►
Description
City of Philadelphia
Public Hearing Notice
March 3, 2020
The Joint Committees on Labor & Civil Service and Public Safety of the Council of the City of Philadelphia will hold a Public Hearing on Wednesday, March 11, 2020, at 10:00 AM, in Room 400, City Hall, to hear testimony on the following items:
200036 Resolution authorizing the Committees on Labor & Civil Service and Public Safety to hold joint hearings regarding hiring, staffing, and retention challenges for the 911 Unified Call center, and the impact these challenges have on the health and well being of 911 dispatchers.
Immediately following the public hearing, a meeting of the Joint Committees on Labor & Civil Service and Public Safety, open to the public, will be held to consider the action to be taken on the above listed items.
Copies of the foregoing items are available in the Office of the Chief Clerk of the Council, Room 402, City Hall.
Michael A. Decker
Chief Clerk
A
A
Three
six,
a
members
in
the
committee
in
attendance,
are
to
my
left
council
members,
Kenyatta
Johnson
and
Isiah
Thomas
councilman,
Curtis
Jones,
who
was
the
chair
of
Public
Safety,
is
directly
across
the
hall
in
our
caucus
room,
finishing
up
a
briefing,
but
we
did
want
to
get
started
for
the
record,
keeping
in
mind
that
our
law
enforcement
officials
who
are
present
today
have
some
very
pressing
issues
to
attend
to.
So
we
wanted
to
make
sure
we
got
started
as
expeditiously
as
possible
before
we
begin.
A
I
want
to
just
provide
some
opening
remarks
to
give
some
context
for
my
colleagues.
Several
months
ago,
a
one
of
my
friends
shared
with
me
an
incredible
news,
article
about
a
woman
who
called
9-1-1
to
report
a
domestic
violence
incident,
but
she
did
it
under
the
guise
of
ordering
a
pizza
and
when
the
9-1-1
dispatcher,
who
was
a
seasoned
worker
with
more
than
14
years
on
the
job
answered
the
call.
He
initially
thought
it
was
the
wrong
number
or
even
a
prank
call.
A
But
when
the
woman
on
the
other
line
insisted
and
gave
her
address,
the
dispatcher
realized
that
it
was
something
more
serious
going
on.
The
dispatcher
began
to
ask
her
a
series
of
questions
that
could
be
answered
yes
or
no,
and
she
answered
with
sentences
like
yep
I
need
a
large
pizza
and
no
with
pepperoni.
When
the
dispatcher
reached
out
to
police
about
the
incident,
he
told
them
to
turn
off
their
sirens
when
approaching
the
apartment.
It
turns
out
that
the
woman
called
because
her
mother's
boyfriend
had
come
home
and
begun
to
physically
abuse.
A
Her
mother,
the
dispatcher,
said
he
had
never
received
a
call
using
this.
The
coded
language
before,
but
he
could
tell
that
the
woman
needed
help.
This
was
the
story
that
made
me
realize
not
only
how
stressful
the
job
can
be
for
911
dispatchers,
but
also
the
level
of
something
we
don't
talk
about
a
lot,
and
that
is
emotional
intelligence.
How
much
emotional
intelligence
one
must
must
have
for
this
job.
A
The
dispatcher
in
this
story
couldn't
see
what
was
happening
and
he
could
have
easily
dismissed
it,
but
his
institutional
knowledge
and
intuition
told
him
that
something
wasn't
right,
and
that
meant
the
difference
between
someone
getting
help
is
something
much
more
serious,
potentially
happening
soon.
After
I
heard
of
this
story,
that's
when
I
learned
about
the
staffing
challenges
at
Philadelphia's,
9-1-1
call
center.
A
In
the
recent
years,
tight
a
labor
market,
there
was
a
Philadelphia
Inquirer
article
that
was
published
on
August
22nd
2018,
their
focus
specifically
not
on
Philadelphia,
but
on
montgomery
county's
9-1-1
call
Center
challenges,
and
it
echoed
the
fact
that
counties
and
states
across
the
nation
have
quote-unquote
grappled
with
a
dire
shortage
of
9-1-1
call
takers
and
dispatchers
jobs
with
long
hours.
High
stress
and
relatively
low
pay,
Philadelphia's
9-1-1
Unified
call
center
is
not
only
competing
with
surrounding
counties
like
Montgomery
County
for
employees.
A
Some
people
simply
don't
stick
it
out
the
nightshift.
It
can
be
tough
for
people
accustomed
to
a
more
conventional
working
schedule
or
for
people
whose
families
are
not
able
to
accommodate
the
graveyard
shift
and
some
of
the
call
employees
it
can
be
hard.
It
can
be
hard.
Some
of
the
calls
that
they
receive
on
the
psychic
I
want
to
specifically
emphasize
the
chronic
stress
and
anxiety
that
come
with
this
job
and
are
often
people
diagnosed
undiagnosed
or
untreated
for
approached
traumatic
stress,
disorder
and
that
can
follow.
A
According
to
The
Wall
Street
Journal
emergency
call,
center
jobs
can
be
emotionally,
taxing
callers
are
often
in
distress
and
sometimes
still
in
the
throes
of
a
traumatic
event.
They
can
cry
yell
at
or
grow
frustrated
with
911
center
employees
towards
just
trying
to
gather
information
to
help
them
dispatch.
The
first
responders,
an
on
one
one
center
operator
may
hear
gunshots
call,
is
being
wounded
or
killed
while
they
are
on
the
phone
or
be
the
first
person
to
speak
with
someone
who
has
found
a
deceased
loved
one.
A
Some
centers
offer
counseling
with
local
religious
leaders
or
trained
therapists,
but
not
all
have
of
these
services.
For
my
colleagues
in
2006,
particularly
a
veteran's
council,
a
member
Jones
and
council
member
Johnson,
they
will
remember
that
in
2006,
then
councilman
Jim
Kenney
introduced
resolution,
zero,
six,
zero,
seven,
four,
five
that
authorized
the
city's
joint
committees
on
public
safety
and
legislative
oversight
to
hold
hearings
on
whether
the
city
should
establish
a
3-1
one
constituent
contact
center
to
unburden.
