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From YouTube: Committee on Children and Youth 3-6-2018
Description
The Committee on Children and Youth of the Council of the City of Philadelphia held a Public Hearing on Tuesday, March 6, 2018, at 1:00 PM to hear testimony on the following item:
180049 Resolution authorizing the Committee on Children and Youth to conduct hearings regarding the impact of unpredictable and inadequate work hours on the wellbeing of families, and examining the effect of unstable work weeks on children and caregivers.
Committee on Children and Youth
Chair: Councilwoman Helen Gym (At Large)
Vice Chair: Councilwoman Blondell Reynolds Brown (At Large)
A
Good
morning,
everybody
this
hearing
is
called
to
order.
This
is
a
public
hearing
at
the
City
Council
Committee
on
children
and
youth.
The
purpose
of
this
public
hearing
is
to
hear
testimony
on
resolution
number
one:
eight,
zero,
zero.
Four
nine
I
recognize
the
presence
of
a
quorum
of
committee
members
committee,
members
in
attendance,
our
council
members,
Reynolds
Brown
vice
chair
of
the
committee
and
council
members.
Kenyon
is
Sanchez
also
joining
us.
Our
council
members,
Green
Keenan
and
Jones.
A
So
it's
great
to
have
everybody
here
today,
especially
such
a
full
room.
Thank
you.
Everybody
for
coming
out
I,
especially
want
to
thank
everyone
for
coming
to
this
hearing
about
how
unpredictable
schedules
and
inadequate
work
hours,
impact
the
well-being
of
families,
children
and
caregivers.
This
issue
is
a
critical
one
here
in
Philadelphia
for
more
than
a
hundred
thousand
of
our
neighbors
fellow
parents
and
community
members
who
are
doing
part-time
work
in
some
of
the
lowest
wage
areas
of
the
local
economy,
including
food
service,
retail
and
the
hospitality
sector.
A
Our
economy
is
changing
and
it's
changing
rapidly
and
today,
huge
swaths
of
philadelphians
are
now
in
a
part-time
workforce
that
affords
them
too
few
protections
and
where
a
lack
of
standards
has
allowed
for
troubling
practices
that
potentially
expose
parents
and
caregivers
to
unsustainable
work,
environments
and
family
lives.
The
fact
of
the
matter
is
for
too
many
people
in
our
city.
The
deck
is
stacked
against
them,
and
it's
stacked
against
us
as
a
city
that
strives
for
better.
There
is
no
tax
plan.
A
That's
going
to
address
these
needs
they've
waited
too
long
for
a
state
that
has
failed
to
raise
the
minimum
wage
and
fought
against
a
funding,
fair
funding
of
our
schools.
It's
time
to
talk
about
what
we
can
do
about
this.
This
issue
matters
for
anyone
struggling
with
work-life
balance
and
especially
for
women
for
parents
and
those
caring
for
their
own
parents,
for
workers
seeking
new
training
and
opportunities.
First
students
and
returning
citizens
striving
to
get
their
education
and
for
all
of
us
who
understand
that
stability
and
work
is
intrinsically
linked
to
stability
in
life.
A
It's
easy
for
a
lot
of
us
facing
seemingly
large
issues
to
want
to
debate
immediately
into
the
finer
points
of
policy
and
that
time
is
going
to
come,
but
not
today,
today,
we're
here
to
understand
the
scope
of
a
problem
why
it's
incumbent
upon
us,
as
City
municipal
officials,
to
pay
attention
to
this
area.
Why
we
can't
talk
about
poverty
without
talking
about
the
ways
in
which
intentional
or
not
people
who
seek
work?
A
Who
want
their
education,
who
want
more
opportunities,
are
kept
in
poverty
by
systems
within
our
control
to
address
I'm
talking
about
a
mom
named
Shakira,
who
came
here
from
burkina
faso
and
as
a
beautiful
three-year-old
son,
she
works
part-time
for
a
national
chain
of
upscale
grocery
stores
and
gets
her
schedule
for
each
work
week.
The
day
before
it
starts,
she
hasn't
been
able
to
figure
out
a
regular,
affordable
childcare
for
her
son
because
of
her
unpredictable
work
schedule
and
with
her
tight
budget.
A
She
can't
pay
a
full
weeks
rate
for
regular
daycare
because
she
knows
she's
not
gonna
use
most
of
it
and
then
she'll
have
to
pay
for
extra
or
destiny
a
single
mom
with
a
14
month
old
baby.
She
works
for
a
big-box
store
as
a
cashier,
and
she
calls
in
every
single
weekend
to
find
out
what
her
work
schedule
is
for
that
for
that
week,
starting
on
Monday,
and
that's
also
when
she
finds
out
how
many
hours
she's
gonna
get
for
that
week.
A
She
can't
supplement
her
income
with
a
second
part-time
job,
it's
hard
for
her
to
figure
out,
rent
and
because
she's
assigned
so
few
hours
she
doesn't
even
qualify
for
childcare
information
services
funds
to
help
with
her
childcare
costs.
We
already
know
that
this
type
of
scheduling
leads
to
little
time
to
make.
Arrangements
for
family
needs,
let
alone
to
find
alternative
sources
of
income.
A
We
know
how
it
impacts
workers
of
color
by
unstable
scheduling,
and
we
also
know
that
if
we
want
a
vibrant
city,
we
have
to
have
stable
working
families
who
are
able
to
put
the
dollars
they
earn
back
into
our
local
economy.
The
instability
and
it
poverty
attached
to
involuntary
part-time
work
holds
us
back
in
terms
of
our
own
potential
as
a
city
and
a
growing
body
of
research
shows
that
part
time
work.
Statistics
backed
up
the
poor
labor
standards
that
disproportionately
affect
people
of
color
and
immigrant
communities.
A
So
we're
at
a
crossroads
here,
a
city
which
faces
the
challenges
of
growing
desperation
and
income
disparity
or
one
in
which
we
can
hear
the
voices
of
our
communities
and
promise
them
a
fighting
chance
for
a
stable
life
and
a
home
that
they
can
work
for
if
we
care
about
evictions
about
education,
adult
education,
returning
citizens,
if
we
care
about
our
Millennials,
we
have
to
open
our
ears
and
hearts
to
the
stories
that
will
be
presented
today
and
I.
Look
forward
to
that
conversation.
B
Good
afternoon,
to
get
some
visitors
and
to
members
of
this
committee,
Councilwoman
Kim
or
the
occasion
of
the
celebration
of
Women's,
History,
Month
I,
think
the
time
is
right
and
right,
our
IPE
for
us
to
more
closely
examine
this
issue.
It's
one
that
is
not
going
to
go
away.
The
challenge,
I
believe,
will
be
to
find
the
delicate
balance
between
advocating
for
those
to
which
councilman
Councilwoman
Gilliam
has
eloquently
spoken
about
and
finding
the
soft
delicate
balance
so
that
small
businesses
are
not
negatively
impacted
by
this
new
ultimate.
What
I
believe
will
be
reality.
B
It's
an
important
dialogue.
We
know
that
where
we
start
out
as
seldom
where
we
end
up,
but
if
we
don't
have
this
discussion,
then
there's
no
progress
at
all
and
that's
unacceptable.
So
I,
look
forward
to
the
dialogue
to
the
conversation
to
the
friendly
debate
to
the
I'm
sure
will
be
informed
as
well,
and
always
the
beauty
of
gathering
more
current,
accurate
facts.
B
C
C
What
is
a
public
discussion?
I
want
to
apologize
to
all
of
you
that
in
this
day
and
age
that
some
of
these
workers,
while
we
have
a
while
we're
entertaining
a
conversation,
have
already
begun
to
retaliate
as
we
see
in
our
criminal
justice
systems
and
others
where
we
get
further
penalized
for
being
poor
and
that's
a
sad
day.
And
that's
not
why
I
got
elected
and
I
look
forward
to
this
conversation.
D
E
I
know
you
all
are
ready
for
it
to
hear
the
Chamber
of
Commerce
a
little
later
on,
but
right
now,
workers
are
the
stories
that
we're
trying
to
hear
my
job
at
Petsmart
isn't
an
isn't
a
job
for
extra
cash
to
go
out
on
the
weekends.
It's
how
I
support
my
family
of
seven.
My
schedule
fluctuates
anywhere
from
ten
to
forty
hours
in
a
given
week.
E
How
can
I
possibly
plan
pay
for
bills
or
save
money,
not
knowing
how
much
money
I'm
going
to
get
in
my
check
at
the
end
of
the
week
my
dream
is
to
become
a
vet,
but
I
had
to
drop
out
of
school
to
open
my
availability
to
get
more
hours,
even
though
I'm
not
in
school
anymore,
I
still
don't
get
enough
hours,
so
you
know
it's
the
worst
of
all
worlds.
A
few
weeks
ago,
my
paycheck
was
only
110
dollars.
E
How
can
I
expect
to
pay
bills
for
seven
people
on
the
top
of
the
changing
numbers
of
hours?
The
timing
of
my
hours
is
consistently
fluctuating
with
no
regard
for
what
works.
For
me,
my
manager
knows
that
the
first
bus
that
goes
past
my
house
to
work
is
at
6:30
in
the
morning,
but
yet
I'm
still
scheduled
to
work
is
6:30
morning
shifts
and
I
turned
when
I
told
her
I
couldn't
afford
the
cab
or
an
uber
just
to
go
to
work.
E
For
that
many
of
days
she
said
well,
I,
guess
we'll
have
to
find
someone
else
who
has
no
problem
getting
here
on
time,
so
I
had
to
get
up
at
5:00
in
the
morning.
Walk
about
two
miles
to
make
it
there
at
my
6:30
a.m.
shifts.
My
co-workers
and
I
are
expected
to
come,
can
be
completely
flexible,
but
our
jobs
aren't
flexible
with
us
yesterday.
Something
happened
to
me
that
is
far
too
common
for
retail
workers.
E
After
two
weeks
of
scheduling
me
for
just
10
hours,
I
told
my
manager
if
I
couldn't
get
any
more
hours
that
I
would
have
to
resign.
She
told
me
not
to
bother
to
put
in
my
two
weeks
in
the
leave
right.
Then
it's
not
right
for
us
to
get
punished
and
to
even
lose
our
jobs
for
simply
asking
for
to
work
more
after
this
hearing.
One
PA
members
and
me
will
go
down
to
my
store
demand,
my
job
back
and
act
for
the
hours
I
need
to
survive.
E
Why
can't
these
multibillion-dollar
corporations
like
Petsmart?
You
know
they
get
a,
they
have
a
14%
tax
cut
and
they
can't
afford
to
pay
us
or
give
us
fair
hours
or
put
enough
people
on
the
floor.
That's
why
I'm
here
to
act,
City
Council,
to
give
us
a
Fair,
Work
Week.
These
companies
aren't
going
to
treat
us
like
humans
and
out
of
the
kindness
of
their
hearts,
I'm
going
to
keep
fighting
until
we
have
fair
hours,
fair
pay,
a
predictable
schedule,
ability
to
work
and
achieve
our
goals
in
life.
E
I
won't
stop
until
everyone
in
Philadelphia
is
able
to
work
regardless
of
their
hours,
regardless
of
what
time
they
can
get
up
in
the
morning
or
regardless
of
what
they
have
to
do
to
take
care
of
their
children.
My
job
is,
you
know
a
formality.
I
don't
have
to
go
to
work,
but
I
have
to
do
this
work
to
fight
for
retail
workers.
Thank
you.
F
Restaurant
workers
deal
with
so
much
mistreatment,
income,
insecurity
and
lack
of
control
over
our
own
lives
that
it's
time
for
us
to
tell
our
story.
I've
worked
at
restaurants,
where
the
schedule
came
out
the
night
before
I've
worked
at
restaurants,
where
bosses
will
cut
corners
by
hiring
servers,
they
only
have
to
pay
283
an
hour
instead
of
paying
the
support
staff
that
they
actually
need,
which
means
the
tip
pool
that
I
depend
on,
gets
shared
even
further.
F
At
the
restaurant
I've
worked
at
before
the
one
that
I
have
now
I
never
got
enough
hours
and
it
was
like
pulling
teeth
to
get
shifts
like
40
percent
of
pencil
Philadelphians.
Rather,
my
income
last
year
put
me
below
the
poverty
line
I've
had
times
where
I've
held
off
going
to
the
doctor,
because
I
didn't
get
enough
hours
that
week,
I've
had
trouble
finding
an
apartment.
I
could
afford
and
I've
alternately
ended
up
in
a
place
that
makes
it
hard
to
get
to
the
restaurants
where
I
could
earn
the
most.
F
That's
why
restaurant
workers
need
Fair,
Work,
Week
legislation.
For
me,
it
would
mean
reestablishing
a
sense
of
autonomy
over
my
life,
it
would
mean
I
would
be
entitled
to
predictable
hours
and
therefore,
more
predictable
and
less
precarious
economic
living
situation.
I
would
be
more
secure
in
my
job,
knowing
that
I
couldn't
get
punished
for
asking
for
time
off
and
I'd
have
more
time
for
things
like
my
involvement
with
Brock.
Of
course,
this
legislation
is
crucial
for
caregivers
and
families
and
I'm
an
artist
that
wants
time
for
my
art.
F
Class,
lastly,
hospitality
workers
everywhere
would
agree
that
we
are
not
just
our
job
and
we
would
like
the
dignity
to
work
towards
a
healthy
work-life
dynamic,
instead
of
being
needlessly
at
the
whim
of
owners
and
managers
who
devalue
our
time
and
our
humanity.
Thank
you
for
your
time.
It
doesn't
go
unappreciated.
G
G
My
name
is
Robert
key
I'm
28
years
old
I
worked
at
Target
on
sale
at
Avenue
and
I've
been
there
for
seven
years.
I'm.
Also
a
member
of
one
PA
workers
like
me
feel
powerless.
Our
lives
are
controlled
by
managers
and
CEOs
that
don't
know
the
work
that
we
do
and
don't
know
what
it's
like
we're
standing
up,
because
we
deserve
better
when
I
first
worked
at
Target
I
got
a
lot
hours
when
you're
training
they'll,
give
you
the
full
time
hours.
G
So
you
think
that's
how
it's
gonna
be,
then,
once
you
work
there
for
a
couple
months
in
they
start
cutting
your
hours,
but
at
that
point
you've
already
worked
and
spent
so
much
time
adjusting
and
training
to
the
job.
What's
the
point
looking
for
someone
else,
even
though
I
was
hired
to
work,
full-time
I
never
get
to
40
hours,
I
need,
even
though
I
consistently
ask
for
more
hours.
G
I,
usually
only
get
20
to
30
I
work
in
the
back
room
at
Target
and
they
always
want
us
to
work
faster
and
faster
and
do
more
and
more
so
there's
so
much
to
work
to
do
and
not
enough
time,
but
they
still
won't
give
me
the
hours
that
I
need.
At
the
same
time,
I
see
they'll,
keep
hiring
new
new
part-time
people
with
a
come
into
the
store.
Why
can't
they
give
you
those
hours
because
I
don't
have
enough
money?
I
still
know
my
parents,
my
paycheck
Barry
covers
their
bills.
G
On
top
of
that,
I
got
pay.
My
own
food
I
dream
of
living
on
my
own
of
being
independent,
but
I
can't
afford
to
save
or
even
get
my
own
car
insurance,
so
I,
so
I
can't
drive
my
car
and
all
we
had
to
rely
on
transportation
and
as
frustrating
as
my
situation
is
a
lot
of
my
co-workers.
Have
it
worse.
One
of
them
is
my
colleagues
that
worked
at
Target.
They
he
he
gets
two
hours.
Do
you
need?
He
only
works
one
to
two
times
a
week.
G
He
has
a
major
injury
and
needs
health
care,
but
he
doesn't
get
the
hours
that
he
need
for
insurance
and
he
definitely
can't
pay
out-of-pocket
with
so
few
hours
that
he
gets
I
end
up
letting
her
money
once
a
month,
but
all
we
can
spare
what
I
can
that's.
Why
workers
like
me
him
and
everyone
else
in
this
movement
need
Fair
Work
Week.
We
are
people,
we
have
lives
responsibilities,
we
have
it
live
as
possibilities
outside
of
work,
and
we
deserve
to
be
able
to
meet
those
responsibilities.
G
Multi-Billion
dollar
corporations
like
Target,
can
give
us
40
hours,
and
our
city
will
be
stronger
where
we
can
support
our
families.
We
need
City
Council
to
join
cities
across
the
country
to
pass
Fair
Work
Week
our
lives
depended
on
it.
I
just
want
to
say
one
thing:
congressman
we're
not
trying
to
take
it.
Take
advantage
of
the
system
we
want
to
change.
We
have
families
that
we
need
to
take
care
of.
That's
all
we
can
ask
for
we,
nice
people.
Thank
you.
B
B
B
G
G
B
G
B
H
You,
madam
chair
I,
want
to
foul
up
on
the
questions
that
councilman
Brown
asked
to
mr.
key.
When
is
you
interviewed
and
when
you
complete
your
application,
you
were
hired
as
a
full-time
employee.
Was
there
any
time
period
when
they
made
that
transition
said
you
would
no
longer
be
a
full-time.
Employee,
I'd
be
a
part-time
employee.
It.
G
H
They
never
provide
any
justification
of
why
you
were
giving
part-time
hours,
even
though
you're
hired
as
a
full-time
employee.
No,
and
then
you
also
stated
that
they
were
kept,
asking
you
to
work
faster
and
faster
and
that
limited
time
period
they
never
bring
an
additional
part-time
employees
into
the
job
site.
Yeah.
G
Even
right
now,
it's
only
mostly
two
members
in
the
back
room.
They
work
in
the
morning
in
and
sometime
the
afternoon,
most
of
the
back
routine
murders.
They
all
work
in
this
other
section
and
the
back
room
called
shift
to
store,
and
they
give
all
those
time
over
there
and
now
enough
for
the
back
room
team
members-
and
you
know
we
used
to
have
a
lot
now-
it's
just
a
little
bit
and
they
expect
expect
you
to
get
everything
done.
Went
use
only
take
two
people
or
one
person
in
the
morning.
