Colleen, our resident uh you know police and council now each have their own dedicated >> internet connection. >> We're hanging in there. We can just send her a new govern if that's what it takes to get
>> I think at future meetings we need to have a presentation >> on that on the desktop right now. >> Is your email open? >> It was I think you logged out
email for yourself. >> Yeah. Eric ran upstairs until we're ready. I >> think Eric ran upstairs on something. >> Yeah, she's still there.
>> Still recording Kira. What's your language? >> She'll text off. She's going to text and we just send her a Yeah. >> Trying to just not have your email
>> documents between the two of us. >> So, what we're just waiting on Eric's email. >> He's going to email it to me. >> Okay. >> The issue is a lot of the presentations have been on the server. >> I got he signed >> and it would drop the internet.
>> Just monitor your email then. As soon as Eric sends it, >> open it. I don't want to wait for him. >> Send it from his phone. >> I don't want to I don't want him ascending and we're waiting for him to walk back down here, >> right? >> As soon as it goes through. >> Why?
So, Mr. Evans has to email something to Mr. Miller. As soon as it comes through, we will um get the presentation started here. >> Thank you. >> And then, Chief Griffin, you heard what I said. We're going to do fire and EMS consecutively before we do any
questions, comments, and then public comment. >> Yes, sir. >> And so, I don't have to make any comment. If I have to jump up, we are approaching the limit of what the online meeting was set for. If it kicks Hillary off, I'm going to run over there and try
to get her back. >> Okay. Does she know that? >> Councilwoman Quitech, did you hear that? >> It's muted to go to meeting right now. >> Never mind. >> I text her ridiculous. >> Okay, you ready to get started?
Uh, Rachel, can you bring in any other members Was a council there for >> there's water outside the door. >> Grab one for Ted. >> All right, you get started. She >> or Mr. Evans, however you want to approach this, we can get started.
All clear. President Ken, thank you. >> Please. >> Um, as a business administrator, I want to kick off. This is our final department. So, I want to thank everyone during these budget hearings before we uh we all storm out of here at whatever time it is uh when this final department concludes. But it's been a long process.
It starts actually it never ends. It it budget is a year- round process. such a challenge each and every year to make ends meet and pay all the obligations of the city existing and what we hope we're able to do uh foremost obligations of our employees all of them all six
departments you heard from several of them tonight and public safety services to the citizens and visitors of Bethlehem. Um, every budget starts with we talk about the nut of $2 million because even if we do nothing and add nobody just by bringing everyone back again
next year we have a $40 million payroll next year 3% by contract they actually they all line up all three contracts SEIU FOPF all has 3% results in a $1.2 $2 million of new expenses. And in in
addition to that, the younger employees and newer employees will have steps added. There are medical growth. And uh we reached that $2 million real quick. Last year, the pensions alone due to market conditions several years ago jumped $1.9 million. And then on top of
that, we had the salaries, the medical, and the steps. So, uh we work together as a team. I want to thank a couple members of my team are here tonight as we as we conclude. Um we're part of the administration department which presented the we had our opportunity the other night but they are here to support as the administration does all the
departments in the city. Um tonight we got an opportunity to see from community and economic development and police and we can see the different rhythms that each and every department delivers and each budget is is quite complex on how it's put together. It's not as easy as
it as may seem when you find out the way uh the pieces are allowed to move together or need to move together in order to get a balance. Uh what you're looking right now at is is a slide that shows our investment in public safety personnel. The numbers are large. These are tonight our two largest bureaus.
It's taken a long time to move through uh the community economic development which is important in its own right. It's it's really the department that seeds future growth of the city. When we talk about how a budget works, it's community and economic development that provides to the less unfortunate that of
us here in the room. There are planning and zoning are the the bureaus that really allow development to grow and those buildings and developments grow and pay future real estate through assessment or even if we don't raise taxes, those new
buildings help pay items we're talking about, the public safety features. So, that bureau provides a lot of revenue that helps get it done one way or the other. Uh what you're looking at now is police in blue. There's 170 across the three bureaus we just learned about uh that make up the police department. $18
million half million dollars of our budget. You'll see all 10 funds collectively make up a quarter of a billion dollars. $244 million balanced budget of revenue and expenses across all those funds. The police 18.5 million
in salaries. Pension each and every year $7 million. The medical is $2.2 million. We are self-insured. For those who are not aware, we pay our own medical pills bills directly. And the better we do, uh, the better it is for all of us and for our budget now and in the future.
So, the collection of those three line items is not all inclusive of the police department, totals 27 just about just under 28 million. Fire, which we're about to begin now, has 134 between the two bureaus, fire and EMS. Their salaries are this and pension medical
are the second largest in the city at $15 million for salaries, overtime, supplies and equipment for the firefighters administration. $3 million will be the pension payment we make next year and the medical is too. It is even because
strikingly this year number of employees is different but uh our bill we get each and every week our medical bill which tallies $250,000 a week arrives it does break it up so we can track and we we understand how our
budgets are working and uh as of through October the two last two months both fire and police had spent $1.85 million of actual claims yearto date. So that's why the medical looks like it's uh priced the same is because this it's
unusual. Sometimes it's higher and lower for each one, but they're both almost dead tie um for the year 2025. So we put that in brings a collective bar between these these departments we're talking about these last two public safety departments at $48 million. In the
orange below is our capital budget. That's something separate. That's not our day-to-day events that we're about to talk about. our operating budget. Our capital budget includes items that have been chosen uh to purchase or move forward this year. So, in the year 2026, there's an additional $4.8 million that
have been applied and we'll see some of them uh in the fire in the fire presentation in the coming moments. Uh when we add those up, the 28 plus the 20 and the the five for capital, it's $53 million. So once
again, we're spending very near 50% of the city's entire budget uh uh on the what is the investment well earned uh well spent investment of public safety. So to get fire department will turn to chief and deputy chiefs are both
available to present their budget. Thank you. >> Uh good evening again council. Thank you for having us tonight to discuss our 2026 budget. As Mr. Evans said, uh, to my right, I have Deputy Chief Craig Bear, who's also going to be fielding some of the questions, as well as our
EMS director, uh, Jeff Fritz, who will be handling the EMS questions, uh, as we get to those. Um, before we begin, I'll give you a very brief synopsis, and I will keep this very brief tonight. I don't want to, uh, short us on on any information, but I know we we have a lot of firefighters and individuals waiting
to speak about some outstanding issues from the other night. Uh, so I'll go through the slides we have prepared. It's very brief and uh we'll run through the budget and then we'll be available to discuss any of those other issues or concerns that may arise. Um so for our budget, our largest expenses is our
people. We currently budget for 106 fire positions. That includes uh the our operating and line personnel from the four platoon. That includes our inspection division, our captain of training, myself, the deputy fire chief,
as well as our department business administrator, and our fire department secretary. Um, so you can see that's quite a large number. Um, because our largest investment is in our people and our personnel. Over the last several years, uh we've
sent 32 recruits to the fire academy through the fire academy. Uh unfortunately, um you know, the academy is designed to test our personnel and have them prove themselves and not everyone has uh been able to graduate from the academy. We have lost a few along the way. Uh but
the city has made a large commitment to hiring uh 32 firefighters and and placing them through the fire academy. And I I just want to stop for a minute and I want to talk about what a huge operation that is. That is something that I I was responsible for at one time. Uh it's a huge commitment to get
these people in the door backgrounded. Uh the newer folks who are sitting here tonight can tell you what an experience it is and how much time they spend and how deep we dig to make sure that they are the right candidates for the city of Ethan Fire Department. Uh currently this job is being handled by Captain Small
who's doing an absolute amazing job. He pours himself into his work and uh honestly I I wish sometimes he would take the time off that he's due, but he wants to stay and and see this project through and make sure we have an adequate number of firefighters ready to be hired. Um aside from our our increase
in personnel and the and the uh personnel we've sent to the academy, we've made a large uh commitment to training this year. We've increased our training budget uh not only for our our special teams which are our hazardous materials team, our bomb squad, our water rescue and our high angle rescue
team. Uh we've we've provided more training time and hours for that those teams and that personnel. And what we have also done is we've also increased this budget category. We worked with the administration to identify uh another area where the training funds were not being properly
utilized because we weren't sending that many people away and paying tuition for outside schools. So what we've done is we've taken money from that category that would be used to pay for the tuitions and we've incorporated that into time uh salaries where we can pay our personnel to attend the classes that
are required uh for their promotional exams and their continuing education which we strongly encourage. So, aside from our commitment to training and our commitment to hiring new personnel, uh the city is investing a large a large uh amount of money in
replacing fire apparatus, uh you could see from the numbers there posed, and I I believe you received this ahead of time, uh but we're we're proposing to purchase a new engine and a new ladder truck over the the next capital budget. And uh that's a very large financial
commitment from the city. That's something that has really changed in the years that I've been on the job. Years ago when I got here, we didn't have good equipment. Sometimes we didn't have reserve equipment. There'd be a couple night shifts you showed up, there'd be a pickup truck in the apparatus bays where an engine used to be because something
broke down. Uh we're not there anymore. Uh, former Chief Reich had worked very hard with our apparatus manufacturers and designers to get us the proper apparatus and the city committed to that funding. Um, that job is currently being handled by Lieutenant Paul Herzog. He's
doing an amazing job working with the apparatus manufacturers uh, and having things built to our needs. The one thing unfortunately we can't control is the amount of time it takes him to build the apparatus and get it to us at this point. Uh but nonetheless, the commitment is there and we're ready to make a very large purchase uh with the
next budget. On top of those purchases, uh in addition, we've added a few items uh to the capital budget for 2026. We're going to be purchasing a new command vehicle, a full-size command vehicle to replace a compact size Ford Explorer that we
talked about in a previous budget meeting that will be repurposed for one of our lieutenant inspectors. Uh we're going to be upgrading our SCBA filling station, which is the filling or I'm sorry, replacing our SCBA filling station. That is the filling station that we utilize to refill the SCBA
breathing cylinders that our personnel have to wear on their backs. Uh our old system is being limped along. Um, it's been on its last legs for quite some times. We made some temporary repairs and we approached the administration with a concern about that piece of equipment and really without that piece
of equipment, how it's going to severely uh handicap our ability to fight fires. And they've made a commitment to replace that uh along with another fire inspector/investigator vehicle that will utilize by one of our lieutenant inspectors. I'll just make the the note before as we
I'm switching into EMS. Uh before you do, uh an opportunity like this came along to add into the the the trucks we had got in the very large apparatus. These three items collectively are quarter million dollars and similar to we just talked about police sometimes opportunities present themselves. You
look for the highest best use for that particular funding. And in this case, this was money left uh with public works with project were completed. Onetime money is capital money, not operating money. So the uh the fire had this on their list. It moved to the top of the list in order to get it funded for next
year. So it's things that were needed. It was on the list but was farther down. We're able to move it up. Uh much like what happened with police was one event. This is another example of the way we look for opportunities to responsibly spend money in the highest and best use.
Thank you. Um, so aside from the the training uh the increase in training funds that were transferred, the budget that is before you uh for 2026, there are no major added items or increases. The increases that are reflected in this budget are generally the operating
increases or price increases for the equipment, materials, or training. Uh, but we've we've really basically added nothing new to the budget that's being presented before you. Does anyone have any questions about the fire budget or would you like to hear from EMS? And >> let's do fire and EMS and then we'll
>> I'd like to introduce uh Director Jeff Fritz. >> Thanks, Chief. >> Good evening. Chief said Jeff Fritz, EMS director, been the director since 2023. So, we have here EMS 28 positions
added four positions in 2024. So, I'm going to go through and talk a little bit about my budget and some of the projects we want to do in 2025, 2026, but I'd be remiss if I didn't take a minute and talk about those 28 folks. That really is what sets Bethlehem EMS
apart. It's our staff and we asked for and we have some really exciting things in this budget. But again, I think I I need to highlight that those groups of that group of people is really what something that I'm proud of and and something that makes us the organization that we are. To break those folks down,
those are 28 full-time positions. Have myself, an administrative assistant who basically does some billing work for us, some EMS billing work. Four supervisors, and then 22, I'll call street paramedics on the truck handling the calls. With
that, we supplement with some PDM folks. We call them part-time or temporary help. The hours aren't guaranteed, so I like to say they're pdeium. We use them as we need them. That number fluctuates. Right now, I think we're at around 11 beginning of the year. I hope to hire a
few more folks to get that number up a little bit. Like I said, that part-time number does fluctuate. Next slide. This is really our bread and butter. This is what this is what we do. Here's our call volume. You can see the big
drop there in 2020 was COVID. But since then, and if you take that anomaly out, we've had a steady increase. What I think also is important to look at is that little box on the right, my right, you see percent mutual aid. So, I mentioned we hired four paramedics in
2024. Two of those folks were supervisors or are supervisors, more in the administrative side. And then two of them we dedicated to a crew and that's the crew that we have housed at the fire station on Broad Street. So they work
peak hours 11 to 11 three and a half days a week basically. And what you should note up there is the percent of mut mutual aid. You see in 2023 we were in the eights and we brought that crew on and we came down to six. Now that's that might not seem like a big number
but that's a number that is a decrease in response time. That's a decrease in time we have to rely on mutual aid. And if I can be biased, that's more opportunity for our paramedics to take care of people. And I think that's just good medicine. I think that's a good
thing. So why it may not seem like a huge number, that 2% I think has a lot of underlying good qualities to it. So we're going to keep our eye on that number and we're going to hopefully try to keep that where it is and maybe do some things to make it a
little bit better. Next slide. So, I mentioned some things that are in the budget. We've always had a pretty concrete plan of ambulance re replacement. We have eight ambulances in our fleet. We replace one a year. So, we get to an 8year shelf life and we move
on to a new truck. So, that is again solidified in with capital. So, we have four new trucks. I don't want to say ordered. We have two that we're expecting in the next two years and then we have two more we're going to we plan on purchasing. We're piloting piloting
piloting ebikes as you heard Chief Cot earlier talk about their effectiveness. We have a bike program but copying off the police. We see how effective their bikes are for their officers. So, we're going to give them a try for for EMS.
But it's the last thing that I'm really most excited to talk about. It's an initiative to carry and administer prehosp blood. And as a paramedic, I I started here in the city in 1995. I don't think I never expected
that would be something I would say that our ambulances would carry blood and we were administer blood to patients in the field. But that's something with the help of this budget, we're able to fund that project and we're going to work with a local community partner here who
works with blood and we have a we're in the process of setting that exchange and setting all of that intricacies up as we speak. But the fact that we're going to be one of two services in the area that that has this program available to their
patients is something that I'm really excited about and something you all should be proud of. because it's not something that's happening a lot right now and it's something that we're kind of on the forefront with. So, we're we're super excited about that. I don't think I have any more slides.
>> Okay. Thank you. And I would take this opportunity also as someone's been in this room for 16 years that we showed slides a week ago from 2010. And in the 15 years that's taken to build up and put together some of the purchases and investments we're now making. has taken
the work of a lot of people working together, making tough decisions both inside the city hall, uh outside the city hall, public and private, that have allowed us to get to this place. And we can only hope if you're a newer employee who hasn't or weren't here what it was
like to know or see that they didn't have equipment like this, they didn't have uh a lot of things that we are now fortunate to be able to to place in this budget. make them make it easier for employees and staff to do the job we need them to do day in and day out year
round. Um I want to take the opportunity now too to this concludes the presentation straight up from the fire and the EMS administration but before we turn to questions from the council uh provide a followup on Tuesday night because Tuesday night of course was a
city council meeting by design. there was extended public comment and uh it turned into almost like a pseudo budget hearing under the new business. So questions were answered that we want to respond to things were said that we want to provide clarity to to and u render
some opinions were rendered or offered that maybe will make a little more sense once we share some of this information today for your consideration. First is a real simple one. 106 positions is in your budget book and and the chief we try and vision what that
looks like if you're not one of the firefighters that are sitting here in the in the town hall. Uh an organizational chart and to understand how staffing would work. 110 is broken up 10 employees for the fire department in city hall every day. It's the chief deputy chief training captain. It's the inspector captain and
four inspectors is five. It's a business manager and department secretary for two. There's a union that's 10. Then there are four firehouses. I believe on city council you know where they're all located. I don't need to um list them. And the platoon may or may not be in order. So
the firemen sitting out there, but the math is there. There are four platoon made up of 24 people. There's an assistant chief, there's captains, lieutenants, there's firefighters, there's a mix, but there are 24 when fully staffed. As we stand now, there are two vacant on each
platoon. Right now, as we met today, I went to confirm there's a platoon with three out on health, long-term illness, two on a platoon, and one out on the third platoon. Fourth platoon is all clear.
