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From YouTube: Personnel Committee Meeting - June, 29 2023
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A
B
D
Table
and
requests
of
sponsor
item
we're
skipping.
C
E
Ahead,
commissioner,
good
evening,
yes,
so
we're
looking
to
get
authorization
to
enter
into
an
mou,
a
memorandum
with
CSEA
local
801
or
Albany
County
DSS
for
our
contract
from
January
1
2022
through
December,
31st
2027
and
the
attachments
for
the
budget.
Amendment
are
all
included.
G
E
F
C
E
And
Beachwear,
including
flip-flops,
are
not
not
permitted
and
clothing
should
not
expose
a
person
inappropriately.
A
A
F
Commissioner,
commissioner,
how
you
doing
it's
nice
to
see
you
always.
I
Smiling,
thank
you
I'm
here
for
essentially
the
same
thing
to
ask
for
you
to
approve
a
memorandum
of
understanding
with
civil
service
employees,
Association
local
1000
and
Albany
County
department
for
aging
and
no
I.
Don't
care
what
they
wear
good
for.
A
F
J
F
C
B
Commissioner
for
the
Department
s,
the
department
requested
approval
of
a
member
of
understanding
with
CSEA.
The
agreement
will
be
22
and
end
on
December
31st.
Any.
D
F
H
Here
tonight
well
I'm
just
here
for
a
moment,
members
of
the
committee-
this
is
Mr
Mark
Olson.
He
is
our
recommendation
for
the
next
director
of
the
residential
Healthcare
facility.
He
has
appeared
here
at
your
request
and
is
available
to
enter
answer
questions
and
yeah.
A
You
have
an
opening
statement
or
anyone
if
you
want
to.
J
Introduce
myself
Mark
Olson
I'm
a
lifelong
resident
of
Albany
County,
with
the
exception
of
one
year,
which
was
my
first
job
in
the
field
of
nursing,
home
Administration
I
lived
in
Malone
New
York
for
one
year
wow.
My
wife
is
not.
J
J
Graduated
college
and
very
proud
of
my
kids
I
was
very
welcome
in
their
schooling
and
sports.
I
was
president
of
their
PTA
and
coached
basketball
for
many
years
professionally,
I'm,
a
member
of
the
New
York
State
health
facilities,
Association
and
currently
the
vice
chair
of
the
board
for
that
State
Association,
with
over
400
member
nursing
homes
in
the
group.
Also
a
member
of
the
American
Healthcare
Association
and
on
their
Workforce
committee,
do
a
lot
of
lobbying
in
both
Albany
and
in
DC.
A
You
chairman,
a
lot
of
this
job
from
a
fiscal
standpoint,
is
getting
reimbursements
for
Medicaid.
Absolutely
a
very
Slack
Key
was.
I
A
J
J
D
I
D
J
A
It's
you've
got
an
impressive
resume
I'm
going
to
support
you,
but
I
I'm.
Also
this
idea
of
managing
costs.
We
started
with
14
million
dollars
in
the
red
nursing
home
and
we
all
almost
went
private.
What
is
your
particular
expertise
in
managing
these
costs
that
you
think
warrants
your
selection
today?
Sure.
J
It
makes
or
breaks
any
budget
where
I
am
now
or
certainly
in
this
organization.
One
of
the
budget
Killers
is
agency
staff,
a
lot
of
nursing
homes
use
agency
staff.
They
cost
two
to
three
times
what
normal
employed
staff
cost.
That
is
a
huge
driver
in
keeping
the
overall
Labor
budget
in
check.
I've
not
used
any
agency
staff
in
my
current
Organization
for
over
10
years,
able
to
continue
to
recruit,
retain
staff
and
hopefully
bring
some
of
that
knowledge
and
expertise
to
this
position
and
work
on
the
budget.
That
way.
G
Good
yep
thanks
welcome
a
couple
of
questions.
If
we.
G
Expand
on
Mark
Grimm's
question
so
is:
do
you
I
know
you're
just
getting
into
it,
but
you
know.
Probably
this
came
up
in
your
interview
and
as
markram
mentioned
you
know,
we've
been
losing
money
for
a
long
time.
We're.
G
Money
now
you
know
under
Mr
slotsky's
Improvement.
Do
you
have
a
plan
to
get
to
a
break
even
or
even
a
in
the
black
position?
And
if
so,
how
long?
And
could
you
talk
a
little
bit
about
that
I.
J
Into
this,
this
budget
I
haven't
seen
the
budget
necessarily
for
the
nursing
home,
but
again
it's
controlling
cost,
the
biggest
cost
being
labor.
You've
got
to
take
a
really
hard
look
at
that
eliminating
agency
and
relying
on
our
own
staff.