Do.
G
H
In
reference
to
miss
Garten
and
mr.
Wright,
you
both
stated
you
request
additional
hours
when
you
stayed
or
made
a
request
for
additional
hours.
Were
there
any
type
of
retaliation
against
you
at
all?
When
you
made
that
request,
did
you
see
your
hours
change
either
up
or
down
after
you
may
request
for
additional
hours.
F
The
most
recent
job,
where
that
happened
to
me
no
I,
didn't
there
were
no
repercussions,
but
in
the
past
it's
happened.
I
used
to
work
at
an
Outback
Steakhouse,
where,
when
we
were,
would
ask
either
for
time
off
or
more
hours.
It
would
usually
just
reflect
by
taking
us
off
the
schedule
for
more
time
than
we
had
asked.
So.
H
Look
I'm
gonna
explore
that
a
little
bit
so
when
you
asked
when
you
talk
about
working
at
retail
chain,
Outback
Steakhouse
and
when
you've
asked
for
additional
hours.
The
response
to
that
was
not
to
give
you
more
hours
but
to
reduce
your
hours
and
what
was,
and
it
was
that
a
pattern
that
occurred
with
other
employees
as
well.
I.
H
E
When
I
asked
for
additional
hours
I'm
after
getting
my
10
hours
a
week,
schedule
I
asked
if
it
would
be
possible
if
I
could
pick
up
another
shift
or
you
know,
could
I
get
enough
hours,
because
the
originally
the
position
that
I
asked
for
was
open
and
I
said.
Well,
can
I
just
take
that
position?
She
said
no,
you
had
an
open
availability,
so
I
changed
my
availability
to
to
fit
the
schedule.
It
was
never
changed
and
then
another
worker
was
hired
in
that
position
after
I
asked
again
for
the
an
hour
increase,
she
said.
E
E
Requested
you
know
I've
requested
many
times,
can
I
get
more
hours
or
to
even
be
scheduled
one
day
out
of
the
week
that
I
can
do
mornings
just
to
pump
just
to
increase
those
hours
that
I
get,
but
none
of
those
requirements
were
met.
It
seems
that
a
lot
of
retail
workers
put
in
a
lot
of
effort
to
work
with
these
corporations
and
to
work
with
management
to
better
themselves
or
to
get
the
hours
that
they
need.
E
H
E
After
asking
for
additional
hours
my
hours,
what
just
so
happened
to
go
down
if
I
am
like
I,
said
I
work
from
10:00
anywhere
from
10
to
40
hours
a
week,
average
I
work
from
25
to
30,
and
it
was
it
was
never
it.
If
I
would
ask
I
would
go
from
10
to
30
to
15
to
20,
and
those
hours
would
fluctuate
every
time.
I
would
ask
for
more
or
if
I
asked.
Could
I
change
my
availability
or
to
move
to
a
different
position
and.
H
E
F
There's
no
standardization
of
when
of
schedules
released
in
food
service,
so
at
all
the
jobs
that
I've
had
they've
always
been
released
at
different
times,
whether
that
be
the
night
before
so
like,
usually
Sunday.
So
people
who
are
working
on
Monday
might
not
know,
especially
if
they
don't
have
a
set
schedule,
but
it
I
mean
some
restaurants
that
I've
worked
at
have
been
great
and
it
would
just
be
nice
to
have
a
schedule
two
weeks
out
in
advance
so
that
you
can
make
doctor's
appointments
and
go
to
school
and
have
the
autonomy
of
living.
G
There's
no
part
of
my
job
that
you
know
two
weeks
in
advance
of
how
you're
scared
is
gonna
be,
and
they
do
put
the
availability
that
you
put
in,
but
sometimes
they
don't
and
the
one
thing
I
don't
get
is
what
they
do.
Is
they
get
one
person
one
of
the
details.
Ets
are
like
the
managers
of
the
store,
but
now
they're
like
the
second
in
command.
G
So
when
one
of
them
is
scheduled
to
do
your
schedule,
if
they
leave
fortification
or
something
someone
else,
does
it
and
then
they
mess
with
your
hours
and
then
you
know
they
say.
For
example,
I'll
go
to
school
I
go
in
the
morning,
I
scheduled
not
to
come
in
the
morning.
I'm
only
gonna
come
in
at
night.
When
someone
else
does
my
schedule,
they
mess
it
up
either.
You
can,
you
know,
tell
them
hey
this.
G
What
you
do
you
just
tell
them
I
can't
make
it
that
day,
I
go
to
school,
they'll
either
tell
you
go,
find
someone
else
to
take
that
hours
or
just
call
out
which
I
don't
understand.
If
all
our
technology
today
they
can't
look
at
our
schedule
and
see.
Well,
Rob,
he
can't
oh
yeah.
He
can't
work
in
the
morning,
so
I'm
not
gonna
touch
that
I.
Don't
understand
that,
like
this,
you
see
that
right
away
for
a
backroad
team
or
any
team
member,
that
worse
than
target.
B
Corporation
internet
national
corporation
I
need
to
know
the
nature
of
the
other.
Two
businesses
are
how
many
employees
are
at
the
other
two
businesses,
that
of
the
testifiers
have
spoken
under
10
under
2500,
so
that
we
get
we
get
apples.
This
may
be
oranges,
but
it
may
be
apples
and
apples
so
help
us
out
at.
F
B
E
B
E
E
Is
a
change,
it
is
yes,
it
isn't
she
okay
and
yesterday
I
was
told
after
letting
letting
management
know
that
I
couldn't
do
the
10
hours
and
I
told
her.
Well,
you
know
something
we'll
have
to
change.
I
may
I
may
put
in
my
two
weeks.
If
I
can't,
you
know
can't
find
any
more
hours
or
if
my
situation
can't
be
helped
and
that
was
Friday
Monday
yesterday
I
came
into
work
after
my
shift
was
over.
My
manager
walked
up
to
me
and
said:
there's
no
need
for
you
two
weeks
you
can
leave
now.
A
So
mr.
right
I'm
so
sorry
to
hear
that
in
part,
because
one
of
the
things
that
I
think
where
we're
trying
to
let
people
know
is
that
you
talked
about
how
your
work
schedule
changed
from
anywhere
between
10
to
40
hours.
Is
that
correct?
Yes,
so
you
could
get
10
hours
one
week
and
then
up
to
40
hours
and
weeks
down
the
road.
But
you
don't
know
when
that
is
you
don't
know
a
total
number
of
hours
worked
per
month?
Is
that
correct?
Yes,.
E
A
minimal
and
I
stated
in
I
stated
to
my
manager
and
on
the
form
that
I
turned
in
that
the
minimum
hours
that
I
would
like
to
work
would
be
20
and
she
said
that
that
wouldn't
be
a
problem,
but
yet
I'm
getting
15
and
10
a
week
and
I
have
to
support
a
number
of
people
in
my
house.
So
with
10
hours
a
week,
I
can't
even
pay
my
phone
bill.
So
what
I
have
to
pay
for
food
and
pay
for
rent
and
pay
for
certain
things
like
that?
There's
no
money
bills
come
regardless.
E
If
I
don't
have
the
money
or
not.
So
if
I
don't
have
the
money
to
do
anything
because
I'm
not
getting
the
hours
that
I
was
promised,
then
it
makes
it
very
hard
close
to
impossible
for
me
to
plan
anything
to
make
sure
that
my
goals
are
met
because
I
have
to
come
in
and
work
erratic
schedules
fluctuating
hours
and
nothing
is
consistent.
Yeah.
A
Well,
I
wanted
to
express
my
thanks.
I
mean
one
of
the
things
that
really
struck
me
about.
Your
testimony
was
also
that
you
try
to
give
back
as
much
as
you
can.
Your
you
handle
the
drumline
at
the
high
school
that
you
graduated
from
you're.
Taking
care
of
your
family,
which
includes
your
mother.
Is
that
correct.
A
Us
and
that's
a
lot
you
know
and-
and
you
know
we're
grateful
for
that
and
I
think
you
know
one
of
the
questions
that
I
had
is
also
that
it's
my
understanding
that,
because
you
didn't
have
a
stable
work
schedule
you
actually
had
to
drop
out
of
school.
Is
that
correct?
Can
you
talk
a
little
bit
about
how
that
struggle
was
to
balance,
work
and
and
going
back
to
school?
Yes,.
E
So
I
wasn't
getting
any
sleep.
I
would
get
up
for
school
in
the
morning
to
go
in
the
morning,
shifts
and
then
go
either
out,
go
out
to
work
at
night
school
or
if
I
didn't
have
a
morning
shift
I
would
go.
I
would
try
and
plan
school
to
go
in
the
mornings,
so
every
I
was
never
getting
any
sleep.
I
would
come
home
I.
Would
you
know,
study
or
I
would
make
sure
that
everything
was
done
for
the
next
day
and
I
was
getting
maybe
two
or
three
hours
of
sleep
between
the
week.
E
So
I
was
just
running
myself,
then
through
everything,
and
it
was
just
too
much
for
me
to
handle
along
with
not
getting
the
money
that
I
need
for
my
house.
So
if
I
don't
have
the
money
I
need
for
my
house,
financial
aid
only
covers
a
partial
part
of
my
college.
So
me
I,
don't
want
to
be
in
debt
with
$30,000
in
loans,
so
I
didn't
take
out
any
loans,
because
I
knew
I
couldn't
pay
them
back.
So
I
have
to
pay
out
of
pocket
class
for
classes.
E
I
have
to
wait
for
financial
aid
to
come
through
and
I
also
have
to
talk
to
my
managers,
where
I
can
get
more
hours
to
work
but
also
say:
hey.
Well,
you
know
I'm
going
to
school
in
the
mornings.
Can
there
be
a
possibility
that
you
cannot
schedule
me
in
the
mornings
so
I
can
do
so.
I
can
do
that
and
the
response
would
be.
This
is
the
hours
that
I
can
give
you.
A
One
other
I
mean
you
know
I'm
again,
I'm,
sorry
to
hear
that
one
other
area
that
I
wanted
to
ask
you
a
little
bit
about
was
also
like
in
this.
You
know
24
hour
world
of
Commerce
that
we're
in
right.
Now
you
had
to
open
up
extremely
early,
and
you
mentioned
that
sometimes
like
both
you
had
to
get
there.
You
might
be
scheduled
for
a
6:30
opening
before
some
of
the
transportation
systems
would
run
so.
E
E
E
Maybe
30
minutes
later,
can
I
you
can
come
in
or
you
know.
Maybe
let
me
not
put
you
on
a
schedule
for
the
mornings
and
have
you
come
in
a
midship
or
two
closing
I
have
no
problem
working
with
mid
shift
to
closing,
but
that
was
not
acceptable
for
the
manager.
She
said
you
are
to
do
these
hours.
If
not,
then
you
don't
have
those
hours
and
then.
A
E
A
One
other
question
for
the
panel
do:
if
you
got
called
in
and
scheduled
for
hours,
even
though
the
schedule
is
given
to
you,
would
you
see
those
hours
change
at
all
during
the
week
like
which
just
could
could
shifts
get
cancelled,
even
though
you're
scheduled
for
them?
Could
you
be
asked
to
work
later
than
what
was
already
scheduled?
Yeah.
F
F
If
she
needs
to
change
things
and
not
tell
tell
you
so
like
every
day
when
I
go
into
work,
I
have
to
make
sure
that
I
look
at
the
schedule
to
make
sure
hours
that
I
have
are
still
there,
that's
not
to
say
that
it's
an
incredible
place
to
work,
but
if
there
was
standardization
across
or
legalization
I
guess
on
how
notice
for
scheduling
that
would
make
things
helpful.
Thank
you.
G
They
won't
have
a
problem
used
to
be
a
problem
before
it
like.
If
you
call
out
they'll,
make
a
big
deal
out
of
it,
but
you
know
sometimes
you're
busy,
but
but
now
they
kind
of
like
shy
away
from
there
and
I'm
thank
God.
They
don't
do
that.
No
more
but
I
know
they
do
that
to
other
employees,
because
they
complain
about
that.
So
yeah,
okay,.
A
E
Yes,
there's
been
a
couple
of
times
where
I'll
go
to
like
like
Mary
I
will
look,
I
have
to
constantly
look
at
my
schedule
day
to
day
to
see
what
may
change
or
people
it's
a
paper.
It's
a
paper
schedule.
So
if
I
go
and
it's
crossed
out
and
I
ask
about
it,
they'll
be
like
oh
well,
we
switched
your
schedule
with
the
person
that
can't
work
that
day,
so
you're
gonna
work
another
day
and
I.
E
Guess
that's
fine
with
you
right
and
I.
Wouldn't
have
any
say
in
that,
because
if
I
chose
not
to
I
would
just
get
I
wouldn't
get
my
day
nor
her
day,
so
I
would
just
be
left
with
less
hours.
There
has
even
been
cases
where
I've
worked
two
shifts
in
one
day,
because
I
didn't
know
that
I
that
someone
else
was
crossed
off
the
list
and
that
was
added
on
to
mine.
I've
worked
eleven
hour
shift.
E
I've
worked
12-hour
shifts
from
6:30
in
the
morning
to
maybe
three
or
so
five
or
six
just
to
get
everything
done,
because
I
was
never
notified
of
a
schedule,
change
or
even
asked.
If
I
was
okay
with
taking
someone
else's
schedule
or
if
you
know
how
that
would
be
brought
up
to
me,
it's
always
well.
This
is
what
it's
here.
You
can
look
at
it.
Whenever
you
want
the
schedules
there,
they
they're
always
telling
us
the
schedules
there.
E
A
E
E
So
when
you're,
when
you're
put
into
it,
when
you're
put
into
a
position
where
you
know
you're
not
getting
anything,
people
usually
tend
to
be
quiet
and
they
don't
out
brow
up
management
because
they're
afraid
to
lose
their
job
or
to
have
less
hours,
and
it's
made
to
be
put
in
fear.
These
management
are
made
to
make
retail
workers
say:
you're,
not
you're,
you're,
not
gonna,
come
up
to
me,
you're
not
going
to
ask
me
about
more
hours
because
I
pay,
you
I,
give
you
your
hours.
I
can
tell
you
what
you
can
do.
F
B
A
A
J
I
I
also
would
like
to
let
you
know
that
I
come
here
today
after
having
a
meeting
with
our
Executive
Board,
who
has
given
me
full
support
to
bring
our
message
to
this
hearing
today.
From
our
perspective,
from
my
perspective,
as
a
labor
labor
leader
and
I've,
been
doing
that
for
a
few
years.
Where
can
people
are
forced
to
work
for
stagnant
hours
and
stagnant
stagnant
wages
and
deteriorating
conditions?
Is
with
that
in
mind
that
Philadelphia
Council
has
elected
to
support
the
campaign
for
a
Fair,
Work
Week
we've.
I
That's
but
we
believe
stronger
strongly
in
a
dignity
of
work
and
that
all
workers
and
I
want
to
emphasize
that
all
workers
deserve
to
be
treated
fairly
in
their
workplace.
The
the
initiative
fits
into
fits
into
what
we
believe.
Philadelphia
is
about
a
wonderful
city
where
we
take
care
of
each
other.
That's
why
this
council
has
tackled
paid
sick
leave.
Wage
Steph
take
the
most
recently
pay
disparity
based
on
gender
and
race
to
demonstrate
the
council's
commitment
to
this
issue.
I've
assigned
our
campaign
manager
to
any
batter
to
this
campaign.
I
K
Share
the
mic
Councilwoman
again
and
members
of
City
Council,
thanks
for
inviting
me
here
today
to
talk
about
this.
Our
men
went
Wendell
young
with
United
Food
and
Commercial
Workers,
Local
1776.
You
have
my
prepared
testimony,
I'm
not
going
to
reread
it
into
the
record.
You
have
that
for
your
own
review,
I
want
to
talk
a
little
bit
about
what
we
just
heard
from
those
young
people
before
us.
K
K
K
It's
stories
you
just
heard
are
just
the
surface.
It
goes
so
much
deeper
and
and
everything
they
said,
I
experienced
even
in
a
union
environment
but
again
as
a
shop,
Stewart
and
laters
your
union
rep,
my
entire
life
we
were
able
to.
You
know,
help
people
and
rescue
them
from
those
kind
of
corporate
policies
and
managers.
And
yes,
it
is
corporate
policy.
You'll,
hear
from
people
later,
I'm
sure
you've
already
heard
from
some
of
them
about
how
unfair
this
would
be
to
the
business
community.
K
K
As
long
as
there's
been
retail
in
this
country,
schedules
have
been
used
as
a
tool
to
control
people
to
keep
wages
down
by
turning
people
over
they'll
hire
someone
make
commitments,
they'll
even
give
them
a
lot
hours
in
the
beginning,
maybe
even
a
little
better
wage
than
they
had
it
there
last
retail
job.
But
you
know
the
longer
people
stick
around
because
most
retail
employees
are
between
about
15
and
20
years
old
when
they're
hired
most
right
now,
some
stay,
but
most
of
that
old.
K
So
as
their
needs
grow
as
they
get
out
of
high
school
and
into
their
20s,
they
don't
want
them
to
stay
and
the
easiest
way
to
get
rid
of
somebody,
because
they're
worried
about
an
EEOC
suit
or
some
other
issue.
The
easiest
way
to
get
rid
of
somebody
is
just
change.
Your
schedule
change
your
schedule
when
they
know
they
need
to
be
at
the
other
job.
They
had
to
take
change
their
schedule.
They
know
they
rely
on
public
transit
and
they
can't
get
there
change
their
schedule
and
they
know
during
their
child
birthing
years.
K
They
need
to
be
home,
taking
care
of
the
baby.
That's
what
they
do
now.
We
have
enough
problem
in
our
own
shops,
keep
an
eye
on
it's.
Why
we
have
a
large
staff
and
over
300
shop
stewards
and
there's
still
people
even
in
our
shops,
to
try
and
get
away
with
it,
but
where
there's
no
law
and
people
don't
have
the
benefit
of
representation,
they
need
to
help
that
comes
from
this
bill.