The
current
9-1-1
emergency
call
center,
so
that
we
could
make
philadelphia
more
responsive
to
our
citizens
concerns.
A
And
while
the
implementation
of
3-1-1
has
helped
to
unburden,
the
9-1-1
dispatchers
from
some
non-emergency
phone
calls.
The
fact
that
the
matter
is
that
9-1-1
dispatchers
remain
overworked
and
underpaid.
The
city
is
now
facing
a
situation
where
many
of
the
9-1-1
dispatchers
are
filling
work,
exhausted
and,
quite
frankly,
unappreciated
to
the
extent
where
their
physical
and
mental
well-being
could
potentially
negatively
impact.
A
The
cohesion
of
the
unit
and
the
functioning
of
the
call
center
Philadelphia
is
struggling
with
an
increasing
homicide
rate
is
still
in
the
throes
of
an
opioid
crisis
and,
as
we
know,
because
we
mentioned
our
law
enforcement
officials
have
to
leave.
We
are
dealing
with
a
drastic,
not
a
drastic,
but
an
increase
in
the
number
and
preparing
for
a
potential
increase
in
the
number
of
coronavirus
of
patients.
Additionally,
Pennsylvania
is
Swit
is
a
swiftly
agent
state,
that's
going
to
mean
an
increase
in
the
number
of
age
and
health
related
emergencies
in
years
to
come.
A
So
we
called
for
this
hearing
today
to
assess
the
hiring
staffing
and
retention
challenges
for
the
9-1-1
call
center
before
we
reach
a
crisis
and
to
analyze
the
workplace
culture
for
9-1-1
dispatchers
to
ensure
that
we
are
supporting
their
health
and
well-being.
I
want
to
thank
both
the
police
and
fire
departments
for
their
assistance.
A
And
I
want
to
say
thank
you
up
to
chairman
Jones
for
your
leadership.
Our
special
thank
you
to
Frank,
and
so
all
of
the
9-1-1
desaad
dispatchers,
who
I
had
the
opportunity
to
meet
and
hear
your
stories
are.
Firsthand
I
now
want
to
recognize
a
chairman
of
Curtis
Jones
who's,
the
chair
of
councils,
Committee
on
Public
Safety
for
some
open
Thank.
B
You,
chairperson
Parker,
the
first
thing:
I,
won't
reiterate
what
the
chairwoman
said,
but
I'll
give
you
some
of
my
observations.
The
first
thing
you
have
to
know
is
it's
located
in
the
Roundhouse
and
it
is
actually
a
round
building
which
is
not
designed
for
this
type
of
activity
per
se.
Some
of
this
stuff
will
get
addressed
when
their
relocation
to
the
new
headquarters,
but
what
you
also
notice
when
you
go
into
the
room,
is
that
the
lighting
is
dim
and
it's
more
of
a
calm
place.
B
Then
you
would
imagine
you
would
imagine
that
it
was
hectic
and
everything,
but
these
are
trained
professionals
that
are
designed
in
your
worst
moments
to
be
at
their
best
at
your
worst
moments
to
be
at
their
best,
because
people
are
hollering,
people
are
excited,
people
are
in
danger,
people
are
concerned
for
loved
ones
and
they
have
to
filter
through
all
of
that
to
get
to
the
facts,
so
they
can
be
of
assistance.
That's
the
first
thing
that
I
know
the
second
thing
that
I
noticed.
B
Madam
madam
chair,
it
was
a
large
amount
of
female
operatives
there
and
I.
Don't
know
what
the
correlation
that
that
is,
it
happened
to
be
minority
females
that
were
in
that
environment
I,
don't
know
how
that
impact
happened,
but
it
happened,
and
that
was
something
that
I
took
notice
too.
The
other
thing
that
was
interesting
was
that
the
city
was
divided
into
sections,
and
we,
you
know
whether
it
was
North
West
Frankfort,
whether
it
was
West
Philadelphia.
It
was
divided
in
and
so
there
are
different
levels
of
intensity.
B
My
fifth
District
in
Roxboro
mania
is
very
different
than
my
19th
district,
so
how
they
rotate
that
kind
of
activity
is
something
I'll
be
interested
in
figuring
out.
The
other
thing
that
I
would
say
is
technology,
we're
hoping
that
we
invest
in
technologies
so
that
people
can
use
the
texting
system
to
be
able
to
communicate
things
in
awkward
or
difficult
situations.
B
Texting
if
I'm
on
a
bus
and
someone
has
a
gun
or
someone
is
doing
something
illegal.
It
is
easier
to
be
able
and
safer
in
real
time
to
be
able
to
text,
and
it
goes
to
the
real
time
crime
Center
or
to
the
dispatch
center,
so
that
they
can
render
assistance
without
compromising
the
individuals
trying
to
be
a
part
of.
So
these
are
things
that
we
hope
to
add
to.
When
we
get
a
new
Commissioner.
B
We
think
that
that's
the
Silver
Bullet
that's
going
to
save
all
of
us,
but
the
reality
is
it's
more
like
a
picture
of
a
puzzle
and
that
we
have
to
fix
pieces
in
at
one
at
a
time
and
one
of
those
pieces
is
the
9-1-1
call
center,
and
so
we
hope
that,
through
these
hearings
that
we
can
put
on
a
record
because
we
had
some
off-the-record
dialogue
but
also
at
the
time
of
budget,
has
put
our
money
where
our
mouth
is.
Thank
you,
madam
chair.
A
C
2:
zero,
zero,
zero,
three
six:
a
resolution
authorizing
the
committee's
on
labor
and
civil
service
and
Public
Safety
to
hold
joint
hearings
regarding
hiring
staffing
and
retention,
challenges
for
the
nine
one,
one
unified
call
center
and
the
impact
these
challenges
have
on
the
health
and
well-being
of
9-1-1
dispatchers.
What.
A
Want
to
say
good
morning
to
each
of
you
and
again
just
say
a
special
thank
you
to
inspector
Gillespie,
a
Deputy,
Commissioner
Murphy
and
all
of
you
who
were
present
during
our
tour
and
just
thank
you
for
walking
us
through
very
patiently
that
process.
