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A
We'll
get
this
operations
meeting
on
October,
12th
underway,
we're
here
at
Bluffton,
High,
School,
myself
and
Trisha
fidrich
are
present
from
the
committee.
We're
also
joined
by
David
stribinger
from
the
board
and
at
this
point
we'll
just
start
with
the
Pledge
of
Allegiance.
A
C
D
A
D
A
News
would
fail,
it
would
fail.
I
can't
carry
this
alone
all
right,
so
we'll
just
leave
the
20th
off
for
next
meeting,
Robin,
okay
or
if
no,
it's
here
a
little
bit
later.
Okay,
and
have
we
heard
from
have
you
had
a
chance
to
reach
out
to
Mel
no.
D
Sure
did
you
actually
I'm
looking
at
this
agenda,
did
you
want
to.
D
G
I
said
in
the
construction
first,
just
in
case
we
went
long,
a
law
could
go
with
the
clock
members,
because
they're
doing
the
terms.
D
C
H
C
Good
afternoon
and
thank
you
for
the
opportunity
to
provide
the
October
executive
summary
updates
with
data
through
the
end
of
September.
I
would
like
to
start
by
pointing
out
that
this
month's
report
has
been
expanded.
You
can
see
the
size
of
it
this
month.
It
now
includes
the
new
FY
2024
8
Capital
Improvement
project
updates
long
lead
times
and
inflationary
cost
increases
continue
to
be
encountered.
Project
managers
continue
to
do
a
good
job
of
resolving
concerns,
as
they
arise.
C
Included
in
this
month's
updates
are
seven
yellow
traffic
lights
that
appear
a
couple
of
them
are
ongoing
items
ordered
on
before
Battery
Creek,
High,
School,
slides
five
through
seven.
Those
are
concerns
related
to
ongoing
material
delivery
challenges
at
Robert,
Smalls,
International,
Academy,
slides,
eight
and
ten,
we'll
be
on
the
traffic
light,
there's
primarily
due
to
that
long.
Ship
lead
time
associated
with
the
electrical
switch
gear,
which
has
the
April
13th
ship
date.
C
Currently,
the
slide
11,
that's
the
maintenance
building,
Warehouse
project,
that's
coming
out
of
the
FY
2023
8
Capital
Improvement
project
list,
the
the
price
for
that's
come
in
above
the
budget,
and
what
we
want
to
do
is
postpone
that
let's
wait
until
we
get
into
the
first
quarter
of
next
year,
so
we
can
evaluate
how
much
contingency
we
have
so
that
we've
been
then
look
to
move
that
forward.
The
first
Key
island
slide
19
that
continues
to
remain
on
hold.
Once
again.
C
That
was
because
the
county
decided
to
postpone
their
Paving
project
out
there
on
the
island
as
well.
For
slight
29
at
A.G,
McCracken,
Middle
School.
We
did
get
a
delay
for
the
remaining
PA
and
security
devices
and
that's
caused
a
small
delay
in
the
switch
over
of
the
new
systems
from
September
to
October
the
adult
ad
slide
38.
I
C
That
that
project
is
currently
being
placed
on
hold.
This
will
allow
District
additional
time
to
further
evaluate
the
scope
and
schedule
for
that
project
and
the
last
one
is
slide
43
for
Mossy
Oaks
Elementary,
the
Thompson
Turner
Construction
GMP
Amendment
28,
but
it
does
require
additional
funding
to
proceed
with
the
remaining
safety,
security
and
Technology
infrastructure
scope
on
that
campus
and
as
a
reminder,
this
amendment
is
scheduled
to
be
presented
and
discussed
at
the
October
18th
floor
meeting
next
week
and.
C
To
bring
attention
to
the
details
inside
of
the
report
on
slides,
19
and
slide
38
due
to
the
overall
size
of
the
report,
the
fact
that
it's
going
to
those
two
projects,
the
Husky
Island
and
the
Adult
Ed-
are
going
to
be
on
hold
for
a
little
while
we're
just
going
to
remove
them
from
future
monthly
reports.
Until
we
have
something
to
report,
if
that's
acceptable,.
E
C
C
Look
at
the
last.
F
C
Was
well
branched,
Early,
College,
High,
School
I,
think
that
came
in
that
was
the
cppi
amendment
number.
G
C
C
Just
to
remind
everybody
that
at
September
20th
board
meeting
the
board
did
approve
the
Ajax
amendment
number
29
for
the
gym.
Entry,
canopy
and
I
also
wanted
to
speak
briefly
about
those
exterior
concerns
that
Mr
Smith
brought
up.
We
are
using
a
two-step
process
to
move
forward
with
that.
Those
to
address
those
concerns
first
step
is
get
a
proposal
in
from
the
contractor.
C
A
C
Primarily
from
return
savings
from
work
that
was
part
of
our
initial
summer,
2020
Scopes,
the
return
for
savings
are
coming
back
from
H.G
Reynolds
projects
at
Beaufort,
middle
and
then
Thompson
Turner
Construction
is
returning
savings
from
like
four
or
five
other
projects:
okay,
foreign
moving
on
to
the
project,
closeout
updates
for
FY
2019,
eight
percent
projects
we're
down
to
only
having
three.
Last
month
we
recorded
four
for
FY
2020,
there's
five
projects
that
remain
and
for
the
referendum
projects.
Those
are
slides,
85
through
86.
C
In
the
report,
information
is
being
provided
for
24
of
the
referendum
projects,
15
of
which
have
been
closed
out
today.
C
We
do
now
have
eight
yellow
traffic
lights
that
are
in
that
section
that
are
appearing
this
month
and
the
reason
for
that
those
projects
did
not
get
closed
down
prior
to
the
end
of
our
Target
closeout
period
of
Q3
of
this
year,
Q3
ended
in
September,
so
technically
we're
now
in
Q4.
We
believe
that
the
focus
of
attention
is
on
those
projects
and
we
should
be
supporting
those
to
be
closed
for
your
referendum.
Financial
update
expenditures
now
through
September
30th
2022
total
166
million
228
232
dollars.
C
When
you
take
those
expenditures
today
and
add
to
it
the
154
million
of
additional
contractual
commitments
that
have
been
made
today.
This
equates
to
roughly
85
percent
of
the
total
referendum
program
and
the
the
remaining
available
referendum
funds.
As
of
the
end
of
last
month,
total
just
over
55.5
dollars,
and
the
last
item
to
point
out
is
under
community
outreach,
slide
86..
C
We
are
planning
at
topping
out
ceremony
for
the
Robert,
Smalls
International
Academy
project
and
once
again
for
topping
out
that's
once
all
the
Steel's
been
erected
and
once
that
is
occurring,
we're
timing
and
coordinating
ceremony
to
take
place.
That's
going
to
happen
in
the
month
of
November
and
just
as
soon
as
we
have
more
details
to
share
that
information
will
be
distributed.