K
You
know
back
in
the
old
days,
just
a
few
years
ago,
when
I
was
16
and
started
that
pen
fruit
managers
were
supposed
to
do
their
schedules
on
Wednesday
tinker
with
them
on
Thursday
and
post
them
on
Friday
for
a
work
week.
It
started
Sunday
and
it's
not
much
different,
almost
everywhere
coast-to-coast
in
this
country
today.
The
difference
is,
they
have
far
better
tools.
Most
of
the
companies
are
owned
by
big
corporations
that
set
budgets
and
pretend,
and
and
parameters,
weeks
and
months
in
advance,
usually
a
quarter
or
more
in
advance.
K
Those
managers
have
predictive
scheduling
tools
thanks
to
computers
that
they
know
well
in
advance,
what
hours
they're
being
budgeted
and
all
there
and
and
and
and
who
they
have
on
their
payroll.
They
don't
have
to
put
those
schedules
up
the
day
before
and
they
don't
have
to
change
them,
except
for
one
reason
they
want
to
move
somebody
out
or
they
want
to
take
advantage
of
little
changes
in
the
market
day-to-day
to
maximize
profit.
It's
not
a
matter
of
making
profit.
You
can't
tell
me
Target,
Costco,
Walmart,
Pet
Smart
aren't
making
a
profit.
K
D
You,
madam
chairwoman,
and
and
thank
you
both
for
your
testimony.
You
do
represent
a
tremendous
amount
of
people
and
fight
the
fight
every
day
and
to
struggle
to
to
keep
people
honest,
give
an
inch
you
take
a
mile,
I
mean
I,
think
that's
human
nature,
especially
when
it
comes
to
the
almighty
dollar.
D
But
you
know
from
what
I'm
hear
from
from
you
too,
is
that
it's
a
policy
decision,
not
a
technology
decision,
not
a
financial
decision,
that
it's
a
policy
decision
so
in
in
your
opinion,
some
of
the
smaller
retails
that
have
a
lot
of
turnover
I
mean
you
used.
One
example
where
you
know:
700,000
more
than
half
of
its
workforce
is
turned
over.
So
there's
a
reason
for
that.
All
right,
and
the
reason
I'm
sure
is,
is
that
they
don't
treat
their
workers
fair.
They
play
around
with
the
scheduling,
but
but
they
have
the
scheduling
tools.
D
K
Scheduling
notice
so
I
think
every
chain,
let's
just
start
with
that,
whether
the
the
store
represented
the
neighbor
is
a
small
store,
not
has
scheduling,
tools
and
uses
them.
They
have
predictive
scheduling
tools,
but
the
thing
about
the
tool
says
that
made
it
easier
to
predict
in
schedule
in
advance
years
ago,
when
I
was
a
kid
working
in
the
stores,
they
were
also
given
budgets
well
in
advance.
They
compared
the
same
store
sales
from
the
year
before
from
the
quarter
before
there's
some
cyclical
differences
from
different
times
of
the
year.
K
You
know
July
and
August
they're
a
little
different
than
May
and
March
and
April
and
May
January
and
February
are
little
slower,
so
those
cyclical
things
have
in
there,
but
they
they're
familiar
with
that.
The
only
the
only
store
that
might
not
be
familiar
with
it
and
I
think
it's
in
your
district
would
be
the
new
admin
shop
right
at
Bridge
and
Harvison
right,
so
they
that
store
there.
They
don't
know
what
their
sales
are.
Gonna
look
like
in
the
in
the
next
week
or
two
or
three,
because
they
just
opened.
K
Just
gonna
add
that
three
hundred
new
jobs
there,
and
even
there
those
folks
have
a
good
idea
next
week,
what
and
the
week
after
and
the
week
after
what
their
schedule
is
going
to
look
like,
but
that's
an
example
where
they
got
a
test
to
see
where
their
sales
are
gonna
come
in
because
it's
a
brand
new
store,
but
once
you're
up
and
running
and
you've
been
there
month
after
month,
year
after
year,
you
have
very
good
predictability
of
what
your
sales
are.
Gonna
look
like
and
what
your
schedule
requirements
were
in
the
old
days.
K
Those
managers
didn't
start
from
scratch
on
those
schedules.
Where
I
worked
on
Wednesday
on
their
day
off
and
do
their
schedules,
they
were
just
basically
rolling
forward.
Looking
at
the
previous
year's
pattern
for
that
time
of
year,
thinking
about
any
changes
that
are
going
on
weather
forecasts,
things
like
that
and
just
modifying
it
a
little
bit
and
right
now,
most
managers
know
well
in
advance,
not
one
or
two
days
in
advance
weeks
in
advance.
K
What
their
budget
for
hours
for
that
period
is,
and
that's
what
it
all
is
based
on,
because
if
they
don't
make
budget
four
hours,
they
get
dinged
in
their
bonuses
in
the
chain
retail
world.
It's
that
simple
and
and
and
then
they
they
aren't
they're
out.
So
they
manage
that
week
to
week
month
to
month,
based
on
numbers
that
were
provided
them
well
in
advance.
That's
the
way
it
works
in
retail,
but
it's
not
just
about
as
your
legislation
speaks
to
it's
not
just
about
when
the
schedule
goes
up.
K
You
know
you
heard
stories
here
about
people
that
are
told
when
they
and-
and
you
may
not
heard
all
these
here-
you
will
hear
them
before
this
is
over.
You
know
they
show
up
for
work
after
juggling
kids
and
family
and
other
jobs
in
school
and
are
told
we
don't
need
to
go
home.
That's
wrong!
There's
always
something
to
be
done
in
that
store
right
or
being
told
what
you
just
heard
that
young
man
talked
about
Oh.
K
Someone
else
needed
your
schedule,
so
we're
sending
you
home
all
right,
that'll
happen
in
a
union
shop,
but
there's
provisions
to
make
sure
we
find
another
schedule
for
that
person
all
right.
It
only
happened
if
the
other
person
had
seen
your
we
have
pages
and
pages
and
pages
of
language
that
go
far
much
further
than
what's
here
and
I'm
not
advocating
for
that
here.
We
still
want
people
to
understand
the
value
of
paying
union
dues
after
all,
right
but
the.
K
They
have
to
work
other
jobs,
sometimes
to
other
jobs,
and
you
know
what
it's
like
for
someone
who's,
depending
on
all
of
both
or
all
three
of
those
jobs
schedules
to
work.
The
way
they
were
told
it's
gonna
work
and
then
one
one
manager
who
doesn't
care
says
you
got
to
be
here:
I'm
gonna
fire,
you
so
now
you
got
to
pick
which
job
are
you
going
to
get
fired
from
right,
which
job?
K
This
is
not
right,
and
you
know
we
live
in
a
city,
that's
built
on
a
better
foundation
that
we
have
the
power
to
fix
this.
We
should
fix
it.
Have
retail
workers
treated
the
same
way
as
those
managers
and
those
executives
want
to
be
treated?
And
one
last
thing
for
those
council
members
I'm
certain?
It's
the
ones
that
aren't
here
they're
under
a
lot
of
pressure
from
the
retailer's,
those
managers,
those
executives,
they
likely
don't
live
in
a
city
or
a
few
of
them.
I
Do
your
job
and
I
would
tell
you
that
in
construction,
if
the
foreman
of
that
job
isn't
a
good
Foreman
you're
going
to
have
all
kinds
of
problems
on
that
job,
you'll
have
people
getting
hurt
and
everything
else.
The
same
thing
happens
with
a
store
they're
there
they're
put
into
a
position
as
a
manager.
Half
of
them
should
be
fired
because
all
they're
doing
is
taking
care
of
people
they're,
not
managing
them.
So.
I
H
H
You
know,
organizations
corporation,
they
have
planning
and
forecasting
in
reference
to
the
dollars
and
a
certain
goals
they
need
to
make
based
on
projections,
and
so
you
were
talking
a
little
bit
about
the
intersection
between
the
goals
and
targets
and
projections
of
revenue
versus
scheduling
and
I'm,
going
to
kind
of
explore
a
little
more
and
get
some
perspective
on
that
and
how
the
scheduling
is
used
from
your
perspective,
to
make
those
numbers.
If
you
could
provide
a
little
more
detail
about
that,
so.
K
Most
retailers,
I
would
say
every
every
big
corporate
retailer
uses
and
others
I
mean
I'm,
aware
of
small
independent
retailers
that
also
use
it
just
depends
on
how
you
know
the
size
of
the
organization
what
sophistication
level
the
systems
are
all
pretty
much.
The
same
they're
often
referred
to,
as
you
know,
predictive
scheduling
tools.
They
come
under
different
names,
different
companies
market
it
differently,
but
what
they
do
is
they
look
at
what
they
expect
their
sales
to
be.
K
They
look
at
what
they
want
the
labor
budget
to
be
in
terms
of
how
many
hours,
some
retail
most
retailers
will
even
break
it
down
by
Department,
because
the
sale
is
going
to
be
different
in
different
departments
different
times
a
year,
for
example
in
supermarkets.
Your
your
summer,
fruits
are
gonna,
be
a
little
different
they're,
a
little
more
labor,
intense
you're
gonna.
During
that
height
peak
period,
you're
gonna
put
a
little
more
time
and
effort
into
your
produce
aisle
different
times.
K
K
If,
for
some
reason,
the
business
is
lower
than
they
had
predicted,
they
want
to
be
able
to
send
people
home
and
they
don't
care
what
bill
that
person
has
they
don't
care
whether
they're
living,
because
it's
their
first
chance
to
try
and
get
out
of
a
hole
if
they're
living
in
a
boarding
house
here
in
the
city
and
they
got
to
pay
the
rent
every
night
and
they're
sending
them
home.
They'll
have
rent
to
pay.
I
mean
that's
how
it
is
for
some
retail
workers
started.
It
is
a.
K
K
H
L
K
That's
part
of
it
part
of
its
control,
awesome
part
of
it
scroll.
They
decide
who
they
want,
who
they
don't
want,
whether
they
do
all
that
stuff
you
heard
about
before
or
not,
and
they
also
keep
the
what's
called
your
average
earned
rate
low.
By
forcing
a
lot
of
turnover,
they
keep
the
average
earned
rate
low.
They
make
sure
that
people
don't
stick
around
long
enough
to
take
advantage
if
they
could
even
afford
it
the
benefit
plans
or
end
up
in
the
pension
plan.
Then
they
don't
get
accused
of
discriminatory
practices.
K
They
use
it
when
people
start
to.
You
know
your
expectations
of
what
they're,
when
you're
16
is
different
than
when
you're
19
year
22
and
then
25,
and
they
don't
want
those
folks
sticking
around
saying
I
want
to
make
this
a
better
place.
You
know
for,
however,
you
choose
to
do
that
and
I
I
expect
more
pay
and
better
benefits.
They'd
rather
show
them
the
door
and
easiest
way
I'd.
Do
it
give
them
a
schedule?
That's
unrealistic,
unfair
and
they
can't
it
can't
make
and
they're
out
the
door.
H
B
Would
be
remiss
not
to
go
in
the
record
to
thank
you
for
your
testimony
but,
more
importantly,
your
testimony
punctuated
s',
my
opening
comments,
and
that
is
through
this
process
that
we
learn
new
terms
like
predictive
scheduling
tools
that
are
available
should
a
corporation
ought
to
take
advantage
of
that
type
of
a
tool
and
then
average
earned
great
average
earned
rate
low.
It
was
that
the
terminology
is
this
type
of
process
that
really
informs
us
and
better
informs
us
about
why
this
this
legislation
is
so
important,
so
I.
Thank
you
both
thank.
A
D
Afternoon
and
thank
you,
my
name
is
pastor
Billy
Thompson
I
am
pastor
of
the
Adonai
United
Baptist
Church
and
I
am
speaking
on
behalf
of
the
evening
Baptist
ministers
conference
of
Philadelphia
and
by
Senate
II.
The
evening
Baptist
ministers
conference
is
happy
to
support
the
Fair
Work
Week
Philadelphia
initiative.
D
It
seeks
to
provide
a
more
predictable
work
schedule
for
130,000
philadelphia's
as
faith
leaders.
We
are
called
to
deliver
the
truth,
no
matter
how
inconvenient,
as
the
leader
of
a
congregation
charged
with
the
duty
of
providing
spiritual
guidance
to
our
congregants.
We
see
firsthand
the
struggles
our
families
face.
People
come
to
their
faith,
leaders
in
search
of
solace,
peace
and
direction,
and
we
strive
to
provide
spiritual
guidance
while
not
forsaking
the
external
issues
that
caused
the
crisis.
D
D
D
These
workers
are
not
who
the
media
depicts
them,
as
these
are
people
who
show
up
to
work
every
day,
simply
hoping
to
do
right
by
their
families,
despite
showing
up
every
day
they
are
unable
to
make
ends
meet
from
week
to
week.
They
battle
and
attempt
to
navigate
unforeseen
schedule,
changes
provided
by
their
employers.
They
struggle
to
find
safe
places
to
send
their
children
when
called
in
at
a
moment's
notice.
They
pray
about
getting
enough
hours
just
to
pay
their
bills.
D
Cities
across
the
country
have
already
undertaken
this
challenge
of
giving
workers
the
basic
dignity
to
know
when
and
how
much
money
they
will
be
making
lawmakers
across
the
country
who
know
better
have
done
better.
The
corporation's
building
their
economies
on
the
backs
of
poor
black
and
brown
people
now
realize
that
time
is
up.
D
A
M
For
me
and
my
600
students,
Dobbins,
is
home
over
95%
of
my
students
are
low-income
and
over
90
percent
identify
as
black
and
Latino.
While
many
of
you
know
me
many
others
may
only
know
of
me.
I
am
known
for
fighting
for
our
children
when
the
state
decided
to
cut
1
billion
dollars
from
Pennsylvania
children,
I
stood
up,
I
made
it
clear
they're
robbing
our
children
of
their
constitutional
right
to
an
education
would
not
be
tolerated.
I
lobbied
at
the
state
and
sometimes
City
to
push
I
put
our
children
first.
M
There
are
many
people
that
believe
that
principals
should
stay
in
their
schools
and
out
of
the
political
fray,
but
as
the
leader
of
a
community
school
I
believe
that
community
institutions
are
our
community.
If
I,
but
I
believe
that
our
community
institutions,
our
schools,
our
community
institutions,
and
if
our
communities
are
suffering,
then
our
students
and
their
ability
to
learn
offer
off
also
suffers.
M
That
is
a
political
reality
that
I
refuse
to
tolerate
as
the
school's
leader
I
am
entrusted
with
the
education
and
well-being
of
my
students
and
I
know
that
their
well-being
extends
beyond
the
walls
of
our
school.
I
am
here
today
to
talk
about
the
direct
role
that
the
end
humane
business
practices
have
on
the
success
of
our
schools.
Many
people
today
have
covered
the
data
around
this
issue.
M
130,000
workers
in
the
poorest,
big
city
and
America
are
subject
to
lowly
wage
part-time
work,
with
little
to
no
advance
notice.
In
scheduling
I'd
like
to
share
some
data
of
my
own.
When
schools,
families
and
community
groups
work
together
to
support
learning,
children
tend
to
do
better
in
school.
They
stay
in
school
longer
and
like
school.
More.
M
The
research
on
parent
involvement
over
the
past
decade
has
found
that,
regardless
of
family
income
or
background
students
with
involved,
parents
are
more
likely
to
attend
school
regularly,
earn
higher
grades
and
test
scores,
show
improve
behavior
and
graduate
and
go
on
to
post-secondary.
The
data
is
clear.
Reams
of
data
support
the
need
for
parental
engagement.
There
are
millions
of
people
who
believe
that
parents
are
the
reasons
our
schools
struggle.
M
It
is
easy
to
blame
parents.
It
is
more
difficult
to
examine
the
root
cause
of
our
schools,
challenges,
hundreds
of
students
and
their
parents
struggle
to
meet
their
basic
needs.
Some
believe
that
these
parents
live
off
the
system
and
don't
work,
but
I
know
many
of
these
parents
who
go
to
work
as
often
as
they
possibly
can
to
provide
for
their
children.
They
struggle
to
keep
the
lights
on.
They
struggle
to
pay
their
phone
bills.
They
struggle
to
stretch
food
until
their
next
paycheck.
M
They
struggle
with
shutoff
notices
and
evictions,
and
in
this
struggle
there
are
trade-offs.
When
parents
of
my
children
are
struggling,
my
children
struggle
in
school.
They
struggle
to
concentrate,
they
struggle
to
regulate
their
emotions.
They
struggle
to
focus
on
schoolwork.
How
many
of
us
could
say
that
we'd
be
a
be
great
at
our
job,
while
knowing
that
we
were
returning
to
a
house
without
lights
at
night
or
heat
in
the
winter,
these
parents
are
all
around
us.
They
are
helping
us,
navigate
the
aisles
and
Target
they
prepare
our
coffee
at
Starbucks.
M
M
We
can
do
something.
We
can
help
our
schools,
our
children,
our
parents,
by
ensuring
that
they
are
treated
with
the
basic
dignity
and
respect
the
fact
that
this
committee
is
even
exploring
the
issue
is
a
step
forward.
It
means
that
some
are
acknowledging
the
problem,
but
Ignite
acknowledging
a
problem
is
not
enough.
Our
leaders
are
strong
enough
to
pass
laws.
They
give
people
notice
of
their
schedule
and
stable
hours
if
we
pay
off.
M
It
will
pay
off.
In
the
amount
of
time
my
teachers
spend
trying
to
track
down
phone
numbers
that
are
disconnected
because
parents
couldn't
pay,
it
will
pay
off
in
the
number
of
desperate
cause
to
get
from
constituents.
It
will
pay
off
in
our
schools
by
allowing
parents
to
attend
important
meetings
and
report
card
conferences
to
join
school
advisory
councils
as
well.
It
will
pay
off
in
safer
schools
and
better
academic
progress.
M
Advance
notice
of
schedules
and
predictable
hours
comes
down
to
a
basic
question
of
decency,
respect
and
fairness.
It
is
fair
for
people
to
get
the
opportunity
to
get
ahead.
It
is
fair
to
believe
that
people
have
a
right
to
work
and
feed
their
family.