You'll see the final number at 19, 20, 21, and 22. So, when the goals will be at 24, it is rare that we're fully employed at at any time. There was one a couple years ago, but there's a natural turn of people retiring, and we'll talk about that in a couple minutes, but that's where it starts at. we we
will staff and have for 10 since uh I guess 13 years now at that number of 18. So you see the difference between the n the 18 and what's there if everyone's in. Now we also know from these numbers we look at and we
acknowledge 19 20 2122 is everyone's there every day. There are people that do get sick. There are people on vacation. There are personal days and that's what causes that shrinking the margin is what will create the shortfalls and create the overtime. There has been recent
um assistance to that. The two bullets at the bottom. Three cadetses graduated from the academy last week and joined the line. Eight will enter the academy now to fill. They've been selected, hired, correct, offered, working on it, working feverishly on it. And they'll
enter the academy the next academy January to fill the vacant positions. As we spoke on Tuesday night that thosemies which were once, as chief shared this morning, not at all. there was no academy or very short and
has grown through time is now a six now that we have the most educated and trained cadets that ever enter the force as opposed to years ago it wasn't that distance so it's good and it's bad it's great they come in ready to go but there'll be a time until they're able to step in this next slide is a historical
perspective for everyone in the room whether you're here or not and if you've seen these numbers or not this is 2012 to 2022 the blue line is your overtime total at the end of each year. You'll see back in 2012 it's 250. It moves up
and down. Again, there are rhythms to certain years. There may been illness. There may have been a couple larger fires. Things go on and each year is its own case. It peaked in 2016. 1719 moved down to 2080, 2040, 22. Pretty stable.
Uh CO brought it down to uh something off the charts which happened all over in many different ways. And 141,000 there was very little overtime. 21 it moved up to 230. That was a normal year. Things were mostly opened up. Um and uh that number approached a number
we had seen in the last five. 2022 was a spike. And again, as a business administrator, that my job is to take a look at and say, "What's going on there? Something's 21 and 22 staffing was the same. 24 per platoon and 21 and 22. Why
would um overtime move from 231 to 383? We looked at uh the fact the staffing was the same. We looked at sick days and this is something that was you'll see the date.
This is a couple years old. This is not new. But in 2022, we sat and we we had an issue with us that uh when you do an analysis, it's it's quick to see what's happening here. You see a fire department next to the police public works CED administration. Fire sick days went from 10 to 13 to 15. Obviously, it
raised eyebrows. We met with the administration. We met with the union. Uh we attempted to put a plan together. You'll see in 2022 it really peaked 15 sick days per person each year. And when you compare to other physical, not that
you expect city hall, maybe your CED or elected, which is uh the yellow, I'm sorry, the green and the gray to run at that rate that are inside, but those are outdoor physical jobs more likely to run into those police and public works. There's there's really no comparison
even in the three-year average. So, we engaged the plan we put together at that time was to engage a health bureau. We have our own health beer fortunately. They began a lot of visits. They started their outreach. We uh pushed through the
wellness campaign. We purchased treadmills for the firehouse. HR was activated to meet with fire members of the fire administration, members of the union at that time, members and firefighters themselves in order to get this uh put this to work because this is the kind of stuff that shrinks uh or a budget and when those
numbers go up and have to stay up uh overtime numbers, it limits our opportunities to do anything whether we you know what we're going to try and add. The good news is uh by members holding each other accountable by the work of the HR by the health bureau in
the last three years since I as we look at this slide those days have fallen. So what was once a problem at 15 by working together by engaging different departments it fell to 12.4 24 11.8 and in 2025 10.8
so still the highest uh compared to any other department within the city much more manageable. We're still working at it and we still hope we can improve that trend since that 2022. Also positive is when we looked at last time claims when we look at people that we want to be able to come to work every
day so they can fill those ranks and not you know um call some of the items we talked about before mandatory lost time when people get hurt on the job. And when we review those claims, historically they've been very steady. From 13 to 25, a 13-year period, there's
been 33 claims, the average of 2.5 a year. In 2024, there were three. 2025, there are two, an average of 2.5. So there's no change in that matter. Uh we're going to talk about
retirements. This was something that uh had a lot of conversation on what, why, how, who on Tuesday night and there's a lot to it. We we have talked about it for about two years in this room and certainly within uh the fire administration, human resources administration itself and the mayor.
We've been fully aware. We've taken a number of steps. You'll see them here. Uh to begin with, let's talk about history and historical average. What do we expect? We expect 10 to 12 and to be able to contain and control 10 to 12 retirements a year. very difficult to do. The average retirements per year is
three and a half and that's over a 20-year period. In 2020 and 2021, not so not so long ago, retirements, resignations, terminations collectively totaled zero. 2021, zero. 2022, there were three retirements, right? Right.
About the average number in a resignation. In 2023, four retirements, three resignations. uh it was a military and uh another decision and two terminations which is rare. We don't usually see uh
terminations but that happened at that time in 2023. They note there's the those retirements and actions occurred after the academy deadline at that time and for decades we had used that one academy. It was not in the the playbook to go to a second academy Allentown which we used and not does not have a
second academy or had not had one. So without that option uh we got through 2023 overtime did increase. We got to 2024. By that time we had worked very hard through human resources and the fire department to build a list
to vet that list and we talk about what it takes to get through the civil service and the other extended application process to have eight ready to go. They went to winter winter academy. During that time, retirements continued. Um, by the time um, we knew
uh, springtime, we worked hard and looked hard. Actually, I took a trip out. We took a field trip with Chief Captain Griffin at the time, Chief Reich and I went out to Hack, which was to explore. We hadn't been there. We wanted to make sure we get the same quality. When we have our cadetses come, we have
great faith they can join the line. They're ready to go. They're fully trained and prepared. Could Hack do that? We weren't sure. We had to find out. A lot of time was put in to do that. Um arrangements were made for housing and things we haven't done in time. And on the fly we put together and sent seven more to the academy. So 15 in
2024 to start working it back. So you know it may have been said there weren't things. There have been a lot of things proactive uh done in this time as it's been going on. During that time 12 retirements and again two terminations occurred
2025 uh we continued uh to see retirements. We'll talk about that in a minute. that that surge uh as well as another terminations. Now this has been uh if you're counting five one two three four yeah five terminations along with the 10
retirements. So all the fact we sent eight to the academy and these are high way higher than historical numbers that we've sent and budgeted and paid for to send the academy and invested in. Uh we sent 12 to summer county all in town and those actually three will return to the line if you'll notice the last slide.
one was injured will join is crew at in the spring academy. So >> that is correct. >> Seven plus one is eight. >> So when you look at 2026 eight include the one that was injured is hired and will attend the next academy. Uh that we
do have a drop and I'll talk about drop in a minute for those that are not aware what the drop is. Uh leaving on March 1st because there's one position that's saved when we have arbitration cases. is if something happens with termination, the result in an arbitration position is held because there is a chance that
position or that staff member may as a result of the arbitration return to their job and that actually happened in one of the ones that you see here. There was three at the time there was an arbitration. Uh the arbitration was upheld and that not upheld and that um
person returned the line is now is welcome back and is working with us. So that's why we can't fill it and then have a have someone not have their position if they have the right to come back. And uh last for this slide is funding is set aside for the for the 2026 budget. We are aggressive with it.
We put we put 15 uh at a price of 20,000. It's not cheap to send someone to you send for the tuition but also al the gear that prepares them. So when they come in day one, not like a lot of employees come ready to go. They're fully equipped with a lot of expensive gear. that $300,000 is in your budget
that you have. So, the eight um will go. That leaves plenty left for the summer academy, which I have TBD. We don't know what that number is until we get there. We have we can buy some time and that's a decision we make in May, April, May. And we have a list ready. It's been
somewhat vetted. We'll go back to work once we have a closer number so we can get that right. Uh we talked about overtime the other night. Uh what is it? Is it more? Is it less? What's going on with overtime? And these are real numbers. So, uh you can take a look at them and it it tells you
the story. Blue is last year. That's 2024. In 2024, the numbers were high. They climbed to the summer and dropped a little bit uh towards the end of the year. 2025 is in red. The carryover from 24 showed up in January until those
cadets we're talking about returned from the academy to join the ranks. From there you'll see from March all the way a significant reduction in overnight these are dollars but dollars are equal to or transferable to number of hours as well the hours will look the same way.
So in May March big difference big drop April May June July August a little closer September October November but each and every of the the nine months listed after the beginning of the year carryover is a drop. So we um we did see that what we expected is starting to
show. We're starting to turn the corner. We're not there yet. There's work to do. That's acknowledges. I hope you're having a better understanding of where the numbers are, how we're getting the back numbers uh back to where we want them to be. We want all the seats full every day. You'll see in this particular slide the the overtime will not reach
million last year. This is through 24 of 26 pays. There's a little room left. You see we're $200,000 less versus last year. So the last uh that last line over 12 months. Last year was 1.2. This year we're at 94. for the average burn rates of around 3540,000 a month. We'll get to
975 is is a pretty good projection with so little only the toothpaste left and um that's what that slide's designed to tell and so that we understand 2425 and the improvement on our way back. I want to talk for a minute about post 2012 pre202 for those
been around um and work through collective bargaining you're you're you're aware of this this affects both police and the fire. So I have them both on the screen to explain this story. Uh if you look at the fire department first, we have 97 active firefighters.
40 are pre202. They've been here for a little while. Then 57 are new post 2012. There's a difference in the contracts, the way they're structured based on arbitration in that was answered in
2012. Those that are post 2012 overtime does not get factored into. It's a different factor. It's a different contribution doesn't get factored into your pension. Um, what else I want to say about this slide? I want to tell you that uh in the police we talked about how many the
question was asked and here's your answer. How many as of today would be eligible to retire. So there's 40 from PE 20. No, obviously not all of them but you'll see 21 there's a 14 are eligible to retire and there's that seven in the drop. Uh the drop is helpful. It's an
incentive to enter it for the employee. The advantage for us as the employee era of the city is that we know when people are leaving it makes it easier to plan especially with the academy. So if they are in the drop they don't have to but if they do go in it we know one's in 26 we know it's March 1st
we know there are five and 27 or one in 28 that'll be easy to plan for and that academy will be handled. What we don't know is the other 14. We don't know their personal or financial or their dreams or visions or their feelings about the work. So that's much more difficult to compare. I put police you
heard from Chief Cot a short time ago. There's 102 new people. This uh workforce is uh a little bit younger looking, right? Or newer I should say. I don't know what age they started at, but they are newer. They're they're post 12. They're pre202. There's, you know, is a much smaller percent. So, this one has
turned over. This department versus a fire where there's still a larger percent of pre202 with us. Uh although it's changed. And in police, you heard Chief God has much the same situation with vacancy. And there are 10 that we talk about all the time about um trying to keep an area where they don't need to
tell us when. It's not our business when but we you know the sooner we know the better for our playing purposes and we can make adjustments. So it's uh in both departments that we heard from tonight and that's the drop. I want to say uh I'll come back to this
one a second. I want to go back to this. There's one more thing I want to say about this slide I mentioned about pre202 and see if I can uh okay pre20 uh has the incentive by contract in both
police and fire to increase through overtime or other means your salary much like a teaching might a teacher may coach extra jobs at the end Because at the end, if it is included, sometimes is, sometimes it's not. If it's in that contract, you might coach the last couple years because it's
factored your last couple years includes uh your overtime. You increase that your pension. So, there is a larger incentive to do that. And uh that's certainly what we've seen when we talk about 12 retirements in a year or 10. The way this contracts were structured, both of
them, is going to provide a sensible incentive to leave early. So with that pre202 grouping and that incentive in place and this spike with these resignations and terminations all happening at the same time certainly accelerated the exit that we would have
otherwise seen. Um so we covered a lot of some of the factors of way the contract works, the way the the what drives the budget which is salaries which is overtime of course a lot of the training inside but those are the biggest factors the biggest numbers and when they move one way where
the other whether through percentage increase in the contract whether it's a tweak in the function of what drives overtime it can make things difficult for the years moving forward. So we've we've been looking at a lot of number of factors. Another thing we heard about Tuesday was surge and and and incidents
and numbers and you know it kind of stunned us a little bit. The whole fact it turned into a pseudo budget kind of threw me off a little bit but we weren't prepared for it at that time. And uh when we went back and talked a lot about what we heard about what the incident looked like, what the numbers were
looked like. We went back and and put this on a graph we wanted to share with you to say this is what it is. when we talk about and someone said the other night the math the math isn't math the numbers are the m numbers so we said let's put the numbers up and see what we got and put it out there for everyone just to look at and say what does this
graph mean to you if I look at it I'm I'm not sure what it means to me I see a lip a roll I see it falls and then up and then up and down I know some of the things I can explain but I also know I don't know if any in the room can say they know where it's going what it is so
when we talked leading up to this that sir We want to engage in the study because within this now this is total calls year to year. You can see it's 10 years. I will tell you from 15 I know some of it 15 through 18 and 19 are EMS because if you put underneath this is a
lot of call types and the chief we asked him to send he did to all of counsel whole breakdown you can see it's I don't know if it's hundreds it's 100 maybe 200 types of calls even if it's false alarms 10 different kinds of false alarm 10 times of kinds of structure fire vehicle
incidents what the the larger ones are the false alarms the EMS different kinds of EMS relations. So when you look at this you'll see underneath each one some are going up and some are going down each year and but o overall from 15 to
19 or 18 and 19 what was going on actually to 18 was a growth in EMS because if you track the EMS and put them on this same graph you'll see the same growth and as EMS move as the biggest driver the number one call so did the call so did the incident types go up then in 2019 that came in that had
nothing to do with I don't think anyone I don't think anyone in this room is that the hate got involved and said, you know, Bethlehem and Allentown, you're the only two cities in the state that have 91 your own 911 systems. We we loved them. We hugged them. We used them. We were not looking to get rid of it. It worked very well for for all of
us here in the city. It was not our decision. The state said they will both be consolidated. They said Betham, you'll move in with Northampton, Highland Town, you move in with Lehigh County. So, we did that. uh in 2019 when
dispatch and our 911 ended and the transition was complete it was moved to Northampton. Northampton is not going to dispatch our way. It was not it was a consolidation an acquisition by the county driven by the state. So although I was at a lot of those meetings or some of the
administration here um with us tonight we um we had a number of great discussions. We're able to move a lot of our policies and interests that we wanted into those discussions, but in the end, it was a county who dispatches a number of municipalities that does it the way they do it and they were not
going to let one more city flip the tip the apple cart on them. They wanted they're going to do it their way. So, it did shift the way the fire department was dispatched on EMS calls. It did make an impact. And when you look at those reports, you'll see that number dropped both with EMS and also with that green
line which is the total incidents. So 19 it dropped there. And of course at 2020 I can explain that we can all explain that too. The co when it showed and you saw the graph presented by Mr. Fritz the one that went up had that drop in 2020 radically and then jumped right back and
went back to work. Uh what's more interestingly and something that we want to take uh time to study is is this post I mean um 21 to 20 24 I mean 21 2020 are incredibly consistent overall those numbers are almost
identical uh 24 there was a jump the 25 again we're almost at the end and now it's back in the other directions and this is from our um RMAT our our software that is handled by the fire department so this is a primary source that we added in here just to put it out
there to say there's there may be different opinions on what you think or how you feel. I'm not telling anyone that they're working hard or not hard, but I'm saying when you look at the facts and look at the numbers and say, "Let's look at the math and we and you put it and you plot it, you take a step back and say, wait, wait a minute. What are we what are we talking about? Does
it is it what we thought or said it was?" And or does it take more conversation to to draw a conclusion? So, I I think if I walked around the streets wherever in Betham, they'd say, "Huh?" You know, I don't know what that means. And that's that's why we come to you and we've talked to you about uh planning for study. We we do believe
there's some great opportunities. There's a a number of opportunities with staffing. We would like to look at response times. We would like to look at site location. We would like we believe we're have great apparatus, but we would like to set up a maintenance plan and put a plan for the future. I think um
the last one we saw a live study a good study from the it was archaic. It was 1995 that somehow Chief Bear uh Deputy Chief Bear found. I don't even know how we located. So since then we've had a lot of great chiefs and a lot of great assistant chiefs and then firefighters and they have a lot of thoughts and
plans and ideas and visions the way the the fire might look or should look or where the firehouses might look and should look from people from outside and you know GIS plot and saying it should be there and sometimes we that live in the city you might feel like you know it but there's a lot to consider that it's
just not black and white to say yeah we put it there you know we add those 18 onto it we double up and away we go. There's there's a lot to unpack. There's discussions to be had. We want to do it deliberately. We want to spend money on it so it's done right. We want them to come and visit. We want them to talk with the firefighters, with the union,
with the administration, and the whole team. So when we sit down, we feel much more comfortable as a team versus they did this, they did that, we didn't do it, we do this, why didn't you do that? It's a it's a lot different story moving forward if we really want to set up the city five and 10 years versus uh like a
peak point like this that goes sideways and we end up looking back and saying well that was unfortunate. So those are things we wanted to share and though this was f you know pivoting from the chief um but feedback from what what we heard and felt and wanted to share with
you tonight. Thanks. >> Totally. Yeah, I just wanted to add something quickly about the potential for the study there. If you could just go back there. It's like this conversation really started to when Chief Reich walked into my office with Deputy Bear and had talked as every
chief that I ever know have that a lot of people have has talked about how much firefighting has changed and we know what calls people are going on and what calls they're not going on and things like that. And what Chief Reich had decided, which he asked to do, and Deputy Bear was there in the same conversation as well, was the idea that
like really coming up with a comprehensive plan for like where the fire department is going. And what Deputy Bear, I believe it was 1996 is when you said you got hired. >> Yes. >> Uh he told me today, by the way, that when he got hired, he was driving a truck from 1964. So, just to let you
know how far we've come. Um, but he walked in with Chief Reich and they just said, you know, Willie, we're gonna be honest like like the fire department hasn't had a plan for a long time and the nature of firefighting is changing as far as paramedic calls are concerned, as far as what calls people go on and so on and so forth. And Chief Reich said,
"Mayor, can we go through this process where we will work with the union, we'll look at what other cities have done, we'll draft up an RFP. We'll put out the RFP. we'll get responses back. So, we can necessarily measure all of these different factors in a way that comes up with a strategic plan both as far as
staffing was concerned, as far as locations were concerned, as far as you know, equipment was concerned, as far as EMS was concerned, as far as all of these different factors because as Eric said there and as you could look at with the document, it's like the data and the calls that people go on have changed.