So
that
concludes
my
executive
summary
update
for
the
month.
D
Consideration
questions
yeah,
I
was
trying
to
follow
up
on
Friday
asking
that
and
you
adjust
the
photos
apps,
you
know,
I
noticed
you
know
how
many
yellow
lights
there
were.
So
you
addressed
that
those
are
my
two
big
things
in
previewing
this
and.
A
C
What
we
want
to
do
is
make
sure
that
we
can
get
the
remaining
Scopes
under
contract
first
and
then
we'll
evaluate
items
that
need
additional
or
does
it
under
and
what
savings
are
there
and
when
we
feel
comfortable
that
we
can
recommend
to
move
it
into
program
contingency.
We
will
do
so
and
when
you
look
at
the
contingency
log,
we
do
have
it
split
so
that
we're
tracking
off
of
the
original
program
contingency
and
then
the
bottom
section
is
those
additional
Bond
premiums
that
the
board
approved
the
sum
or
the
total
31.1.
A
D
So
how
many
projects
Rob
are
there
that
you
said
you're
you
want
to
make
sure
you
get
the
slope
under
contract.
You
know
how
many
are
left
that
we
don't
have
that's
cool.
C
F
C
If
you
happen
to
know
blue
seating,
yep,
there's
rows
that
are
highlighted
in
blue,
of
course,
so
in
the
report
you'll
see
the
blue
lines
and
on
the
last
sheet
at
the
back,
there's
a
little
key
plan
right
here,
along
with
Lou's
and
the
blue
shading
is
there's
Financial
commitments
that
remain
now
they
may
be
as
small
as
we
still
need
to
order
the
district
for
an
aged.
It
switches,
wireless
access,
points,
UPS.
A
So
I
have
a
couple
questions
I
want
to
know
as
I
understand
it.
We
have
the
referendum
funding,
we
have
the
80
plenty
and
now
we're
doing
Esser
funds.
Are
we
tracking
those
all
together
or
are
they
all
on
separate
519.
C
If
it's
actually
under
the
eight
percent,
Capital
Improvement
monthly
reports,
there's
a
separate.
C
So
referendum
includes
that
extra
31.1
of
bond
premiums
right
but
there's
a
separate
report
for
the
eight
percent
each
year
and
if
you
look
to
the
far
right,
there's
an
ad,
that's
solely
for
commitments
on
extra
parts,
they're,
actually
all
handled
separate,
yeah
we'd
all
do
this
to
it,
because
we
need
to
be
able
to
track
School
level.
But.
A
You're
you're
on
this
group's
overseeing
all
of
them
you're
saying,
okay,
so
one
question
I
have
on
the
answer.
Hobby
is
wait.
Let
me
get
back
to
it.
The
HVAC
is
for
Esther
funding,
so
I
was
trying
to
figure
out
because
I
know
Beaufort
and
I
had
some
big
HVAC
project
we
just
completed.
So
is
this
another
HVAC
project
for
camp
at
high,
or
is
this
okay.
C
I
E
A
So
it
looks
like
there
are
four
and
I
know
this
is
coming
to
the
full
form.
So
since
you're
presenting
here
did
we
use.
G
G
Check
I
think
there
is
an
additional
project,
which
is
a
Well
Branch,
which
the
board
asked
us
to
use
yesterday,
or
was
it.
C
A
Think
we
need
to
figure
out
because
I'm
starting
from
that
next
and
I
know
you
guys
are
on
top
of
it.
But
there's
like
referendum
and
there's
the
eight
percent
and
then
there's
Esser
and
I'm
like
wait.
I
saw
that
that
you
know
be
nice
to
kind
of
figure
out
how
to
keep
them
and
something
on
the
financial.
Like
the
fight.
J
C
A
And
I
don't
know,
I
mean
I
hate
to
I.
Don't
want
to
get
into
all
the
details
of
the
board
meeting
but
like
the
bipolar,
ionization
district-wide.
There's
six
schools
listed
here.
Are
there
more
coming?
That's
what
I'm
kind
of
just
confused
on,
or
did
you
just
pick
these
six
to
get
bipolar
ionization?
What.
C
We
can
do
is
maybe
expand
that
that
was
the
original
list
that
we've
been
working
off
of
the
one
that
you'll
see
next
week
and
Tuesday
it's
for
a
lot
more
projects
than
they're
listed
here.
Okay,
all
right!
That's
what
I
was
kind
of
I'll
make
a
note
here
that
it
needs
to
be
expanded
next
time,
perfect.
A
So
the
other
thing,
what
other
area
I
have
a
question
on
is
Nate
River
High
School
I
mean
we
have
7.5
million
dollars,
set
us
appropriated
for
athletics,
which
is
just
tennis
courts
or
something
right
so
and
then
we
only
have
518
000,
it
doesn't
have
any
money
appropriated
for
technology
and
then
there's
a
500
000
adjustment,
you
just
and
then
there's
a
790
000
for
a
cake
extension
like
those
numbers.
Don't
make
sense
to
me.
G
G
Technology,
the
newer
schools
being
made
river
and
river
Ridge
did
not
have
any.
They
were
brand
new.
You
know
for
the
most
part
when
we
built
the
referendum
list,
so
they
were
not
included
with
technology.
C
I'd
have
to
there
is
an
adjustment
that
we
showed
with
the
program
reset
version
2.0
from
a
river
and
you're
correct.
The
original
funding
for
athletics,
in
particular,
when
evaluating
what
scope
and
it's
a
little
more
scope
than
what
you're
calling
you
there's
access
function.
So
that's
part
of
the
mid
program
where
he
said:
that's
one
of
the
ones
that
we
identified
that
could
release
some
of
those
dollars
to
address
other
concerns
same
thing
for
the
Kate
Expansion
Project.
D
A
C
The
architect,
yeah
I,
think
it's
scheduled
to
start
in
the
next
30
to
45
days,
I
think,
but
some
lemonade.
C
G
I
A
C
Right
but
project
manager
for
that
job
I've
had
conversations
going
back
before
the
summer
to
try
to
nudge
that
information
along
so
that
it's
not
going
to
slow
us
down
and
we're
ready
to
commence
they're
planning
those
programs,
those
that
intricately
put
into
the
design.
G
Working
it
there
is
that
we've
kind
of
built
it
on
as
far
as
some
preliminary,
but
we
do
recognize,
there's
still
conversations
between
the
board
and
you
know
Karen
Gilbert,
on
what
those
actually
are.
So
there's
flexibility
in
that.
For
the
most
part,
it's
a
building
the
same
size
as
the
existing
building.
How
you
rearrange
that
there's
been
several
conversations
of
what
goes
where
and
you
know
that's.
We
can
adjust
that
as
we
go,
there's
also
conversations
of
the
Junior
ROTC
being
a
wing
that
part
of
that.