It
is
fair
to
ask
billion-dollar
built
businesses
to
give
people
an
idea
of
when
they
need
to
work
and
how
much
they
will
get
to
work.
I
believe
the
answer
is
clear.
L
L
Many
of
the
issues
have
been
dissented
in
the
testimony
leading
up
to
me,
testifying
addressed
several
of
the
issues,
the
families
that
I
work
with
face
every
day
when
they
are
returning
to
employment
after
delivering
their
babies
or
facing
well
they're
pregnant
and
maintaining
employment.
So
I
would
like
to
speak
directly
to
the
issues
affecting
public
health
and
employment
and
young
families
that
are
trying
to
work
their
way
into
the
employment
market.
L
With
the
introduction
of
these
scheduling
robots,
my
family
is
no
longer
dealt
with
a
human
manager
who
was
able
to
be
flexible
with
their
schedules
based
on
what
their
family's
needs
were,
their
doctor's
appointments
or
other
things,
and
they
began
to
be
asked
to
when
they
started
employment
at
by
many
major
large
employers
to
be
available
for
three
shifts
a
day
seven
days
a
week
in
order
to
be
able
to
get
that
job.
That's
a
lot
to
ask
someone.
L
Sorry,
so
a
lot
of
the
families
that
I
work
with
are
dependent
on
public
health
benefits,
Temporary
Assistance
for
Needy,
Families
snap
or
the
foods
Nutrition
Assistance,
Program,
WIC
women,
infants
and
children
and
other
public
health
benefits
that
allow
them
to
stay
healthy
along
with
those
benefits.
Come
many
regulations
that
families
have
to
meet
in
order
to
continue
to
receive
those
benefits.
Ccis
childcare
assistance
programs
have
a
mandated
number
of
hours
that
women
must
work
in
order
to
maintain
that
benefit.
L
When
my
families
have
flexible
scheduling
where
they're
sometimes
working
four
hours
a
week
and
sometimes
working
40
hours
a
week,
they
they
jeopardize
the
childcare
assistance
that
allows
them
to
attend
the
jobs
that
they
got
through
the
career
services
that
the
city
of
Philadelphia
provided
them.
Those
families
are
mandated
to
attend
career
services
to
after
delivering
a
child.
L
They
have
to
return
to
the
workforce
if
they
are
receiving
cash
assistance
at
the
time
that
they
return
to
the
workforce
if
they
are
not
able
to
maintain
the
correct
number
of
hours
or
make
it
to
their
county
assistance
office
visit
visits,
they
lose
the
benefits
that
keep
them
employed.
It's
an
endless
cycle,
it's
a
game
of
chutes
and
ladders.
L
L
L
So
as
a
home,
visitor,
I'm
impacted
by
insecure
scheduling
and
that
I
schedule
visits
to
come
out
and
see
the
families
that
I
work
with
this
week
alone,
I've
had
four
canceled
visits.
They
were
cancelled
the
same
day
or
the
day
before,
for
my
moms
that
were
able
to,
let
me
know
they
were
cancelled
because
they
were
called
into
work
or
scheduled
for
work
last
minute
or
they
were
scheduled,
sudden
their
schedule
changed
and
they
had
to
work
until
4:00
a.m.
and
were
not
able
to
be
awake
for
a
9:00
a.m.
L
L
This
young
mom
she's
19
years
old.
She
was
a
straight-a
student
in
school
and
she's
working
her
way
to
get
into
college,
but
unfortunately,
her
employer
won't
allow
her
the
flexibility
to
be
able
to
be
successful.
As
a
student,
she
often
works
until
4:00
a.m.
and
is
supposed
to
return
to
work
for
an
11:00
or
12:00
a.m.
shift.
It
takes
her
an
hour
to
get
to
and
from
work.
Imagine
how
few
hours
that
leaves
for
sleep
and
she
has
a
brand-new
baby,
a
baby,
that's
only
3
months
old.
L
At
this
point
she
spends
every
waking
hour.
She
can
bonding
with
her
baby
because
she
knows
her
baby
needs
that
the
baby
sleep
patterns
had
been
well
established
prior
to
her
return
to
work,
and
these
erratic
schedules
now
that
infant
as
soon
as
mom
comes
home,
is
bright,
bubbly,
bright-eyed
and
ready
to
spend
time
with
mom
and
has
stopped
sleeping
regularly.
Sleep
is
a
huge
impact
on
infant
brain
development.
It
also
has
a
huge
impact
on
maternal
depression
and
maternal
health.
L
Pregnant
women
often
face
discrimination,
and
though
we
have
rules
that
prevent
women
from
being
discriminated
against
because
they're
pregnant,
it
doesn't
prevent
employers
from
just
decreasing
their
hours
until
women
quit
or
have
no
hours
left.
So
that's
a
really
good
workaround
for
employers
to
not
follow
the
laws
around
working
with
women
who
have
require
any
special
accommodations
to
meet
their
doctor's
visits
and
other
things
like
that.
L
The
flexibility
of
my
client's
schedules
decreases
their
ability
to
maintain
access
to
their
food
benefits
or
to
keep
enough
food
in
their
houses,
and
so
if
they
work
a
lot
for
three
weeks
in
a
row,
their
benefits
may
be
decreased
by
the
county
assistants
office,
and
then
they
work
for
hours
and
over
the
course
of
a
month.
It
may
be
that
they've
worked
the
right
amount
to
maintain
that
benefit,
but
they're
looking
at
the
week
to
week,
pay
steps.
So
that's
a
really
another
really
serious
issue.
They've,
probably.
L
A
I'll,
let
it
thank
you
very
much.
Thank
you.
We
are
trying
to
move
our
testimony,
so
if
you
can
just
keep
it
to
three
minutes,
I
understand
that
you're
reading
another
testimony
into
the
record,
but
I
and
I
know
it's
pretty
tight,
but
we're
trying
to
keep
it
going.
So
we've
got
some
really
great
of
reports
ahead
and
want
to
make
sure
everyone
has
ample
time
to
present.
Thank
you,
of
course.
Yes,
my.
D
A
D
Name
is
Tori
price
I
work
at
Target,
I'm,
a
lifelong
West,
Philly
resident
and
I'm
a
member
of
one
PA.
Thank
you
for
having
me
today.
I
am
here
because
I
can't
keep
living
this
way,
we'll
never
stop
being
the
poorest
big
city
in
the
country.
If
we
don't
make
the
jobs
that
are
here
now,
service
jobs,
good
jobs.
D
People
say,
retail
workers
are
teenagers
who
don't
really
need
the
money
I'm
only
19,
but
my
paycheck
supports
my
disabled
mom,
my
four
brothers
and
sisters
and
my
two
month
old
niece
there's
no
way
to
support
a
family
of
seven
or
do
any
financial
planning.
When
my
hours
range
constantly
from
twenty
to
thirty
five
hours
per
week,
we
have
an
eviction
notice
on
our
house,
but
I
don't
even
know
what
rent
I
can
afford.
So
how
can
I
look
for
a
new
apartment,
even
though
I
never
get
40
hours?
D
Officially,
on
my
schedule,
I
get
called
in
nearly
every
single
day.
I'm
supposed
to
be
off.
I
can
never
say
no,
because
I
need
the
hours
and
if
I
do
say
no,
they
won't
ask
me
again,
and
they
might
even
punish
me
for
cutting
by
cutting
my
hours
in
the
next
pay
period,
but
sometimes
I
don't
have
the
Cape
car
fare
to
get
from
my
house
at
56
and
cedar
to
work
on
12th
and
chestnut,
so
I
have
to
walk
I'm
constantly
tired
and
I
could
never
plan
anything
else.
D
When
I
get
called
in
I
have
to
miss
doctor's
appointments.
Last-Minute
and
I
can't
help
take
care
of
my
niece,
while
my
sisters
in
school,
on
top
of
that
I
have
to
clopin
I'm
a
young
woman
going
home
to
West,
Philly
and
I,
don't
feel
safe,
going
home
late
at
night,
I
get
home
at
10:00
or
11:00
and
have
to
leave
back
out
at
4:00
in
the
morning
to
be
there
at
5:00
last
week
my
manager
asked
me
to
stay
for
a
double
and
promised
me
to
requisition
me
for
a
bag
of
candy.
D
That
just
goes
to
show
how
you
know
how
much
our
company's
value
our
time
our
time
counts
in
other
cities.
Targa
has
already
had
to
give
its
workers
a
fair
work
week,
so
we
know
they
are
capable.
I
am
calling
on
City
Council
to
recognize
130,000
of
us
that
are
tired
of
being
exploited,
tired
of
not
being
to
be
able
to
pay
our
bills
and
tired
of
the
businesses
that
get
rich
by
keeping
us
poor.
D
A
Miss
Blair
I
have
one
quick
question
because
I
think
you
know
all
of
us
in
this
council
chambers
really
supported
early
childhood
pre-k
and
want
to
see
families
access
that.
Could
you
just
clarify
first,
because
I
think
this
is
something
that
is
maybe
a
little
bit
technical,
but
when
you
say
that
not
knowing
not
having
a
predictable
schedule
means
that
individuals
may
not
be
able
to
qualify
for
subsidies
that
they
would
otherwise
be
eligible
for.
Could
you
tease
that
out
a
little
bit
explain
that
to
us
as
briefly
as
you
can,
of
course
sure.
L
The
city
of
Philadelphia
partners,
with
a
lot
of
different
businesses
through
their
career
programs,
that
these
women
are
mandated
to
attend
and
those
same
employers
do
not
give
the
women
enough
hours
to
maintain
that
benefit.
So
one
week
they
may
only
be
working
seven
hours,
but
they
they
have
to
be
working
ten
hours
if
they're,
not
in
school
or
20
hours
a
week
if
they
are
sorry
ten
hours
if
they
are
in
school
in
20
hours
per
week,
if
they're
not
in
school.
L
A
You
very
much
I
want
to
thank
everybody
on
the
panel
principal
Damon,
pastor,
Thompson.
Thank
you
so
much
to
all
of
you,
and
especially
Madison
thanks
for
reading
Tori's,
a
statement
into
the
record.
Could
the
clerk
please
call
the
next
panel
and
I
just
want
to
acknowledge
the
presence
of
councilman
talbin
burger.
Thank
you
very
much
for
being
here.
O
You
good
afternoon,
my
name
is
Nadia
Africa
from
community
legal
services
and
I
submitted
a
written
testimony.
I
just
want
to
kind
of
point
to
some
of
the
highlights.
In
particular,
we
serve
9100,
low-income
philadelphians
every
year
at
Community,
Legal
Services,
and
we
acknowledge
that
the
main
one
of
the
main
issues
preventing
our
clients
and
our
families
from
moving
out
of
poverty
are
low
wages.
And
so
we
agree
with
earlier
statements
made
by
other
witnesses
that
that
the
wages
our
wages
need
to
be
higher
in
Philadelphia
and
they
need
to
be
living
wages.
O
But
I
want
to
focus
today
about
this
issue
about
employers
practices
where
they
demand
employee
scheduling
flexibility
to
accommodate
the
needs
of
the
business,
but
they
offer
no
such
flexibility
to
the
worker
and
their
family,
and
this
exacerbates
existing
inequality
that
already
disproportionately
impacts.
Poor
families
and,
in
particular,
black
women
in
Philadelphia
I,
want
to
I
want
to
focus
in,
in
particular
about
our
more
vulnerable
families,
in
particular
families
with
children
who
have
special
needs
and
families
that
are
dealing
with
child
welfare
systems.
O
We
represent
these
distressed
families
regularly
in
our
family
advocacy
and
our
disability
practices,
and
our
clients
are
often
unable
to
maintain
employment
to
support
their
families,
because
their
jobs
do
not
provide
enough
flexibility.
Our
staff
who
represent
children
with
disabilities
in
Supplemental,
Security
income
cases,
SSI
cases
see
this
phenomenon
all
the
time
when
a
parent,
usually
a
mother,
has
to
drop
out
of
the
workforce,
because
a
job
cannot
accommodate
the
family's
needs.
O
Although
a
part-time
job
would
otherwise
seem
perfect
for
a
parent
of
a
child
with
a
disability,
a
job
that
requires
the
parent
to
be
on
call
or
regularly
changes
schedules
without
any
notice
may
cause
the
parent
to
choose
between
the
job
and
a
standing,
medical
or
therapy
appointment,
just,
for
example,
depending
on
the
severity
of
the
disability.
A
child
on
the
autism
spectrum
disorder
or
with
a
mental
health
issue
typically
needs
to
go
to
therapy
one
to
two
times
per
week
and
may
have
a
medical
or
psychiatric
appointment
once
a
month.
O
With
constantly
changing
scheduling,
the
parent
of
this
child
will
have
to
either
miss
one
to
three
days
of
work
per
month,
which
vocational
experts
consider
not
being
consistent
with
employability,
or
they
would
miss
one
to
three
appointments
per
month
and
that
carries
real
risks
for
a
child's
health.
On
top
of
that,
it's
already
difficult
enough
for
parents
of
children
with
special
needs
to
find
after
school
or
daycare
programs.
Those
problems
are
exacerbated
if
the
parent
has
unpredictable
and
ever-changing
scheduling
and
care
needs.
So
I
want
to
tell
you
about
two
of
our
clients.
O
These
are
real
people.
With
these
real-life
impacts.
One
of
our
clients
is
a
single
dad
who
works
part-time.
His
son
is
having
behavioral
problems
and
needs
therapy
once
a
week
and
tutoring
once
or
twice
a
week
to
prevent
his
son
from
missing
school.
He
sets
the
these
appointments
for
3:30
or
4
o'clock
p.m.
you
have
a
short
window
of
time
between
when
school
ends
and
when
a
doctor's
office
closes
so,
but
when
he's
unexpectedly
called
in
to
work
during
those
times,
there
is
only
one
other
person,
a
neighbor
who
was
capable
of
handling
this
child.
O
Who
has
behavioral
issues
that
neighbor
is
not
always
available
or
might
not
be
available
to
take
on
that
child
on
a
day
with
no
notice?
If
the
schedule
changes
that
day,
another
client
had
to
quit
the
workforce,
because
their
child
with
sickle
cell
had
episodic
pain
crises
that
flare
up
a
few
times
a
year
with
either
needing
to
stay
at
home
or
hospitalizations.
If
it's
severe
enough
and
the
child
is
young
enough,
that
has
to
have
a
parent
present
during
hospitalization.
You
can't
leave
a
child
in
the
hospital
alone
when
they're
at
that
tender
age.
O
That
parent
had
to
leave
the
workforce
completely
because
of
an
inflexible
job
that
would
not
allow
sufficient
time
off
to
accommodate.
In
addition,
these
families
face
the
secondary
dilemma.
If
they
miss
a
doctor's
appointment,
they
are
worried
that
da
chess
will
be
called
for
neglect.
We
routinely
see
cases
of
families
being
brought
to
the
attention
of
the
child
welfare
system
by
medical
providers
for
failure
to
attend
medical
appointments
even
where,
when
there
might
be
a
good
reason,
medical
providers
are
mandatory
mandatory
reporters
if
they
believe
abuse
or
neglect
is
occurring.
O
But
this
is
a
subjective
standard
and
national
studies
have
shown
that
more
black
families
are
reported
to
child
welfare
agencies
than
than
white
families.
In
the
same
circumstances,
DHS
involvement
not
only
could
lead
to
children
being
removed
from
their
families,
but
it
also
adds
even
more
meetings
and
appointments
to
that
stressed.
Families
calendar
so
a
CLS
client
recently
had
two
children
placed
in
foster
care
and
her
fast-food
job
hours
varied
all
the
time
she
had
two
children
to
visit
and
two
more
at
home.
O
The
two
children
in
foster
care
were
in
two
different
homes
and
she
had
separate
visitation
schedules
for
each
child.
The
children
in
foster
care
also
had
medical
needs
and
because
she
was
unable
to
attend
enough
appointments
of
the
medical
appointments
and
family
visits
for
the
children
in
foster
care.
She
asked
for
a
flexible
schedule
from
her
employer
that
didn't
work.
She
ended
up
losing
her
job
and
she
ended
up
losing
custody
of
the
two
children
who
were
in
foster
care.
O
Another
recent
client
works
in
a
in
a
restaurant.
Not
only
do
his
hours
vary
widely,
but
he
only
gets
his
weekly
scheduled
days
before
his
work.
Week
starts
so
when
our
child
welfare
agency
DHS
expressed
concern
about
returning
the
child
to
him,
because
the
child
has
standing
medical
appointments
for
her
special
needs,
and
so
there's.
This
is
something
that's
recognized
by
child
welfare
experts
as
well,
and
it
affects
parents
and
real
ways
when
they
don't
have
flexible
enough
work
schedules
to
work
around
standing
medical
appointments.
O
So
these
these
issues
have
real
impacts
and
these
vulnerable
families
need
more
flexibility,
not
less.
They
need
the
ability
to
turn
down
a
change
of
schedule
if
it
in
interferes
with
family
responsibilities,
they
need
the
ability
to
plan
several
weeks
ahead
and
said
they
are
punished
for
lacking
flexibility
by
getting
fewer
hours
or
they
are
fired.
A
more
humane
system
would
recognize
that
workers
are
human
and
humans
have
needs
whether
their
own
or
their
families.
O
Again.
We
thank
you
for
looking
into
this
issue
and
we
think
that
there
are
a
number
of
ways
that
we
would
be
glad
to
work
with
City
Council.
In
terms
of
crafting
protections
for
workers,
in
particular
protecting
them
from
the
kind
of
retaliation
we
already
heard
about
earlier
today
and
the
ability
to
turn
down
a
change
of
hours
and
the
ability
to
get
additional
hours,
if
necessary,
before
they're
offered
to
a
new
person
in
the
in
in
the
business.
N
Afternoon,
chair
William
and
the
chairwoman
Reynolds
Brown
and
members
of
council,
my
name
is
Nancy
Walker
and
I
am
Chief
Deputy,
Attorney,
General
and
I
head
up
the
Fair
Labor
section
at
the
Pennsylvania
office
of
the
Attorney
General,
and
in
that
section
we
support
working
men
and
women
and
employers
that
abide
by
the
law.