And it's not about making decisions right now about what we do or don't need. What Chief Reich had asked for at the time and then inherited Chief Griffin when he took over in June was this idea that this was the most efficient way for the fire department. It wasn't something that I came up with
that said like we should do this. Like I'm going to give credit to Deputy Bear and Chief Reich for the ones that came in and said like we don't have this and this is something we want to take a look at and this is the plan we're going we want to go through with the union and with our different bureaus and with the conversations. So that was the kind of
origin of like where that kind of came up with and we got seven responses back like looking through which ones are possible. I have not done a chief the the two of them Eric uh I think Michelle was involved in that. Sandy style like other people have started to read through those with the idea that we
wanted to engage somebody which obviously we don't need to do. We think it's a good idea, but I just wanted to be clear about where that process started and what's kind of un like played out over the past like several months was one that like we thought we were all like on the same page on, but
it was the origin of that was Chief Reich and Deputy Ver coming and saying like this is something we need to do and we said okay go through that process as far as 2025 as the plan is concerned and then you would do the study in 2026 to be able to set up those conversations and so on and so forth. So, as far as
the study, that's just I wanted to give some background as far as that's concerned. Thank you. >> Thanks, Mayor. >> Anything else from the administration before I open it up? >> No, I would just say it goes back to that we think there's a lot of moving parts. In closing, we are working very hard to a a a unique spike that we
haven't seen in decades to to work through it to bring as many people. You can see the investments being made. We're moving as fast as we can. The academy takes time. We ask for patience to get those eight back. And um we don't we're hoping that the council wouldn't be interested in moving money from
police to hastily add a position or use onetime money or take money from a homeless line item to to do a one-time um fix to get something that we can do through a plan and through collaboration versus just uh or something that we've
heard tonight. So that would be that's all I have to say. >> Thank you. Councilwoman Leon, you're the chair of our public safety committee. I'll start with you. >> Thank you, President CL. Um, I actually want to start with uh EMS. Um,
uh, one, congratulations on the administration of prehosp blood and triage situations. I can't imagine how um impactful uh that will be. It is really exciting to know um that you are on really the cutting edge of of what our EMS is capable of doing. um answer
that question. I just really had a question about piloting of the ebikes. Like I understand how police use the ebikes. I I can't imagine you're going to be biking down 378 to a car accident. Like what is certainly hope not >> what's what's the logic behind that?
>> Just a lot easier to navigate the crowds >> than an ambulance would be on on a bike. Running events, >> festivals, stuff like that. >> The running events. Yes. >> Okay. All right. >> We have bikes now. We're doing it now. Just this is as chief cop mentioned a lot more efficient.
>> Will it also make it easier to access like the canal and stuff like that. Is this going to be helpful to that? >> Sure. >> Right. Those were the the all the questions I had. You know, always hats off to you and everything that you have going on. It's wonderful to see that things are heading in the right direction. Thank you.
>> Um and that is my overarching thank you also to the fire department. As I said before, it does go without say, but we will all say it. um how amazing first response is within the city. Uh so chief um so I'm assuming you're on the same collective bargaining with everybody
else. So 1231 20226 we're going to head into collective bargaining as fire EMS police. >> Yes, that is correct. I I am no longer part of the bargaining unit as a fire chief. Uh, however, the local 735
contract will expire at the end of December and will have to be renegotiated with the administration. That is correct. >> Okay. I want to talk to you a little bit about your numbers. We were talking as you brought them up, 106 budgeted, 10 within city hall, 96
uh within the four platoon. Um, and doing the math of the vacancy and the health, that leaves you with about 82 people that you are putting within these platoon. 19 plus 20 plus 21 plus 22 uh 82 people. So you're running about the
same vacancy give or take like 0.3 as the police department just as just as vacant. >> Uh I would have to double check their math. I I >> I mean you should. It's my math but like uh I did the math this >> I'm not familiar with the math. That's not what I meant. I I didn't listen to
to Jeie Cod's math there but we do we do have the vacancies. That is correct. So >> like roughly 8 to 9% vacancies. Um, when it comes to the three graduated and eight at the next academy, that's going
to bring you up to 93 that you can put within. >> So, just just to clarify, the three that graduated the academy last week are already included in the numbers you're seeing. >> Uh, they graduated on Thursday and they reported to work on Friday, >> right? So, that brings you up to 90. So, still
>> that brings you to the current number you're seeing now. That is correct. >> Okay. Um, and turning back to Director Sahaki, thank you so much for staying this whole time. Um, I'm going to ask these are mainly the questions that I've asked for police. So, same question. Um,
if we get uh a group of people that are applying for the job, how quickly can we get them up and running? Is it also six months for a little bit longer with fire because our application process is a little bit different, but about the same? >> About six months to get them up and running. Okay.
Uh, how many people are on the current list of applicants for >> trying to remember how many we have left >> I believe or >> after the next seven there are still I think that's right
>> be about 14 remaining. >> Yes. >> Can you just confirm that into the microphone please? I I believe with the the individuals that are being hired, the ones who are not extended offers, I believe we would have 14 candidates remaining on that list. >> Thank you. >> Um are you seeing the same type of split
that police are seeing where they have like a 100 applicants but like two get through? So of those 14, how much would you would you would you assume would get through? Best guess. I'm not asking for. >> It's not as drastic as police. So um in the beginning there's um the application qualifications are different for police
and fire. Age is different. Um, college credits are military. It is required for police, not for fire. Um, there's no polygraph for fire applicants. Um, the background is slightly different. So, we don't see the drop off as much. I mean, we clearly have like the people that sign up and never show up for the exam
just like we do with police. Um, but more people make it through the fire process than they do the police for sure. >> Okay. All right. Um, so we have a list of people that we could hire up hire from that could get us to the full complement of 96 in of people that you are dividing in between
each of the platoon. We can get to 96. >> That would be correct. Yes. >> Say I added four, five, 10 positions. Do you think you could fill them? Best guess with the current list that you have. >> So we we have a list of eligible
candidates that we can hire from. uh some of them have gone through the entire background process. The others the background process has been started not completed. Uh so those backgrounds would would have to be completed and we would have to work with human resources to determine the timeline uh depending
when those were completed if the medical evaluations, psychological evaluations and those things could be completed before an academy were to start. Okay. Uh, so my most honest answer is we would do everything we possibly could to fill those positions, but I can't sit here
before you and promise we could do that before January. >> And the position and the academy runs January and the second academy runs when again >> if they offer them one. I think we don't know about Allentown yet, but usually that even hack is like July, I believe. >> It will be uh it would be early July so
that the academy would finish before the holiday season. >> Okay. July. Um, and I'm sorry, I'm sure you guys talked about this, uh, but it's not sticking in my head. The five, um, terminations are
Mr. Evans was talking about like you have to hold a position for arbitration. Um, is how many positions are is is all are all those arbitrations done? >> So, there's one remaining. So, there's a grievance process um that is through our CBA and if a termination is made, the
union certainly has the right to grieve on behalf of that employee. >> Um it's a longer process. It takes some time. To um Eric's point, during that time, we don't feel comfortable filling a position because the possibility absolutely exists that the arbitrator could find um in the favor of the union
and bring that employee back to work. So, now there's just currently one pending. >> Okay. And in those numbers, is he is that person counted as a vacancy as a health or or that person not considered in this number of 82 people per that >> for a very short time? We're going to go
over that number because we have that drop on March 1st. So that's where that is. We're going to send the eight. All right. It'll get us to the actually one over and then March 1st when one employee leaves with the drop that we know is going to happen. That position
will then be held >> until something happens. Hopefully if he gets settled when we're there, if he comes back, he's back with us. >> If he um does not, then we we look at that summer academy with what's going on. >> All right. Um so we have a stack of
papers here that um we haven't seen. Thank you very much, Mr. Hockey. Um and I don't want to I don't want to go through all of them because there's there's quite a bit and I'm one of seven people up here. Um,
can you talk to me about this fire incident report that starts with 510 East 3rd and ends with 631 Fifth Avenue? What types of fires are these? Um, we're looking at 16 incidences right now. So, I'm just curious as to >> is there a date, what year, what report
is that? You have to because she they sent several years of the same report. >> It's literally just this the 16. If you want to hand it to him, that's fine because I don't like I have it in my email. >> I have >> Is that five pennies? >> Yeah. I just didn't see the the dates.
Is that like is that fires per month? Is that flyers per How many? >> So that was the requested information was how many uh times did we have call out to call back people from off duty.
So th these are all the third alarm or greater fires where we had to um call members back from off duty. >> Okay. And this is is this like an annual period or is this just like ever? >> This would have been from 1 of 2020
through uh yesterday when I ran the report. >> Okay. So 1 one 2020 to November of 2025. >> Correct. >> Okay. I mean, time is flying and I want to
give everybody else on council a chance to um ask questions and if we're going to an amend a amendment meeting, I think that that's an appropriate time to ask additional questions. Um, so I'll I'll close it with saying I believe the same thing that I believe about the police department the police department where
I'm going to say um I think it's it's up for discussion about whether 106 or 96 is an appropriate staffing but what is absolutely an inappropriate staffing I believe we can all agree on is 82. It's too little. Um, and I hope we're going
to continue to work toward getting these positions filled as is already being done um through budgetary adjustments and and the like. Um, but if you're dealing with 82, that is definitely uh way too few. So, I hope to see um what
the the new coming people do for the department and how we can continue to help. And uh final question, I know how the police deal with um mental health within the police department. Are there any specific programs um or incentives or anything
like that for mental health within fire and EMS? >> Uh so so yes, there there are several alternatives. We take mental health of our our personnel very seriously. uh in in one aspect we work together with the IFFF and local 735 for the IFFF has a center of excellence they call it. Uh it
is a an agency that deals with first responders and um without naming any names or issues several of our personnel have taken advantage of the services that they offer. Um also human resources we work closely with human resources to get personnel into EAP if needed. and
human resources has also provided the names of other providers if if an employee or firefighter wasn't interested in dealing with EAP for whatever personal reason. Um they've also provided other names and uh the deputy chief and I have have also provided some names and information to
people who have been struggling uh to specifically meet with people who help first responders. >> And is there a specific process in place after like an especially tragic instance i.e. If you are dealing with someone who is administering aid and they they lose the
person like >> yes we we participate in critical incident stress debriefing and we have agencies and partnerships available to come in and talk to our personnel um that could be handled on a multitude of levels. That is not something we've we've always done, but it is something we've tried to incorporate more often
now and be more conscious of in the past couple years. Uh because that is a very important part, you know, the the tragedies that remain with our personnel and and you know, the deputy chief and I were part of this department for a very long time. He for you know, for 30
years, myself for almost 20 now. Uh we carry the same baggage that that these men and women do. So we understand what they go through and what they see and we take that very seriously. All right. So, like I said, in the the interest of time, and if we're going to go go to amendment meetings anyway, um I will uh
reserve any other questions I have for for that. Thank you very much for everything. >> Thank you. >> The rest of the public safety committee, Mr. Callahan. >> Um >> now would be the time for fire, Mr. >> Thank you. Yes. Yes. Yes.
I I won't um chief on the on the or Mr. Evans, I I'm all for being a good neighbor to our surrounding neighborhoods in our surrounding cities and uh and townships, but I'm also uh I if it's like a once in a while occurrence, right? So, do you have can
you get us the number or does the union have the the number? Do you have the number, Mr. Ev? How many times we provided mutual aid to Fountain Hill because it's not ju not just St. Luke's but Fountain Hill also. Do we have that number like whether it was 15 times the
Fountain Hill or >> Sure. I I I can get you those numbers, but I can tell you that the fire department hasn't responded to St. Luke's and Fountain Hill for probably almost a decade or more. >> Good. That's all I need to know. >> So, just just >> more of a police issue then. >> It may be. I'm not sure, sir. Thank you.
>> Uh but as as far as we're concerned, the city of Bethl Fire Department is not on anybody's automatic mutual aid plan. We're not on automatic dispatch for any other municipality. Our our policy has always been and will remain to be we will provide assistance to our neighboring departments when we have personnel and apparatus available to do
so. >> And and I think we should >> they yes because well they they've helped us >> right >> uh and and we have gone to Allentown and we have gone to Easton we were we were in lower sen once this year uh but those are also departments who have assisted us in the time of need but that is not automatic. We we're not automatically
dispatched to their municipalities if they're unable to answer a call. H how about as far as uh uh EMS or fire going to Lehigh University, Moravian University or uh the hospitals? >> Since May when we switched software, we
have been to those three establishments between May 1 and today 75 times. I can't answer for EMS. That's strictly fire. >> That's including um Lehi. >> That's Lehigh University, Moravian, and Muenberg Hospital. >> And that's since May.