E
G
No
we're
gonna
put
in
a
bakery,
I
mean
what
you
basically
have
just
like
in
the
existing
building
is
two
high
base
spaces,
so
two
high
base
spaces
can
adopt
accommodate.
If
you
want
to
do
auto,
you
know
if
you
wanted
to
do.
We've
done
welding
in
high
Bay
yeah
right
now,
it's
Auto
and
welded.
G
The
thought
is
to
copy
that
and
do
an
additional
classes
for
that.
But
if
you
want
to
do
Aerospace,
if
you
want
to
do
construction,
many
of
those
would
require
a
high
pay
and
then
there's
two
small
beige
areas
which
you
know
have
been
any
of
your
nursing
Sciences
any
of
your.
If
you
did
a
bakery,
those
could
all
be
in
the
low
ceiling
there.
So
really
that's
what
you're
getting
is
too
high
ceiling
too
low
ceiling,
and
then
it's
decide
what's
the
best
fit
for
those
spaces.
G
Looking
at
the
site
talking
to
the
school
talking
with
Karen
Gilbert,
so
we're
just
getting
started
right.
Okay,.
C
H
D
A
A
E
A
F
G
G
G
L
L
A
D
In
terms
of
Mossy
Oaks
Elementary
about
the
the
Amendment
looks.
F
C
D
So,
as
a
general
industry,
are
we
not
so
many
solidly
and
some
of
the
building
materials
or
technology
and
supply
chain
and
accessibility
of
product
are
relaxing
any
kind
of
relief.
D
D
Since
you're
you've
made,
this
reset
was
really
very
recent,
so.
C
A
lot
of
this
came
from
some
cost
analysis
that
was
done
during
the
mid
program,
reset
that
based
the
figure
that
was
included
on
the
fact
that
the
amount
of
electrical
work
could
primarily
not
needing
an
emergency
generator,
but
that
was
back
before
the
engineer
had
finished
the
design.
Now
that
he's
finished,
it
he's
figured
out
there's
no
way.
We've
got
to
put
a
new
generator
out
there.
L
C
That
looks
like
it's:
Robin
begins
like
eight,
but
if
you
go
to
nine
there's
a
note
there
that
yellow
light
is
all
related
to
the
electrical
switch
here.
Delivery
concerns
now
I've
mentioned
previously
for
a
few
months.
If
you
go
to
slide
10
that
last
bullet
point
on
slide,
10
shows
a
little
bit
more
of
the
detail
behind
it,
where
it
has
the
shift
date
of
our
April
13th,
but,
more
importantly,
the
contractor
for
that
project.
C
J.E
Dunn
has
already
mapped
out
a
workaround
plan
to
utilize
temporary
generators
and
temporary
HVAC
units
so
that
the
work
can
continue
to
progress
in
there.
Je
Dunns
also
working
with
Dominion
power
to
work
out
that
supplemental
service
under
the
temporary
power
plan.
So
we
we
believe
that
we
have
a
a
good
plan
to
allow
this
project
to
move
forward.
While
we
wait
on
the
delivery
of
this
switch
gear
and
some
of
this
electrical
and
even
HVAC
equipment
right
now
now
we're
we're
here
for
HVAC
equipment.
C
J
C
Yes,
sir:
okay,
yellow
yeah,
that's
the
the
yellow
light
is
on
a
FY
2023,
8
Capital
Improvement
project
to
replace
the
HVAC
system
in
the
maintenance
building
and
the
warehouse.
The
proposal
came
in
it's
exceeding
the
budget
and
because
we
have
concerns
over
these
costs
and
in
general,
coming
from
FY
23.
What
we
wanted
to
do
was,
let's
see
how
some
of
these
other
costs
come
in,
let's
reevaluate
what
we
have
available
in
the
first
quarter
of
next
year
and
fingers
across
that
we
can
bring
in
a
recommendation
to
award
yeah.
C
G
Is
under
the
weather,
I
see
she's
on
the
zoom,
but
hopefully
we
will
not
need
her,
so
I'm
going
to
start
on
the
maintenance
side
as
far
as
introductions
Ed
Miller
is
here
with
ABM,
so
he
is
director
of
Maintenance.
G
We
do
start
with
some
pictures
of
just
some
projects
that
they've
done
recently
one
North
Broad
One
South
abroad,
North
abroad.
Being
the
Rays
island
is
the
freezer
project
where
they
replaced
an
indoor
or
units
that
were
inside
the
freezer
and
on
the
roof,
and
then
a
Hilton
Head
High
School
flooring,
repair
project
as
an
example
of
project
South
as
well.
G
G
G
G
The
next
slide
Robin
is
the
work
order,
summary
just
kind
of
tracking,
where
we
are
with
work
orders
and
being
completed
in
the
kind
of
the
first
thing
that
jumps
out
is
the
increase
in
the
number
of
work
orders
you'll
see
there
that
that
16
000
is
the
most
to
date,
and
so
that's
for
you're
experiencing
is
an
increase
in
work
orders.
G
You
also
see
the
completing
percentages,
one
of
the
lower
that
we've
had
today,
so
it
shows
that
we're
having
some
issues
there,
a
an
increase
in
amount
and
just
keeping
up
next
slide,
Robin,
just
total
work
orders
per
year
and
there
there.
You
see
it
in
a
graph
format
that
it's
gone
goes
to
the
highest,
that
we've
had
and
you've
seen
an
increase
kind
of
seeing
that
covid
dip
as
teachers
were
out
of
the
building
and
now
we're
back
toward
the
increase
total
work
orders
per
worker
per
year.
G
We've
seen
that's
been,
as
we've
increased
the
number
of
workers
that
has
been
going
down,
but
now
it
appears
to
be
kind
of
at
the
trough
and
coming
back
up
and
getting
as
far
as
the
workers,
we
did
increase
maintenance
by
two
workers
this
year
with
covid
funding.
G
Next
slide
total
square
feet
per
year.
Just
how
are
we
doing?
We
increase
just
by
a
very
small
amount
as
far
as
square
footage
based
on
the
Beaufort
High
Edition,
and
so
how
that
calculates
to
total
square
foot
per
worker,
we're
holding
pretty
flat,
as
we
have
been
for
the
last
few
years.
H
No
no
go
to
work
orders
for
workers
level
off,
but
at
the
same
time
I
will
completion
work
or
completion
rate.
It's
it's
much
lower
is
that
well
I,
think
tender
address
so.
G
And
I'm
gonna
I
think
we're
gonna
get
in
a
little
more
detail
in
in
that
area.
When
we
get
in
the
survey,
what
I
would
say
is
that
all
these
numbers
of
workers
is
by
full
staff
as
of
right
now,
maintenance
has
been
struggling
with
staff
and
I
think
we're
going
to
get
into
a
conversation
with
that
and
they're
not
fully
staffed.
So
these
are,
these
charts
are
if
they
had
been
fully
staffed,
but
when
you
actually
look
at
actual
staff,
that's
where
you
would
actually
probably
see
this
graph
go
way
up.