I
send
Attorney,
General
Josh
Shapiro
regrets
that
he
could
not
be
here
today.
He
had
other
commitments,
but
with
your
indulgence,
I'd
like
to
share
just
a
few
comments
from
the
Attorney
General.
N
Thank
you
thank
you
for
holding
this
hearing
today
to
discuss
how
job
scheduling
issues
affect
working
people
and
their
families
in
Philadelphia
and
across
Pennsylvania
as
Attorney
General.
My
duties
require
me
to
travel
across
the
Commonwealth
everywhere.
I
go
I
meet
low-wage
workers
in
the
retail
and
service
industries
who
struggle
to
feed
their
families,
pay
their
bills,
care
for
family
members
and
further
their
educational
goals.
N
Each
story
I
hear,
has
common
threads
low,
hourly
wages,
unpredictable
work
schedules
which
make
it
difficult
to
find
reliable
childcare
or
to
schedule
appointments,
take
classes
and
attend
children's
school
functions,
on-call
scheduling,
which
forces
parents
to
arrange
and
often
pay
for
childcare.
Even
they
do
not
end
up
getting
called
into
work
by
their
employer
being
sent
home
from
shifts
early
and
as
a
result,
earning
less
than
they
expected
and
ever
changing
work
weeks
and
work
hours
that
for
enforced
part-time
work,
making
earnings
so
low
that
workers
are
forced
to
choose
between
basic
necessities.
N
These
struggles
leave
working
women
and
men
little
opportunity
to
get
ahead.
These
stories
are
real
and
painful,
and
we
must
find
lasting
solutions,
and
conversations
such
as
the
one
you're
holding
today
are
important
steps
toward
finding
those
solutions.
Recent
studies
indicate
that
nearly
one
of
the
nearly
100
thousand
service
sector
workers
in
the
Philadelphia
area,
two-thirds
of
them
report
unpredictable
work
schedules
that
fluctuate
from
week
to
week.
62
percent
have
little
or
no
advance
notice
of
their
work
schedules.
N
29%
are
forced
to
deal
with
on-call
scheduling
and
other
fluctuations
and
nearly
half
experienced
work.
Weekly
income
changes,
in
addition
to
scheduling
fluctuations,
nearly
a
quarter
of
all
Philadelphia
service
sector
workers
are
scheduled
to
work
less
than
20
hours
per
week,
despite
being
available
to
work
far
more
in
sufficient
hours
and
low
wages
leave
many
families
struggling
simply
to
survive
with
little
or
no
opportunity
to
get
ahead.
Women
are
particularly
hard-hit
by
these
practices.
The
National
Women's
Law
Project
reports
that
nearly
6
and
10
low
wage
workers
are
women,
many
of
whom
bear
additional
birth.
N
The
additional
burden
of
primary
family
caregiving
responsibilities,
working
mothers
are
primary
wage
earners
and
42
percent
of
families
with
children
and
studies
indicate
that
almost
13%
of
Pennsylvania
women
live
in
poverty.
Fair
scheduling
is
crucial
for
single
mothers,
many
of
whom
have
difficulty
making
childcare
arrangements
for
evening
weekend
and
overnight
shifts,
especially
when
schedules
change
from
week
to
week,
or
even
at
the
last
minute,
women
of
color
fare
even
worse.
They
are
over-represented
in
low
wages
and
childcare
responsibilities.
N
These
harmful
scheduling
practices
contribute
to
a
cycle
of
poverty
from
which
few
low-wage
workers
can
break
free.
We
must
change
this
part
of
corporate
structure.
In
the
past
few
years,
Attorney
General's
across
the
country
have
been
instrumental
in
influencing
the
creation
of
fair
scheduling
policies
with
several
major
retailers.
Attorneys
generals
have
joined
together
to
send
letters
to
some
of
the
nation's
largest
retailers,
seeking
information
about
their
on-call
scheduling
practices
and
expressing
concern
about
the
impact
of
on-call
scheduling
on
workers
and
their
families.
N
As
a
result
of
these
efforts,
several
of
those
large
retail
chains
agreed
to
end
their
on-call
scheduling
practices
and
some
further
agreed
to
provide
employees
with
work
schedules
at
least
one
week
in
advance
of
the
start
of
their
work
week.
Fair
scheduling
practices
by
these
employers
change
the
lives
of
tens
of
thousands
of
workers
across
the
country
and
prove
the
businesses
can
do
well,
while
doing
right
by
their
employees
more
predictable,
work
schedules
and
hours
benefit
employers
as
well.
They
can
lead
into.
N
They
can
lead
to
increased
worker
satisfaction,
resulting
in
less
employee
turnover
and
less
time
spent
training.
New
employees,
thereby
increasing
overall
productivity
working
women
and
men
deserve
predictable
hours
and
decent
wages.
I
support
the
efforts
of
this
committee
and
look
forward
to
working
together
to
find
ways
to
support
workers
in
Philadelphia
and
all
of
Pennsylvania,
respectfully
Josh
Shapiro.
P
Good
afternoon
everybody
my
thanks
to
share
woman
again
and
the
committee
members
for
the
chance
to
provide
testimony.
I
am
Anna
Haley
Locke
I'm,
an
associate
professor
at
Rutgers
University,
who
studied
conditions
of
low
wage
and
hourly
jobs
from
both
employer
and
employee
perspectives.
For
the
last
16
years,
with
Professor
Susan,
Lambert,
Kristin,
Harknett
and
Daniel
Schneider
I
know
you
have
testimony
submitted
from
Kristin
and
Daniel
I'm
on
the
research
team,
funded
by
the
city
of
Seattle,
to
evaluate
the
implementation
of
Seattle's.
P
New
scheduling,
ordinance,
professor
Lambert
and
I
are
investigating
the
implementation
process
from
the
employers
side.
You
have
my
written
testimony,
but
I'll
touch
on
the
high
points
as
Harknett
and
Schneider
have
found
for
Philadelphia
Philadelphia's
hourly
service
workers,
much
like
their
counterparts
around
the
u.s.
face,
a
range
of
scheduling
practices
in
their
jobs
that
destabilize
both
their
income
and
their
ability
to
combine
work
with
dependent
care
and
other
obligations.
Philadelphia
hourly
service
employees
surveyed
reported
an
average
14
hour
fluctuation
in
their
total
hours
from
one
week
to
the
next.
P
A
third
got
a
scheduled
less
than
a
week
in
advance.
29%
had
worked
on
call
shifts
in
the
last
month
and
16%
had
work
shifts,
had
a
work
shift.
Canceled
77
percent
of
workers
in
Hartnett's
and
Snyder's
study
wanted
more
stable
and
predictable
schedules
and
of
the
47
percent,
who
worked
fewer
than
30
hours.
P
74%
wanted
more
hours.
Research
has
well
documented
by
now
the
negative
impacts
of
employer
driven
schedule
and
stability
for
workers
and
their
families.
Professor
Lynn
Posey,
Maddox
and
I
found
that
employer
scheduling
practices
shaped
parent's
engagement
in
their
children's
schools.
That
is
whether
and
how
they
participate
in
school
and
classroom
activities,
important
for
both
kids
and
their
schools.
As
dr.
P
Damon's
testimonies,
who
eloquently
shared
recently,
women
and
hourly
service
jobs,
all
primary
caregivers
for
children
in
our
study
face
the
lack
of
input
into
their
work
schedules
having
to
provide
employers
far
in
advance
notice
of
their
own
naps
absences,
even
as
their
employers
posted
worker
schedules.
At
the
last
minute,
employers
requiring
them
to
extend
their
shift
n
times
at
the
last
minute,
an
uncertainty
about
how
many
hours
they
would
get
to
work
a
shift
with
frequent
early
sent
homes
because
of
their
work
schedule.
P
Instability,
the
women
typically
had
to
ask
their
employers
for
time
off
of
work,
often
one
or
two
weeks
in
advance
and
often
unpaid-
to
participate
in
school
activities.
For
example,
Mary
waited
tables
at
a
national
restaurant
chain
while
raising
her
two
young
nieces.
Her
work
schedule
was
posted
for
a
week
at
a
time.
A
few
days
before
the
work
week
began
and
was
just
a
guest
of
it
after
posting
at
her
employer
would
frequently
adjust
her
hours.
P
The
the
story
we've
heard
repeatedly
so
far
a
testimony
Mary
said
they
were
often
quote-unquote
days
that
I
started
at
11:00
and
was
done
before
noon
yeah.
So
those
are
the
days
you
ought
to
cry
if
it's
slow
and
nobody's
coming
in,
they
cut
the
floor,
meaning
the
staff
this
met.
Mary
rarely
knew
when
she
could
be
available
to
be
involved
with
her
nieces
school
and
because
she
was
desperate
for
whatever
work
hours
came
for
way.
She
had
to
prioritize
a
last-minute
chances
to
work
over
planned
school
participation.
P
Vicki
a
customer
service
representative,
their
retail
store,
explained
that
she
could
quote.
Never
honestly
tell
you
when
I'm
going
to
be
out
of
work.
If
we
get
slammed
five
minutes
before
we
close,
we
still
have
to
help
everybody.
That's
there.
If
Vicki
declined
to
stay
until
all
customers
were
served,
even
when
her
shift
was
officially
over,
she
said
her
employer
would
give
her
fewer
or
a
less
desirable
hours
later
on.
That
is
their
retaliation
story.
We've
also
heard
today
because
of
this
Vicki
repeatedly
sacrificed
plans
to
attend
her
children's
school
events.
P
This
employers
practice
also
made
for
some
very
long
days
which
sapped
Vicki's
energy,
as
well
as
availability
for
participating
in
school
events
and
even
basic
family
life.
Now,
as
concerns
grow
about
Effects
of
unstable
scheduling
on
workers
and
Families,
employers
sometimes
respond
by
describing
volatile
conditions
they
face
and
running
successful
businesses
and
the
resultant
need
for
what's
called
labor
flexibility
through
using
scheduling
practices
like
last-minute
scheduled
posting
and
changes.
On-Call
shifts
and
type
is
a
tight
shift.
P
Spacing
party
cloaca
knees
as
they're
known,
and
it
is
no
doubt
really
hard
running
a
business
in
the
service
sector.
Yet
research
suggests
that
demand
for
labor
is
not
vastly
unpredictable
in
the
service
sector.
There
is.
This
is
partly
because
business
demands
and,
in
turn
the
need
for
labor
exhibit
a
fair
amount
of
constancy
over
time.
My
full
testimony
provides
citations
for
research
on
all
of
this
and
because
today's
forecasting
systems,
including
scheduling
technologies,
the
predictive
scheduling
that
was
discussed
earlier
can
anticipate
much
of
the
remaining
variation
in.
P
We
found
that,
while
managers
carefully
tracked
labored
costs
sales
ratios
like
their
retail
competitors,
when
customer
traffic
was
slow
in
a
given,
Department
employees
were
rotated
to
busier
departments
rather
than
having
their
hours
cut.
Costco
also
guarantees
minimum
hours
to
its
regular
employees,
38
for
full-time
24
for
part
time,
and
thus
incentivizes
managers
to
concentrate
hours
on
existing
employees.
P
Such
strategies
are
not
limited
to
large
footprint
stores.
I
know.
That's
come
up
to
about
small
versus
big
business.
In
my
study
of
restaurant
employment,
that
included
sites
of
two
national
low-end
chains
in
suburban,
Seattle,
Chicago
and
Vancouver
Canada
staff
reallocation
was
also
used
to
deal
with
business
fluctuations
in
Vancouver
managers
at
sites
of
two
chains
covered
by
a
quote-unquote
minimum
daily
pay
loss.
P
So
it's
a
sliver
of
what's
now
larger
Fair,
Work,
Week
ordinances,
a
carefully
forecasted
the
need
for
labor
on
to
schedules
in
advance,
and
then,
when
shifts
came
up
slow,
they
assigned
waiters,
deep-cleaning
or
food
prep
tasks.
In
contrast,
managers,
the
sites
of
the
same
chains
in
Seattle
and
Chicago,
which
were
not
covered
by
such
regulation,
reduced
or
canceled
shifts
at
slow
times.
I'm
wrapping
up
the
problems
caused
by
unpredictable
schedules
are
real
and
they're
considerable.
We
have
a
bevy
of
data
established
at
this
point
on
this.
This
is
not
up
for
debate
it.
P
They
are
considerable
for
many
American
workers
and
for
many
Philadelphia
workers
as
Harknett
and
Schneider
have
found.
It
is
heartening
that
Philadelphia
City
cow
I
was
taking
the
opportunity
to
listen
to
input
from
a
range
of
stakeholders
very
much,
including
labor,
and
business
and
government
everybody
to
devise
solutions
that
may
better
share
workplace
risk
and
reward
among
employers
and
employees.
Thank
you.
Thank.
B
K
B
P
There's
a
reference
in
my
testimony
that,
unfortunately,
that
we
are
just
wrapping
up
this
at
the
baseline
report,
so
we
collected
data
from
employees
and
employers
in
Seattle
prior
to
the
the
activation
of
the
new
ordinance
of
this
past
year.
That
report,
which
shows
kind
of
the
nature
of
the
practices
the
variation,
is
embargoed
for
a
few
more
days.
It
will
be
out
at
the
end
of
the
week,
I.
P
I
clean
yet
and
then
we
are
going
back
into
the
field
in
Seattle
this
summer
at
the
one-year
mark
after
implementation,
and
that's
when
we're
gonna
know
you
know
the
focus
is
really
understanding
from
my
side
and
Susan's
side,
understanding,
employers,
experiences
with
the
law
and
their
implementation
of
it
and
how
they've
dealt
with
sure.
It's.
B
A
police
I
thank
the
Attorney
General
for
registering
his
important
voice.
It
matters
and
to
know
that
he's
facing
this
across
the
Commonwealth
underscores
why
it's
important
for
us,
as
a
legislative
body,
to
take
a
real
good
look
at
it
and
I'm,
not
surprised
to
learn
at
all
that
african-american
women
are
always
I,
don't
care
what
the
the
the
factor
is:
I,
don't
care
what
the
metric
is.
B
African-American
women
have
to
walk
on
water
and
fly
to
be
equal
and,
in
an
instance
like
this,
it's
not
a
surprise
that
they
are
most
negatively
impacted
by
the
realities.
We're
talking
about
this
afternoon,
so
you're
all
here
testimony
was
quite
quite
important.
Thank
you
very
much.
Thank
you.
Thank
you.
Thank.
N
A
Miss
Walker
I
just
had
a
quick
question
and
then
I
want
to
open
up.
If
there
are
any
other
council
members
who
have
questions,
could
you
just
because
I
think
it's
important
that
the
Attorney
General's
of
multiple
states
have
been
looking
into
this?
Could
you
explain
a
little
bit
about
what
on
call
or
on-demand
scheduling?
Is
that
triggers
this
type
of
interest
so.
N
We
don't
call
scheduling
as
Councilwoman.
It
is
when
an
employee
is
asked
to
be
available
during
a
certain
amount
of
time,
so,
for
example,
on
a
Saturday,
an
employee
is
asked
to
be
available
from
10
o'clock
in
the
morning
until
felt
4
o'clock
in
the
afternoon.
That
employee
may
or
may
not
be
called
in,
but
they
have
to
be
available
to
take
the
call
and
to
get
to
work
very
quickly
where
this
is
really
particularly
detrimental.
N
I
mean
that
may
not
affect
I
have
a
teenage
daughter
that
may
not
affect
a
teenage
daughter,
but
for
for
people
who
have
to
make
family
childcare
arrangements
they're,
often
paying
for
childcare
during
that
six-hour
window,
even
when
they're
not
called
in,
because
they
have
to
make
arrangements
to
cover
the
responsibilities
at
home.
So
it
can
be
very,
very
detrimental.
J
A
Helpful,
thank
you
very
much
and
dr.
Haley
or
if
you
could,
as
I,
think
other
people
are
saying,
we
are
now
doing
more
of
a
deep
dive
into
Philadelphia
and
I.
Think
in
particular,
it's
understanding
how
Philadelphia
is
measuring
up
against
more
national
trends
and
I.
Think
what
you're
saying
is
is
that
we're
mirroring
a
lot
of
what
we
already
know
is
happening
across
the
country,
any
kind
of
minimal
standards
of,
or
assistance
to
help
businesses
understand
what
the
floor
is
on
this
issue,
and
can
you
explain
a
little
bit
I
mean
I.
A
Think
it's
really
important
for
folks
to
understand
that
there
have
been
policies
that
have
been
moving
in
other
places.
The
sky
has
not
fallen
on
those.
We
still
have
major
retailers
and
others
who
are
doing
business
well
and
adapting
to
this
issue-
and
this
is
part
of
some
of
your
research-
is
that
correct,
absolutely.
P
Yeah
and
it's
these
are
new
policies
and
they're
rather
complex
right,
so
Susan
and
I
are
the
first
to
acknowledge
that
they're,
fairly
distinct
mechanisms
from
say
a
minimum
wage.
That's
a
flat
number
I
mean
there's
a
lot
of
moving
pieces
to
these
I
think
that
I
praised
Seattle
I've
been
most
involved
with
that
process
and
being
really
inclusive
with
the
business
community,
with
labor
with
workers
with
managers.
P
Labor
lawyers
scheduling
software
companies
and
coming
together
to
work
through
the
nitty-gritties
to
use
a
technical
term
of
policymaking
through
administrative
rule
setting,
and
so
I
think
that
if,
if
there
is
a
success
story
to
be
found
there
and
again
we're
still,
you
know
actively
researching
I.
Think
part
of
that
will
be
through
this
process
of
bringing
you
know,
and
it
was
echoed
in
other
testimony
earlier.
I
can
really
bringing
folks
together
to
work
through
the
issues
and
we
have
a
definite
problem.
P
That's
just
well
established
at
this
point,
so,
let's
figure
out
you
know,
let's,
let's
work
this
out
together
and
I
do
again.
There
are
lots
of
you
know
all
these
different
kinds
of
practices.
The
just-in-time
scheduling
there
are
all
different
kinds
of
ways
of
doing
it
so
to
nail
that
down
and
reduce
the
liability
to
families.