Just
so,
we
can
understand
how
it
works.
I'll,
just
ask
you
to
state
your
name
in
a
record
and
please
proceed
with
your
testimony.
Inspector.
D
Good
morning,
chairpersons,
Parker
and
Jones
and
other
members
of
council,
my
name
is
inspector
Michael,
Gillespie
and
I'm,
a
commanding
officer
of
the
Philadelphia
Police
Department
communications
division,
which
covers
police
radio
and
our
civilian
911
dispatchers
in
call
takers.
First,
on
behalf
of
Commissioner
Daniela
outlaw
thank
you
for
allowing
the
Philadelphia
Police
Department
to
participate
in
today's
hearings.
As
you
know,
various
topics
related
to
the
9-1-1
system
are
highlighted
in
resolution.
Number:
two:
zero:
zero,
zero;
three:
six
that
touch
upon
recruiting,
hiring
salaries,
call
volume;
three
one
one
call
center
staffing,
mandatory
overtime
retention,
etc.
D
So
please
allow
me
to
provide
a
brief
overview.
First,
I'll
begin
with
the
groopman
process
for
911
operators,
the
city
of
Philadelphia,
central
personnel
department,
post
test
announcements
for
the
police,
communications,
dispatcher
trainee
position
approximately
every
two
years.
Testing
is
a
three-step
process
that
consists
of
a
written
voice
and
typing
test,
both
the
Philadelphia
Police
Department
and
the
Philadelphia
Fire
Department
hire
from
the
same
list
upon
completion
of
the
written
test,
the
applications
the
applicants
are
placed
in
rank
order
at
a
later
date.
A
typing
test
is
given.
D
Applicants
who
passed
the
typing
test
or
administer
to
voiced
us
after
passage
of
all
three
tests,
a
list
is
published
for
the
police
and
fire
departments
to
hire
for
the
position
of
police
communications.
Dispatcher
train
8,
an
issue
that
we
face
with
the
hiring
practice
is
the
city's
civil
service
regulation,
higher
impact,
which
includes
the
rule
to
regulation,
the
certification
and
distribution
process
of
the
interview
least
list
and
the
approval
for
the
position
vacancies
make
it
a
constant
challenge
to
reach
our
current
cap
of
270
police
communication
dispatchers.
D
The
rule
to
regulation
is
that
for
every
approved
hiring
we
received
1.5
names.
The
rule
requires
that
the
names
appearing
sequentially
on
a
certification
list
or
compared
to
each
other
during
the
interview
and
selection
process.
This
comparison
often
results
in
one
of
the
applicants
having
to
be
accepted,
even
though
they
do
not
meet
the
requirements
for
the
position.
Well.
Also,
since
we
are
only
given
1.5
names
for
each
vacancy
and
due
to
applicants,
not
responding
declining
word
not
being
acceptable.
Police
personnel
has
to
request
additional
names
for
the
interview
for
the
vacancies.
D
This
process
usually
adds
an
additional
two
weeks
to
the
already
68th
week
timeline
oftentimes.
The
established
list
is
already
depleted
when
we
make
an
additional
request
for
names,
if
this
occurs
in
the
middle
of
the
hiring
practice.
For
example,
when
we
need
additional
names,
we
then
must
perceive
what
the
names
already
interviewed,
which
results
in
us
starting
a
class
with
less
than
the
approved
vacancy
to
prevent,
losing
the
applicants.
D
We've
already
interviewed,
we
usually
decide
to
proceed
with
the
names
we
have
already
interviewed
and
approved,
which
results
in
is
hiring
less
than
the
number
approved
to
fill
the
vacancy.
The
issues
mentioned
concerning
hiring
rarely
allows
us
to
reasons
our
current
cap
of
278
police
communication
dispatchers.
As
a
result,
we
average
a
staffing
level
of
248
police
communication
dispatchers
regarding
911
dispatch
salaries.
In
the
past,
we
have
advocated
for
the
police
communication
dispatchers
to
be
paid
more.
We've
also
noted
their
duties
and
associated
stress.
As
a
result,
the
dispatchers
receive
an
additional
$1,500
annually.
D
The
current
salary
range
for
the
dispatcher
trainees
is
thirty.
Five
thousand
forty-two
dollars
to
thirty
eight
thousand
twenty
three
dollars
and
the
current
salary
range
for
the
dispatchers
is
forty
one
thousand
nine
hundred
and
thirty
dollars
to
forty
five
thousand
eight
hundred
and
sixty
nine
dollars
call
volume
is
quite
high.
The
9-1-1
center
process
is
approximately
2.4
million
calls
annually,
which
in
turn
equates
to
six
thousand
four
hundred.
Eighty
six
calls
per
day
with
respect
to
individual
dispatchers
in
respective
call
volume.
D
Our
data
shows
that
on
average,
depending
on
the
amount
of
call
takers
working,
each
spatula
assigned
to
a
call
taken
position
would
handle
approximately
one
hundred
and
forty
calls
per
eight-hour
shift.
The
three
one
one
call
center
handles
a
number
of
non-emergency
calls
that
would
otherwise
add
to
our
call
volume.
This
is
important
to
note
that
we
previously
had
a
differential
police
response
unit
that
was
originally
intended
to
handle
lower-level
calls
of
service
over
the
years.
D
D
The
dispatchers
are
distributed
amongst
four
platoons
one
two
and
three
platoons
which
handle
the
operations
of
police
radio,
while
five
platoon
handles
the
external
administrative,
audio,
reproduction
training
and
the
mobile
data
computers
on
any
given
day.
The
line
platoons
are
unable
to
staff
the
room
without
the
use
of
overtime,
preferably
through
volunteers,
and
when
all
else
fails
mandatory
overtime,
staffing,
the
room
is
done
based
off
a
statistical
data
in
four-hour
blocks.
The
highest
level
is
the
3
p.m.
the
7:00
p.m.
shift
followed
by
the
7:00
p.m.
to
11:00
p.m.