>> Yes, sir. Is is the E EMS >> I don't have the number. >> Can you get because your your number is probably much higher than the fire department is I would assume. Thank you. Um
Mr. Evans, can you go to the uh overtime or the um Yeah, the overtime slide. >> Over time. Yeah, there's a there were a couple that we the 10-year one or the more recent one, the 24 to 25. Uh >> the more recent one >> term. >> Yeah, >> the 24 to 25.
>> Um if you got 23 24 25. All right. How about the the years before that? >> This is just this year and last year. The other one is this the other 10 year is here 23. That's not on here was was >> what year did we did the four
firefighters get cut >> 20 fall of 2020? >> So 2021 was the platoon of 24 instead of 25. >> I think the other night you were trying to say that there's a correlation between if we have if we have more hires
>> the payroll will go up but the overtime will go down a little bit. We we we budget what is in the book right there each time that we have all spots filled all the time and then so in this case if I look on the slide I'm looking at now
we did that and there was 200 I forgot the number might have been 250,000 might have been the budget number I don't know I guess our budget current budget book doesn't have 21 it starts with 22 but 21 might have been 250 >> right >> and you see if we have everyone there which we did cuz no there There's no
vacancies if you put the parts together. No one left in 21. So all seats were full. Overtime equals 232,000. That's right. That's and that's pretty consistent over a 10-year period. That's what normally be. Uh it took off in 22 of those sick days because we still had
everyone there. And then 23 is the first time we saw people when he put the pieces together. Uh people were leaving um early. The first three or four that we saw. And uh what was the other part of that that happened that year that over time went like 600.
>> So my my my whole point in just trying to um relate this also to the s you know the sick time. Yes. Right. So, in 2020, we dropped four firefighters. And I don't have the we don't have the in the budget book the we only have up to 2022,
but I'm assuming that the 2020 number in 20 it grew from 2020 to 2021 and 20 22 to from 2021 because if we look here, it's it's almost it's almost doubled in the last three three years. And and so
my my point is it's this year we only have budgeted $500,000. >> Yes. >> For overtime. >> We're already at a million >> according to your >> Yep. >> your chart. >> Where are we? So where are we going to get that extra $500,000 from to
>> the 10 the 10 retirements that we experience? Yeah. We want people in the seats. That's our goal. We don't want >> money to be able transferred overtime. We want people in the seats. But if they're leaving and they're they're and it makes sense, right? They're incentivized. They see that when they know people to themmies overtime is going to be going down. It would make
sense for them financially as an individual. They may say, you know, it's best for me and my family to leave because in the future overtime they can see the writing on the wall is going to be going down as we fill the seats. I will leave now on a higher pension to do that. So that's why that happened. So we
have 10 this year again, two years back to back because of this occurrence. Wouldn't it make sense though for us to spend the extra I think the number that you gave us was 400 for if it next year. I know the following year would be a little bit more because they're not first year firefighters but I think your
number was 460,000 or 480,000 if we wanted four new firefighters next year. >> So I gave you gave the base salary of there's the step. So the step one, what would they come in at 2026 rates for people? It included the ask from Tuesday
night was um lieutenant. So there's a change in rates from a a base or because whoever's there at the higher step is going to get a promotional. I think that was a $20,000 change. So >> I got it together $482,000 if we added four firefighters next year.
This it's 242 692 for the um four firefighters at training. The four promotions was 20,000. The medical was 104,000. >> Yeah. >> Right. And then and then the pension was 114 for a total if we brought four new firefighters on $482,000
60 $688. My my goal this year because the I know that the mayor's already released this budget. So, I think next year if we can find the $482,000, it's are going to be is it going to be council's job and administration's job
to find uh somehow whether it's through a tax increase or fees if if if the solicitors deem that we are allowed to charge the universities uh a fee per student fee or whatever. We my whole goal here is to try to work with you and
Mr. Reynolds. >> Yes. because I think your own data is going to prove my point that when we got rid of the four firefighters over time skyrocketed it's it's it's almost quadrupled it it went to 230 in 2021 is your base model
no one left you're up to 24 and 231 is your number so that that's your baseline you finished the year 232,000 in overtime that's a fact with 24 people running the 18 model that we do now >> last year was 1.2 two million. >> Yeah, cuz you're down >> people,
>> right? But if if you look at the model, if we get these people back, let's say the example, nobody leaves, >> people come back from the academy, things work, let's assume that no one leaves, the seats get filled. That overtime, the way the standards are run on a normal year without a a rash of
something, a fires or something going on is going to return to that number probably around three because now we have higher rates, higher salaries now probably around 30 $350,000. >> Yeah. But if we're >> It's not going to be >> Yeah. But we're if if we lower the overtime rate, the payroll goes up a little bit. It's it's almost going to
equal out. I'm not I'm saying it's a perfect balance, right? But doesn't it make more sense to add the four firefighters and we're spending the same amount of money over a period of time because overtime goes down. And on top of that, it can you go to your sick um >> Well, let me first of all, if you had
the four s four firefighters, your salary is going to go up 400,000. You're going to take 4. Now, your overtime just went to 100,000. You only have 100,000 in your overtime account now. And you All right. There's an imbalance you're creating. >> Can Can you pull up the sick uh time?
>> Sick time. Yeah. Yeah. >> Because I think it Where's Where's 20? All right. So, in 2018, 2019, 2020, it's pretty it's pretty even. Then all of a sudden we cut four firefighters and all of a sudden 21 and
22 is going up and we don't have the data for 23 and 24 yet. We did this at the time. This is a document we had that we used through several discussions. Again this all happened as I present all this after Tuesday night on short notice like I had 24 hours. So I gathered to
tell the story of what drives numbers up and down and how does this budget come together? What are the impacts? I remember I had this from our discussions. I wanted to employ it to help explain the way the budget works. So, >> this is what this took some time to put together. Back in 2022 when we
experienced we saw the surge, I appreciate it. That's when we did it. Yeah. >> But my my whole point is I think once the four firefighters were cut, overtime skyrocketed every year. It almost doubled every year since then. >> When they got cut, it was 231,000. >> Right.
>> 20. That's That's number See, we'll go back to it. >> All right. So, let's just go from 2022. I mean, you can pick a year and that's I said there's >> 383 >> the next year it almost doubled to 677 >> because >> last year 1.2 million and this year >> retirements you don't have
>> I get it. I get it. >> Yeah. So there's >> but you're the reason why we're getting retirements a lot of retirements. This is my opinion, right? >> Yeah. >> You're getting a lot of retire retirements. You're telling us that sick sick times blowing up.
>> Coming down. No, it's coming down. The last three years have been good. Yeah. What I showed you is dated. I said I made an example like look what happened if >> but it blew up though is my point >> and now it blew down. >> Yes. So >> and and they're telling us that they're they're being at normally right
>> and I understand what you said as a teacher in your last couple years you want to bump up your pay. You start coaching this, coaching that co, you know, doing this to get your retirement. And I I get that and I get that. Please fire doing all SEI. Everybody probably does it. You know what I mean? But my point is they're not they don't even
want to do overtime anymore. They're they're being forced to do >> I understand that they're being forced to do mandatory over. So that's a whole different ballgame, right? >> So you know I don't know where the mayor was the other night, but I'm he didn't have any events. I don't think but if he was home with his kid >> I have events every night. >> Great. So if he they'd like to be home
with their family also, you know, so that for them to be forced to do they're being forced to do it overtime, mandatory overtime. And on top of that, um, their morale and stress level doesn't seem that wide. I I've had
conversations with with dozens of them. And I think the least that we can do as a council is is help a the two most important departments in this city is fire and police. We have a a a stock a housing
stock that's old and dry. Number one. Number two, the new a lot of the new development that's getting put online is 510 flats, 610 flats. I don't know what the stage is. Miss maybe Miss uh
Collins can tell us what's going on with the the new street project and a couple the projects aren't my point on this. The projects are four fivestory buildings. So, I think it's really important for us to try to help alleviate some of the pressure that the
fire department is telling us. We don't need to spend $60,000 on a study. We really don't. The study is in the the overtime. The stud is in the uh um the stress level and the mandatory uh overtime that we're being forced on
them. And I just think that, you know, when it comes to public safety, all we need to do is have one really bad fire. You know, it's it's like it's like, you know, what happened in California. You know, you cut cut cut and all of a sudden there's there's a disaster and
everybody's pointing fingers. So I all on a chief, did did you were aware of the the request or the um the the ask, you know, like Miss Collins had an ask for her department
and she went to the mayor and the mayor, I guess, approved it and it was put in the budget book. Were you aware of the ask that the fire department or, you know, the the the men underneath you were asking for four more firefighters? Were you aware of that?
>> Yes, I was. >> Did you present that to the administration? >> Let's be honest. >> Yeah, that that information was was placed in my budget as a request and and we we talked about that and agreed to move forward. That's what I want to know. >> So, he decided
>> not I'm not saying I'm not putting it I'm not trying to put you in a position. I was just asking you point blank were were you notified of it? And you were just like Miss Collins was notified, hey, we wanted to add some people to this position. And it was more of a priority, not for you, for him. More of
a priority to not fund the additional four firefighters. And Mr. Reynolds, you can I I would welcome you to come down and make a statement on it, but the fire department chief and all you do is talk about public safety. public safety asked
you I'm not done yet asked you a request for four additional firefighters and so I would like your reasoning >> and I know you want to do a study >> because that's that's how you stall. Now I'm not saying you that's how people
stall. Let's do a study. So I just I had just said a few minutes ago I think to everybody that was here about how the origin of the study was the idea that Chief Reich wanted to do the particular study that he and Deputy Bear like I said that as one of those explanations that you >> not here
>> but then Chief Griffin and I hope you would say this has then said that this is something that we want to do and once again I was not the person and I don't pretend to be a firefighter or a police chief or a fire chief or whatever and so on and so forth. They are the ones that have come to me and said this was
something that we wanted to do. Can I please have the opportunity to continue to talk once again like you have the opportunity to answer qu ask questions and I have gentlemen and m Mr. >> Mr. Mayor please continue on. >> I and I get to answer the question in
the manner that I choose to. So the conversation that occurred as far as this is concerned I'm not sure you know what the word filibuster means. the the conversation here as far as doing the study, which was what the plan was the whole time. And once again, a couple
years ago, we raised taxes 2.6% to hire paramedics because we were able, we wanted to invest and so on and so forth. The timing of this particular study, the timing of doing this work was to understand what the needs were. So the ability to be able to do the study in
2026 and then be able to put whatever you want to do in 2027 or a potential would be something such as like the safer grant which is available in the spring and the summer and so on and so forth. So the ability to be able to do the study and the way the safer grant works is it is a graduated step down as far as
paying for personnel. So, the ability to apply for that in like June when you have a better idea, if you knew you were going to add positions, then you would add those positions at a time when you could help to pay for them. But if you add the positions now and then in the middle of the summer, especially since even if you added the positions now, you
wouldn't get anybody until July or whatever they come back from the academy and so on and so forth, it would cost us more money. But once again, we don't know exactly where to put those people. We don't know what the different options look like. We and I agreed to do the study, but the best time to do the
study, which was agreed to between the fire administration and the union was to do the study in 2026 and take a look at what those recommendations are and so on and so forth. So from a city point of view, and we have moved mountains, we have moved mountains to be able to send
more people to the academy to be able to drive down those overtime costs and things like that. But from the point of view, it makes more sense to do the study to take a look at what our paramedic needs are, what our firefighter needs are, and so on and so forth. I have a long record of raising taxes when I need to for public safety.
It's not like, and in fact, you guys have attacked me for it as far as like doing that in the past rather than using one-time revenue. And we are in a better financial position, and we've kept our promises to them, and they know when they come to work that they're able to get paid. So, the best thing to do from a city financial point of view as far as
making sure that we were able to do this would be to do the study as I was asked to do by the fire administration. And the last thing I will say, Mr. Cali, and then I'll shut up. If it is the will of city council to want to raise taxes 1.7% to be able to do that for that's fine. It just cuts into the value of doing a
study to be able to determine what all of our needs are. Staffing, scheduling, EMS, you know, paramedics, fire, what type of calls we need, and so on and so forth. My whole goal, Mr. Reynolds, is this this year, next year, we can we under we're gonna have a new council and
my goal right now is to find the $480,000 to fund the four and I think Chief and M. Jagi said that if we if we provided the funding, they could fill the positions. It's it's a little bit different requirements than the police department. It's a little bit easier. So
my whole my whole goal right now in the next 5 days or 10 days is to find the 480,000 hours. I'm not worried about the following year ne because if next year's council wants to cut the four positions again then then that's something they
got to deal with and it's going to be on their record. All I want to try try to do is and I'm not trying to pick on uh any any other departments and and my my whole uh recommendation for the using some of the police money was that um Mr.
Evans said and and Chief Cot said even if they wanted to fill the the positions that money they can't do it for next year. I don't want to cut police positions but all I want to do is find the funding for one year. And I know it's a it's a difficult time because
your budget's already been released. So now it's up to us to try to find some money. >> It is >> without raising taxes. I think we could find $480,000. There's already five, as we talked earlier, there was $500,000 that is not
uh appropriated, has not been promised. No one's been told they're getting anything just al along in the community uh funding. So maybe you have you had any conversations or Miss Collins had it with any of the community organizations
that they might be getting some more money? >> I think we talked about this already at that budget about they've announced that these the application period is open. Am I am I misspeaking? >> And to the point >> no I'm asking they they provide the applicants came in but they they said
earlier that they didn't tell anybody. No one's been promised money. Right. So, and we give a lot of money through community block grants. I'm just asking you, did you promise any money to anybody because if you haven't, that's great. We, this was one of the things I tried to talk about before was as far as
what the long-term vision of that program has been since 2022. So, the idea of the promise of the program existing and so on and so forth has existed. And let me just say quickly here is that like I understand you want to find the 480,000 for 2026. That's
your right. the what we're trying to avoid is that like that is an empty promise then as far as year two is concerned because then you're asking for not just 440 in new revenue but you're asking in more than that with other potential needs including negotiations
with the fire union so on and so forth. So the recipe that we have found financial success for that have allowed us to keep our promises. Nobody goes to bed in here thinking that their medical's not going to get paid, their pension is not going to get paid. Nobody, our last contract that they passed in 22 passed overwhelmingly that
was 3 433%. And so like those promises come down to the idea that our basic general financial rules is do not pay sustainable expenses with onetime revenues. Mr. Yasa would tell you that. Everybody else would tell you that. So, if it's going to be, and like I said, I'm not saying don't try to find 480,000
in sustainable revenues to be able to hire those four people. I think it's wiser to do the study as I was asked to do to be able to then necessarily use like safer grants and so on and so forth to make it make more financial sense for the city. So, then you can take those dollars and do other things like invest in public safety. But the one thing that
we cannot do as a city is just say we're going to worry about paying for this next year and then not the following year. I had this conversation with Mr. Fritz when we raised taxes 2.6 6% as I said we could have just taken the money out of cash balance and then he was going to have to turn around to people and hired them and say if he was being
honest was like they put the money in the budget for this year I don't know what's going to happen next year as far as these jobs are concerned and that is the opposite of the way that we build security and things like that my my whole point though and and and I appreciate your concern in the second and third year and the following years I
get it but what my point is if we hire the four now according to Mr. Evans numbers, the second year numbers for those four hires this year goes up to $576,000 because they're the >> they move up on their ladder. So next
year it would be up to the new council to decide we can't we can't keep those four. And I would probably assume that next year, the amount of retirements we're going to have next year, if we don't have the four new hires, I think
what you're going to find out is the retention of our our fire department and the amount of sick days is going to go up. They're telling us numerous speakers one after another the other night. You weren't here, but if you were here, you would have heard them say that they're being they're being forced to do 39
hours straight of service. And then by law, we have to give them a break. That's a hell of a break. And on top of that, they're being they're, you know, would they like to bump up their
their salary like most public service do, you know, to, you know, try to get your retirement? Yeah. They don't want to do that. They're getting forced to do the mandatory. That's how stressed out this department is. And all my old point is this. You've had other departments come to you and ask you for uh in in the
last three years. That department's bumped up people. Bumped up people. And I know there's fees to alleviate the the cost. I get it. But he came to you and asked for four positions. >> And he also asked for a new fire truck for $2.4 million. And he asked for a second fire truck for $1.2 million. And
he asked for money to go to send people to the academy. And he asked for the other trucks and so on and so forth. So there were millions of dollars of yeses in the overall conversation >> in every department. >> But that's my point though. So the idea though that like say yes. So when Mr. Alcohol is like we want to do this and it's like what's the best way to spend
these dollars and so then one of the things that you do here and one of the things we've tried to do is be able to say yes to making purchases such as the millions of dollars that go to pay for firet trucks because there was a time when people said we want that. So to try to single out one particular decision in
a large decision is just both not accurate and not fair. And it's not something that I think I should I would hope that the chief would say this as well because this is what happened is that every time somebody comes in and I know you like to pick on Miss Collins, but there's things I say no and disagree with every single department head on
that Mr. Evans and I disagree with. It's part of a team and we make decisions together. And a lot of times these conversations too, Mr. Kelly and whether or not you believe them or not is like people sitting advocating in the same room and saying and looking across the table and being like you know what we do work with public works that's a good
idea or we do work with water and sewer or we do work with police or we do work with fire it is an overall team situation as far as like how we make these decisions but once again the agreement was was the idea that like whatever we were going to do here in the next year these were the things that we
absolutely knew were worth it paying $2.2 2 million for this fire engine paying this like I said before Craig Bear got hired he was driving a 1964 fire engine. So the idea is like nobody should be driving something that's 20 years old in the city of Bethlehem. So like there were a whole lot of yeses things that are millions of dollars
separate to this but there was a plan that was agreed to by everybody including multiple fire chiefs and the union that we were going to go through as far as the study. They have every right to ask more people and you have everything to do. The only thing I will say and then I will wrap this up again is the idea that like we can't pay
sustainable expenses with one-time revenues. That's how you turn out to be other cities other than Bethlehem. >> All right. And I agree with that. But my whole point in this is if we hire the four now, we'll probably still be short next year because of the amount of retirements due to the stress level
that's put on this department. And I'm not saying you're doing this, but I know studies. My brother was a mayor eight or 10 years >> and I know how things work. Okay. I know that when you do a study and you hire someone a lot of times the people that are doing a study say, "Well, what are
you trying to find out?" >> That's in good faith. That's presumptive. >> This is my opinion. This is my opinion. Okay. This is my experience. All right. A lot of times if you if the study comes back against what you want it that that
usually that study group's never hired again that I'm not saying you I'm saying that that's what I've experienced with other administrations and I know very rarely does a study would we pay money for a study and it doesn't come back all
rosy for what what was really wanted to be said. I'm not saying you're doing that. Well, well then that's the whole Trump like I'm not saying it, people are saying it. But like throwing it out there though is like this is why I went through the process, Mr. Callahan, about how we put together the study, how the RFP was drafted, who the people are, why
as of two weeks ago, I was just like for the first time ever in one of these situations, I told the union that they could be in on the same interviews with whoever gets hired when I wasn't going to be in those interviews. and the people that have put that conversation together and the RFP and so on so forth has been completely independent from me.