Building
our
own
staff
turnover
is
a
huge
cost
in
an
organization
that
has
300
plus
employees
so
from
a
controlling
cost
standpoint.
J
D
D
G
Up
against
I
think
I
shouldn't
say
it
this
way,
but.
G
G
J
J
You
know
most
organizations
have
a
recruitment
and
retention
committee.
I
have
a
retention
and
recruitment
committee
want
to
retain
the
people
that
we
have
develop
them
and
keep
them
as
part
of
the
organization,
because
turnover
is
expensive,
lose
continuity
of
care
and
that's
really
important
in
being
able
to
residency.
J
Two
years
and
a
not-for-profit
hospital-based
setting
down
in
Catskill
New
York,
you
know
to
me
you
know
it's
really.
There's
a
mission
to
a
county.
I
I
give
Albany
County
a
tremendous
amount
of
credit
for
doing
what
they've
done
over
the
last
several
years
to
build
a
new
nursing
home.
Most
counties
got
out
of
the
nursing
home
business
years
ago
because
they
were
failing,
they
were
a
bleed
on
the
county.
The
commitment
that
Albany
County
has
made
I
think
is,
is
found.
J
From
that
building,
so
it's
not
so
much
moving
from
you
know
from
private
to
public
so
much
it's
the
opportunity
to
go
into
a
new
building
and
continue
to
develop
what
you
have
going
here,
because
I
think
it's
it's
fantastic!
Thank
you.
K
Thank
you,
Mr
chairman
hi,
welcome
here
this
evening.
It's
interesting
to
hear
you
talk
about
costs
and
revenue.
K
One
of
the
big
problems
we've
had,
which
is
we've
really
turned
the
corner,
was
on
census.
You
know
when
I,
when
I
started
in
the
legislature.
Here
we
were,
you
know:
180
185,
get
down
into
this
170s
Etc
and
now
we're
back
to
250
with
a
waiting
list,
250
people
that
should
be
a
big
driver
of
the
intergovernmental
transfer
funds,
because
that
has
to
amortize
in
over
a
period
of
years.
So
I
think
you
know
taking
a
look
at
that.
I
K
Where
the
revenue
projections
and
how
they're
going
to
increase
from
from
that
point
of
view
and
state
money
is
a
good
thing,
I
I
think
what
you
might
find
challenging
is
that
you
work
for
a
private
nursing
home
correct
where
you
have
the
ability
to
change
salaries
like
that.
Would
you
needed
to
well?
K
We
have
a
collective
bargaining
atmosphere
here
and
it's
not
so
quick
to
be
responsive,
but
our
prior
prior
executive
director
was
very
good
at
working
with
the
county
and
in
the
union
to
try
to
do
what
could
be
done
to
on
the
subject
of
retention.
K
I
had
a
question
and
I
think
we're
mostly
done
with
our
construction,
but
have
you
had
experience
in
terms
of
building
new
facilities,
and
you
know
how
to
maximize
the
reimburse
value
of
those
those
facilities.
Kind
of
goes
along
with
what
Todd
and
Mark
were
asking
again.
J
First
census,
absolutely
the
building
has
to
remain
I
mean
that
that
is
the
revenue
Source
an
empty
bed
is,
is
zero
dollars
for
that,
so
keeping
a
census
full
is
is
incredibly
important.
How
do
you
do
that?
You
know
word
of
mouth
and
reputation
is
what
keeps
the
nursing
home
do
not
want
to
go
to
a
facility.
That's.
J
You
know
negative
things
that
they
hear
out
and
about
I
hear
from
our
families
that
they
chose
where
I
am
now
because
we're
the
facility
of
choice,
because
they
have
heard
about
that
from
somewhere
else.
People
more
and
more
are
doing
your
own
research
online
about
nursing
homes
that
they're
all
about
that's
very
important
currently
are
building
right.
Now,
it's
a
five-star.
J
D
J
Is
vitally
important
to
to
the
revenue
it's
a
lot
of
keeping
the
building
full
as
far
as
Staffing
and
salaries?
You
know
sellers
are
very
important,
obviously
to
everyone
that
works
in
the
building,
but
when
you
go
out
and
talk
to
the
staff
and
money
survey
staff,
that's
not
always
the
number
one
driver
of
why
people
come.
J
K
Have
one
more
question
that
actually
I
I
picked
up
from
the
way
way
you
answered,
we
rebranded
the
place
as
the
Shaker
Place,
Rehabilitation
and
Nursing
Center,
obviously
recognizing
the
value
of
the
rehab
business
and
I.