D
Philadelphia
police,
radio,
staffing
levels
or
a
combination
of
number
of
required
positions
and
variable
positions
required
positions
are
dispatched,
consul's
operations,
desks
and
administrative
phone
lines.
Variable
positions
are
the
9-1-1
call
takers.
The
number
of
9-1-1
call
takers
can
be
as
low
as
8
and
as
high
as
33
minimum
service
levels
established
by
the
Pennsylvania
Emergency
Management
Agency
known
as
Pima,
require
that
9-1-1
centres
answer
90%
of
their
calls
within
10
seconds.
D
This
standard
is
used
as
a
gauge
regarding
how
we
are
servicing
the
public.
These
statistics
are
audited
annually
by
Pima.
Failure
to
maintain
the
service
level
can
jeopardize
the
city
receiving
funds
generated
by
this
9-1-1
surcharge
alone
phone
bills
we
consistently
average
just
above
or
just
below.
D
Ninety
percent
of
our
calls
being
answered
within
10
seconds
in
2018
we
average
ninety
percent
of
our
calls
in
2019
we
average
eighty
nine
percent
pima
has
now
mandated
that
our
police
communication
dispatchers
will
need
to
attend
24
hours
of
training
every
two
years
and
also
be
trained
in
CPR.
This
training
will
further
affect
our
current
staffing
levels,
since
dispatchers
will
not
be
available
to
answer
a
dispatch
calls
for
a
period
of
24
hours
per
dispatcher.
This
in
turn
will
create
an
increase
in
overtime
in
order
to
meet
our
staffing
levels.
D
The
minimum
number
of
call
takers
required
to
staff
9-1-1
phone
calls
is
8.
This
is
done
during
the
hours
of
3:00
a.m.
to
7:00
p.m.
specifically,
which
is
our
lowest
or
slowest
four-hour
block
of
time.
In
the
event
that
the
qualitative
room
begins
to
receive
more
calls
than
they
are
able
that
that
are
available
call
takers.
We
rotate
dispatchers
from
the
dispatch
room
and
the
call
taking
room
and
the
call
until
the
call
volume
has
diminished
and
in
the
event
there
is
a
major
problem
with
our
phone
system.
D
Police,
radio,
emergency
operation
procedures
will
request
that
for
call
takers
leave
the
center
to
staff
the
backup
center,
which
is
in
City
Hall
once
they
are
in
place.
The
calls
through
thing
can
be
received
at
the
backup
center.
The
remaining
call
takers
will
then
go
to
the
backup
center.
The
intent
is
to
provide
the
public
with
uninterrupted
9-1-1
call
service.
D
With
respect
to
managed
to
wear
your
overtime,
this
situation
becomes
necessary
when
the
volunteer
lists
for
overtime
has
been
exhausted.
This
also
becomes
necessary
after
we
have
subsequent
calls
the
dispatchers
not
on
the
volunteer
list.
According
to
District
Council
33s
contract,
we
can
only
mandate
dispatchers
for
a
maximum
of
four
hours.
Mandating
personnel
does
not
fully
complement
our
knees,
since
the
four
hours
is
usually
connected
to
the
end
of
an
eight-hour
shift
being
mandated
were
required
to
work.
Mandatory
overtime
often
brings
complaints
of
fatigue
and
other
factors.
These
complaints
are
understandable.
D
However,
our
data
shows
that
any
given
dispatcher
is
only
mandated
approximately
once
every
four
weeks.
So
once
a
month,
the
average
dispatcher
are
required
to
work
a
four-hour
mandatory
or
extended
shift.
The.
Regarding
retention,
we
lose
an
average
of
three
police
communications
dispatchers
per
month
due
to
retirement
promotion,
demotion,
resignations,
and/or
terminations.
D
D
Turning
out
to
the
current
9-1-1
center
facilities,
the
center
received
a
total
upgrade
in
2018.
With
this
upgrade,
the
room
was
stripped
out
clean
recorded
it
repainted,
the
uprated
included
new
furniture
window
treatments,
equipment
and
software.
In
the
future,
the
police
radio
operations
will
be
moving.
The
400
North
Broad
Street.
Within
that
space
we
are
able
to
expand
and
redesign
a
space
in
order
to
be
more
effective
and
efficient.
More
positions
were
added
to
both
the
call
taken
section
and
dispatch
section
with
the
capability
to
further
expand
the
call
taking
session.
This
concludes
my
testimony.
D
E
Cheers
Parker
Jones
and
members
of
the
committee's
on
labor
and
civil
service
in
public
safety.
My
name
is
Craig
Murphy,
the
Deputy
Commissioner
of
the
Philadelphia
Fire
Department
and
I
am
here
to
speak.
Regarding
resolution,
number
two:
zero:
zero,
zero.
Three
six
first
I
would
like
to
thank
you
for
the
opportunity
to
speak
on
behalf
of
our
fire
communication
center
dispatchers
and
for
your
attention
to
their
needs.
Today,
I
am
joined
by
angle
angle,
Rodriguez,
the
chief
dispatcher
in
our
communication
center.
E
Our
dispatchers
are
the
backbone
of
our
department
and
we
often
refer
to
them
as
the
first
of
the
first
responders.
We
are
only
able
to
put
out
fires,
conduct
rescues
and
provide
emergency
medical
services
because
of
the
dispatchers
who
come
across
our
radios
and
tell
us
where
to
go
and
who
needs
our
help.
E
Last
week,
I
spent
some
time
down
in
the
FCC
to
talk
to
some
of
our
dispatchers
in
preparation
for
this
hearing
and
observe
several
interactions.
That
made
me
immensely
proud
of
their
work.
On
one
occasion,
I
overheard
a
dispatcher
walking
a
car,
a
caller
through
the
steps
of
CPR
to
a
loved
one.
For
several
minutes,
helping
them
count
off
when
to
do
compressions
all
the
while
updating
the
caregiver
on
the
status
and
location
of
the
medic
unit.
He
worked
this
until
the
medic
unit
assumed
care.