And I know you like to criticize the idea of doing studies and doing plans and everything else, but if you look at every single thing that we did, like we didn't tell anybody on housing what to come back with. We didn't come tell anybody on climate what to come back with. They came back with a plan that was built with sophistication and intelligence and we have leveraged every
single one of those things into millions and millions and millions of dollars. So the ability to do a plan here is the same way and the same confidence. But that doesn't work with fake plans. That doesn't work. And that's not the way we do things. And whatever disagreements people may have over policy and so on
and so forth, the one thing that I take more pride in anything else is like I never do anything because I'm like, I think that this is the right thing to do. There's got to be merit and you have to make your argument why it is. It is the central part of what we do as an administration is that the merits have to be there. And if the merits are
there, sometimes that mean raising taxes, sometimes that means doing this, sometimes that means doing that. So whatever you want to say, the point was not. And these people respect me and they work with me and so on and so forth because they know that when I gave them the opportunity to do something and there's not a person you could find in a
leadership position in city hall that will come back that say like he gave me this task and I came back with a different answer they wanted to hear and I said I'm doing this in the opposite way. So like the whole point of doing one of these things is that they're intellectually serious. >> All right. I appreciate that and I appreciate your honesty. Last thing, I'll let everybody else
>> Mr. Kell I would like to finish answering the question you asked me if you don't mind. I I was kind of put on the spot and he quickly turned away from me. >> No, I I I mean I I did make a request. Okay. But prior to the retirement of Chief Reich in June, I sat down with Chief Reich, Mayor Reynolds, President
Jimenez, and the Secretary of the Local, and we talked about doing a study. And we were all on the same page for that study. And I knew we were going to be looking into the study. We are going to be have a plan in place to interview companies to do the study. >> That was June. >> That was June. Yes, sir. Before Chief
Reich left, I went ahead and asked for additional positions in my budget anyway, knowing where the mayor stood with his plan for that study. But I went ahead and made that ask anyway. We had a discussion about that ask and we decided to go forward with the study. I wasn't
dismissed. I wasn't discounted. I wasn't overruled. We had a discussion and that was the result that came of the discussion. So, I want to be very clear about that. >> I appreciate that. I didn't mean to put on the spot and I wanted the opportunity to answer. I I just I knew that the
request had been made from the union and I just wanted to make sure that you had received it and you had relayed on. I wasn't trying to put you on the spot. >> Well, I wanted the opportunity to provide a clear answer. I appreciate that. Thank you. >> Thank you. Here's my study. And I don't know why we waited so long to do the
study if it was being discussed. We waited until November to start or December to start doing a study when the budget season's over with. And >> when the RFP go out, Chief the there was a trans what really caused a bump was a transition of Chiefs. It was under chang
obviously Chief's going to be a driver of it. >> So that stopped and the Chiefs first it happened quick and uh Chief had to ramp up real fast. So he needed space to get up and take over a department and get it rolling. Number one priority wasn't the RP. It was still there. We wanted to do it, but that's what put it off. We got
to it late summer. It was issued in September. We wanted to be out there for more eyes. The longer you let it out there, the more people could possibly see it. So, we would get more. If you do in 30 days, you may not get as many. So, that brought it back on 10:31. That's >> my my my last questions and then I'll turn over to everybody else. Uh the
mayor was just talking about data. We want to look at real data, right? Here's my data that I'm looking at. Engine 9 doesn't have an officer. There's forced uh work overtime. Not it's not
voluntary. He's being forced. They're doing 39 hour shifts, right? Overtime spiked. Sick times up, right? Because why? We got a department that is
telling you, please, we are overburdened right now. And all I'm trying to say is this. Let's try to find I would hope you know I know uh Miss uh um Crampy Smith, Councilman is is looking into some revenues to try
to find it. Let's all work together to try to find the $482,000 for this year. I think we can find it in in this big of a budget. So everybody's going to have to, you know, the one department that got hit more than any department was the fire department. And
I don't want to mention any other departments again who've increased their their their amount of workers and and their payroll. But the the fire the fire department has suffered more than anybody and they're telling you now through the overtime, through the sick
time, through the the uh the they they don't even want the overtime now. You know, they're turning it down. They're telling you that's the data. I'm not making that up. >> No, I have it right here. >> Yeah. And they're telling us they're telling all of us we're stressed out and
we need help. And it's incumbent on all of us to try to find 480 this year. And then next year, and I promise you, if it's passed this year, I will find the extra 100, you know, next year goes up to 576. And hopefully I know uh I know
one of the members that is coming on council is 100% behind the fire department. So I think that vote would be secure. And if and if it's not on the remaining council members and then it's their job to tell the fire department we're getting rid of the four that we
put on last year. But right now our goal is the 482. And that's what I want to try to find in the next week. >> And I appreciate your efforts to add staffing to the fire department. Thank you. And I'm not I'm not trying to put anybody I'm just trying to a real discussion. I'm trying to hold my tone down cuz I'm getting angry about it
because I hear from these guys and I hear I hear it in their voices, you know, and I don't BS anybody. If if you guys know me, one thing I do is I speak up. I speak my mind. I don't want to do this in back rooms. I don't want to, you know, the mayor said, "Oh, I missed a budget meeting." I I don't know what
budget I've been to every budget meeting. if if he was referring to his presentation, I didn't go to it because that's a dog and pony show. You know, I'm I I want to have the discussion here in front of everybody. This is the budget hearings and I and I
appreciate the efforts to to find the money for the personnel. I certainly do. >> Thank you. >> Um, one thing I would ask is as you do continue to to search for those funds, >> um, it it is not the fault of any other department that we're searching for these funds. You know, I I really hope
you can come up with a way not to take from another department because I would be extremely upset if someone came and took >> and that's that's the least I would I would rather ask council to bump up the millage rate slightly. That's how important this is. >> And and I appreciate you looking at the whole picture.
>> In 10 years, one time I voted for a tax increase because it was our second year and we were hurting for money and we would have had to lay off police and fire. It's the only time everybody and I think I think, you know, it went up like 50 bucks on everybody, you know? I mean, I'd love to be able to charge $50 every
student at Lehigh Grad and undergrad in in in in Moravian and it it it it raises like $560,000. Problem solved. Thank you. I I appreciate it. >> Thank you. Thank you, >> Councilwoman Cr. >> I appreciate your your patience with me. >> Thank you.
>> Just let us go home eventually, Mr. Callahan. >> Yeah. Yeah. Okay. Um, so I just want to ask, so I want to get clear. I know that we've been talking so much about numbers and we're talking about 15 more next year. Is that correct, um, Mr. Evans or whoever? And because I'm not in the
budget book, I'm not seeing an increase in firefighters per se. So what am I missing? >> Like in the budget book under firefight everything under personnel, all the numbers are the same in 2025, 2026 as far as the personnel. So what am
I missing here? >> Yes. Yeah, >> but I thought I thought you would set we were sending 15 more next year. >> We have money for 15 to be there. All those seats are not full. That's the money that 106 is the money that's in there now. Those are the salaries when
we hire. >> So, okay, let me just ask you because it's so late. I just So, when we went through other departments tonight, there was an increase in a position if they were going to have an increase in a position for next year. >> Yeah. So, I guess I'm wondering why don't we see like I don't see an additional 15 for next year. Do you know
what I'm saying? >> You know, you're talking about the money. >> They're they're vacant. Their positions have been there and when they leave, so 106 that was a design. So, that's where the money that's there for that many positions. There aren't that many people in those positions is the issue,
>> right? the other departments like I think I saw like community economic development the law department like they're looking at an additional position and even though the person isn't there it's there under you know an additional position for the 2026 budget
>> yeah Mr. Okay. You I >> Do you know what I'm saying? >> I I think it's just these are the budgeted this is the budgeted headcount. Council woman. >> Okay. So, we have 76 now. And just so I'm clear, you're looking at we have seven that are going to go in January. Correct. >> Do they have >> seven and then eighth is going to join
them. Someone got hurt. >> Eight are going to go in July. >> Unfortunately, otherwise Yeah. When you look at this too, this thing we got three or four and then another one got hurt. Couple interminations. >> I know about that. And then the other eight are going to go in July or January? July. >> There'll be eight all going in January. So, eight total in January.
>> Yes. >> Okay. And then there will be another seven. >> There's room for seven more based on what happens during the year. >> And that and the money is already there for the seven. >> It's it's there. Yes. Because when they get paid, when you go to the academy, you get paid like on day one, you're a
paid employee. >> And then on top of that, we that extra 20,000 isn't for the salary, their own salary. And then 20,000 is for the tuition and everything else. >> So that's in there, too. Yes. And then the officer position that we're missing in engine 9, that is not budgeted at
all. Was that um was that requested in the department's budget for next year? >> That hasn't been the budget. >> No, I know it's not in the budget now, but wasn't a budget request? >> Is that a budget? >> There was a lot of them right now. There was requests. We're talking about 40 requests for personnel across the city.
What? >> So, >> but you don't know if there was an officer request for that. Okay. I just ask because that that seems to be a real big priority. No doubt. And I guess the other thing I'm asking, we talk about the safer and the AFG grants that are available. And I know that they're
timelmited. AFG is once and done. Safer grants is three years. But the bottom line is if we get a safer grant for three years and it pays a big percentage of the salaries and the bennies including medical after the three years we're very very likely to have retirements. So I don't understand why
we're adverburse to the safer grants. And my question is why haven't we applied for the safer or the AFG grant in the past two three years? >> The safer grant if you decide you're going to you don't I would never just chase my opinion. Our opinion is you
won't just bring in extra people because the grant the grant is year one 75% years 2 75 year three year four to 20 25 gone. So in the first 5 years it pays 30% overall. The city picks up 70 over the
first 5 years >> to a 75%. But I understand your logic if it was a two-year story. >> Let's not talk over each other. >> Sorry. I'm just trying to it's it's 1240 and these poor people been here forever. >> If we had two years to the end of the city that makes sense. But you knowing you're putting yourself somewhere and that's great for two years and the
grants it's expensive like this and grant goes gone and that big gap becomes all everyone's sitting at behind that table and over here. The problem we leave it. I don't want to leave someone that problem if I'm not here to say good luck with that. >> I I hear you please. I hear you. Okay. But I bring it up because on the list I
have I see 31 people are now eligible to retire. I see 31. It's yellow, green, and blue. And I think is that correct? That it's 31. It's the blue, green, and yellow when I looked at the email. So I bring that up because >> 14 eligible to retire and seven in the drop.
>> I know that was 21. But on the list that I see here that you had sent us, Chief Griffen, >> yes, there's I believe it was blue, green, and yellow were eligible to retire. Correct. >> So there there is this is trying to paint you a picture of the future. As of we sit here right now today, there are
13 or 14 people immediately available to retire. >> There's another bracket below that in green, >> right? >> That should those individuals wish to retire, they would have to cash in some of their sick time and such according to the contract to buy it back. And then the people in blue would be eligible to
do the same thing in 2026. >> Okay. >> So, as as we sit here, it's it's 14 today, but the others could use the calculation in the contract in order to leave if they chose to, >> and they could go within a year, two years, months.