G
If
that's
I
think
that's
what
we're
looking
at.
Does
that
make
any
sense
not
to
me,
but.
F
G
G
Why
not
if
so,
if,
if
we're
looking
okay,
if
they
have
been
fully
staffed,
that's
kind
of
where
we
are,
we
have
to
make
sure
they
have
enough
staff.
Yeah,
yeah
I,
understand
that
we're
going
to
address
you
know
as
far
as
not
being
fully
staffed.
That's
more
a
question
on
how
does
the
contractor
need
to
address
that,
and
you
know
what
are
those
issues
right?
Okay,
so.
F
D
D
So
expected
that,
with
all
the
work
that
we've
been
doing
in
buildings,
you
know
like
saying
air
conditioners-
and
you
know
eight
percent
projects
and
referendum
projects
and
everything
I
I,
wouldn't
have
expected
that
our
work
orders
would
be
at
the
highest
they've
ever
been,
and
they
just
is.
There
is.
F
B
G
Conditioning
side,
I
would
say
even
though
you're
seeing
us
do
a
lot
of
air
conditioning
work
and
it's
very
expensive,
yeah
we're
not
making
Headway
I'd
say
we
have
more
units
aging
into
a
critical
age
than
we're
replacing.
We
need
to
be
replacing
more
I
yeah.
All
of
our
systems
are
getting
older
and
a
lot
of
them
were
probably
done.
G
You
know
20
years
ago
or
20
25
years
ago,
they're
coming
to
an
age
where
they're
getting
critical,
so
I,
yes,
we're
doing
a
lot
of
work,
but
are
we
doing
enough
if
our
AC
manager
was
here
he'd
say
no,
we
need
to
be
doing
more.
So
that's
on
the
AC
side.
On
the
other
side,
the
other
thing
I
I,
think
we've
seen
a
lot
of
this
year
is
we've.
Actually,
you
know
with
academic
recovery
and
everything
that
we're
doing
we've
increased
staff
to
address
these
issues.
G
F
B
Yeah
I
I
concur.
There's
definitely
been
a
lot
more
moves
going
on
this
year.
People
are
starting
bringing
back
to
their
spaces.
People's
Moving
offices
done
delays
like
in
furniture
at
ladies
Island
Elementary
School.
Both
cases
were
late
and
they
just
got
there.
They
were
sitting
out
in
the
hallway
contractor
was
already
gone,
so
it
fell
on
the
maintenance
to
come.
Take
out.
B
The
old
bookcases
put
the
duplication,
then
just
little
things
like
that,
and
it
just
that
takes
four
or
five
guys
out
for
a
day
or
two
to
just
take
care
of
that.
Instead
of
concentrating
and
we're
seeing
that
all
those
elementary
schools
got
new
runs,
one
school
had
29
rugs,
we
had
to
take
a
team
into
their
pull
all
the
roads
out
of
the
school.
D
B
D
Trying
to
yeah,
but
wouldn't
that
be
good
data,
because
where
my
thought
is
going
with
this
is
that,
if
you're
going
to
take
five
maintenance
workers
out
of
the
rotation
for
two
or
three
two
days
or
five
days
or
whatever
it
might
be,
to
lay
rugs.
And
meanwhile
you
have
an
AC
unit.
That's
not
being
I.
D
A
Picking
back
on
that,
I
think
it
sounds
a
little
bit
like
you're
getting
pulled
into
some
of
the
eight
percent
like
where's
the
delineations
right,
what
a
JD
Dunn's
supposed
to
do
when
they
close
out
a
project
versus
ABM
supposed
to
do.
Like
you
said
with
bookcases,
it
sounds
like
they're
sort
of
picking
up
some
slack
from
the
contractors
that
factor.
I
A
G
In
that
situation,
that's
exactly
what
happened
and
try
to
limit
that
as
much
as
possible,
so
they
can
do.
That's
not
the
whole
excuse.
A
A
And
Mr
Smith
I
see
your
hand.
I
have
a
couple
questions
right,
quick
also
about
this.
One
question
is
because
we
have
we
give
cloven
money
for
two
additional
staff,
but
we
can't
hire
anybody
because
there's
a
well-documented
labor
shortage,
can
they
use
that
money
for
signing
bonuses?
Can
they
use
that
money
for
other
incentives.
F
E
G
Gesture
so
contractually
they're,
we're
gonna
and
we're
in
conversations
their
contract
is
for
a
set
of
positions,
so
they
would
need
to
restructure
that
contract,
which
we
could
do
to
change
them
around
or
or
give
different
bonuses
or
things
of
that
nature.
So,
yes,
and
that's
something
we're
talking
about
looking
into
doing.
G
A
G
That's
something
that
we
definitely
want
to
see,
because
if,
if
I'm
a
worker
out
and
fixing
this
table
and
I
trip
on
the
carpet
over
here,
we
want
them.
That
may
not
be
something
I
do,
but
we
want
them
to
put
in
that
they're
not
just
walk
past
it
forget
about
it,
but
if
they
want
to
put
in
a
work
order,
but
the
carpet
over
there
needs
to
be
repaired
because
I
just
tripped
them
or
something
like
that.
Just
when
they're
out
in
a
school
doing
some
job
and.
F
A
A
G
A
percentage
the
number
has
gone
up,
but
yes,
it.
It
is
going
down.
A
I
Smith,
are
you
with
us?
Yes,
I
am
some
of
which,
which
I
was
saying,
was
what
what
I've
also
haven't.
I
I
have
been
kind
of
basically
told
by
by
different
people.
With
some
concerns
was
that
we
were
having
custodial
staff
take
up
the
slack
of
the
and
when
you're
speaking,
that's
why
I
want
to
speak,
because
that's
why
that
was
my
point.
I
Getting
to
my
point
was
that
we
had
custodial
staff,
doing
construction
work
job
and
that's
why
they
couldn't
get
to
some
of
the
work
orders
and
to
me
that's
very
problematic,
because
that
that's
not
why
they're
there
and
that
and
that's
that
really
needs
to
be
a
line
drawn
in
the
same
in
terms
of
why
custodial
workers
are
doing
contractors
working
that
they're
sitting
up
there
and
they
leave
trash
behind
and
they're
doing
it
they're
doing
the
trash,
and
so
therefore
that's
putting
them
directly
away
from
their
work
to
do
someone's
elsewhere
to
do
someone
else's
work
and
that's
why
we're
behind
getting
getting
getting
different,
get
getting
different?
G
And
I
think
we
kind
of
had
that
conversation
earlier,
we'll
definitely
talk
with
our
project
managers
and
and
make
sure
that
that's
not
occurring
as
much
as
we
can.
If.
I
I
could
what?
What
well
to
me
is
it's
not
as
it's
not
occurring
as
much
it
shouldn't
occur
at
all,
because
once
again,
my
my
point
is
that
they
need
to
be
a
line
driven
driven
drawing
in
the
sand
where
this
is
with.