E
Then
he
told
the
caregiver
what
a
great
job
they
had
done
ended
that
call,
and
in
less
than
20
seconds
his
screen
lit
up,
and
he
was
on
to
provide
assistance
to
the
next
citizen
in
need.
This
is
something
that
happens
daily
down
in
the
FCC
and
highlights
the
importance
and
talent
of
those
who
choose
to
serve
the
city
in
this
way,
while
the
job
is
incredibly
rewarding
over
the
years.
Like
many
public
safety
call
centers
throughout
the
country,
we
have
had
issues
with
recruiting
and
retaining
dispatchers.
E
We
currently
have
43
dispatchers
8
supervisors,
one
chief
and
one
deputy
chief
dispatcher.
While
the
FCC
manages
thousands
of
calls
daily
with
the
staff
that
they
have,
they
are
often
short-staffed
and
have
to
rely
on
overtime
and
calling
in
dispatches
on
their
days
off.
They
currently
operate
with
around
ten
personnel
on
each
platoon,
but
what
ideally
have
at
least
13
to
keep
up
with
the
demand,
while
maintaining
a
somewhat
balanced
working
environment.
The
dispatchers
worked
12-hour
shifts
and
rotated
between
24
and
60
hour
weeks,
regardless
of
how
busy
we
are.
E
We
always
attempt
to
give
everyone
15
to
20
minute
breaks
throughout
their
shift
to
break
up
the
highly
demanding
and
highly
stressful
job
that
our
dispatchers
do
through
our
efforts
to
make
this
tough
job
more
attractive.
The
reality
is
that
it
is
still
one
of
the
hardest
motion,
most
emotionally
challenging
jobs
within
city
government.
Over
the
last
two
years,
we
have
lost
approximately
twenty
dispatchers
and
have
struggled
to
find
qualified
applicants
to
fill
the
positions
resulting
in
low
staffing
and
mandatory
overtime.
Right
now
we
have
eight
vacancies.
E
We
often
have
to
call
in
people
from
home
to
cover
shifts
affecting
their
home
lives
and
taken
away
the
much-needed
rest
time
from
our
stressful
work
environment.
To
help
with
the
demands
and
stress
from
the
position,
we
have
implemented
several
interventions
to
do
what
we
can
to
help
our
dispatchers
process,
the
tough
things
they
see
and
hear
every
day.
Just
a
few
months
ago,
we
gave
our
dispatchers
free
access
to
neuro
flow,
a
monthly
subscription
subscription
service
that
promotes
positive
mental
health
and
strength,
stress
management
practices.
E
Additionally,
they
have
access
to
the
department's
Employee
Assistance
Program,
which
offers
peer
counseling
and
general
resources
that
promote
overall
wellness.
Again,
I
would
like
to
thank
you
for
your
attention
to
our
dispatchers
and
I
or
angel
are
happy
to
answer
any
questions
that
you
may
have
I.
A
Want
to
thank
you
so
very
much
for
your
testimony
and
I
want
to
acknowledge
for
the
record
that
committee
met
to
my
left.
Councilwoman
Catherine,
Gilmore
Richardson
to
my
right
counts,
a
woman,
a
Helen
game
and
I
want
to
thank
you
both
for
joining
us.
Let
me
just
state
for
the
record
Deputy
Commissioner
Murphy.
Thank
you
for
responding
to
our
dispatchers
as
the
first
of
the
first
responders.
That
perfectly
to
me
captures
what
it
is
that
they
do.
A
Let
me
just
note
a
foot
of
record
when
you
are
walking
us
through
the
recruitment
and
the
hiring
a
process.
Inspector
Gillespie
and
I
want
to.
This
is
important
for
us
to
get
it
on
the
record,
as
chairman
Jones
I
mentioned
in
his
opening
comments,
they
ultimately
for
us.
We
want
the
data
collected
today
to
help
us
as
we
work
through
the
city's
budget
of
process.
You
talked
about
this
rule
of
two
and
as
Councilwoman
Gilmore
Richardson
knows
from
hurting
years
of
chief
of
staff.
A
Here
in
this
body,
and
in
all
of
my
colleagues,
we've
talked
about
the
challenge
that
this
civil
service
ruling
relative
to
the
rule
of
two
that
it
has
had
on
the
city's
ability
to
attract
hire
and
retain
employees.
Tell
us
if
you
will,
because
this
is
the
first
time
I
think
that
we
will
be
getting
on
the
record,
the
impact
that
the
rule
of
two
is
potentially
having
on
the
public
safety
of
Philadelphia,
as
it
is
hindering
your
des
hiring
process
that
is
delayed.
C
A
C
So
I
mean
if
you
only
have
one
vacancy
they're
going
to
give
you
two
names
to
interview
for
your
selection.
We
never
have
that
low.
So
what
happens
is
if
we
have
ten
vacancies.
We
get
15
names
that
equals
wanting
to
have
people
for
that
that
vacancy.
So
then,
during
the
interview
and
selection
process,
as
those
names
fall,
thank
you.
Those
names
fall
on
the
list.
That's
how
we
interview
them
in
order.
If
people
fall
next
to
each
other
on
the
list
they
get
compared
to
each
other
and
that
comparison
sometimes
holds
us
up.
C
If
the
person
for
our
for
our
position,
they
have
to
go
through
a
background
check,
so
if
they
fall
into
a
position
where
they
don't
necessarily
meet
the
are
acceptable
for
our
position,
we
then
compare
them
to
the
person
in
front
of
them
and
the
person
behind
them
and
it
causes
us
a
problem
in
that
we
have
to
select
one
of
them,
even
if
they
don't
meet
our
requirements.
One.
A
Of
the
things
that
they
expect
to
note
in
his
testimony
is
that
there's
a
three-step
process
that
consists
of
a
written,
a
voice
and
a
typing
test,
so
I
want
to
very
particularly
focus
on
this,
for
the
written
voice
and
typing
tests
are
all
of
them
happening
on
the
same
day.
And
if
not,
you
tell
me
in
your
opinion,
is
it
your
professional
opinion
that
they
could
happen
on
the
same
day
of
the
skin'
Denson
of
the
amount
of
time
that
it
takes
to
get
through
that
three-step
process?