Think
last
time,
I
I
spoke
to
Larry,
like
40
bets
were
reserved
for
for
for
Rehab.
K
J
Outpatient
isn't
necessarily
subject
to
certificate
of
Dean.
Yes,
if
you're
looking
for
you
know,
you
know
Revenue
to
to
the
program
that
would
be,
but
just
creating
an
outpatient.
Rehab
program
is
still
subject
to
Department
of
heading
our
department
of
health
approval,
but
not
necessarily
a
con
if
it
was
for
inpatient
beds,
we're
talking
about
okay,
that
would
require
a.
I
J
There
there
are
provisions
of
what
physically
has
to
be
in
place
for
an
outpatient,
rehab
program.
You
basically
have
to
have
an
entrance
that
you
know
that
people
can
go
into
the
rehab
Suite
to
get
rehab
that
doesn't
co-mingle
with
the
residents
of
building
because
once
a
residence
discharged,
it
comes
back
they're,
the
general
public.
At
that
point,
so
you
know
those
two
things
has
to
be
kept
separate.
D
A
I
often
have
discussions
and
disagreements.
My
colleagues
about
how
important
salary
is
in
terms
of
retention
and
recruitment.
I've
done
a
lot
of
research,
25
of
the
cases
salaries
for
principal
objective
they
what
they
really
care
most
about.
Do.
I,
like
my
boss,
do
I
get
along
my
co-workers.
Is
there
opportunity
advancement?
Is
the
work
I'm
doing
really
valuable?
Those
are
the
kinds
of
things
that
drive
Recruitment
and
Retention,
so
I
just
want
to
jump
up
and
down.
When
I
heard
you
here,
I.
J
A
Because
hiring
across
this
County
and
every
agency,
as
well
they're
paying
more
somewhere
else
and
I'm
saying
well
well,
some
of
our
managers,
you
know,
need
to
do
a
better
job
of
leadership,
and
this
is
what
you
have
basically
now
is
a
leadership
job.
So
when
you
talk
about
retention,
I
look
for
statistics
data,
so
when
you
say
we
want
to
focus
on
retention,
I
want
to
know
each
year.
How
well
we're
doing
our
retention?
How
are
we
doing
our
recruitment?
We
have.
We
spend
hundreds
of
thousand
dollars
on
that
digital
marketing
agency.
A
J
Overseeing
that
you
know
you
can
look
every
retention
and
turnover
I.
Think
retention
is
a
much
better
to
qualifier
of
how
well
an
organization
is
doing
rather
than
turnover
in
my
organization.
You
know
turnover
is
high
in
any
nursing
home
or
a
bit
lower
than
average,
but
you
know:
75
percent
of
my
staff
stay
on
board
they've
been
there
for
more
than
a
year
and
several
for
20
30
40
years,
but
there's
25
percent
of
the
positions
that
turn
over.
You
know
sometimes
two
or
three
times
a
year.
J
J
J
A
G
G
Turnover
is
that
relatively
accurate?
Yes,
okay!
Do
those
people
in
your
organization
now
or
can
you
speak
to
this?
This
is
a
question
I'm
asking
kind
of
industry-wide
essentially
sure.
Is
there
a
path
for
advancement
for
those
folks
who
are
doing
really?
You
know
the
Yeomans
work
here
right
I
mean
the.
G
J
J
That
would
make
great
LPNs,
but
they
can't
either
afford
to
go
to
school,
to
become
an
LPN
or,
if
even
if
they
get
a
student
loan
to
go
to
school,
to
become
an
LPN,
they
can't
afford
not
to
work
and
go
to
school.
At
the
same
time,
so
I've
been
advocating
for
a
long
time
programs
from
the
state
to
help
CNAs
get
to
the
next
level
and
their
USB
programs
back
in
the
90s
that
helped
them
with
transportation
and
child
care
expenses.
J
J
Maybe
it's
something
along
the
lines
of
a
co-op
program
where
an
employee
Works
four
days
in
a
nursing
home
and
takes
care
of
the
kids
for
one
day
with
their
own
kid,
and
that's
maybe
that
offsets
the
cost
of
that
program,
but
CNAs
yeah.
It
is
difficult
for
them
to
get
to
get
advancement.
J
D
J
D
J
States
are
able
to
use
this
program.
The
only
reason
in
New
York
state
we
can't
right
now
is
because
it's
really
being
has
to
go
through
the
New
York
State
Higher
Education
committee,
to
make
that
leap
to
the
medication.
Aides
I
know
the
governors
in
support
of
that,
but
that
would
be
an
excellent
path
in
a
career
ladder
for
CNAs.
We're.