>> Uh the the the folks listed in the green could use their time to go anytime now. >> Okay. >> And the folks in blue could be sometime around the end of 2026. Okay. So, there's toward the end of 2026, we're looking at 31 that can retire. Um, so my
logic is, you know, if we have a grant that can help offset the salaries and the medical benefits, which I know you said are very can be very expensive depending on the person and family, um, the likelihood of people retiring and then we're going to have the money
available from their salary is avail is is there. But that's neither here than there. you know, we'll disagree agree to disagree on that one. Um, we talked about the overtime and um
eligible retire. We have the sick time. There was a big emphasis on the sick time. Now, let me be clear. Is the sick time an issue? because I I I thought I looked at the chart and it looked like it was pretty high and you were emphasizing that, but then >> it was I was attempting to show how the
fire budget between salaries, openings creates overtime and in the case of 2023 when sick days took off. >> Mhm. >> Right. Less people out there, they got to be back. We won't leave them open. We're going to be back filling them. So even if we have everybody, if the sick
days are falling, creates that same gap. whether they're not here, whether they're sick or unhired, we want them to be here, >> right? >> It peaked in 2022. As we work together, it's a success story that in each of the last three years, it has fallen. >> Okay. So, it's better now. So, it's not
an issue. Like, chief, would you say sick time is an issue right now as far as the impact on staffing? >> I mean, of course, sick time has an impact on staffing. There's been nothing excessive or no one has violated the collective bargain agreement and been disciplined. Everything that's
>> been taken has been according to the collective bargaining agreement. >> Okay. >> That I am aware of. >> All right. Well, I mean to sort of I I have to say this too. I mean um again I I I've spoken to some of the firefighters. I I've again grown up in a
family of many many first responders. So I I do know firsthand what they go through. Um and I'm sitting here thinking I I you know we have an issue. We have people that are resigning before they retire, which says to me that's a concern. Um, we have people who are feeling, I think, burnt out that they,
you know, they don't want to do the overtime anymore, even though it's it's good money. Um, you know, sick time was an issue. And, you know, we're we're seeing all these firefighters, families, relatives come and advocate for more firefighters because they feel that it's
really needed. And I'm thinking I don't need my masters in counseling to know what's going on here. I mean, this is this is um this is like a fire ready to happen. Let's put it that way. You know, I really feel it is. And police and fire, if we don't have an adequate fire,
fire department and police in our city, then everything else is important, but it's all for not. Safety is number one. If you don't have your safety, forget it. So, I mean, I I could talk to them blue in the face about the importance of prioritizing the fire department and,
you know, they're coming here because there's an issue and we and I I would hope everybody would realize there's an issue and I know myself, I'm just looking at the TV and the news and there's like more and more fires every day and tragic fires and I am really concerned that our community is going to
have a tragedy if we don't step up and do what we really need to do. And I have to say this too. I think I think it's really sort of an insult to this department and the people here tonight. It's now 12:45 and I don't I question why every other department department
chief and director was able to present their budget by themselves, but for this one, Mr. Evans had to come and do a big overview on, you know, sick time terminations. And I think it's almost sort of to like set it up that oh, you know, they're not they're secondass
citizens here and and they don't deserve to get the staffing they deserve. I mean, that's the way I'm sitting here really. I think it was an insult to them. I really do. I have to say that. >> I apologize if you took it. That was certainly not the intent. The intent was to each of those slides were to address questions and that brought in and
comments that came up Tuesday night in the extended. >> And I'll just say I asked for a lot of that information. >> Yeah. But I I have to say I feel like I I have been fighting ever since I've got on to council for six years. I have been fighting for the fire department to no avail. It's just like I'm just talking
and it doesn't matter. And nobody prioritizes them as much as I have. The police great. I mean my dad was a police chief. My my nephews are cops. Like I nothing but the utmost respect for Chief Cot and the police. But I feel like you know it's a love fest when they come up
and then it's the fire department. And it's like they're stepchildren. I mean, I really feel that way. And I'm not I'm not making it up and I'm not being dramatic. And I feel it's a real problem. And I really hope everybody in this room and beyond think about what it means to have an adequate fire
department in a community because right now we don't we don't have an adequate staffed fire department. And these guys and gals are doing the best they can with the resources they have, but we're burning them out. And we're going to have a tragedy someday. And I don't want that on my shoulders and my conscience.
I really don't. So, I am going to work on doing an amendment and I'm going to take everybody's advice and I'm sure people won't be happy with what I have to do with it. But I I have got to do an amendment and we have got to get more firefighters because we got to look at the retirements alone. I mean, we're all
worried about, you know, sustainable expenses and all. Yeah, I get it. But people are definitely going to be retiring. We got 31 that can retire within a year from the fire department. And God forbid, what if they all burn out and say, "We're gone. to see you later. And I can't even get you to say
let's hire four more next year. It's pitiful. It really is. Thank you. >> Anyone else on council? We'll start with Councilwoman Wilhelm. >> Thank you. Um Director Fritz, um I I just wanted to you don't you don't it's
not a question. I just wanted to say I I was pleased to hear that uh mutual aid trend is holding steady um same same as last year which is great to have that data and really appreciated your presentation. Um thank you. Um couple of
questions left for me. Um how long has the 39hour limit been in place? >> Yeah. I I as long as I can remember. >> Yeah. I I can tell you by the look on
retired Chief ROF's face that it was around during his time. It it was long before I was on the department that 39 rule has been in place. >> Okay. So >> So in excess of 30 plus years, >> okay, >> it's been around for decades. Yes. >> That it's safe to say that everyone in
this room was aware of that before electing to become a firefighter. That's not something that was thrown thrust upon anybody surprisingly. I I I can't attest to the I cannot attest to the fact that they were told about the 39 hour rule. I can attest to
the fact that the individuals who were hired under my time when I was a training captain were told that >> there could be occasion when you were mandated to stay at work that that was always discussed. I can't say prior to my time. >> Got it. That was >> that literally maybe they weren't aware of that, but it but the point is it's
not a possibility. >> Okay. Okay. I just wasn't sure if that was something that had been instated in in recent years. Um, and I I I do learn something every set of conversations we have. I appreciate
the background sort of the origin story of the study um and the understanding that Chief Reich, union representatives, city representatives were all part of that conversation. Um
I I think I I'm not clear on how and when and why the Union study came to be and I'm not sure who can answer that question. I'm trying to reconcile the full story and timeline of these
studies because it's separate from the incredible work of our department and and our as individuals, residents of Bethlehem, council people, etc. Appreciation of that work. The crux of this is is is
focused on this study. So, can somebody help me understand how that study came to be? If in fact conversations were taking place with all parties involved about this more comprehensive study, I don't understand.
>> I I I'll do my best to explain that because I was not part of the union's process. Um, >> Chief, Mr. Gimenez, I'll let you speak during public comment. Yeah, I'll I I'll I'll give you your time. I think we've already heard from the mayor about the study. if there's anything else you want
to add. >> It's not uncommon for the union or the IFFF to perform a study. Um they've happened over the years since I've been here. I I believe they've happened more than more than twice. Um generally speaking, it's it's some information that the union likes to have uh one for
for advancement of the department and also as they head into contract negotiations so that they're educated as well. >> So it it's not out of the ordinary. So it could be considered a supplementary study >> done done by done by them. Yes. Okay. And I
>> I believe and and President Jimenez can correct me if I'm wrong uh during his public comment phase, but they're they're it started uh previously to us sitting down having this. Those studies just don't pop up overnight. They they take quite some time to be completed.
>> Understood. Okay. So, we we did make reference a few times this evening about the fact that the city has >> Could we continue? We are reviewing the budget of what was presented. I will give everyone opportunity to speak on
whatever they like to. Councilwoman, please continue as it's 8 minutes to one. >> Um, okay. of where where was I? Um made reference to the fact that the city has leveraged comprehensive data
into many millions of dollars um in terms of significant grant applications. I'm I'm in conversation about the safer grant. I'm curious as to if the city study is completed, is it
possible that that that those results of that sort of multi-layered study could potentially improve our chances of receiving a safer grant? Yeah, I I would say that it it would be
a good idea when having when if we were to submit for the safer grant um to have current data to have that study done that would help us write that grant application if that came back that you
know we needed to add a station, we needed to add firefighters. That's current data that we had from a third party that that would help us apply for for that grant. >> Okay. I appreciate that perspective. Um
I think separate from that I just I I just want to say that I I don't feel like anybody in here needs to prove that they don't always agree with their colleagues or department heads. It's some of the conversation is frustrating. Um but separate from all of
that, I think after multiple budget meetings, uh thanks can begin to feel redundant and the context of um this conversation has obviously become um lengthy and
stressful for a lot of people. Separate from all of that, I want to express my sincere thanks for the work that you do. I'm sure you've heard the phrase that many people use when others are running from you're running too.
This goes for police, fire, and EMS. You inhabit a world that many of us don't and won't. And um I want to thank you for your service,
>> Councilwoman Leard. >> Thank you. Um, so if we're uh there was a request to pull some additional data on the universities and hospital health networks and uh responses to those uh non- taxpaying organizations. I would
just ask to add to that list because you really need more reports to run right now. um the other major residential nonprofits in town such as I I believe and if these
are taxpaying and I'm wrong then please correct me or just don't send it uh like Kirkland Village, Moravian Village, the Moravian Towers. I feel like I always see uh fire trucks out there for a false
alarm a lot of times. Um, and in addition to those properties, um, and I I'm I'm those are just the names that popped into my head, but um, if you have a list of the top I don't have a better word for it, but offenders
for false alarms in terms of generating because I know if it's over a certain height, there has to be a ladder trunk set and like it it gets to be and I don't we don't fine all the time for that, right? Like is there a fine for every false alarm?
>> No, there is there is not. And and we get into >> it gets into safety. >> It gets a little tricky also what what is really a false alarm because for example someone who burns food or or has an incident that's not a quote unquote false alarm that that is a real incident. So we we will gladly research
this data. I'm not sure with our new software. We're still >> in the learning phase with how to do some of this research. I will do my best to get you those that information. >> If that question about false alarms is not a reasonable question, um you know, with the the reality of what is a
response or not, that's fine. I just um you know I'm curious about if there are major properties that are frequently requiring callouts that where it could be that the system is not appropriately responding you know
uh like that their fire alarm system or whatever is not appropriately responding then um you know if that's a significant source of of pull on our resources >> it's if I could just touch on that real quick. So, our inspectors do follow up
on um the fire alarm systems and sprinkler systems. Um they're inspected on a regular basis. So, that that's something that that we have a good a good uh grasp on. So I I would say to dealing with our uh business
administrator, our biggest false alarm I would say true false alarm offenders are going to be private residences. >> Got it. >> So most of the times we're going to a lot of these these bigger places, the
fire alarms are doing what what they're supposed to actually burn toast, but you don't know it's burned toast until you're there. >> Correct. And if the systems are malfunctioning, they get referred to us and our the fire inspectors follow up with them the next day.
>> Okay. Then I would say you can disregard that part. But if if you look at the other large institutions that um you know are not paying taxes towards the services that they're receiving. Um that would be helpful to have in that. >> Absolutely. We can try to gather that
data. Um, additionally, um, I keep hearing about the, um, themmies and the timing. It seems to be a really big struggle. Um, like in terms of how we approach staffing and budgeting and just
how it all lines up, but I am imagining that other cities, departments like do they also encounter that same challenge? Most cities are on the same calendar year budget cycle, right? Like how do
they handle that? And the second part of that question is has there been a push from the you know unions or professional associations or whatever to try to increase the number of themmies offered if this is more than
just a Bethlehem issue. >> Um so basically all the municipalities are are held to the same deadlines for getting people in the academy. Uh but for example like Allentown, Bethl and East and all participate in the Allentown Fire Academy. Each one of us approaches our hiring process slightly
in a different manner. Um some put a little more effort into the hiring process and dig a little deeper into the backgrounds and and uh take more time to make sure that the candidates are the are the proper candidates for that department that they're making a 20 25 year commitment to us. Uh and we want to
make that to them as well. So, we we do spend a lot of time digging uh doing background checks, things of that nature, contacting references. I'm really not sure if everyone goes as as far and as deep into things as we do. So, I I I can just tell you what we do. My question isn't so much about our part
of the process, but the fact that themies seem to be so limited in their in how when they're offered and how they're offered. Like, >> well, the the problem with that is for example, the Youngtown Fire Academy has to start mid June, I'm sorry, mid
January in order to be done in early to mid June in order to start if they were to run a second fire academy to be done before the holiday season. the firemies. Well, first of all, there was no fire academy back when when some individuals got hired, you know, then they went from like eight weeks to 10 weeks to 16 weeks
or we're 22 plus weeks now. Um, so in order to cram two 22 weekmies into the year, they have to start and end at a certain date. So that the instructors and the staff get a very short break. Uh, but in the circum the situation with Hack or Harrisburg Community College,
that fire academy follows the college schedule. So they they would follow the spring and fall uh >> understood >> semesters. So that's but as more courses were added last year, we went from 20 weeks to 22 weeks. That changed everybody's deadline and schedules.
>> Okay, got it. Thank you for explaining that. um see uh the emergency coordinator role that has come up in in some of these conversations and I believe that you currently hold that role as chief.
>> That is correct. I am the emergency management coordinator and deputy chief bear is the deputy emergency management coordinator. >> Was that intended to be in the fire department because am I correct in understanding it it touches other things
too? Well, emergency management is is totally encompassing of the of the entire emergency management sector for the entire city. So, emergency management is is basically to fulfill the unfilled needs during an emergency situation. Uh nothing says it has to be
assigned to the fire department or the police department. Different municipalities do it different ways. Some have a standalone emergency management bureau. Uh some put it under fire, some put it under police. It's it's just an independent discretion of that municipality.
Um, and see, um, since the four positions were cut, um, I believe that was before my time, so on council, um, have has there been a trend in mental health service requests going
up since the staffing went down? I I'm I I'm going to preface by saying I wasn't in this position where I interacted with that issue the entire time. Uh but there have been numerous cases that I'm aware of where people sought mental health
help and counseling. Yes, I I can't say >> anecdotally more than before that. I I know there was also a study done uh by the IFFF that that asked their membership how many are participating in mental health services and and asked
that question. Uh and I don't have those specific results, but I know that question was asked. I have dealt directly with with several individuals who experienced mental health challenges and who have sought help and treatment. So I I can't say if it's gone up, but the problem does exist.
Um, and I think also that there was a mention um in tonight's reports of an uptick in terminations over years, uh, over recent years. Uh, not a huge amount, but more than there used to be.
And I'm curious, I know that personnel issues can't be specifically discussed and not at all discussed if they're in arbitration, but I'm curious if there's any trends that have contributed to that uptake. >> So, the the trend you're really seeing
in the uptake is how seriously we take someone's performance in the fire academy. Um, a couple of those most recent dismissals that you're seeing for the past three years are individuals who were probationary and they were recruits in the fire academy that did not fulfill their obligation in one way or another
and their employment status was was uh terminated by the city. Um, we we take their performance in the fire academy very seriously. And if we have a problem when they're supposed to be on their best behavior, I can guarantee you there's going to be a problem for the next 25 years. and we're not going to
stand by and not do anything about that. >> Okay. And so my second part of that question was, is there overall remediation to reduce the number of terminations? But it sounds like you're trying hard to vet people so that >> Yes, through through vetting and and through the work of Captain uh Captain
Small, who will do the onboarding and introduction for their probationary period, we make it very clear what is expected of all our all our new recruits. Um some of them are here in the room that were my recruits. uh we make it very clear what behaviors are acceptable and unacceptable. We discuss past incidents that have occurred that
may have led to someone's discipline or termination and we try to make sure that that behavior is not not repeated and they know it's not tolerated. >> Um and then uh my last employment related question and I have one other part of your budget
question. Um, so we talked about the the four promotions as was in what uh Mr. Evans sent and what you had discussed that there are four promotions that would then require backfilling, right? If we if uh there was a leadership role that at 1 in the morning
without digging back into all my paperwork, I'm not going to remember. >> Yes, you're you're correct. If if we were to if we were to promote four people to an officer position, >> that would create four firefighter vacancies. And that's to have one per platoon. >> That would be one per platoon that
works. So those those one of two things would need to occur. More personnel would need to be hired or there would be more overtime leading to a continuation of of the overtime issue that was expressed during these hearings.
>> So is it possible for someone to be promoted to that officer level position but still be doing like I I recognize there's contracts, right? But like so I'm thinking of you know the non first
responder workforce right you can get promoted to a leadership role and it might not be ideal but you're still doing the work that you were doing also and now you have some leadership responsibilities it's not ideal. Is that even allowed in this type of situation? >> Well that's that's basically in very
general terms the role and responsibility of a lieutenant. The lieutenant is is a basic frontline level supervisor who also works handinhand with the firefighters and coordinates their efforts. So they're they're they're in charge of that group of firefighters, but they
still work with them. They still fight the fires. They still engage in all the same EMS calls. They still participate in the same duties. Um they're responsible for the actions that take place on the fire ground. And when they come back, they're the ones that are doing the reports and the documentation.
So, do those floor four um like uh at that station are there lieutenants >> at >> at the the station that is you're we're talking about promoting uh one per >> currently at that station there is is
not a lieutenant. The lieutenant or officer that would work on Broad Street is in an is it a pickup truck or an SUV? that that officer that works on Broad Street is responsible for both of those stations or what we call districts. That's that's how that works.