So.
C
Currently,
the
way
the
process
works,
the
central
personnel
schedules
a
written
test
on
a
particular
day
and
I
think
they
allow
about
four
hours.
For
that
written
test.
I
some
people
may
take
all
four
hours.
Some
people
may
be
able
to
get
done
it
quickly
quicker
and
then,
from
that
test,
the
people
that
pass
the
pass
it
are
placed
on
a
list
from
that
list.
Then
central
personnel
brings
them
in
for
a
typing
test
and
a
typing
test
and
a
voice
test
on
the
same
day.
A
And
I
know
several
of
my
colleagues
have
many
questions.
I
want
to
ask
you
this.
The
issues
mentioned
concerning
hiring.
They
rarely
allow
us
to
reach
our
current
cap
of
278
dispatchers.
Now.
As
a
result,
we
have
an
average
at
staffing
level
of
about
248,
as
of
today.
I
want
you
to
tell
me
how
many
dispatchers
do
you
have
I'm
not
talking
about
clerical
staff,
and/or
trainees,
but
very
specifically
how
many
dispatchers.
C
C
C
I
think
we
have
approximately
I'll
say
18
to
19,
but
I
think
I
have
to
confirm
that
number
between
all
of
our
roles
in
five
lateen,
we
have
the
administrative
staff.
We
have
people
that
do
audio
reproductions
that
are
dispatchers.
We
have
trainers
that
are
dispatchers
that
are
assigned
to
our
training
unit
and
we
have
staff
that
also
participate
in
the
mobile
data
computer
program.
C
A
Finally,
councilman
and
chairman
Jones
mentioned
earlier
in
his
opening
remarks
that
one
we
toured.
We
saw
a
high
number
of
women
who
were
also
actually
minority.
Women
do
we
know
the
one
and,
if
you
don't
have
it
down,
that's
fine
give
us,
do
you
have
the
demographics
for
those
I'll
out
of
that
again,
approximately
two
hundred
and
eighteen,
the
dirty
man
from
just
a
dispatchers.
Do
you
know
the
demographic
makeup
there
I
don't.
A
Okay
and
if
you
could
just
forward
that
to
both
chairman
Jones
and
I,
that
would
be
greatly
appreciated
and
we
would
like
to
know
the
number
of
single
mothers,
the
number
of
single
mothers
who
are
working
as
dispatchers
and
particularly
as
it
relates
to
the
mandatory
overtime
that
is
potentially
a
challenge
for
the
department,
because
we
are
not
at
our
complement
and
thus
impacts,
Public
Safety.
So
we
want
to
make
sure
we
get
that
on
the
record.
A
chair
now
recognizes
chairman
Jones,
so.
B
That's
number
one
number
two:
what
is
your
overall
turnover
annually,
meaning
how
many
people
do
you
lose
because
of
some
of
these
demanding
hours,
some
of
the
stressors
that
go
with
it
and
some
of
the
I
can't
I
have
to
choose
between
my
child
and
my
job.
Those
are
difficult
choices,
as
we
did
in
our
trips
to
other
counties
and
comparable
counties.
Give
me
some
comparable
call
centers
and
are
we
paying
as
much
do
we
have,
as
many
complements
by
we
have
available
call
responders?
B
D
This
time,
I
don't
have
those
statistical
z'
or
the
statistics
on
that.
We
do
feel
that
our
dispatchers
are
underpaid
and
deserve
more
pay
right
now,
at
our
attrition
rate
of
3
per
month.
That
would
equate
to
36
dispatchers
a
year
that
we
would
be
losing,
but
it
seems
like
more
we're
consistently
working
at
approximately
a
flirty
dispatcher
deficit,
currently
we're
26
dispensers
down
and.
B
D
A
few
have
taken
demotions
to
other
units
within
the
department
which
carries
a
decrease
in
pay,
and
they
have
to
note
that
that's
acceptable
to
them
when
they
do
that
other
avenues
for
them
or
to
take
go
to
central
personnel
to
take
other
tests
for
other
departments.
We've
recently
lost
people,
the
L&I,
the
Health
Department
and
such
and
again
of
what
I'm
seeing
there
is.
It's
mostly
for
a
non
shift
type
of
work
atmosphere.
It
also
also
carries
less
stress
so.
B
We
have
to
look
at
all
of
those
factors
and
figure
out
incentives
to
try
to
keep
your
seasoned
people,
because
you
have
an
initial
training,
but
then
I
would
imagine
people
who
are
seasoned
that
have
dealt
with
different
levels
of
calls,
have
different
response
times
for
assistance
and
where
they
should
connect
people
that
we,
what
am
I
guess
what
I'm
asking
when
do?
You
know
you
have
a
level
employee
that
you
really
want
to
keep
there.
How
long
does
it
take
to
develop
that
I.
C
Can
just
kind
of
speak
from
a
little
bit
of
personal
experience
after
a
full
year
they
or
they
move
up
from
a
trainee
to
a
full
dispatcher,
and
it
really
depends
on
the
person,
some
people
and
right
after
that
first
year
we
know
we
can
use
them
to
train
other
people
and
then
there's
some
that
struggle
a
little
more
with
it
and
we
don't
they
take
a
little
longer.
So
I
really
think
it's
an
individual
thing.
There
I
don't
think
that
we
can
put
a
timeline
on
it.
C
B
What
I'm
trying
to
say
is
there
is
a
capital
and
time
investment
that
you
made
into
establishing
that
performance
level
and
then
only
to
lose.
It
is
a
actual
quantifiable
loss
to
the
department,
and
so
we
have
to
figure
out.
How
much
is
that
and
how
much
can
we
incentivize
people
stay
and
that's
that's
the
spirit
of
mine,
my
question
so.
E
So
sorry
to
answer
your
first
question
related
to
their
pay
as
compared
to
other
cities.
We
don't
have
the
information
as
compared
to
other
cities,
but
they
make
considerably
less
than
Bucks
County
and
that's
that
that
makes
that
job
more
attractive.