J
G
J
In
a
roundabout
way,
we
in
my
current
organization,
we
are
licensed
to
teach
our
nursing
training
program,
I,
think
only
about
a
third
of
the
nursing
homes
in
the
state
have
their
own
certified
nurse
aid
training
program.
We
have
them.
We
employ
individuals
that
want
to
become
a
CNA,
we
teach
in
our
organization,
we
get
them
tested
and
they
become
certified
nurse
nursing
assistants,
I,
don't
know
of
any
nursing
homes
that
do
any
Education
and
Training
beyond
that
from
a
certification
level.
G
It's
interesting
because
you
know,
like
you
mentioned
people
in
that
income
bracket
are
gonna,
have
a
real
hard
time,
quitting
school,
quitting
work
and
going
to
school
and
or
if
they
have
a
family
responsibility
to
be
going
to
night
school
whatever.
If
you
had,
if
you
had
a
teaching
scroll
that
they
could
be
once
a
week
or
something
like
that
one
day
a
week,
working
with
master
I,
don't
know
what
the
right
word
is
here,
but
people
qualified
to
teach
LPN
responsibilities.
You.
G
G
G
Thinking
about
from.
G
Because
we're
not
going
to
double
their
salaries,
it's
not
in
the
cards.
So
how
do
we
encourage
them
to
stick
with
it
and
and
I
just
hope
that
and
you
you
seem
like
a
guy
with
that
kind
of
mindset,
and
you
know
I
just
want.
J
J
Is
working
with
other
education
programs
and
a
lot
of
a
lot
of
organizations
like
Maria
College,
the
capital
region
BOCES,
they
send
their
students
to
us
for
their
clinical
affiliations,
so
that
works
really
well,
they
get
their
clinical
affiliations.
They
get
a
taste
of
what
museum
is
all
about
because
most
have
not
thought
about
working
at
nursing
home.
They
all
in
college
all
want
to
go
work
for
the
hospital,
so
we're
able
to
actually
recruit
a
lot
of
people
from
those
programs.
J
D
G
Well,
thanks
very
much,
and
you
know
best
of
luck
on
all
this.
A
F
A
good
one,
but
all
can
decide
I,
don't
have
much
to
ask
I,
know
very
little
about
the
nursing
home,
I'm
sure
you're
highly
qualified.
The
one
thing
you
sold
me
on
is:
when
you
talk
to
Danny
you
encourager
you're
from
the
county.
That's
only
the
biggest
forever
I've
been
here
44
years
and
why
the
accounting
Executives
have
to
go
outside
our
County
to
bring
people
in
our
County
where
I
believe
and
we
have
to
qualify
residents
in
our
County
through
East
commissioner
jobs,
I'm,
not
talking
about
the
average
worker
and
stuff.
F
F
F
It
was
a
big
care,
300
000
for
this
guy
three,
just
it
turned
people
off,
even
though
he
did
a
great
job
wound
up
being
right,
but
the
workers
up
there,
the
feedback
I
got
the
taxpayers
out
there.
We
got
murdered
over
it.
So
that's
my
only
concern
is
what
the
salary
was
going
to
be
I'm
sold
under
Albany
County
in
the
Salvation.
F
That,
when
Larry's
leaving.
D
F
Great
I'm
not
saying
some
of
the
taxpayers
out
there
with
that
I,
don't
care
about
that.
They
can
stay
five
more
years,
I,
don't
care!
Yeah!
No
I,
I
asked
a
question.
I
think
the
taxpayer
is
going
to
ask
me
and
all
of
them
sure
constituents
I
got
this
order.
We
all
know
what
the
nursing
home
is
about.
We
all
know
we're
going
to
wind
up
there,
Sunday
I'm,
not
that
far
from
there
now
you.
A
D
K
At
the
other
place
and
he's
living
down
there,
I
am
not
privy
to
whatever
the
transition
period
is
or
how
Larry's
going
to
be
compensated
during
that
period,
but
I
assume
that
there's
probably
some
vacation
involved
and
all
sorts
of
things
like
that
and
I
and
I
think
a
transition
period
would
be
very
helpful
to
have
some
an
asset
there,
who
has
literally
built
this
nursing
home
from
where
it
was,
which
was
not
a
good
place
to
the
place.
It.
K
F
F
F
H
A
F
That's
all
that's
all
I'm
asking
they're
not
hard
questions
they
made.
You
guys
may
not
like
that,
because
I
do
have
some
questions
I'm
going
to
be
asked
by
the
public.
Yes,
this
one's
account
to
me
yeah.
Yes,
right,
there's
a
lot
of
people
out,
200
000
people
just
don't
think
it's
because
we're
doing
this
and
they
like
that
they
have
a
response
back
to
us.