It's
it's
a
bit
complex,
so
I
think
having
all-hands-on-deck
is
a
good
thing.
Thank.
A
Q
Q
Church
I
come
to
you
today,
because
I
support
making
sure
that
we
have
legislation
that
takes
care
of
those
on
the
front
lines
of
making
sure
that
we
have
a
strong
economy
on
January,
8th,
1964,
President,
Lyndon
Baines
Johnson
entry
introduced
what
is
now
known
as
the
Economic
Opportunity
Act
in
response
to
the
National
poverty
issue.
In
this
act,
President
Johnson
sought
to
create
what
we
now
know
as
the
Great
Society.
Q
Ironically,
at
the
same
time,
dr.
Leon
Sullivan
started
Philadelphia,
oh
I,
see
of
what
we
know
as
opportunities
industrialization
center
since
taken
the
helm
of
Philadelphia.
Oh
I
see
our
mission
has
really
been
the
mission
of
dr.
Sullivan
and
that
is
to
eliminate
poverty,
unemployment
and
illiteracy
here
in
the
city,
but
also
in
the
words
of
dr.
Sullivan,
to
help
people
help
themselves
since
taken
the
helm
in
January
fifteen
hour,
job
placement
rate
has
grown
to
nearly
80%,
and
our
revenues
have
increased
from
1.3
to
4.2
million
dollars.
Q
We
have
added
such
industries
beyond
just
hospitality
of
banking,
construction,
energy
and
technology,
and
while
these
are
great
achievements,
there
is
something
about
this
story
that
is
incomplete
as
I
make
my
way
around
the
city
and
as
I
hear
people
talk
about
the
impact
the
Philadelphia
oh
I,
see
has
had
upon
their
lives.
I'm
told
of
how
a
mother
or
brother
or
grandparent
was
able
to
get
a
new
lease
on
life
and
secure
full-time
employment
that
helped
them
provide
for
themselves
and
for
their
families.
Q
But
what
I
also
hear
are
from
students
who
come
back
graduates
rather
who
come
back
to
Philadelphia?
Oh
I,
see
who
are
part
of
that
80
percent
who
have
received
the
job
they
come
back
and
they
share
with
me
some
three.
The
six
months
later,
citing
unemployment
due
to
their
being
either
seasonal
or
part-time
workers.
Yes,
I,
look
at
this
as
a
serious
crisis,
because,
if
Philadelphia
OSC
is
in
the
business
of
addressing
poverty
here
in
the
city,
we
cannot
address
poverty.
Q
If
we
don't
have
a
Fair,
Work
Week
for
all
employees
with
employees
receiving
their
schedules
a
week
or
less
in
advance,
we
have
a
trained
and
educated
workforce
that
is
not
able
to
plan
for
or
respond
to
life's
uncertainties.
We
are
talking
about
single
parents
who
must
plan
for
childcare,
we're
talking
about
guardians
who
also
have
to
care
for
their
family
members
and
working
to
meet
the
needs
that
come
with
it.
We
are
talking
about
families
who
must
meet
rent
pay
bills,
purchase,
groceries
and
afford
the
uncertainty
of
a
week
to
week
work
hours.
Q
And
so
I
come
to
you
today
to
share
with
you
that,
as
we
look
at
growing
our
economy,
we
have
to
grow
it
with
families
that
are
of
interest
to
us.
It
matters
here
in
Philadelphia,
because
when
you
look
at
the
retail
industry,
foodservice
hotel
employees
who
are
on
the
front
lines
greeting
guests
to
our
city
and
ensuring
that
visitors
spend
money
in
Philadelphia
to
be
clear.
Q
This
908
989
million
dollars
only
accounts
for
the
meetings
and
conventions
and
doesn't
take
into
account
the
domestic
and
international
tourism,
along
with
just
the
everyday
impact
of
this
workforce
has
on
our
economy,
simply
put
a
livable
wage
and
regular
hours
are
the
least.
We
can
offer
a
workforce
that
has
helped
position
Philadelphia.
As
a
leading
destination
and
city
across
this
country,.
Q
And
some
calling
upon
business
leaders
I'm
calling
upon
City
Council
I'm,
calling
upon
everyone
here
in
this
city
to
address
these
issues
so
that
we
can
make
sure
that
families
can
provide
for
themselves.
So
we
can
make
sure
that
mothers
don't
have
to
choose
between
taking
care
of
their
kids
and
go
on
the
work
so
that
we
can
make
sure
that
every
person
is
taken
care
of
here
in
our
city
that
this
bill,
as
we
look
at
and
you've
heard
all
the
information
about
San
Francisco,
Seattle,
New,
York,
Oregon,
and
so
many
others.
Q
While
those
states
have
moved
forward
in
a
very
productive
way.
Philadelphia
is
the
birthplace
of
America.
Philadelphia
is
a
place
that
has
created,
greatness
and
it's
time
for
Philadelphia
to
be
a
leader
and
to
make
sure
that
we
are
part
of
the
change
and
we're
leading
this
change
across
this
nation.
Thank
you
so
much
it's
time
for
a
fair
work
week
for
all
families.
Thank.
F
Hi
good
afternoon,
my
name
is
Rosemarie
halts
and
I
am
the
senior
director
of
policy
for
maternity
care
coalition.
As
many
of
you
know,
maternity
care
Coalition
has
a
long
history
of
working
in
underserved
communities
to
improve
maternal
and
child
health
and
well-being.
But
you
may
not
know
is
that
the
idea
of
our
original
mama
Beal
program
arose
out
of
the
City
Council
hearing
almost
on
infant
mortality
of
nearly
30
years
ago.
The
lack
of
fair
scheduling
regulation
is
an
economic
barrier
that
disproportionately
impacts
our
families
for
pregnant
and
parenting
families
in
Philadelphia.
F
The
impact
is
even
greater,
with
over
60%
of
children,
ages,
5
and
under
in
Philadelphia
living
in
poverty
living
below
the
200%
poverty
level.
It's
even
more
critical
women
are
disproportionately
impacted
by
chronic
underemployment,
race,
ethnicity
and
educational
level,
compound
these
effects
and
amplify
their
impact
on
young
children.
Children's
well-being
is
further
threatened
by
the
exposure
to
the
adverse
childhood
events,
which
was
mentioned
earlier
in
testimony
alarmingly,
one-third
of
families
report
experiencing
chronic
stress
over
their
workweek
schedules.
F
Unpredictable
work
schedules,
make
it
difficult
to
access
quality
childcare
and
currently,
in
Philadelphia,
has
only
one
11100
subsidized
childcare
slots
for
children
ages,
0
to
5,
however,
unpredictable
work
schedules
and
income
variations
can
change,
ellaby
eligibility
for
subsidies.
In
addition,
very
few
childcare
centers
are
open
in
the
evening
or
overnight,
so
families
are
often
forced
to
secure
and
pay
for
babysitting
oftentimes.
Part-Time
workers
shifts
are
cut
short
or
cancelled
at
the
last
minute,
and
parents
lose
income
and
are
left
still
obligated
to
pay
for
childcare.
F
One
client
described
her
exhausting
work
week.
This
way,
I
worked
two
part-time
jobs
to
support
myself
and
my
three-month-old
baby.
My
one
employer
is
constantly
rearranging
my
schedule
at
the
last
minute
and
often
shortened
shifts
I
pay
for
public
transit
to
work,
whether
it's
for
three
hours
or
six
hours
I
have
to
pay
for
babysitting
for
my
evening,
job
which
sometimes
cost
more
than
what
I've
earned
I
am
trying
to
breastfeed.
My
baby
and
one
employer
will
accommodate
pumping
at
work,
but
the
other
won't
so
often
I
don't
eat.
F
During
my
break,
so
I
can
pump
I,
don't
know
my
work
schedule
until
it's
posted
on
Sunday
I've
missed
several
well-baby
checkups,
because
both
employers
will
not
accommodate
my
time
off.
Requests
for
medical
appointments
ahead
of
time,
I
feel
overwhelmed
most
of
the
time,
but
I
will
keep
trying
to
be
a
good
mom.
With
the
fair
scheduling
resolution
filled
up,
he
can
continue
to
lead
the
way
as
many
family-friendly
cities
have
already
done
in
ensuring
steady,
sustainable
and
flexible
work
weeks.
F
J
You
good
afternoon,
my
name
is
Vanessa
fields
and
I
am
speaking
this
afternoon
on
behalf
of
the
Philadelphia
Commission
for
women
I
serve
as
a
commissioner
and
the
chair
of
the
pay
equity
Committee
on
this
commission.
The
Commission's
focus
is
on
improving
opportunities
for
civic
engagement
and
economic
success
in
the
lives
of
women,
girls
and
those
who
identify
as
female.
As
many
of
you
know,
philly
is
the
largest
poor
city
in
america.
The
majority
of
these
poor
households
are
headed
by
women,
unstable
work
schedules
exasperates.
J
These
woman's
ability
to
effectively
address
their
own
health
needs
ability
to
parent
effectively
and
to
move
out
of
poverty
as
a
retired,
labor
leader
and
social
worker,
with
almost
30
years
as
a
social
worker
at
DHS,
I
am
able
to
speak
with
some
first-hand
knowledge
on
this
issue.
Many
workers
in
our
early
low-wage
jobs
struggled
to
manage
their
lives
while
navigating
unpredictable
work
schedules.
Seventy-Five
percent
of
workers
with
unstable
work
schedules
report
having
insufficient
time
for
their
children.
A
good
education
is
a
key
step
out
of
poverty.
J
A
parent's
involvement
in
their
child's
education
is
key
to
academic
success
for
students.
However,
when
their
parent
has
no
control
over
their
work
schedule,
it
makes
it
difficult
to
participate
in
the
child's
school
activities.
Many
of
these
jobs
with
unstable
work
schedules
request
two
weeks
notice
for
leave
time.
However,
schools
often
don't
provide
this
much
notice
regarding
parent-teacher
night
or
report
card
meetings.
Parents
who
work
these
schedules
are
often
relying
on
friends
and
neighbors
for
childcare.
This
often
on
Network
can
affect
quality
and
stable
care
for
children.
J
If
the
parent
uses
a
child
care
agency,
there
is
often
unexpected
childcare
costs.
For
example,
there
are
additional
fees
for
late
pickup
of
a
child
early
drop-off
of
a
child
and
evening
childcare
services,
unstable
work
schedules
are
often
low,
wage
hourly
jobs.
Therefore,
there
is
a
struggle
to
support
a
family
which
requires
the
need
for
a
second
or
sometimes
even
a
third
job,
but
due
to
the
unpredictable
work
schedule,
a
workers
unable
to
schedule
interviews
for
another,
hopefully
better
paying
job.
Lastly,
the
unpredictable
work
schedules
make
it
difficult
to
schedule
medical
appointments.
J
This
results
in
restaurant,
fast-food
and
hotel
workers
going
to
work
ill
and
exposing
others
to
their
illnesses,
causing
a
health
risk
to
customers
of
these
businesses.
We
applaud
console
woman
games
leadership
on
this
extremely
important
issue.
In
closing,
Aristotle
said
poverty
is
the
parent
of
revolution
and
crime.
Think
about
that
for
a
moment.
Thank
you.
R
R
Previously,
when
my
children
were
younger,
I
worked
as
a
cashier
at
a
pharmacy
I've
seen
a
lot
of
challenges
of
the
service
and
hospitality
industry
at
the
pharmacy.
I
never
could
count
on
regular
hours
or
days
off,
because
there
were
no
ground
rules.
I
had
no
means
of
holding
on
to
my
hours
or
having
a
regular
expectation
of
for
time.
I
spent
many
nights
worrying
about
whether
I
would
have
income
at
the
end
of
the
week
to
pay
my
bills,
but
because
I
needed
this
job.
R
I
also
struggled
with
being
afraid
of
saying
no
to
certain
changes
in
my
schedule.
I
remember
one
day
there
was
a
big
snowstorm
when
I
received
a
call
from
my
employer
that
they
absolutely
needed
me
that
day
there
was
no
ifs,
ands
or
buts
about
it.
I
felt
clear
that
saying
no
to
this
demand
could
compromise.
My
job
I
had
to
scramble
to
ask
my
boyfriends,
who
watch
the
children,
but
then
was
forced
to
work
a
double
shift
with
no
notice
and
be
away
from
them
well
past
their
bedtime.
R
More
recently,
I
was
part
of
the
crew
that
opened
a
new
bar
in
a
restaurant
at
the
airplane.
Like
many
other
new
restaurants,
the
opener
moms,
who
were
very
chaotic,
we
had
many
staff,
but
hours
and
days
are
changed
all
the
time.
None
of
us
could
depend
on
our
hours
or
regular
days
off.
I
can
make
no
plans
with
my
children,
because
I
cannot
be
certain
when
I
will
be
working.
My
fiance
has
a
heart
condition
and
I
was
constantly
afraid.
R
If
we
had
not
gotten
a
such
schedule
with
advance
notice
of
changes,
I
don't
think
I
could
have
made
it
work
as
a
mother
trying
to
take
care
of
her
kids,
it's
almost
impossible
to
keep
my
family
stable
when
I
don't
know
whether
I
need
to
pay
for
babysitting
or
de
cheer
or
articulate
kids
to
the
doctor
at
the
airport
and
around
the
city.
There
are
so
many
people
work
in
jobs
like
mines
who
have
no
rights.
They
don't
know
their
schedule
week
to
week.
R
They
don't
know
how
many
hours
they
are
going
to
get
they
keep.
They
keep
living
like
this
because
they
are
afraid
to
lose
their
jobs.
People
are
suffering
because
of
this
myself
made
sure
and
my
children
have
suffered
because
of
this
as
working
people.
We
have
to
make
ourselves
available
morning
noon
and
night
for
employers.
At
the
very
least,
we
deserve
some
ability
to
plan
our
lives
or
finances.
Our
children's
care
and
have
services
for
income
that
doesn't
disappear
at
the
last
minute
and
throw
our
lives
into
disarray.
A
Thank
you
that
is
so
deeply
moving.
I
did
have
one
quick
question
for
dr.
Johnson.
You
know
you
have
been
and
an
OIC
in
particular
has
been
a
integral
part
of
the
workforce
development
strategy
by
the
city
of
Philadelphia.
It's
been
a
major
initiative.
They
just
launched
a
new
fueling,
Philadelphia's,
workforce,
talent
and
I'm,
wondering
if
you
feel
like
in
some
ways
that
you
coming
out
in
support
of
understanding
like
why
predictable
scheduling
and
stable
types
of
work
efforts.
Why
is
that
particularly
compatible
with
the
workforce,
development
strategy
and
vision,
right.
Q
I
speak
for
myself:
I,
don't
speak
for
the
committee,
but
what
I
will
state
is
this
is
that
when
you're
in
the
business
of
addressing
poverty,
you
begin
to
see
that
there
is
a
connection
between
the
economics
and
what
I
mean
by
that.
Is
that
it's
not
just
good
enough
for
somebody
to
get
a
job.
A
person
must
have
a
job
that
they
can
depend
upon.
Q
They
must
have
hours
that
they
can
depend
upon,
and
so
otherwise
that
we're
going
to
continue
to
do
is
to
create
these
cycles
of
poverty
and
we're
going
to
create
more
generations
who
are
stuck
in
poverty.
And
so,
if
we're
really
serious
about
making
sure
that
Philadelphia
does
not
remain
being
the
highest
rate
of
poverty
in
the
largest
big
city
in
America
with
poverty,
then
we
have
to
address
from
an
economic
issue
rap
the
address
from
the
educational
issue,
and
we
have
to
address
from
a
workforce
issue.
Q
Otherwise
we'll
be
back
here
at
City,
Council
saying
the
same
thing
again,
because
we
have
not
a
tackled
the
issue.
The
way
we
need
to,
but
we
need
to
attack
lift,
so
we
can
make
sure
that
everybody
can
take
care
of
their
families,
just
as
the
CEOs
take
care
of
their
families.
We
have
to
make
sure
that
those
who
work
for
us
and
want
the
frontlines
that
they're
able
to
take
care
of
their
families
too.
A
And
what
would
you
have
to
say
for
people
who
feel
like
most
of
this
is
just
about
jobs
and
employment,
and
you
know
that
this
is
really
about.
You
know
staying
out
of
jobs,
unemployment,
we
really
don't
want
to
talk
about
families
and
the
impact
that
that
it
has
on
people's
actual
lives
and
their
ability
to
take
care
of
others.
Why
is
that
message
like
what?
What
what
more
do
we
need
to
hear?
Then
it's
just
a
jobs
issue
stay
out
of
it.
Yeah.
A
Miss
fields
as
a
member
of
the
women's
Commission
and
as
somebody
who's
been
very
active
around
women's
labor
issues.
Do
you
have
some
response
to
that
that
you
know
this
idea
that
you
know
there's
only
one
way
to
look
at
workforce
development
and
somehow
predictable,
scheduling
and
stable
work
may
be
incompatible
with
workforce
development
strategies.
Do
you
you've
done
this
work
for
also
a
long
time.
You've
worked
on
helping
women
in
particular
move
forward
in
the
workplace.
J
Yeah
absolutely
it
impacts
on
so
many
different
areas,
because
when
you
think
in
terms
of
the
fact
that
most
of
these
households
of
poverty
are
women
and
women
are
the
ones,
no
matter
what
you
say,
women
are
the
ones
who
take
care
of
the
children,
take
care
of
their
elderly
parents
sixes
through.
You
know,
family
members
of
whatever.
J
Much
stress
because
when
you
think
of
the
type
of
stress
you
have
to
go
through
trying
to
juggle
figuring
out
if
I'm
going
to
be
able
to
pay
the
bills,
can
I
well
I
have
time
for
to
get
some
decent
childcare
for
my
kids
and
to
take
care
of
the
elderly
because
a
lot
of
times
you
have
a
mother
or
father
living
in
the
same
household?
As
you
know,
you
have
generations
living
in
the
same
household,
and
so
now
you
have
other
folks.
J
A
And
thank
you
so
much
miss
what
Barry
for
your
testimony,
especially
you
know
it's
it
matters
so
much
for
us
to
hear
from
working
moms,
especially
you
know.