What's
in
your
perimeter,
what's
what's
in
your
job,
and
this
is
what
was
in
the
next
person's
job,
I
mean
because
you
know
I
mean
I'm,
not
sure
how
other
board
members,
but
I
would
definitely
see
how
that
spelled
out.
You.
A
C
C
If
you
look
into
the
detail,
the
contractor
may
have
already
finished
up
his
work
and
has
wrapped
things
up
and
to
keep
him
present
on
the
site
would
cost
additional,
above
and
beyond
what
was
originally
budgeted,
because
they've
got
General
conditions
to
keep
Manpower
around,
and
this
is
where
we
try
to
work
a
little
bit
hand
in
hand
with
the
maintenance
department
to
see
okay.
Does
it
make
sense
to
spend
the
extra
money
to
get
the
contractor?
Is
this
something
there?
I
So
well
also,
it
also
just
to
go
back
in
terms
of
that.
I
I
differ
that,
because
the
fact
that
we
have
air
conditioning
and
mold
problems,
several
schools
that
our
maintenance,
guys
it
could
be
dealing,
could
be
dealing
with,
especially
on
this
side
of
the
blog
versus
dealing
with
those
contractors,
problems
that
that
money
comes
out
of
April
out
of
eight
out
of
the
eight
percent
budget.
So
therefore,
that
that's
so
that
those
jobs
should
be
strictly
dealt
with
for
monitoring
out
about
that
out
of
that
budget.
I
I
There's
nothing
that
we
should
skip
over
because
and
at
some
degree
it
needs
to
be
handled
when,
when
you
have
parents
to
stop
calling
and
saying
that
their
kids
are
in
in
hot
buildings
and
hot
schools,
because
they
don't
have
to
they
don't
have
the
correct
air
conditioning
because
maintenance
can't
get
over
there
to
even
to
deal
with
it.
So
so
those
are.
Those
are
big
issue
that
you
know
that
elephants,
that
must
be
addressed
and
those
things
that
must
be
taken
care
of
and
not
just
be,
putting
to
put
a
Band-Aid
on
right.
A
And
I
think
what
I'm
hearing
from
Mr
Corbin
is
that
they
will
look
at
that.
Take
a
look
and
then
maybe
you
can
follow
up
with
us
at
the
next
meeting.
If
there's
anything
that
comes
out
of
that,
because
I
agree
that
that's
something
that
shouldn't
happen
all
right,
so
we're
on
to
the
maintenance.
Are
we
going
to
the
maintenance
survey
now?
Is
that
the
next.
G
Yes,
all
right,
so
the
maintenance
customer
service
responses,
responsiveness,
I
mean
there,
there's
no,
no
good
wear
your
way
to
to
avoid
it,
but
this
is
some
of
the
worst
scores.
Maintenance
has
gotten
in
this
category.
Since
we've
been
tracking
it.
G
You
see
that
we
pretty
much
usually
are
above
even
a
three
five
and
now
you're,
seeing
some
scores
that
or
even
below
a
3-0.
So
I
would
say
this.
This
is
an
area
of
concern.
B
Like
Robert
said,
Marvin
has
to
do
I
think
with
our
username
good
people
and
being
short
staffed
thanking
the
others
over
work
feeling
the
pressure.
Anyway,
we
were
pretty
immune
to
labor
issues
up
until
just
the
last
few
months,
and
then
it
seems
like
it
all
hits
really
hard
I've
dealt
with
my
upper
management
and
we're
sourcing
trying
to
fill
these
positions
aggressively
and.
B
Make
Corrections
the
guys
are
working
overtime
and
just
trying
to
make
up
around
until
we
knew
that.
B
You
take
it
seriously.
This
not
meeting
expectations
to
not
the
right
thing
to
do.
D
G
B
F
B
We're
paying
what
it
takes
to
get
me,
so
we
just
hired
a
new
HVAC
manager,
he's
going
to
start
the
31st
on
that
we
lost
one
notice
of
the
broad
manager,
we're
reporting
from
this
end.
If
you
have
a
supervisors
or
almost
15
years,
I
think
administrative
and
we're
promoting
in
the
well-known
the
good
head-on
shoulders.
I
think
it
would
be
a
good
continuing.
G
G
Do
you
want
to
talk
on
that
I
know
we
did
meet
and
had
a
review
in
the
avian
management
last
week,
and
that's
one
of
the
things
they
were
talking
about
is
how
they
were
doing
salary
studies
and
looking
at
the
different
positions
in
the
area
and
what
it
was
going
to
take
to
fill
those
decisions
and.
G
Yes,
if
we
talk
about
because
yeah
they
are
contractually
held
positions
and
the
the
cost,
obviously
so
we're
having
them.
Look
at
that
and
come
back
to
us
with
on
what
it
would
take
to
fill
those
positions
or
what
do
we
need?
Where
are
we
because.
D
B
D
Not
acceptable
at
all,
and-
and
you
know
just
so
much
of
the
data
does
enclosed
in
here
this
time
with
you
know
like
we're
working
so
hard
to
get
in
our
buildings
and
Facilities
up
to,
and
you
know
the
climate
that
we
want,
and
so
we
just
don't
have.
We
can't
have
this
and
so
I'm
glad
you're
having
those
discussions.
H
G
M
H
G
So,
as
far
as
well
incentives,
you
want
to
talk
about
any
incentives.
Y'all
have
for
employees
for
morale,
I
will
say,
I
mean
I.
Do
know
that
the
god,
the
word
guys,
know
they're
not
doing
their
work
orders
and
as
well
as
they've
done
in
the
past,
and
it
does
beat
them
down.
I
mean
that
is
hard
for
a
lot
of
these
guys.
So
yeah.
B
They
they
see
the
work
alone
and
being
short
of
staff
that
does
that
morale
and
then
bring
that
back
up.
Well,
no
also
bringing
in
somebody
from
within
and
raging
in
love
to
a
manager
position,
I'm,
hoping
that
helps
morale,
saying
that
there
is
movement
internally.
We
aren't
always
bringing
somebody
from
the
outside
and
that
Health.
But
yes,
we
need
to
do
more.
As
far
as
appreciating
the
guys,
I've
heard
them
say.
D
B
A
A
I
Yeah
I
know
what
y'all
are
saying,
but
it's
beyond
some
of
that.
You
know
my
question
is
you
know
the
company
got
a
Bonus
and
the
workers
found
out
about
it
too,
and
that's
why?
For
myself,
some
of
them
are
frustrated
too,
because
not
only
were
they,
they
weren't
just
saying
that
we
were
the
workers
and
we
were
sitting
home
during
during
these,
and
we
were
essential.
We
was
the
essential
workers
and
people
were
just
staying
home.