I,
don't
know
council
person
if
you
had
an
opportunity
to
walk
through
the
fire
departments,
the
fire
communication
call
center,
but
it's
in
the
basement
of
fire
headquarters.
So
some
you
some
some
of
the
the
only
opportunity
they
get
to
see
daylight
is
when
they
take
their
15
to
20
minutes.
B
E
So
the
our
call
center
is
in
the
basement
of
fire
headquarters,
and
you
know
it's.
Obviously
it's
a
basement.
So
it's
a
windowless,
you
know
so
they
stayed
they
sit.
You
know
for
the
majority
of
their
day
in
this
highly
stressful
environment
and
the
only
time
they
get
to
see
whether
it's
gotten
colder,
gotten
warmer,
go
out
to
take
a
cigarette
break
or
just
go
out
to
stretch
their
legs
is
when
they
come
up
out
the
basement
for
15
minutes.
They
can
have
multiple
breaks,
but
it's
still
I
mean
the
environment
itself.
E
A
Just
quickly
want
to
ask
you,
you
mentioned
inspector
in
your
testimony.
You
talked
about
Pima
and
rules.
This
sort
of
10
second
rule
right
in
terms
of
hour
of
answering
calls
and
chairman
Jones
talked
about
how
this
Philadelphia
compare
I
would
be
thinking
in
the
top
10
big
cities.
But
when
you
mentioned,
when
fire
mentions
Bucks
County
in
terms
of
originally
tell
me,
how
do
we
fare
in
in
terms
of
the
five
counting
regionally
regionally?
A
E
A
F
You,
madam
chair
I,
just
had
a
quick
question
regarding
his
work
environment
and
the
condition
so
from
the
union
standpoint.
It's
like
a
union
versus
management
issue
where
and
when
I'm
all
Pro
Union
for
workers,
and
so
it
seems
like
there
should
be
some
type
of
negotiation
and
discussion
with
management
regarding
the
work
conditions
of
the
workers.
That
thorn
will
have
critical
and
important
work.
So,
can
you
give
me
an
update
or
overview
of
what
that
process
look
like
or
when
the
NGO
stations
is
coming
up
and
who
negotiations
are
with.
D
F
F
It's
not
a
flower
is
individual
going
in
so
we're
talking
about
people,
lives
are
in
danger
and
evil
things
that
happen
could
be
prevented
based
upon
I.
Remember
when
I
served
as
a
state
rep
in
the
house
with
my
colleague,
madam
chair
and
I,
remember
meeting
with
some
Hospital
workers
because
they
were
working
like
doubles
and
super
overtime
shifts,
and
they
would
somehow
was
they
having
an
impact
while
they
were
treating
their
patients.
F
This
is
where
SEIU
right
and
we're
talking
about
some
dangerous
things
happening
to
patients,
because
you
had
people
being
totally
overworked
short
breaks
right,
and
so
this
is
a
very
sensitive
issue
when
it
comes
to
helping
individuals
and,
most
importantly,
people
who
are
I
believe
are
critically
important
public
servants,
and
so
just
please
keep
the
committee
members
just
abreast
of
this
process
moving
forward.
Thank
you,
madam
chair
Thank.
A
G
You
thank
you,
madam
chair,
and
thank
you
to
both
committee
chairs
and
to
all
of
you
for
being
here
this
afternoon,
but
particularly
to
our
first
first
responders.
Thank
you
for
the
work
that
you
do
as
chief
of
staff
to
Councilwoman
blonde
over
analyst
Brown.
Several
years
ago,
we
brought
our
team
to
your
location
and
third
in
Spring
Garden,
and
we
visited
with
the
dispatchers
in
the
basement
where
the
old
switchboard
is
it
still
lights
up
occasionally,
and
we
saw
the
work
that
you
do
on
a
very
intimate
basis.
G
So
I
just
want
to
thank
all
the
dispatchers,
especially
for
being
here,
but
I
wanted
to
go
back
to
one
of
your
questions
relative
to
the
recruitment
process.
Specifically
where
you
talk
about
both
police
and
fire,
hiring
from
the
same
lists.
Do
you
think
at
any
time
it
would
be
advantageous
to
the
hiring
process
to
give
the
police
department
in
the
fire
department
the
ability
to
have
and
call
from
separate
lists.
D
Unfortunately,
we
do
not
have
an
opinion
on
that
right
now.
The
numbers
that
we
draw
off
of
that
list-
and
let
me
back
up
previously
3
1
1,
also
took
dispatchers
off
our
list
and
that
created
a
problem
as
they're
being
interviewed
by
one
agency.
They're
not
allowed
to
be
interviewed
by
the
other.
So
now
three
one
one
has
their
own
call:
taking
agent
lists
or
tests
and
for
us
in
the
fire
department.
We
draw
a
lot
more
off
of
that
list,
so
there
really
isn't
that
much
of
a
difference
for
us.
D
G
And
madam
chair
I'll
wait
until
we
receive
additional
testimony
to
revisit
that
question
again,
but
I
think
relative
to
the
recruitment
process
and
dealing
with
the
Civil
Service
regulations
that
we
need
to
look
at
particularly
around
the
rule
of
two
and
your
inability
to
be
able
to
choose
from
the
list
to
fill
the
vacancies
that
you
have.
We
need
to
look
at
how
we
could
potentially
split
those
lists.
Thank
you.
So
much
chair.
A
Wants
to
thank
Councilwoman,
Catherine,
Gilmore,
Richardson
and
just
a
note
for
the
record.
Councilwoman
I
did
introduce
legislation
along
with
several
members
of
council
last
year
to
an
essence.
Look
at
that
rule
of
two
but
I'm
sure
that
each
of
you
are
particularly
for
the
benefit
of
the
public
who
are
watching
at
home
very
complex
issue
to
deal
with,
because,
to
be
quite
frank,
is
a
lot
of
politics
associated
with
it
and
a
lot
of
differing
opinions
associated
with
our
labor.
Our
union
leadership.