You
have
a
14
year
old
and
a
7
year
old,
you're
you're
very
thoughtful
about
the
fact
that
one
is
in
high
school.
You
need
to
pay
attention
and
the
others
in
elementary
school.
You
want
to
be
there
as
a
parent
as
a
cheerleader
for
their
lives.
R
As
I
stated
earlier,
the
struggling
goes
beyond
then
bills
and
stuff,
like
that.
There's
numerous
occasions
where,
though
I
get
phone
calls
about,
my
you
know
being
in
the
hospital
discuss,
manners
have
her
seizures.
I
can't
leave
because
of
nobody.
You
know
their
Sabathia
or
I
had
to
pick
up
extra
hours.
I
can't
okay
instance,
I
just
got
finished.
Being
sick.
I
cannot
make
doctor's
appointment.
I
had
support
of
work
being
sick,
I
had
to
come
in
I
had
to
go
further.
You
know
stay
a
couple
of
hours
for
them
to
send
me
home
I.
R
A
A
And
if
there
is
this
is
the
final
panel
for
today's
hearing.
If
there's
anybody
else
who
would
like
to
testify,
if
you
could
just
let
our
clerk
know
so
that
we
can
put
that
on
the
record
and
and
have
the
rest
of
us
know
about
that,
thank
you
very
much
for
your
patience,
mr.
Wonder
Ling
and
this
Cooper.
You
could
just
introduce
yourself
and
proceed
with
your
testimony.
S
Good
afternoon
and
Councilman
Jim
I
apologize,
I
wasn't
here
when
you
called
my
panel
earlier
I
appreciate
your
flexibility.
My
name
is
Donna
Cooper
and
I'm.
The
executive
director
of
public
citizens
for
Children
and
Youth
and
I
want
to
thank
the
council
members
who
have
spent
time
here
today.
I
know
many
council
members
have
been
listening
to
the
testimony
and
councilmen
again.
Thank
you
for
holding
this
hearing
today
about
the
impact
of
them,
but
unpredictable
work
schedules
on
children
and
families
in
our
city
PCC.
S
Why
is
the
only
advocacy
organization
in
our
in
the
southeastern
region
of
Pennsylvania
that
works
on
a
whole
child
and,
as
you
know,
we
deliver
free
health
care
services
to
children.
In
fact,
beginning
March
26
will
enable
over
800
children
to
get
free
dental
care
as
part
of
our
give
kids
smile
week
of
service,
and
we
organize
this
free
care
because
far
too
many
children
of
working
parents
don't
have
dental
insurance,
and/or
their
coverage
or
co-pays
make
it
impossible
for
them
to
afford
dental
care
for
their
children.
So
how
does
this
connect
to?
S
Why
we're
here
today
quite
directly,
in
order
for
parents
to
make
dental
or
doctor
appointments
for
their
children?
They
need
to
know
when
their
work,
what
their
work
schedules
are
it's
as
simple
as
that
our
job
at
PCC?
Why
is
to
do
what
we
can
to
encourage
elected
leaders
to
do
what
they
can
to
adopt
policies
that
ensure
every
child,
rich
or
poor
can
thrive?
That's
why
we've
long
been
advocates
for
workplace
policies
and
apparent
that
enable
parents
to
be
both
good
productive
workers
and
responsible
and
responsive
parents?
S
S
The
good
news
is
that
most
workers
in
this
great
city
and
this
great
nation
can
balance
work
and
family,
because
our
national
norm
of
predictable
work
schedules
is
in
place.
In
fact,
the
vast
majority
of
workplaces,
both
employers
and
employees,
benefit
from
a
common-sense
approach
to
scheduling
that
gives
employees
reasonable
notice
for
shifts.
S
In
fact,
it's
sort
of
HR
101,
predictable
schedules
are
a
good
workplace
back
best
practice
that
increases
employee
retention,
boosts
worker
productivity
and
drives
down
the
cost
of
hiring
and
training,
and
on
top
of
that,
of
course,
they're
an
essential
ingredient
for
a
family-friendly
company.
I
commend
you
for
kicking
off
this
discussion
about
the
troubling
anti
family
norm.
That
is
far
too
common
in
our
food
service
and
retail
sectors,
where
the
poorest
workers
must
juggle
work
and
family
circumstances
and
have
the
fewest
resources
to
do
so.
S
The
good
news
again
is
that
a
study
conducted
in
Philadelphia
among
service
employees
found
that
66%
of
all
workers
got
their
schedules
at
least
a
week
ahead
of
time.
How
large
the
largest
share
of
those
workers
got
their
schedules
two
weeks
ahead
of
time,
but
that
still
means
that
a
third
of
the
workers
have
less
than
a
week
notice
for
their
schedule.
That
means
thousands
of
employees
in
these
sectors
don't
know
from
one
day
to
the
next.
S
What
their
schedule
will
be,
in
fact,
while
management
in
these
sectors
typically
knows
their
schedules
a
month
in
advance,
the
frontline
workers
can't
plan
their
child's
doctor
visits,
childcare
or
essential
responsibilities
of
parenting.
As
we've
heard
today,
the
Philadelphia
Civic
child
advocacy
and
business
community
routinely
bemoans
the
challenges
faced
by
our
school
district,
but
it's
unclear
how
the
district
is
supposed
to
boost
student
performance
when
they're
saddled
with
the
impact
of
Framm
family,
unfriendly
work
practices
that
esteem
researchers
have
found
negatively
associated
with
young
child's
cognitive
development
and
behavior
problems.
These
findings
make
complete
sense.
S
For
decades.
We've
known
that
that
stable,
nurturing
or
ly
relationships
with
caregivers
are
crucial
to
the
long-term
development
and
well-being
of
children.
When
attachment
patterns
are
broken
by
endless
turnover
of
caregivers
know
how
matter
how
well-meaning
they
are.
Children
form
the
necessary
trusting
relationships
that
will
enable
them
to
grow,
learn
and
developed
simply
put
when
a
parent
cannot
predict
their
work
schedule.
They
cannot
put
their
child
in
consistent
childcare.
As
a
result,
the
development
of
the
young
child
will
be
stunted.
The
inconsistencies
and
childcare
undermine
their
cognitive
and
emotional
development
with
predictable
schedules.
S
Some
of
these
interruptions
can
be
avoided
and
not
only
does
a
lack
of
predictable
schedules
make
child
bonding
impossible.
It
largely
precludes
the
enrollment
from
high
quality
childcare
state
requires
using
subsidized
childcare
to
maintain
20
hours
of
regular
work.
Councilman
Jim
you've
talked
about
this
in
the
opening
of
this
hearing
when
hours
and
schedules
fluctuate,
causing
the
parents
income
to
change
a
parent's
capacity
to
maintain
their
eligibility
for
critical
early
learning
supports,
puts
their
child
children
at
risk,
and
let
me
explain
how
this
works
in
real
life.
S
Already
far
too
many
children
miss
school
because
of
untreated
chronic
illnesses
like
asthma
that
flare
up
when
doctor's
appointments
are
missed.
With
reasonable
notice
of
a
work
schedule,
a
parent
can
negotiate
with
their
children's
health
care
provider
for
appointments.
Without
such
a
schedule,
appointments
aren't
made
and
if
they
are
they're
kept.
Not
only
does
this
harm
children,
it
shifts
the
costs
of
unpredictable
schedules
right
on
to
our
overburdened
health
care
systems.
We
regularly
hear
from
pediatricians,
including
at
chop
and
st.
S
Christopher's,
that
children
miss
appointments,
because
parents
don't
have
notice
of
their
schedules
and,
of
course,
there's
another
untenable
impact
of
unpredictable
scheduling
in
irregular
hours
for
parents
who
are
those
attempting
to
learn
a
skill
or
a
trade
or
get
a
degree,
so
they
can
get
a
better
job.
We
all
know
it's
very
hard
to
juggle
parenting
and
a
job
without
a
schedule
add
to
that
need
to
go
to
school
and
further
your
education
and
the
house
of
cards
simply
collapse.
S
Let's
be
clear
if
our
goals
for
upward
mobility
for
this
city,
where
poverty
is
a
norm
for
nearly
half
of
the
population,
is
post-secondary
training,
then
our
fate
is
sealed.
It's
impossible
for
a
parent
to
add
school
to
the
mix
without
predictable
scheduling
for
employers
who
lament
the
the
shortage
of
qualified
workers
for
those
who
decry
the
number
of
families
who
rely
on
food
stamps,
it's
time
to
remove
every
barrier
to
secondary
training.
Chief
among
those
barriers.
Is
the
parents
unpredictable
schedules
that
make
enrollment
and
training
impossible?
S
The
fact
is
that
other
cities
have
found
workable
solutions
for
employees
and
employers
and
they
are
not
just
one-off
locations.
The
entire
state
of
California,
the
sixth
largest
economy
in
the
world,
with
a
GDP
larger
than
India,
Italy
or
Brazil,
has
already
passed
a
law
that
ensures
employers
tell
their
employees
schedules
in
advance
so
to
have
Oregon
New,
York,
Seattle
and
San
Francisco.
Each
of
these
states
and
localities
approach.
The
scheduling
requirements
differently,
some
mandate
a
14
day
schedule.
S
Others
tends
to
letters
one
week,
but
they've
solved
the
problem
by
requiring
that
a
others
have
to
solve
the
problem
by
requiring
employers
to
pay
employees
more.
If
they
have
an
absence
of
a
predictable
schedule,
we
can
learn
from
these
states
and
cities
about
how
to
appropriately
balance
the
role
that
government
can
play
to
reinforce
positive
workplace
norms
with
the
obvious
needs
of
private
employers.
This
is
possible,
especially
when
we
look
at
that.
S
None
of
these
places
that
have
laws
in
place
have
come
to
a
grinding
halt
and
none
have
had
an
exodus
of
retailer
service
sector
jobs.
Amazon
is
not
fleeing
Seattle
and
neither
is
Apple
who
Reese
expanded
into
that
city
in
the
changes
you
are
discussing
here
today
affect
a
very
small
segment
of
the
workforce.
Although
the
number
of
employers
and
employees
will
be
small
in
comparison
to
the
overall
economy,
the
impact
will
be
a
godsend
to
these
families,
enabling
them
to
enter
and
remain
in
the
labor
force
as
better
parents
and
more
responsible
employees.
S
Private
companies
may
argue
that
they
that
they
need
to
adopt
new
software,
retrain
their
managers
or
otherwise
expend
resources
to
make
predictable
schedules
possible.
In
fact,
these
companies
are
already
spending
large
sums
of
money
recruiting
and
replacing
workers,
because
they're
outmoded
anti
friendly
workplace
scheduling
practices
cause
unusually
high
levels
of
churn
among
their
hourly
workers.
The
Bureau
of
Labor
Statistics
xma
estimates
that
the
turnover
rate
among
out
hourly
workers
is
four
point:
five
percent
a
month
or
fifty-four
percent
annually,
they're
losing
half
of
their
workforce
annually.
S
Well,
the
cost
of
replacing
an
hourly
worker
is
less
than
put
replacing
a
professional
manager.
The
cost
is
not
insignificant.
Cronos,
a
workforce
analytics
firm
estimates
that
the
cost
of
turnover
in
the
hourly
wage
sector
is
fifteen
hundred
dollars
per
hire.
This
includes
the
cost
of
managers,
time
training
and
paperwork.
Other
companies
have
studied
the
problem
and
pegged
the
number
higher
at
2000
to
$4,500
per
hire
for
the
average
food
service
chain,
its
costs
a
minimum.
That
means
for
the
average
food
service
change.
S
It
will
cost
a
minimum
of
twelve
thousand
dollars
a
year
to
not
have
to
lose
these
workers
or
as
much
at
the
high
end
of
$36,000.
Avoiding
some
or
all
the
costs
through
predictable
schedule
seems
like
a
better
deal
for
business
owners
and
their
employees.
Suffice
to
say
that
it's
not
a
stretch
to
suggest
the
companies
will
save
money
by
adopting
predictable
work.
Scheduling
further
for
the
national
chains
impacted
by
what
you
proposed.
The
expense
of
new
scheduling
systems
have
already
been
borne
by
those
companies.
S
So
in
many
ways
expanding
the
practice
to
Philadelphia
spreads
the
cost
of
that
upgrade
across
the
company
and
essentially
brings
down
the
per
unit
cost
for
those
franchises.
I
want
to
close
by
calling
attention
to
the
fact
that
employers
and
other
cities
fighting
similar
matters,
as
those
discussed
here
today,
rely
on
the
tire,
an
old
argument
that
workers
will
be
harmed
when
the
government
attends
to
lean
in
on
their
behalf.
S
In
closing,
to
suggest
that
workers
lose
all
flexibility
when
the
government
mandates
predictable
schedules
will
only
be
true
in
the
very
same
workplaces
that
today,
fire
parents
who
ask
their
employers
for
the
flexibility
needed
in
the
regular
course
of
parenthood.
The
government
cannot
turn
a
fat,
a
family,
hostile
employer
into
a
family-friendly
workplace,
but
the
government
can
level
the
playing
field
in
these
sectors,
so
there
is
no
competitive
disadvantage
for
employers
who
want
to
retain
good
parents
as
their
workers.
S
A
You
so
much
miss
Cooper,
I,
just
I.
Just
wanted
a
point
of
clarification.
You
said
that
she
ran
one
of
the
largest
welfare-to-work
programs
and
gave
an
example
and
yeah.
Could
you
just
I
mean
for
clarity,
because
I
thought
it
was
very
powerful.
Talk
more
like
why
this
idea
that
somehow
predictable
schedules
or
a
stable
work-life
setting
the
most
minimal
standards
around
that
it
is
actually
compatible
with
helping
people
stay
in
the
workforce,
especially.
S
When
yeah,
it
was
essential,
I
mean
the
government
spends
a
lot
of
money
trying
to
move
particularly
women
from
public
assistance
into
work.
So
you
know
we're
spending
about
thirty,
five
hundred
or
five
thousand
dollars,
poor
per
woman
that
we're
trying
to
move
to
work
and
in
some
places,
fifteen
thousand
dollars.
If
she's
completed
a
training
program.
Normally
employees
who
complete
a
training
program
are
going
into
sectors
with
a
predictable
schedule,
but
the
government
is
definitely
spending.
You
know
between
thirty
five
hundred
to
five
thousand
dollars
to
help
women
navigate
into
the
labor
force.
S
Who
are
single
parents
and
I
will
tell
you
the
number
one
reason
so
of
the
it
was
actually
forty
eight
hundred
women,
so
nearly
five
thousand
women
and
we
had
a
65
percent
job
retention
rate
so
of
those
forty
of
those
forty-five
percent
of
the
women
who
failed
to
keep
their
jobs.
The
number
one
reason
that
we
were
working
on
reemployment
for
them
was
that
they
couldn't
make
stable
childcare
arrangements,
so
they
were
missing
work
because
one
week
their
aunt
could
watch
the
kid
for
this
schedule.
S
But
then
their
aunt
couldn't
watch
the
kid
for
that
schedule
when
they
had
at
the
following
week
or
they
were
on
call
so
you're
working
in
a
laundry,
and
you
have
to
do
a
double
shift
and
some
people
can
navigate
that
and
they'll
take
the
second
shift.
But
some
of
the
women
couldn't
navigate
that
because
there
was
nowhere
for
their
kid
to
be
and
if
they
had
had
notice
of
you
know
a
week
which
I
think
is
at
a
minimum
or
two
weeks
which
would
be
ideal.
S
They
can
make
childcare
arrangements,
but
it
is
not
possible
in
America
for
us
to
have
the
the
public
narratives
say
that
single
parents
need
to
enter
the
labor
force
and
be
less
reliant
on
public
assistance
in
food
stamps
if
the
labor
force
is
so
disorganized
as
to
make
it
impossible
to
ensure
the
care
of
their
children
is
in
place.
Thank.
A
T
T
We
have
brief
remarks
that
I
am
submitting
on
behalf
of
a
number
of
organizations,
so
I'm
not
going
to
read
them,
but
I
will
list
the
organizations
that
I'm
speaking
on
behalf
of
today,
and
that
is
the
pennsylvania,
food,
Merchants
Association,
the
Asian
American
Chamber
of
Commerce
for
Greater
Philadelphia,
the
manufacturers
alliance
of
the
Greater
Philadelphia
region,
Wawa,
the
Pennsylvania
restaurant
and
Lodging
Association,
the
Pennsylvania
Retailers
Association,
the
Greater
Philadelphia
hotel
Association
chairwoman.
Given
this
committee,
you
have
a
very
unique
leadership
opportunity
before
you
with
humanity,
facts,
evidence
and
a
keen
ear
to
listen.
T
I
think
you
have
a
very
unique
opportunity
to
bridge
ideological
divide,
to
perhaps
call
a
pause
and
a
timeout
to
very
narrow
interest
groups
that
have
already
staked
out
claims
and
positions
on
a
particular
issue
and
to
really
understand
how
employers
and
employees
can
work
together
to
build
an
awesome
work
environment
for
everyone.
We
share
your
interests.
We
want
a
vibrant,
prosperous
full
of
where
every
citizen
has
an
opportunity
to
succeed,
but
inherent
in
that
success
and
I.
Think
this
interesting
moment
in
time
is
the
word
flexibility.
T
Our
organization
represents
approximately
600,000
employees
in
the
Greater
Philadelphia
region,
by
the
way,
many
of
whom
about
60%
or
so
start
their
day
in
one
zip
code
and
move
to
another.
By
the
way.
This
is
always
the
issue
when
a
local
government
perhaps
moves
in
the
form
of
ordinance
and
something
might
be
better
left
off
at
the
federal
state
level
like
California
now,
let's
survey
those
employees,
employers
together,
let's
find
out
exactly
what
is
driving
decisions
for
the
employee
and
the
employer.
T
Second
and
our
chamber
will
offer
this:
we
have
over
a
hundred
and
fifty
human
resource
professionals
that
wrestle
with
these
issues
every
single
day
organized
a
day-long
hearing
like
this
one
bring
them
in
don't
rely
on
the
filter
of
interest
groups
like
this
Chamber
of
Commerce
or
organized
labor,
but
talk
to
human
reform
and
resource
professionals,
either
under
oath
on
the
record
or
informally.