I
No,
they
were
saying
that
the
District
employees
got
bonuses
and
they
wanted
to
know
where
was
their
bonus
at
or
where
was
where
was
their
appreciation
at
in
forms
of
informs
of
increasing
pain
in
that
for
monitoring
as
a
board
member
I
understand
that
we
were
giving
the
company
bonuses
of
that
for
having
essential
workers
there
and
that
the
workers
were
not
getting
paid,
a
essential
pay.
So.
A
G
Mr
Smith
is
referring
to
is
some
of
the
increases
for
cope
with
coven
funding.
Maintenance
did
get
increased
by
two
positions.
They
have
not
been
able
to
film
that
they
have
not
been
paid
for
them,
so
they've
gotten
that
no
additional
funding
maintenance
has
had
zero
additional
funding
because
of
covet.
So
there
is
no
bonus
so.
G
I
G
A
That's
what
we're
talking
about
Mr
Smith
with
the
earlier
we're
talking
about
they
are
in
negotiations
or
in
some
sort
of
a
process
looking
at
how
to
increase
maintenance
worker
pay
to
try
and
deal
with
the
labor
shortage.
A
Okay,
so
I
just
want
to
make
clear
that
there
was
not
a
bonus
pay
to
the
company
that
didn't
somehow
travel
down
to
the
workers.
Okay,
if
that
Mr
George
Mr
Campbell,
you
guys
are
good
yeah.
Okay,
we
can
move
on
to
custodial
Mr
Miller.
Thank
you.
A
We'll
look
forward
to
hearing
something
back
from
you
here
in
a
little
bit
and
work
something
out,
because
we
recognize
that
there's
a
labor
shortage
and
that
those
are
hard-working
folks,
I
have
to
say
on
a
personal
note,
I
hear
nothing
but
compliments
about,
but
they
all
what
do
people
say
is
I
think
you
can't
remember
the
guy's
name
that
works.
That
loves
him,
but
they
know
he's
got
more
work
than
he
can
do
so.
Hopefully
we
can
solve
that
problem.
L
Senior
vice
president
for
custodial,
and
then
we
have
head
Pullen
the
district
manager
in
the
beautiful
market
and
on
the
line
we've
got
the
ozone
Phillip
Gilbert,
which
is
our
HR.
Vice
president.
G
So
let
me
just
start,
and
then
you
know,
as
questions
comes
up
we'll,
let
you
all
take
over
the
questions.
G
So
we'll
start
with
just
you
know
some
well
first
off
pictures
of
some
awards
and
actually
the
one
there
on
the
far
left
is
the
superintendents
of
token
that
he
gave
to
one
of
the
ETS
employees
for
returning
a
wallet
that
was
found
in
the
parking
lot
at
May
River.
Some
others
I
believe,
are
some
Employee
of
the
Month
type
of
awards
that
are
going
on.
G
But
the
second
side
are
some
pretty
pictures
of
of
clean
floors
that
have
just
been
finished
up
after
the
summer
clean.
After
all,
that
work
was
done
and
after
that
I'm
gonna
get
down
into
the
surveys.
Now,
if
y'all
may
remember,
there
were
some
concerns
with
custodial.
Last
time
we
had
some
issues.
Scores
were
falling
I
I'm,
happy
to
report
that
we're
seeing
an
improvement
in
a
lot
of
the
areas
we
still
have
room
to
go,
but
there
are
signs
of
improvement,
which
is
good.
G
You
start
with
the
customer
service
and
responsiveness
you'll
see
for
the
most
part
they're
about
a
mixed
bag
they're,
either
flat
a
couple
of
flat.
A
couple
went
down
and
a
couple
actually
improved,
but
all
of
them
are
headed
towards
that
3.0
see
the
cleanliness
the
cleanliness
of
your
school
is
lower
than
we'd
like,
but
it's
a
great
improvement
from
the
last
two
times.
F
G
Just
go
through
the
surveys,
real
quick
if
I
can
and
then,
when
I
ask
questions
about
it.
That's
all
right!
So
the
next
slide
is
entrance
and
hallways
again
either
even
or
improvements
on.
G
One
dusting,
which
seems
to
be
a
constant
struggle,
was
dropping
down
almost
to
2.5
the
next
slide,
custodial
admin
and
other
offices,
pretty
close
to
where
they've
been
in
the
past,
with
a
little
bit
of
a
slight
decline
on
again
dusting
classrooms,
looking
at
either
even
or
an
improvement
in
a
couple
areas
like
the
floor
care
and
restrooms.
That's
good
to
see
the
next
two
are
actually
media,
centers
and
gym
or
where
it's
either
even
or
going
into
decline.
G
On
average
so
looks
like
there
can
be
some
improvement
done
in
the
media
centers
and
then,
as
you
go
over
to
gyms
you're,
seeing
the
same
kind
of
thing,
a
little
bit
of
a
decline
in
the
cleanliness
of
the
areas
and
then
cafeteria
you're,
seeing
Improvement
from
previous
surveys
in
the
cafeteria
areas.
So
that's
good
to
see
and
we'll
the
last
slide
and
then
just
talks
about
some
of
the
things
we're
doing.
G
As
far
as
we've
gone
back,
as
we
reported
last
time
doing
our
monthly
walkthroughs
with
District
staff
and
maintenance
and
custodial
workers
and
then
meeting
with
Administration
we've
been
pushing
pretty
hard
for
both
maintenance
and
custodial
and
I,
think
we're
gather
we
got
most
of
them
going
to
meet
regularly
with
the
school
administration.
The
recommendation
is
high
schools
to
meet
weekly
middle
schools,
bi-weekly
and
Elementary
at
least
once
a
month,
and
it
was
the
one
maintenance
work
or
response
card
that
was
received.
G
This
was
a
question
whether
they
were
doing
those
that
kind
of
needs
to
be
the
maintenance
section.
So,
with
that
I'll
stop
and
they're
here
to
answer
your
questions
and
I
got
some
questions.
Yeah
before.
L
To
say
the
the
previous
meeting
that
we
had
or
the
last
meeting
that
we
had
operation
meeting
that
we
had
there
were
certain
items
that
you
wanted
us
to
come
back
with
you
regarding
some
dad
was
before
that
and
pulling
the
district
manager
has
a
copy
that
he
can
hand
you
out
that
actually
provides
some
details
of
those
items
as
well
as
talking
through,
but
not
necessarily
read
it
to
you
for.
L
Of
that
report
for
that
data,
and
then
that
would
generate
some
questions,
so
we
can
be
very
specific
to
as
well
as
and
then
there's
definitely
on.
F
Hr
or
benefit
401k.
L
K
Yeah,
so
we
did
a
five
question
survey
across
the
the
the
the
district.
K
You
know.
Five
basic
tools
help
us
understand
basically
satisfaction
of
the
employees
in
the
district.
You
know
first
one,
do
they
have
the
tools
and
supplies
probably
do
your
job.
We
had
a
77
percent.
Yes,
we
do
but,
like
I
said
number
a
little
bit
higher.