>> Okay. Um All right. And then my non-personnel related question is um I know we're getting new equipment uh in the next year. Um, and I also am aware that there's additional like uh tariffs
coming for things produced out of the US. Do we have to be considering that or are we committed to paying or are they made in the US and it doesn't affect us? >> We we generally deal with manufacturers who who manufacture products in the United their products are manufactured in the United States. There are constant
increases with raw materials and metals right now. Um, our intention is to move forward with the purchasing process as soon as possible to try to alleviate some of those and we may have to look at a different manufacturer than we're currently buying our fire apparatus from depending on the timeline and the
pricing. Those are all things we we haven't been able to explore yet, but are certainly not off the table. >> Okay. So, we right now are uh optimistic that we can hit this number, but we should as a council be aware that there are increases happening that could
affect these. >> Yes. And there there's a small factor a small factor for an increase in there, but if if something extreme happens, then then yes, we're we're going to have some issues and and have to have a conversation, but we'll we'll do our best to make purchases in a timely, cost-effective manner.
>> Thank you. And thank you to all of you who have sat here. Uh with us all tonight for your service. That's it. >> Thank you, Councilwoman. Anything else from council before I ask a couple questions to wrap us up? Mr. Callian, >> I got 10 seconds. That's it. >> Mr. Evans, >> hit the hit
>> real quick. Can you um on the chart for the um sick leave? >> Yes. >> Can you add the uh updated years? I know you didn't have time the other day, but just >> um not anytime soon. That took quite a while. You see, look on Michelle's face. That
took a while to put that together back in 2022. So that's not something if >> you could just get with her and just >> I mean if there's a I mean to redeploy my resources it's a lot. Is there a reason a motive that would >> No, because it was stated that >> No, no, it it was stated that it came down. I'm just curious. I mean you
obviously know how much >> Yeah. >> You got So just how much did it come down? That's all I want to know. >> Oh, I I Yeah, I thought all those charts updated and everything else like that. >> No came down. It was like >> next next meeting, not now. >> Yeah, I'll get that in a minute here.
>> I'm done. And then hey, just so you know though, uh you made the statement that um you and I appreciate your your thoughtfulness in this that you didn't want to um hire uh add four new hires and then not have the the reoccurring
money coming in or funds for the following year. You didn't want to do that to anybody. That's not your responsibility. It's our responsibility. It's council's responsibility. It's not even the mayor proposes a budget. It's our budget. >> We There's not a dollar spent in this budget book
>> that we don't have control over. So, it's our budget. And I would hope that uh and I appreciate your thoughts and not wanting to leave a problem for anybody else, but it's our budget. So, and that would be next council's problem, next year's council's problem
to address the shortfall. So, I I appreciate your thoughts on that. Thank you, Mr. >> I agree with you. Thank you. >> Mr. Evans, if you could please send the presentation again like everyone else to Mr. Miller to share. I just have a couple operational questions. I appreciate all the information that was
shared earlier by the department, Mr. Evans. I'll read through it on my own time. Just a couple operational things I want you to answer. Um while I have you here, it was referenced uh Kataka Road doesn't have a an officer. Correct.
>> That is correct. Currently there's not one assigned there. So currently there's not. How long has that been practiced or when's the last time it was standard operating practice in the department to have one there? >> Fall park. It
>> I five year. Has it been a long time? >> It's it's been a long time. Yes. >> Understood. >> Okay. I I heard never from the audience. >> No, it there there was um an officer there for some time. I would say
probably 15 years ago. >> Okay. So, >> yes, >> maybe maybe 15 years ago there's an officer there. Yes. There hasn't been one there >> since then. >> Yeah. Just to to clarify though, when all five fire officers are working,
there is an officer at Kataka Road. It's once we lose one, once there's vacation, personal day. >> That's with current current practice. >> Yes. Okay. So, there's five officers on duty and then if no one's off, someone's at Kataka Road.
>> That's correct. Understood. The um we had gotten some information about mandation. I know I asked for it the other day. I appreciate it. Am I correct in that in the last seven weeks it was 28 mandated shifts?
>> Yes, sir. According to our software from September the 18th when we started keeping track of this information to the 8th of November uh what I submitted to you showed 28. That is correct. >> So about one shift every other day roughly. I mean the math doesn't even
out exactly. >> Okay. >> And then is that the same is that the same person getting mandated each time or is there a rotating list? >> I know you said I believe there was anou changing how that's handled. This was since the rotating list came about. So it wasn't the same person over and over
again like >> you just you just roll through the list. >> You're correct. It's it's in reverse seniority. It starts at the bottom at the least senior person and then works its way up the list to the most senior person and then would come back around. So, >> so with these 28 mandated shifts, would
that mean I mean I guess potentially depending on who's on duty and such, some people may have got mandated more than once, but you are rotating through so the same person's not getting hit with the mandate every time. >> That is correct. Understood. And then
the 39-hour rule, uh, I know it was brought up how long that's been in effect. Is that a is that a city of Bethlin rule or where does that rule come from? To my knowledge, that's a rule that originated in the city of Bethlehem. I'm not
>> familiar with any statutory requirement or a code requirement for that, but >> Okay. I'm being told 1985 that came about. So then uh as long as you have been in a leadership role chief, do you know if it's ever been an ask of the
fire administration or the union leadership to amend that rule? Make it longer. Make it shorter. Hey, I'm good with working 48 hours. No, we can't be working more than 35 hours. So I there there was discussions during
our our labor management meetings about the possibility of extending that time because the the 39-hour rule was put in place to prevent people as a safety measure to prevent people from working more than 39
hours straight. >> So during labor management, I don't even need to know the name of the person. Did that come from the administrative side or from the union side? >> It did not come from the administration. Understood. We have four platoon. Correct. >> Uh we have four suppression platoon and the one fifth platoon for inspectors.
Understood. Four suppression. Yes, sir. >> So the four suppression platoon and I know that you know you deploy your staffing as you can. There's a lot of different schedules out there. >> Has it always been four platoon? Has that always been common practice? where there ever I guess what I'm getting at is you probably you probably do three
platoon and have bump your numbers up per shift because then you're just dividing your manpower by three instead of four. Was that ever a practice or and I guess my followup to that just to to abbreviate is the schedule negotiated in
the CBA? >> Uh so my answer to part one is to my knowledge that has always been the the 4-day schedule. >> Okay. And uh part two of that would be that is in the collective bargaining agreement. That is that is something that's been in there for a long long time. >> Okay. Thank you. And then uh I think the
last question I had uh Mr. Evans had given us a breakdown of kind of where each platoon is at with their manpower currently. Would you ever shift a firefighter from one platoon to another if you know that there's going to be a long-term uh injury or something like that?
>> As a matter of fact, that was done last week. one of the young firefighters who got moved according to the collective bargaining agreement is sitting in here tonight. Understood. >> Um when the fourth individual was unable to complete the requirements of the fire academy due to their medical illness, I in order to make the shift platoon equal
or as equal as possible, I exercise that clause in the contract and had to move an individual office platoon onto a platoon with an opening. >> Thank you. It just helps my understanding of what what rights you have to try to balance things out. >> That's done by seniority and that is also in the collective bargaining agreement.
The uh thank you. The only other question I had was for our EMS director. If you could just briefly tell me with the changes that we made of adding four paramedics on a on a typical day shift, how many trucks are out? On a typical night shift, how many are available?
7 days a week, we have three trucks from 8A to 8P. Overnight, from 1,800 to 0600, we have two trucks. With the addition of the four paramedics, two of those positions were for supervisors. So we now have
supervisors assigned to each of our four four platoon. Two of those paramedics work 11 to 11. Now start to do the math. You know, you're not going to get seven days a week out of them. So we looked at peak days of the week and those that
truck is then staffed Tuesdays, Wednesdays, Fridays for 12-h hour shifts, and every other Monday is an 8 hour shift. Thank you, sir. >> I don't have any other questions. Anything else from council before I move it on? >> Mr. Cologne, I do have a one quick
question >> if it's okay. >> Can you hear me? >> Yeah, I can hear you. Go ahead, Councilwoman. >> Thank you. Um, I'll turn my camera on. >> Hi. Um
what is uh uh chief what is the uh shift schedule pattern for our platoon? I know that it can vary. It can be 24 48 48 96 etc. So what is our typical uh shift schedule?
>> Our suppression personnel work a what we classify as a four on four off schedule. They work two day shifts followed by two night shifts followed by four days off in a row. So, you say two day shifts, two night shifts, and then four days off. >> Yes. The day shifts are both nine hours.
The night shifts are both 15 hours, and then they have a 4-day off cycle. So, they they pack their entire work week plus into those four days. >> Okay. And so, the day shift goes into the night shift or no, they go day, not
the night, day, not the night, and then night. >> That is correct. It would it would be day day night night off off off is how is how that would work. >> Okay. So on the occasion when someone would have to uh work backtoback shifts
that's when we're talking about that 39 hour rule and of course after that 39 hours they would then get their four days off. >> Well it depends when that fell in their shift rotation. So if it if for example they were night shift, they were
mandated for a day shift, they would work their 15 hour night shift, they would be mandated nine hours, then they would still have to work their 15 hour night shift. >> Got it. >> Then they would get to go home. But >> and that's then that's the 30 that's where you hit the 39. >> That would be the maximum amount of hours they can acrewue without having to
go home for safety purposes. That's correct. >> And how long do they have to be off? >> So we require that they be off for at least one full shift. So I I believe that number is either eight or nine hours. It would be the nine hour day shift.
>> Okay. >> Or they were eligible. >> So it is possible that then they would have to come back in for another night because they were scheduled for that night. >> Well, they they would not be their shift would have been over for the week. So they would not if they're not working and not in the firehouse, they would not be mandated to work a shift. Only
firefighters who are currently on duty would be mandated to stay. We cannot and do not mandate anybody to come in from home to fill a shift. That is strictly voluntary. If no one volunteers for that overtime, unfortunately, someone who's working on the current shift, whether it be day or night, would have to stay to
fill that vacancy, >> right? But what I'm saying is, so if you do the day day, night, night night, and then four days off, right? Fine. So you're so you're there for the day, then you have to stay for the night because somebody called off and you're you're working that overtime and now that
bleeds into your next day shift, >> right? >> And then you Right. So you're going to hit you're gonna you're gonna that's you're going to hit in your four days, right? So you're still then you're going to have your four days off. That's the part
I'm struggling a little bit to understand sort of where that breaking point is. You're saying that it's possible to work 39 hours consecutively and then still have a shift left in your usual 4 day shift.
>> No, you can't you cannot work a more than 39. It's you're done then. >> Correct. So, for example, if somebody was scheduled to work a trade a day or something, which is you're being permitted to work in place of another firefighter, you traded shifts. >> If let's say for example, they were going to be mandated, but they had a a
trade a day or trade a shift in place, they couldn't be mandated because that would have put them over the hours. So, we would have to move to the next person on the list. >> So, never more never more than 39 consecutive hours, >> right? But then they what I'm what I'm trying to get to is then they definitely
need to have a shift off. But it's possible they're scheduled for that after that shift off for another shift in their week in their four days. Like they may have one more shift left, one more night shift left in their >> that is potentially >> depending on how it all falls.
>> Yes, that is potentially possible that they would have to they would work the overtimes, have a shift off, come back and have to finish the rest of their shift. That is that is possible. Yes. And then they would get their four days off. >> That is correct. >> Okay. So, four days off. Four days. Okay. Thank you. I really really appreciate you going over that with me
because I know it's different in all different um you know, all different fire departments do it a little differently. And so, uh it's good to know exactly how that works. And I really >> And I apologize. I didn't quite follow the question at first. I apologize.
>> No, that's okay. It's complicated. It's it's can, you know, I mean, a lot of us, you know, we work 8 to 5 and sometimes still six or seven depending on, you know, the the amount of work we have or whatever. Um, but we're used to more of like a regular traditional fiveday work
week and and so you guys do it, you know, obviously differently. So, um, I appreciate you going into a little more depth with me on that. That was really my only question. Thank you. >> You're welcome. Thank you. I'm going to move it on to public
comment. So, we have six individuals signed up. I remind everyone of our fivem minute time limit starting with Mr. David Ruff. >> Excuse me while I stand up. Don't start the clock yet. >> We were supposed to be back at the home
hours ago. Thanks for waiting hours to use that joke, sir. >> Maybe we should have uh economic development by themselves one night. >> Uh
uh hopefully you all received my email that I sent to the city clerk. You have any questions on that, feel free to to uh ask away. What
I picture the staffing on the fire department as a grievous wrong which has been perpetrated for years, year after year after year. It's like
institutional memory. You know, you ask somebody, "Well, why do we do it that way?" Well, that's because we always did it that way. Well, why did you do this this way? Well, because we always did that way. They don't really have a reason. It's just institutional memory.
And that's what I think we as a fire department has put up with for years. I said 1976, I got hired. Here it is 50 years later. We had more firefighters back then than we have today. It's ridiculous with the
growth of the city. All the thing, it's absolutely ridiculous. There was 127 police officers when I got hired. They moved up to 154. Fire department. Nothing. No EMS
service. No EMS service in 1976. Now we have a 20man paramedic service. Where's the fire department? We're actually below our 1976 standards.
Explain this to me. Really? As far as apparatus, I want to thank Mayor Mayor Smith administration. He's the one that actually identified a really important need to upgrade our
apparatus. Prior to that, we had Prior to that, we had our city mechanical bureau welding old street signs on the floor to keep us from falling from falling through the apparatus. Absolute absolutely the pits
we get inside effect that hope it would start. Uh so that all started with with me with with Mayor Smith and I'm glad that the administrations after that have kept up with the same thing because that was really a piece of
work. Um, in January of 1988 89, we had the Hotel Betham fire that was on the fourth floor. Five individuals lost
their life. I think there was 14 that were injured. There was a cry from the public about the fire service. Thank God at the time of the day uh it happened late enough in the morning
where the oncoming shift was coming on duty. So we didn't have the normal delay of call out that we would have normally had. Um but we still lost five souls on that fire. I went through and I went through
three SCBA bottles which is a total no today. It was only after three bottles I they they shift me off to rehab and say sit down. uh 2008
mechanic street fire. We lost four children in that fire. I think there were five, seven, 11 and 13. You know, again, we heard public cry
about the fire service. There was a big investigation about the fire service. Um, Hard Avenue 19 2008 when Liberty High School won the
football state championship. They beat Berwick. We had a We had a structure fire. We called second alarm. We called a third alarm. We called Everybody was not in Harrisburg. There were nobody
showed up. You know, you can't rely on that. You have to have onduty personnel. And as I said in my in my email, perfect world, we'd have 130 firefighters are the job and 26 per shift. And if you
count the number of engines and aerials, there's four seats in those apparatas for a reason. There's supposed to be somebody's butt in those. >> Thank you, Mr. Roof. I do want to give everyone an opportunity tonight. >> Well, or this morning. >> I'm good.
>> Thank you. Our next speaker, Gene Novak. >> Okay. I'm Gene Novak. I was in the fire department 42 plus years. When I got on, we had 115 firefighters. We also had eight fire stations. We're
down to four right now. And what I would ask council or even the mayor and the rest of city uh officials, how would you feel when a firefighter
would when you would have a a structure fire and you have only three or four firefighters show up at that time, especially if you have another one. At times when I worked, I had three calls at one time.
Okay. So, I'm all four hired more firefighters. Thank you. >> Thank you, Mr. Novak. Our next speaker is Daryl Higgins. >> Uh my name is Daryl Higgins. Uh I'm a
lieutenant on the third platoon. Uh before I got promoted, I was also the driver of engine 9. Um so as a lieutenant now and a previous driver, I think I can give a little bit of a um insight to what actually happens out
there. Um we saw a lot of things tonight, a lot of PowerPoint presentations, a lot of numbers, but we didn't talk about one time about trucks going out the door. Um, we had uh I had a conversation when I took that
bid out there with actually a senior man on the the our shift um how we would handle emergencies and every time it always came to uh we're going to have to figure out what we're going to do until
somebody else gets there. Um we're kind of out on our own. We were out on our own there. Uh it was usually a couple minutes before the officer would arrive from company 6. Um and when you have two firefighters assigned to a station, you
really only have one. Um the other person who's driving that apparatus is responsible for that. Um the only other person that can do that, do any other job is your hoseman. Um so there's a
number of things that have to happen uh when we get to a scene. We have to do a scene size up. We have to hit a hydrant. We have to pull a handline. Something gets sacrificed when we don't have that third person there. Um we I as an officer have a job to to assess the
building to a 360. Um and as a driver I was having to do that uh when you know I could be doing other things. Um, that's realistically like we always hear uh many hands make light
work. That's really what it is. Um, the fact that we didn't have one before doesn't mean we shouldn't be doing it now. Um, we we sacrificed a lot. We got away with a lot. I'll put it to you that way. Um, real quick story. I was working
as a officer at at uh Company 6 and we actually got a call to Muenberg Hospital for a reported high high occupancy structure fire. Um again, we don't know that. We don't we don't know what it is.