But
we
think
that
would
be
so
Impala
see.
T
You
ask
pastor
Johnson
a
questionnaire
which
he
chose
not
to
answer
and
I
think
rightfully
so,
because
he
was
here
as
a
private
citizen
on
leave
from
his
employer
about
what
the
administration's
position
is
on
this
we
worked
hand
in
glove
with
Mayor
Kenny
mentioned
director,
Deborah
Dennis
and
Commerce
director
apps
on
creating
a
model
employer
program,
a
comprehensive
workforce
strategy
for
the
future
of
this
city.
I
think
it
would
be
totally
appropriate
to
bring
managing
director
Deborah,
Dinah's
and
Commerce
director
apps
here
at
this
table
and
ask
them.
T
How
does
this
comprehensive
workforce
strategy,
which
is
the
Kenny
administration's
key
initiative
in
this
regard?
Aligned
with
or
not
aligned
with
this
particular
initiative?
I
think
those
would
all
be
sound.
Steps
might
require
a
little
bit
more
time,
but
then
again
we're
presuming.
This
is
not
a
rush
process.
We're
presuming
there
isn't
a
bill
in
Waiting.
We're
presuming
that
this
committee
takes
its
work
significantly
so
and
we'll
be
willing
to
work
in
a
process
of
collaboration.
Otherwise
we
may
not
get
it
right.
T
B
B
T
T
Percent
of
our
membership
roster
is
comprised
of
businesses
and
organizations
of
about
500,
not-for-profit
members,
churches
organized
labor,
a
whole
range
of
folks
that
care
about
growth
and
prosperity,
but
eighty-five
percent
of
those
have
a
hundred
employees
or
less,
which,
obviously,
a
mandated
local
ordinance
unique
to
Philadelphia
at
this
regard
would
be
significant
for
those
smaller
enterprises.
Those
entrepreneurs
there's
neighborhood,
based
businesses
to
be
able
to
comply,
has.
B
T
We
could
provide
you
that
information.
As
the
chair
knows,
we've
been
working
in
unison
on
this
issue
for
well
over
a
year
now,
trying
to
gather
information
what's
happening.
Other
states
and
other
locales
I
am
interested
to
see
if
we
can
build
upon
the
experience
in
Seattle,
but
one
thing
I
would
caution
this
body
is,
we
always
know
each
municipality.
T
Locale
is
completely
different,
whether
it's
in
governance,
of
course
Philadelphia,
is
a
county
in
a
city
that
is
in
the
case
say,
for
example,
the
city
of
Pittsburgh,
which
is
part
of
a
bigger
jurisdiction
and
the
tax
structure.
Drug
Ettore
structure
for
each
municipality
is
always
completely
different.
B
So,
while
I
agree
with
that,
while
I
agree
with
that,
I
haven't
been
a
Robert
Wood,
Johnson
fellow
who
traveled
to
Chicago
and
San
Diego
and
Detroit.
Looking
at
how
systems
work
for
kids,
there
are
a
lot
of
takeaways.
We
can
pull
when
we're
trying
to,
as
this
municipality,
trying
to
figure
out
how
we
can
do
better.
So
there's
great
value
in
and
sitting
down
with
with
others
who
sit
in
the
same
space
that
I
do
when
we're
looking
at
tackling
a
major
of
public
power.
B
Public
policy
is
you
know
that
our
office
will
indeed
be
reaching
out
to
my
counterparts
and
those
municipalities?
Please
speak
to
a
term
I
learned
this
morning
and
I
want
to
thank
again
a
Windell
young
for
this
teachable
moment.
For
me,
a
predictive
scheduling
tools.
What
is
your
take
on
that
term?
Do
you
think
it
has
value?
Do
you
think
it
has
merit?
Do
you
believe
that
it
editorialized?
What
do
you
think
about
that
tool
so.
T
T
B
B
T
These
are
all
choices
that
business
will
have
to
make.
I
think
what
is
always
the
case
here
and
again,
if,
if
this
hearing
is
going
to
result
in
very
shorter
in
a
bill,
that's
already
being
contemplated
that
we
really
would
ask
that
that
we
would
have
grave
concerns
around
this
issue,
that
you
pause
and
talk
to
very
small
neighborhood
based
entrepreneurs
and
businesses
that
may
not
ever
have
the
financial
capacity
like
a
big-box
retailer
to
deploy
those
systems
at
least
not
right
away.
T
A
T
Chairwoman
again,
that's
an
outstanding
question,
unlike
a
let's
say,
a
labor
union
where
one
has
no
choice
but
to
be
a
member.
Our
membership
is
completely
volunteer.
An
organization
chooses
to
join
our
organization
and
under
our
membership,
all
of
those
employees
have
the
rights
and
privileges
of
membership.
T
Now
will
there
be
employees
within
any
organization,
just
like
a
legislative
body,
I'm
sure,
there's
some
members
of
council
that
agree
with
you
and
some
that
don't
from
time
to
time
there
will
always
be
individual
employees
that
roll
up
to
our
total
membership
rank
as
well
as
members
that
don't
necessarily
agree
with
our
agenda.
That's
what
it
means
to
be
a
Chamber
of
Commerce
or
a
composite
of
this
city
in
this
region.
We're
not
a
narrow,
Trade
Association
like
dry
cleaners
or
accountants,
or
it's.
B
A
T
Wasn't
representing
us
as
an
employee,
represented
organization,
I
was
suggesting
once
again
for
the
record
that
we
are
a
volunteer
private,
not-for-profit
corporation.
If
a
member
chooses
to
take,
if
an
organization
chooses
to
become
a
member,
we
grant
the
rights
and
privileges
of
membership
to
all
their
employees.
We
don't
speak
for
the
individual
employee
of
wha-la
they're,
a
private
citizen,
who's
employed
by
wah
wah,
the
wah
wah
by
example.
A
member
of
this
chamber
is
opposed
to
this
resolution
as
it's
currently
presented,
but.
B
The
good
news
I
like
to
put
on
the
record
is
we've
had
multiple
examples
in
City
Council,
whereby
we
had
to
work
closely
with
the
business
community
to
seek
of
remedy.
That
became
what
councilman
Sanchez
spoke
about
her
early
remarks,
a
win-win.
The
lead
bill
was
one
whereby,
with
the
predecessor
at
PCC,
while
Shelley
yen
off
my
office
and
HAP
Co,
we
met
for
two
years
trying
to
figure
out
how
we
would
have
members
of
the
chamber
embraced.
B
T
B
Then
my
second
example
is
with
one
of
the
organizations
that
currently
is
opposed
to
this
bill
of
my
menu
labeling
bill.
I
was
told
that
I
was
actually
told
that
the
sky
was
gonna
fall
and,
at
the
end
of
the
day,
with
twelve
votes,
there
were
members
of
the
rest
of
our
community
and
members
of
council
who
came
back
to
me
and
said
you
know
Blondell.
Actually,
the
sky
is
not
falling
and
we're
actually
in
a
better
place
with
citizens
having
that
information
when
they
walk
into
us
another.
B
B
A
T
Stated
in
my
testimony,
I'll
read
it
now,
if
you
like
me
to
chairwoman-
and
that
is
more
than
ever,
employers
are
implementing
wellness
diversity
and
flexibility
of
programs
that
work
in
core
values
that
we
want:
our
vibrant
and
thriving
Philadelphia
families,
health
and
wellness,
as
well
as
opportunities
to
prosper,
our
paramount.
So
in
the
spirit
of
the
resolution,
we
absolutely
agree.
What
we
want
to
continue
is
a
conversation.
Okay,.
A
Then
the
question
I
have
I.
Think
in
your
testimony.
You
say
that
this
is
a
discussion
and
a
solution
in
search
of
a
problem
that
does
not
exist
and
I'm
wondering
if
you
could
just
respond
to
what
message
the
chamber
has
to
the
number
of
testifiers
you
heard
before
you
who
do
not
represent
actually
I,
think
narrow
interests.
I
think
we
represent.
A
T
T
Is
that
I
arrived
here
about
2:30
p.m.
and
so
don't
presume,
because
I
carry
a
title
and
a
role
with
an
organization
we
don't
have
empathy,
we
don't
care
deeply
I
personally
care
deeply
that
these
are
my
private
matters.
That's
why
I'm
not
going
to
respond
to
questions
that
are
going
to
try
to
not
get
to
the
matter
at
hand
and
I
came
here
in
the
spirit
to
represent
organizations
in
the
hope,
as
the
resolution
suggests,
that
this
is
a
beginning
of
a
conversation,
yeah.
A
A
Counseling,
can
you
and
Sanchez
I
did
also
want
to
make
sure
that
mr.
young,
that
you
had
a
chance
to
respond
to
as
well
to
Mister
wonder
Ling's
explanation
that
your
comment
was
about
AI,
but
I
want
to
let
and
if
you
want
to
come
up
and
then
I'll.
Let
counsel
one
continue
on
this
ancho
stuff,
yeah.
C
R
C
If
the
approach
is
and
I
read
it
from
your
from
from
your
testimony,
we
also
respectfully
but
emphatic
ly,
oppose
making
a
law
that
would
make
city
government
the
maker
of
personnel
policy
for
broader
categories
of
workplaces.
So
when
you
put
statements
like
that,
there
doesn't
appear
to
be
a
willingness
to
do
all
of
the
things
we're
agreeing
to
which
is:
listen,
get
the
facts
and
get
a
win-win
see
out
to
me.
T
Should
we
stand
by
the
statement
as
written,
but
let
me
give
an
example
that
if
indeed
this
admit
this,
this
council
wants
to
pass
an
ordinance
that
puts
the
local
governing
the
position
of
increasingly
becoming
the
human
resource
department
through
employers
to
employees,
then
that
that
is
a
very
interesting
pattern
that
is
emerging
in
city
of
Philadelphia.
Maybe
there's
a
different
policy
discussion
that
say
involves
incentives
that
involves
a
different
way
to
create
I,
don't
know
portable
benefits
for
employees
and
employers.
T
There's
there's
a
range
of
ideas,
but
if
indeed
the
solution
is
something
narrow
mandated
that
increasingly
says
that
there
will
be
some
function
of
the
city
government
that
will
really
essentially
be
the
human
resource
department,
I
believe
for
mostly
small
enterprises
right
that
will
be
forced
to
comply.
Then
we're
adamantly
opposed
to
that.
Well,.
C
I
think
again,
in
the
spirit
of
cooperation
and
mutual
respect,
we
set
up
a
business
regulatory
committee
at
the
request
of
the
business
community
to
streamline
and
we
are
listening
and
as
a
result
of
that
last
week,
I
think
we
passed
seven
eight
bills
to
do
that.
But
if
you,
if,
if
we're
gonna
agree
that
we're
gonna
work
through
a
process,
when
you
make
those
kinds
of
statements
right,
then
you're
putting
a
line
on
the
sand
and
so
I
just
we're.
C
If
we
have
a
conversation,
I
don't
want
to
debate
the
small
issue,
because
every
single
thing
we've
done
here,
whether
it's
sick
leave,
whether
it's
you
know
everything
we've
done.
We
always
throw
the
small
businesses
out
there.
As
the
you
know,
we
we
have
been
very
clear
in
this
council
that
we
protect
small
businesses,
homegrown
businesses,
we've
done
that
I'm.
C
Just
saying
that
when
you've
draw
a
line
in
the
sand-
and
you
say
we
cannot
because,
on
the
one
hand,
you're
selling
to
us,
we
got
to
defend
small
businesses
and
all
these
practices
right,
which
means
you
want
us
to
narrow
the
focus
right
to
the
bigger
ones.
But
then,
on
the
other
hand,
you're
saying
if
we
do
anything
to
tell
the
bigger
ones
what
to
do
we're
still
crossing
the
line.
I'm,
just
saying
that
words
matter
and
intent
and
spirit
matter.
A
K
A
A
K
T
K
Number
of
different,
they
are
not
all
called
the
same,
but
I'm
I
usually
refer
to
them
as
predictive
scheduling
software
programs.
The
professor
that
was
here
earlier
talked
a
bit
about
it
as
well,
and
it's
I
haven't,
read
her
testimony
or
her
attachments,
but
I
believe
it's
all
in
there.
This
stuff
is
not
new.
It's
not
some
far-flung
software
that
made
companies
could
Institute.
They
use
it
now.
K
Every
major
chain
and
most
of
the
medium
and
small
companies
that
do
business
right
now
throughout
this
country,
including
Philadelphia,
are
to
use
this
stuff
and
even
if
they
don't,
as
I,
said
earlier,
there's
the
old-school
way
of
doing
it.
You
know,
even
before
the
software
is
available,
we
had
this
managers
looked
at
the
same
numbers,
because
it's
all
about
sales
records
and
forecasts
and
budgets
and
how
much
labor
they
need
and
then
and
then
taking
that
information
and
writing
a
schedule
which
is
based
on
all
that
forecasting.
K
So
all
the
software
does
is
build
a
logarithms
and
allows
you
to
do
it
quicker
and
easier,
and
since
most
of
these
companies
are
owned
in
the
background
by
investor
groups,
they
put
really
serious
conditions
on
budgets
in
advance.
They're
telling
you
this
quarter,
what
you're
gonna
be
able
to
have
in
your
budget
for
the
next
two
or
three
quarters?
It's
not
like
the
old
days
where
you
know
people
really
did
do
it
week
by
week.
So
that's
just
one
aspect
of
it,
though,
and
people
shouldn't
get
hung
up
on
it.
K
There
are
all
those
other
aspects,
and
the
other
thing
I'd
like
to
talk
about
very
briefly
is
the
HR
thing.
That
is
nonsense.
All
right,
absolutely
nonsense.
If
it
is
too
difficult
for
a
manager
or
a
corporation
to
tell
their
managers,
you
can
do
this
and
you
can't
do
that.
Then
I
would
suggest
they're
overpaid
for
what
they
do
and
they
shouldn't
be
in
those
jobs.
K
It
is
not
too
hard
to
follow
instructions;
they
have
to
do
it
on
so
many
other
things
from
building
the
place
to
operating
a
place
to
paying
taxes
to
the
city
and
everything
else.
They
do
it's
real
simple.
You
can't
send
people
home
once
you've
scheduled
them,
and
you
can't
call
them
in
and
force
them
to
come
in
and
fire
them.
That's
not
an
HR
function.
That's
just
following
some
rules.
Thank.
T
Respond
I
respond
to
his
first
answer
if
I
might,
because
I
was
responsive
in
Councilwoman,
her
question
about
it.
What
I
said
by
the
way
I
spent
10
years
in
the
software
industry,
I
wasn't
disagreeing
with
wendyl
as
to
current
availability
of
software
for
time
and
attendance
for
predictive
modeling
for
managing
the
human
Reese
of
an
organization.
T
What
I
was
suggesting
first
is
that,
generally
speaking
for
smaller
enterprises,
that
if
there
is
ever
required
change
to
do
a
change
in
law
that
that
is
going
to
require
a
modification
to
that
software
or
a
purchase
of
a
new
system.
So
that's
a
choice
of
cost
and
what
you
spend
dollars
on
as
an
enterprise.
I
then
went
further
and
suggested
again
to
be
clear,
not
for
today's
hearing,
but
I.
Think
it's
well
within
the
purview
of
this
committee
and
I.
T
S
I,
just
thank
you
very
much
council
persons.
I
would
say
that
one
of
the
things
before
coming
here
today
is
I
called
some
folks
who
are
retail
managers
in
Chains
and
I
asked
them.
You
know,
was
it
like?
Do
you
guys
do
scheduling?
Do
you
not?
These
are
management
folks
and
they
said
to
me.
Look
my
store
managers
if
they're
organized
they
give
people
schedules
if
they're
disorganized
they
don't,
and
one
of
the
challenges
that
we're
trying
to
face
here
is
a
lack
of
capacity
in
the
private
sector
to
ensure
quality
management.
S
That's
organized
in
a
way
that
can
able
to
enable
people
to
work
and
parent
scheduling.
Software
enables
some
of
that
to
happen
more
easily,
but
the
fact
of
the
matter
is
that
either
the
employment
sector
is
going
to
regulate
itself
so
that
people
can
go
to
work
and
be
parents
or
they're
going
to
see
more
unionization
or
they're
going
to
see
the
government
engage,
and
this
is
happening
because
the
private
sector,
since
these
employers
have
been
disorganized
and
an
internal
lack
of
discipline,
that
is
then
costing
families
large
consequences
and
that
needs
to
change.
Thank.
A
A
A
Pushback
or
punishment,
your
voices
matter
in
this
hall,
this
is
City
Hall.
This
is
the
people's
chamber.
It
belongs
to
you
as
much
as
it
belongs
to
any
of
the
lobbyists
or
any
of
the
other
groups
who
come
through
here
and
I
want.
To
conclude
by
saying
this
was
an
important
conversation
that
we
are
going
to
continue.
We
can
do
better.
We
have
to
do
better.
Our
children
need
us,
our
parents
need
us,
our
neighbors
need
us,
and
this
city
needs
us
to
seriously
consider
and
change
the
ways
in
which
poverty
is
lived
and
experienced.
A
So
I
want
to
thank
everybody,
and
especially
to
all
my
colleagues
who
were
able
to
come
earlier.
Councilman,
Talbert,
murder,
councilman,
Hina
and
Squealer
pin
unit
sanchez
we're
all
working
on
this
together.
So
it's
seen
that
no
one
else
is
here
to
testify
on
this
resolution.
This
concludes
the
business
of
the
joint
committee.
A
And
I
just
again
thank
you,
council
members,
Thank
You,
councilmember,
Reynolds
brown
and
green
seen
as
there's
no
one
here
to
testify
on
the
resolution.
This
concludes
the
business
of
the
Joint
Committee
on
children
and
youth
in
education.
For
today,
the
public
hearing
on
resolution
number
one
eight:
zero,
zero.
Four
nine
is
recessed
to
the
call
of
the
chair.
Thank
you.
Everybody
for
your
attendance.