That's
one
of
my
focuses
now
to
come
to
the
district.
Do
you
feel,
like
you
are
part
of
the
overall
School
family?
85
said?
Yes,
that's
a.
K
K
Do
you
feel
like
you
need
additional
training
to
do
your
job
effectively
88.3
my
best
score?
Was
they.
F
K
No,
they
aren't
good.
There
was
a
lot
of
comments
on
these
very
productive
comments
from
the
employees
accumulated.
Those
and
I
tried
to
work
toward
because
they're
all
Anonymous
we're
going
to
try
to
Institute
a
lot
of
those
across
the
district.
Make
some
clarifications
put
out
some
postings
for
the
for
the
folks
and
the
last
question:
do
you
feel
like
you're,
fairly
compensated
from
the
job?
You
do,
unfortunately,
67
said
no,
and
that's
that's
unfortunate,
you
know,
but
it
was
we
almost
expected
it
because
we
do.
F
B
B
K
Well,
we've
got
some
ways:
data
here
from
when
we
started
to
where
we
currently
are.
This
is
as
of
October
1st.
When
we
started
23
months
ago,
we
were
at
10.82
cents.
K
F
K
K
I'm
just
getting
the
nails,
you
know,
I've
done
research
off
to
the
right
in
the
boxes.
We've
got
some
basic
statistics
that
I
was
able
to
pull
from
internets
or
other
sources.
You
can
find
varying
data
from
the
different
sources.
I
just
tried
to
find
an
average
Amino
and
I
was
finding
out
there
so
based
on
the
you
know,
Bureau
of
Labor
Statistics
last
year
in
May
they
average
rate
of
pay
was
14.31.
That
was
that
was
a
year
ago.
You.
K
K
Yeah
I
stopped
at
The
Parkers
gas
station
on
the
way
up
here,
starting
wage
rate
14.
starting.
D
M
D
K
M
D
D
K
L
K
What
we
find
is
that
the
the
same.
L
K
M
M
With
with
10
employees,
eight
of
them
worked
there
all
year,
but
we
turned
two
of
them
over
right.
You
know
three
times
sixty
percent
turnover
right,
but
reality
we've
kept
the
vast
majority
of
them
for
the
longest
time.
So.
G
H
Off
my
mind,
because
if
you've
got
a
constant
staff
and
you
have
General
roommates,
which
the
same
people
with
Affairs
of
the
entry
level
people,
then
certainly
your
your
meeting
in
school
annual
mean
schools
should
be
hello,
a
much
higher
level.
So
it's
that
something
that
you
guys
are
taking
from
this
or
not,
because
your
your
staff
is
very
constant
way.
It's
talking
and
and
the
ability
should
be
at
almost
at
its
Max
in
terms
of
what
the
industry
pays
and
essentially
when
people
are
leaving
they're
not
affecting
you.
Don't.
M
M
J
F
M
M
It
has
slowed
down
a
little
bit,
we're
finding
we're
getting
more
people
in
the
door.
It
was
hard,
I,
don't
know
which
once
it
was
first,
but
it
was,
we
couldn't
get
people
apply
for
this
job,
so
that
was
burning
out
managers
because
you
know
we're
running
into
Lots
over
time,
which
is
just
a
budget
Buster
too,
because
we
don't
plan
for
that.
So
it
affects
us
all.
I
mean
we.
We
would
love
to
increase
our
wages
and
I.
M
Think
they're
sustainable
right
now,
but
still
going
to
have
some
churn
I,
don't
know
well.
D
D
So
how
many,
how
many
are
you
short
stacked
at
all,
like
we
just
heard
from
maintenance,
we're.
D
D
F
M
K
Week
I
think
I
was
overstaffed
by
one
FTE,
but
this
week
I'm
short
seven
at
ease
and
it
fluctuates
now.
We've
hired
two
people
this
week
already,
so
those
numbers
change
right
and
we
have
you
know
so
we
make
moves
and
adjustments,
so
it
really
fluctuates
a
lot
depending
on
the
week.
Our
needs
that
kind
of
stuff,
but
they
the
it
changes
and
managing
those
changes,
is
where
my
managers
really
have
to
know
their
buildings
know
the
people
and
have
everybody
run
in
the
same
direction.
M
And
Curtis
now
have
a
very
motivated
management
team
that
has
a
great
attitude
and
they're
really
out
there
trying
to
make
a
difference
so
come
over
and
stuff
everybody's,
just
kind
of
worn
out
and
drained
and
depressed
whatever
you
want
to
call
it
even
or
you
know,
even
our
Frontline
custodians.
So
it
was
a
real
tough
adjustment
this
last
year
just
getting
getting
back
into
the
flow
of
everyday
school
because
it
wasn't,
as
you
know,
it
just
wasn't
normal
for
so
long
yeah
and.
L
I've
had
that
Mr
Cowboy
actually
made
a
valid
point
regarding
that
and
what
he's.
L
L
K
I
A
The
one
thing
that
I
noticed
was
that
I
thought
was,
you
know
something
that
could
be
addressed.
That
was
a
downtown
was
the
courtesy
level
of
custodial
district
managers,
poor
guys
gotten
called
out
by
name,
but
that's
gone
down
quite
a
bit
and
that
to
me
there
are
variables
you
can't
control,
but
some
of
the
courtesy
level
issues
how's
that
being
addressed.
It
doesn't
even
work
here.
F
E
M
A
So
glad
to
be,
and
one
more
question
and
Mr
Earl
Campbell
had
mentioned
this
as
well,
you
guys
don't
offer
any
kind
of
benefits
right.
It's
strictly
a
salary
if
there's
not
Health
Care.
J
Yeah,
we
all,
for
you,
know
health
benefits,
dental
vision,
you
know
medical
plus
401K,
offering
after
they've
been
here
a
year.
We
just
rolled
that
out
and
communicate
on
that.
J
Health
benefits
begin
the
first
of
the
month
following
60
days.
They
get
to
enroll
in
that
and
we
just
redid
all
of
our
health
benefits
too.
It
started
effective,
July
1st
every
year,
we're
trying
to
as
we
grow
we're
trying
to
make
sure
that
we
you
know,
we've
got
to
have
good
benefits,
to
attract
people
and
retain
them,
so
we're
trying
to
make
sure
as
we
grow
put,
that
money
towards
health
benefits.
J
That's
one
of
our
CEOs
and
CFOs
in
my
in
my
responsibility
to
make
sure
we're
doing
that
to
help
the
team
out
there.
J
A
it's
a
discretionary
401K.
It
is
not
a
like.
What's
called
A
Safe
Harbor,
because
you
got
to
have
discriminate
discrimination
testing
in
there,
so
it's
a
there
it
there
could
be
a
match
and
I
think
I
talked
about
it.