A
You
can
get
a
perspective,
but
then,
as
we
listen
to
your
testimony
here
today,
which
is
why
inspector
I
particularly
wanted
to
get
it
get
it
on
the
record.
This
is
the
first
time
that
we
ever
we
have
heard
of
the
rule
of
two
from
the
perspective
of
potentially
impacting
the
public
safety
of
the
city
of
Philadelphia
and
helping
to
ensure
that
you
have
a
very
effective,
efficient
and
expeditious
process,
as
it
relates
to
of
the
hiring
of
the
dispatchers
that
you
need
to
maintain
the
complement,
and
so
with
that
in
mind.
A
I
just
want
to
know
for
the
record
and
I
know
he's
going
to
be
on
the
next
panel.
But
when
we
hear
from
Frank
at
the
anthem,
union
and
I
know,
the
number
I
had
come
up
with
was
a
dirty
with
my
dirty
math
as
I
call.
It
was
218,
and
this
was
specifically
relative
to
dispatchers
and
not
administration,
and/or
trainees
and
he's
going
to
give
this
in
his
testimony.
A
I'm
only
mentioning
this
now
because
I
know
some
of
our
officials
have
to
leave,
but
he
notes
that
by
his
calculation
there
are
69
dispatchers
in
squat
170
dispatchers
in
squad
267
dispatchers
in
squad
3,
and
then
he
notes
15,
clear
core
23
Chinese
for
a
total
of
248
employees.
But
here's
the
caveat
that
I
want
to
get
on
the
record.
If
you're
looking
at
just
dispatchers,
then
we're
only
at
206.
A
He
notes
that
they're,
currently
four
dispatchers
who
are
out
on
family
leave
medical
and
for
a
total
of
210.
He
says
so
really
and
I
know
it
may
be
a
little
bit
of
a
dispute
relative
to
the
numbers.
But
before
you
leave
I
wanted
to
get
this
on
the
record,
he
notes
that
we
really
only
have
210
dispatchers
when
we
are
budgeted
for
278
and
really
need
335
so
I.
A
Just
let
me
just
I
was
an
English
teacher,
not
a
math
teacher,
so
y'all
just
bear
with
me
when
I
take
a
little
second,
we
budgeted
for
278.
He
says
we
only
have
210,
so
that
would
leave
us
with
68
vacancies,
and
then
he
says
we
really
need
335
I'm,
not
going
to
ask
any
of
you
to
comment
or
comment
on
that.
H
Thank
you.
Thank
you
very
much,
madam
chair,
and
thank
you
very
much
inspector
Gillespie
and
Deputy
Commissioner
Murphy.
We
really
appreciate
your
support
and
work
in
presence
today.
I,
you
know,
in
a
matter
of
as
as
both
of
you
have
noted
in
terms
of
our
dispatchers
and
being
on
the
front
lines
at
the
front
lines
you
know
in
a
matter
of
life
and
death.
I
do
want
to
go
on
the
record
and
say
that
I
support
a
pay,
raise
I
support,
a
lower
workload
and
I
support.
H
You
know
significant
measures
to
make
sure
that
we
meet
all
of
the
needs
of
our
of
our
community
really
and
especially
in
an
age
of
coronavirus,
and
especially
in
an
age
where
you
know,
we
have
serious
issues
about
our
own
staffing
and
making
sure
that
our
own
employees
are
being
taken
care
of
and
are
in
a
safe
place.
We
know
that
our
911
dispatchers
are
incredibly
important
right
now.
H
D
H
This
I
am
also
incredibly
conscious
of
the
difficulties
around
civil
service.
So
madam
chair
I,
think
one
of
the
issues
that
we've
got
here
is
that
we
are
dealing
with.
You
know
our
Police
Department
and
with
our
unions,
but
really
one
of
the
situations
is
that
you
know
our
911.
Dispatchers
are
civilian
civilians.
We
have
to
talk
about
civil
service.
We
are
dealing
with
the
same
thing
with
a
police
department
and,
for
example,
school
safety
officers
who
monitor
trafficking
and
school,
crossing
guards,
etc,
etc.
H
Works
we're
also
again
significantly
below
capacity,
even
though
need
is
still
in
existence.
It's
also
a
budgeted
position,
so
we're
going
to
need
to
significantly
reframe
our
conversations
about
how
we're
looking
at
emergency
situations
and
especially
situations
where
we're
significantly
below
where
we
need
to
be
and
what
it
means
about
civil
service
guidelines.
I.
Just
think
that
that's
got
to
be
part
of
our
conversation.
I
really
appreciate
and
I
know
that
my
council
member,
who
is
dealt
with
this
for
I'm
sure
a
little
bit
longer
than
I,
have
understands
it.
H
I
think
one
of
my
questions
for
Inspector
Gillespie
has
to
do
with
some
of
the
conversations
I
think
have
been
hinted
at
with
my
colleagues,
but
also
has
has
occurred
in
my
own
discussions
with
your
own
employees
in
situations
where
we
are
trying
to
fill
positions,
and
you
know
it's
challenging
under
even
normal
circumstances.
You
know
we
have
a
budget
and
all
of
that,
but
I've
often
felt
like
the
biggest
advocates
for
this
position
are
the
individuals
who
occupy
that
position.
H
D
Department
goes
through
regular
training
and
when
we
meet
with
the
District
Council
members
of
dc33,
we
discuss
things
in
that
nature
on
a
regular
basis.
We
monitor
anything
of
a
equal
opportunity
or
otherwise
discriminatory
nature
will
not
be
tolerated.
In
fact,
a
few
individuals
have
been
sent
up.
The
internal
affairs
and
internal
affairs
gets
involved
with
investigations.
H
And
one
of
the
questions
I
have
is
that
is
it
usually
dealt
on
a
one-to-one
basis
like
there's
an
individual
who
has
an
issue
with
an
individual,
as
opposed
to
like
a
climate
based
issue
because
part
of
one
of
the
things
we
notice
around
harassment,
and
especially
around
gender
or
anything
like
that
or
race?
It's
usually
not
defined
solely
by
a
one-to-one
kind
of
situation.
It's
usually
defined
by
like
a
structure.