We have notes. We kind of have a calling party will kind of give us these things. Um, the other thing we haven't heard too much about is NFPA 1710, which is a career fire uh staffing recommendations. Um, there was a nursing home facility
fire in Massachusetts earlier this this year. Um, that department, Fall River, Massachusetts, about 90,000, a little bit bigger than Bethlehem, but within what was it? uh 16 firefighters were on
scene within 3 minutes to Muenberg Hospital and actually sorry they had 33 firefighters on scene within 15 minutes nursing home fire 10 residents un unfortunately died um
according to NFPA 1710 42 firefighters should be on scene for for a fire like that within the first 10 minutes we sent Seven. Seven. So, when we talk about numbers and
forced overtime, we completely forget about what we're actually doing on on these scenes. Um, we can I can present numbers, you know, I I've got a whole bunch of other numbers that I can pres present that would would show us in a
better light as well. Um, but Chief Oh, I think he left here. uh he said his his number was three cylinders uh for an SCBA. My record's six. So, we're not getting better. Like, this is the
problem. Uh when I got hired, we had 114 as well. And I got hired in 2014, and that number has been going down. I looked at the budget documents. That year, there was 82 firefighters budgeted for, not 76. And
that even went down from 88. So we're trending down. I don't again maybe I should have been involved a little bit more, but I don't know how it kept going down from 82 down to 76 now.
Um, you know, I I you want to make decisions based upon data. Data is great, but you can tell that data whatever you want it to say. What we're telling you right now is we don't have enough people. Thank you. >> Thank you, Mr. Higgins.
Our next speaker, Lou Jimenez. I was going to have a speech tonight, but it's too late. So, I'm just going to go off this. I've seen presentation tonight like I've never seen before. I've seen a business administrator come up and basically give the fire
presentation. That's not a dig against our fire administration because they're very capable. We talk about having subject matter experts. We're talking to you as subject matter experts. Our chief and our deputy chief are subject matter experts as well.
All that data that's up on the board that was shown about overtime and and trends and talking, that's not from a subject matter expert in the fire service. Maybe he's subject matter expert with numbers, but I think
this whole room needs to have a clear understanding of what we do. And I think it is not fair to have our well-being judged from people that don't know what we do.
So maybe it's time for better collaboration. Maybe it's time that city council sits down with us, the resident experts, and goes through it. You know, we don't understand numbers
like Mr. Evans does, but here's one thing. We each have a heart. We're not a number. And I'm tired of being treated like a number. I'm tired of my members being treated like numbers.
Okay? We're human beings with families. We're telling you that we don't have enough people to work. We've lost 10 positions in the last 15 years. We lost a fire station. We lost another fire engine that was supposed to not be lost.
However, it's never in service. You know, it's it's ridiculous. We talk about NFPA 1710 and having standards. You know, they get shrugged off. Why? Because of numbers. It's all about
money. You know, it's going to take a firefighter to die in this city in the line of duty for everybody to learn that, you know, and I'm giving this passionately because this is something that I do. I will represent my members
till the day I die for more staffing here. It's a serious problem. It's something we need to fix together. We need to come up with a plan. We did agree on a study. We did our own study.
Our own study started in May of 2024 because we have identified these problems already. And we've been talking about these problems every single day since the day I've been hired. And as you could tell, there was people here with much longer
time. Staffing's been an issue. So yes, I'll say this. I'll speak for myself in this term. I do feel like a stepchild in the emergency services in the city of Bethlehem because every as everything else goes
up, we go down. We make sacrifices each and every day. Our fire gear has to be to be be towards NFPA standards. If not, we can't use it. But we could work without NFPA
standards. They don't matter. They don't matter. And I know it cost a lot of money, but all we're asking is to move in the right direction. We're asking for a simple increase. And I know it takes money, and I know it takes time, and I know it takes effort
from everybody because we're a team. And we need to help each other. We can't sit here and argue about a PowerPoint or when a study came around or all that because eventually somebody's going to die right there.
And then just like the gentleman said the other day, you'll be putting your hand out saying he was a hero. And we're here telling you, we told you so. Each and every one of these gentlemen here are fine individuals and deserve to
have the crew they need. This city deserves the staffing that they need. We need to work better together. We need to stop this fighting about money. We need to find that money. We need to find that money for those four positions and
we need to find that money for four more positions after that. If we got to raise taxes, apply for safer grants, it needs to happen or somebody's going to die. Our study started in May of 2024
and it took 18 months and it's the same data, same CAD data that the city's going to use. Data doesn't lie. >> Thank you, Mr. Jimenez. Next up, Robert Emboden.
Robert and Bowden. I'm one of the VPs here at Local 735. Um, I spoke the other night to most of the people in this room. Um, I have a speech just like my president, my brother Lou Jimenez did here. Um, after listening to some of the arguments and some of these powerpoints and these numbers and these figures and
watching body language around the room of what some people look and think are important and some that aren't, it's kind of disgusting. Um, we've sat here for years and years like uh former retired chief uh roof said from his time
to I don't care if y'all like be um excuse me reiterated from the time I was hired all the guys before me and now all the guys you see sitting here okay our numbers have decreased and decreased and decreased. We can talk about capital budgets making them say we put all this
money here. Okay. We have operational budgets. Two different things, right? We can't operate and have people to put in those seats unless we have the money for it. And I appreciate the councilman that sit here and are dedicated to showing that it is possible to find this money.
While some other people may may almost make it seem like it's not possible. Nothing is possible. Nothing is impossible unless you want it to be impossible. Okay, I'm an Iraqi war
veteran. Okay, we did a lot with nothing and we lost a lot of our brothers because we didn't have what we needed. Okay, we don't need this city or this fire department to continue to do with less. We knew that there was a problem.
We were proactive about it. A lot of the stuff that this city past this administration, okay, has done has not been proactive. We are reactive. It is a false hope. It is a false mentality. If you want to know how the fire industry works, I implore you as council members
to come out from them chairs. Come out to our fire stations. Look at what we do. Ask us questions. Learn about our industry. If you don't know what we do, we will inform you. We are the subject matter experts. The city pays us to go to school to become subject matter
experts. Our administration sends us to school to become even better subject matter experts why we're here agreeing with councilman earlier about these studies. There are some studies in life that make sense. Okay, but I I'll leave
you with this. Liars figure and figures lie. Okay, you pick a study, you put the inputed information that you want out of it. You can generally get it to generate and say whatever you want unless you're not being objective. Okay, that's the way it is. That's the way we
look at local government, big government, no matter what it is. Money is a huge constraint on what we do and what this city does. And it will always be. But first and foremost, I said this the other night, I'm going to say it again till the day I die. Nothing
happens in the fire service and any municipality in these United States and Canada for that matter unless a firefighter dies. We have a firefighter sitting right here that came from York, Pennsylvania to take this job because it's his hometown. And I guarantee you, he could tell you stories about the
firefighters that died in York, Pennsylvania a few years ago and why they made the changes they did after the fact of what happened. It's not the first happening here in Pennsylvania. It won't be the last. We have plenty examples. Please, if you're going to make these decisions, make them looking
at your brain and your heart at the same time. Sleep on them. come back to the table and let's do this together. We can all come to an agreement that we aren't always going to agree on everything, but we need to go like President Jimenez said in the right direction. We're not
going to get 130 firefighters on the line tomorrow. We understand that. We've had those conversations, but at the same time, we need to feel like we're working that way. And right now, I can tell you the majority of our body does not feel that. Thank you for your attention. Thank you for your time. and thank you
for being here as late as you are. >> Thank you, Mr. Emboden. Our last person signed up, Kyle Dolton. >> Hello everybody. Kyle Dalton. I'm a labor leader with Local 735. Um, just like the other gentleman who spoke, I prepared a five and a half minute
speech, but I'll I'll spare you the details of that. Um, >> you only get five. >> Yeah, exactly. Um, there's a couple things that were was talked about tonight that I wanted to priv provide my own insight about and I'll probably hear about it back at the union hall, but
there are a couple things that I agree with some of the people here about. Uh, first regarding the safer grant. Um, I'm a member of the grant writing committee for local 735. I did a lot of research regarding the safer grant. Uh we do not and have not qualified because we do not and have not staffed the fire department
to the budgeted level. Uh until we do that, we will not qualify for that funding. We have to meet or exceed our budgeted staffing level and add new full-time employees to secure that funding. Um regarding the city study, I
I support it. I sat in a room with everybody that we keep hearing about. Um the problem I think with the local is that when the RFP came out there was a betrayal of trust. I think a lot of us had hopes and expectations of
what the study would produce and the asks from the administration did not mirror the conversations that we had or the collaboration that we expected. And maybe that's a failure of the locals leadership for not addressing that with the administration before coming to
council. But um that is where I think a lot of the confusion is coming from um about the collaboration regarding the city study. Um the last thing I'll do and this is probably a point of personal privilege. Um it was said on Tuesday
night I wasn't here but I I was able to watch from home that when people come to work here they don't leave. I would not be surprised if your firefighters start leaving. I know of half a dozen people that are seeking employment in other
places. Um, and if things do not change, not just regarding staffing, regarding our SOPs, our operating procedures, the culture in the firehouse, the morale, I will probably be seeking other employment too. This cannot continue the way it is going. Um,
I left a really good job to come here and be a fireman because I wanted to be a fireman and this is not what I signed up for. Uh, so I'll be here after if anybody wants to talk to me. Thanks for your time. >> Thank you, Mr. Daltton.
That exhausts our list of who had signed up in advance. Uh, we still have 13 minutes till 2 am. Uh, I'll go around the room. Is there anyone else who wants to make comment tonight? You had to encourage him, Mr. Jimenez, didn't you?
Hello, my name is Jack Meshi. I'm on the B platoon and I'm also a trustee. Um, I just want to take a quick second and ask you if you know what this means. When I first came up here, I came from a department where I was on a single man
engine. And that's one person driving an engine to a call. I was told when I got hired by this department the phrase you're on John Wayne time. I'm gonna ask you, do you know what that means? Because in the fire service when you're
on the John Wayne time, you're on your own. And that is the most deadliest time for a fireman because I can make one mistake and someone has to make a phone call to my wife and tell my four kids that their dad's not coming home.
Luckily, I came to Bethlehem and I have a partner. But when I ride out on engine 9, I'm John Wayne in it because my engineer has to stay with the rig. And if I have to wait for my officer now, we have gotten lucky
with everything that we've done. Why do we need to wait for something bad to happen to one of us, your employees, for something to get done? I know it's a money issue. we can find the money
because I guarantee you none of you have had that opportunity to be John Wayne in a fully involved house fire or a room of contents fire and you made a mistake fall through a floor or something bad happened to you and then somebody has to make that notification.
I personally went to a fire at 2 am working down at this apartment where I watched a 27 year old female die in a window because no one can get to her because the building was chopped up and we didn't have enough guys enough guys and she could have jumped out the window
but she didn't. That sticks with me and that happened three years ago. So we've been to fires. We've seen stuff that normal people should not see on the daily and we and
as firemen we take care of ourselves and then this is an issue that we care about is we're not asking for a lot. It may seem like it. It's possible to get this done. Do not let one of your employees suffer the consequences. And do not make
yourselves have to make those notifications to our families because I'm telling you right now, who's going to take care of my four kids if I'm not around. And that what kills me every day knowing that that's my job. I've signed
up for this and I love my job. I love it. I'm born to be a fireman. and a family full of cops. I'm the only fireman. I'm born for this job. I love my job. We're not asking for a lot. We're asking for a little help. And that's all I'm
going to say. Thank you. >> Thank you, sir. >> Anyone else left? Anyone to the wide center? John Roof. Uh, I was up here Tuesday night. Talked to you guys for a little bit. I got
numbers for you. City of Bethleam, 19.4 square miles. City of Allentown, 18 square miles. We got them beat by almost a mile and a half. Allentown has six stations. We have four.
Every engine that they that they man is two firefighters, one officer. Every ladder truck has three firefighters on them. Our numbers, we have two frontline engines that have two firefighters
and one officer on it. Our busiest engine in the city, engine six, I drove for many, many years. Probably about eight, nine years. It's the busiest engine. Those those call logs you put up there, they probably cover at least twothirds of them.
They're second due in just about every district. They're first doing theirs. There's a structure fire, they're going. There's an enttrapment, they're going. That engine doesn't have an officer on it because it's sitting on a utility truck covering company 9's district and
company 6's district. When nine has a call and utility officer has to go out there, then six gets a call. Well, now you got to play the officer shell game. Well, next closest engine five. Now the northeast isn't protected with an officer. I will bring over from from
the south side. Just on the 17th there was a little fire that a shift had. Every piece in the city was there except one engine 3. Two firefighters on it to cover the rest of the city. I don't know when the when that call was. Chief, when was the John the
Johnson drive call? You were there as lieutenant. You had the junior firefighter with you. Guys went inside. I was driving engine six. I was driving like a bat out of hell to get to y'all because I knew it was just YouTube by itself. Pulled up. I had to get a line going first. They're calling for a
second line to come in. I had to get a supply line to engine five. We pulled up. Flames are through the roof. They didn't know it. They were inside. What' you say? It sounded like a freight train above your head. We finally gave the order for them to back out. Within a
minute, that ceiling collapsed. That roof collapsed. That was a near miss. That would have been a tragedy. They locked out. >> I don't want to pick on you. Your presentation was great. >> I'm going to ask you to address council, sir. Oh,
>> I'm sorry. I I was going off of of her presentation. Economic development is important. It's amazing to see how many buildings that are coming up. Everybody that we want to help, but with all the buildings, you have to have your infrastructure. Your first responders are part of that infrastructure. Police,
fire, EMS. Without the proper manning, we can't handle that. Like everybody's saying, we're not asking for much. I'll leave you with this. Too many times in our profession, everybody's reactive. It's time for
y'all be proactive. Thank you. >> Thank you, sir. >> Gentleman in the middle. >> Hello, my name is Brady Row. Um, I went through last year's Hack Academy. Uh, I just gradu graduated in January of this year. Um, I took this job because
Bethlehem is home. Um, I love being a firefighter and this is where I wanted to do it. Um, I grew up here and even though I moved out, this city is still home. The firehouses aren't called fire are aren't
called houses for a reason. Um, and within those houses are family. These are my brothers over here. Um, I have a lot written down, but due to unsafe practices that I I see due to
lack of manning, I'm worried about the safety of my brothers. If something happens to them, I don't want to have to go to a funeral. I'm going to because again, it's my family.
I don't want to have to um I don't need data to tell you that we're low on men. You can see it. Come to a firehouse one night. We can gladly talk about it. But
it's pretty much all I have to say. So, thank you. >> Thank you. >> Anyone else in the center to make comment? anyone to the right. That's going to conclude our public comment this evening. I do want to remind everybody
we will have if there are proposed amendments which have been discussed. I'll remind everyone to submit them to Mr. Miller by this coming Tuesday at noon. Again, I encourage everyone to use your resources whether it be attorney Stewart, the clerk's office to prepare those
amendments. Uh if anything is proposed by the deadline, then we will have our final budget meeting Thursday, December the 4th at 6 PM here in town hall. The final reading of the 2026 budget ordinances will take place on Tuesday,
December 16th at the final council meeting of the year. Get home safe, everyone. Suppose your meeting is journ.