Last
time
is
the
discretionary
and
it's
a
lump
sum
match
like
we
could
go
up
to
five
percent
of
the
of
let's
say
people
put
in
a
million
dollars
in
one
in
in
that
year,
did
we
could?
If
we
did
five
percent?
If
the
company
does
well,
then
we
could
take
50
000,
say
we're.
J
Gonna
distribute
it
over
this
over
all
the
all
the
participants
and
the
way
that
would
work
would
be
like.
So
if
we,
if
we
took
that
50
000,
then
that's
multiplied
by
like
so.
If
employee
made,
you
know
thirty
thousand
dollars
and
the
people
all
in
the
plan
is
divided
by
their
total
salary
is
500,
then
they
would
probably
get
like
a
twenty
two
hundred
dollar
lump
sum
distribution.
For
that
one
time.
Does
that
make
sense.
A
That
sounds
good.
Okay,
Mr
Smith
has
been
patiently
waiting,
Mr
Smith.
I
So
my
first
question
is
the
same
as
it
last
had
this
company
been
paid
any
bonuses.
G
So
I
mean
it's
not
termed
bonuses,
but
there
were
some
increases
due
to
coven
that
custodial
did
receive.
We
did
add
workers
as
far
as
for
touch
points
at
yeah
and
I'm,
trying
to
think
what
other
race.
L
Results
day,
voters
and.
I
L
I
K
First
defines
the
the
we
printed
them
out
in
English
and
Spanish,
and
we
sent
them
out
to
these
schools
through
the
managers
and
the
managers.
K
Now
they
were
instructed
to
leave
them
because
they're
supposed
to
be
anonymous,
no
names
were
put
on
these,
no
schools
no
locations
and
they
were
to
collect
them
over
the
next
couple
days.
They
instructed
to
tell
them
when
they
come
back
to
collecting
surveys.
K
That's
why
we
didn't
get
them
all
back,
because
I'm
pretty
sure
some
people
didn't
complete
them,
but
the
surveys
were
completed
by
the
three
of
us
here,
plus
still
on
the
on
the
yeah
we
consulted.
We
got
hr's
input
as
to
if
these
questions
were
adequate
to
ask
and
then
I've
been
collecting
them
since
Monday
I
mean
that
all
the
managers
have
been
bringing
them
back
to
me.
M
We
tried
to
hit
on
things
custodians
combined
about
supplies,
equipment,
their
managers
being
overly
tough
on
them
or
we
don't
get
support
or
we
don't
feel
like
we're
part
of
the
school.
So.
H
H
You
know:
I
suspect
that
they're
being
happy
if
the
people
that
working
with
them
around
are
happy
about
what
they
do
and
is
there
communication?
Is
there
building
a
morale?
Some
type
of
you
know
connectivity
between
those
people,
not
just
your
manager.
Those
people
are
still
working
with
and
themselves,
and
you
know
who's
monitoring.
That
does
that
you
know
alone,
because
the
effect
now
your
attitude
of
the
facility,
you
know
just
the
fact
that
they're,
like
their
love,.
K
K
Staff
and
a
lot
of
times,
they're
typically
trying
to
avoid
those
people,
so
they
can
do
their
jobs
right
so
they're,
not
it's
not
taking
them
longer
to
do
what
they're,
what
they're
trying
to
do.
We
also
try
to
work
with
their
schedules,
so
they
can
get
to
where
people
aren't
right,
but
no
I
agree.
Everybody
in
the
building
should
have.
K
M
F
H
K
Did
the
I
was
actually
I
got
lucky
I
got
here
just
in
time
for.
K
Elementary
were
able
to
we're
given
the
the
gentleman
his
award.
It's
like
hey,
we
need
to
get
faculty
involved.
You
know
it's
a
big
deal
for
us.
It's
a
big
deal
for
him
to.
Actually
the
gentleman's
son
went
to
school
there.
K
The
fact
they
won't
be
involved
and
that's
one
of
the
things
I've
talked
to
all
my
managers.
When
we
do
employee
of
the
months
we
want
to
let
let
the
school
know
who
the
if
their
person
has
been
selected
when
we're
going
to
present
the
awards.
If
anybody
wants
to
be
there,
they
can
be
involved
and
thank
them.
So
those
are
things
we're
trying
to
drive
yeah
yeah
to.
J
M
L
M
E
I
M
Out
there,
like
that-
and
you
know
we're
going
to
be
as
gentle
as
we
can
about
it,
but
that's
that's
not
the
way
we
can
conduct
business.
It's
not
fair
to
other
employees.
A
A
And
you
know,
I
think
it's
really
great
to
tell
the
board
about
some
of
the
initiatives
you're
doing,
because
we
all
recognize
the
staff
shortages
and
some
of
the
the
troubles,
but
we
also
recognize
that
the
board
has
been
you
know.
We
have
to
hold
people
accountable
for
this
clean
and
functional
schools,
so.
I
In
terms
also
to
speak
to
some
of
the
points
that
Mr
Campbell
was
saying,
our
administrators
also
bearing
to
say
that
they
don't
want
certain
custodials
in
buildings
as
well.
I
L
But
can
you
give
me
I'm
not
sure
what.
I
J
J
Now
we
want
to
know
what
happened
first,
you
know
from
an
HR
side,
so
we
can
deal
with
it
I'm
dealing
with
an
issue
where
I'm
at
right
now
at
one
of
our
school
districts
here
in
Florida,
so
you
know
you
could
have
that
to
where
we
have
a
principle
saying
they
want
somebody
removed
from
the
school
because
of
Behavioral
issues.
So
if
we
have
that
we
address
those
issues
too
and
we
try
to
make
sure
we
keep
Beaufort
County
or
any
customer,
we
have
around
the
country
out
of
it.
J
I
Have
another
question:
Mr
Smith,
yeah,
I'm
I'm
also-
and
my
question
was
too
awesome
in
terms
of
the
survey,
how
many,
how
many
people
that
he
said,
maybe
I
missed
it,
how
many
people
he
said
that
complete
yesterday
that
survey.
A
I
Mr
Smith
no
I'll
just
go
ahead;
I'll
just
go
ahead
and
and
leave
it
there,
but
I
I
do
have
strong
concerns
in
in
terms
of
this,
but
I'll
just
leave
it
there.
Thank
you.
A
Thank
you,
Mr
Smith,
All
right,
so
we'll
see
you
guys
in
six
months
and
hopefully
we'll
get
the
bars.
F
A
A
A
B
K
G
The
only
other
Beaufort
Jasper,
Water
and
Sewer
was
not
able
to
make
this
meeting,
but
they
said
they
will
be
ready
for
the
November
meeting
and.
A
E
I
think
there's
a
future
topic
for
the
security
on
the
OE
is
due
so
I
think
it
will
be
coming
in
November,
okay
and
HR.
Hr's
annual
report
is
due
in
November,
but
I
think
that
should
be
a
separation
right,
but
but
that
usually
comes
in
November
as
well.
Yeah
I
saw
that.