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From YouTube: Commissioners' Meeting - 01/10/2012
Description
Health and Human Services Pay and Classification Study
B
B
Would
like
to
reconvene
our
meeting
from
last
week,
January
3!
This
is
a
continued
meeting.
We
will
not
be
taking
public
comment
tonight.
We
will
not
be
having
a
closed
session
and
we
will
have
this
meeting
for
the
sole
purpose
of
hearing
from
our
health
and
human
services
compensation
study
and
to
start
off
all
try
that
again.
This
is
a
continuation
of
our
january
3
2012
meeting.
This
is
a
meeting
for
one
purpose
and
that's
to
give
appt
receive
a
presentation
on
the
Health
and
Human
Services
compensation
study
will
be
taking.
B
No
other
business
will
be
not
having
any
public
comment
or
any
closed
session,
and
this
will
be
our
only
order
of
business
today.
So
we've
already
done
our
our
invocation
and
pledge,
and
we've
already
talked
about
our
conflict
of
interest.
So
let
me
introduce
Mandy
stone
who
will
be
telling
us
about
the
studying
about
how
we
came
to
the
point
we
are
now
with
this
information,
miss
Donna.
Thank
you.
Thank.
C
You,
chairman
Gant
and
commissioners,
while
we're
waiting
for
the
PowerPoint
to
begin
I
would
just
recognize
that
you
have
department
heads
in
the
audience
as
well
as
division
heads
from
Health
and
Human
Services,
and
I
invite
you
to
direct
questions
as
appropriate
to
them.
These
are
the
individuals
that
you've
selected
and
entrust
to
manage
our
services
and
our
resources
on
a
day-to-day
basis.
C
Who
wanted
to
understand
how
we
have
made
such
strides
in
our
recruitment
and
retention
in
the
areas
of
child
welfare.
They
have
won
both
national
and
statewide
award
and
recognition
for
those
initiatives
than
many
of
the
division.
Heads
are
in
the
audience,
who
are
also
a
part
of
that,
but
to
begin
with,
if
we
can
roll
a
powerpoint
to
give
just
a
little
bit
of
history,
2005
is
the
area
or
the
period
of
time.
C
When
we
began
to
recognize
him
prepare
for
unprecedented
economic
times,
commissioners
gave
us
a
very
clear
directive
related
to
how
we
could
build
community
partnerships,
how
we
could
work
smarter
and
leaner,
how
we
could
focus
on
core
services
and
do
more
with
less
to
prepare
for
what
we
knew
would
be
unprecedented
growth
and
demand
for
our
services,
but
prior
to
2005,
we
were
experiencing
an
unprecedented
turnover
rate
and
work.
Basically,
a
workforce
crisis
and
I
want
to
talk
a
little
bit
more
in
detail
about
that
on
the
next
slide.
C
We
had
turnover
in
areas
of
dss
ems
and
the
detention
center
is
HEIs
thirty-nine
percent,
going
into
those
years,
we
had
a
pattern
of
an
inability
to
recruit
and
retain
fully
qualified
staff,
a
pattern
of
pages
and
pages
of
weekly
job
postings
that
we
could
not
successfully
feel
and
months
and
months
to
fill
positions.
I.
C
Think
when
you
look
at
the
impact
of
that
revolving
door
from
a
citizen's
perspective,
you
need
to
ask
the
question:
how
does
that
impact
our
community
when
you
think
specific
to
Khor
County
functions?
You
need
to
understand
that
those
are
legally
mandated.
Those
services
that
only
counties
in
North
Carolina
can
deliver.
So,
first
and
foremost,
it
puts
us
in
a
compromised
position
of
being
out
of
compliance
with
legal
mandates,
and
that
creates
liability
and
citizens
ultimately
pay
for
those
liabilities,
whether
they
show
up
in
audit
exceptions
or
lawsuits.
C
Citizens
ultimately
bear
the
weight
of
those
second
turnover.
Baguettes
turnover
and
every
human
resource
expert
in
the
nation
will
tell
you
that
when
employees
are
left
to
carry
the
work
load
of
employees
who
have
exited
our
system,
we
see
in
Crete.
We
saw
at
that
time
increase
burnout
and
further
turnover.
So
that's
another
community
impact
and
the
community
safety
net
is
significantly
compromised
when
we're
unable
to
recruit
and
retain
fully
qualified
staff.
C
It's
important
to
note
that
when
employees
leave
us,
they
take
more
than
their
belongings,
they
take
our
financial
investment
in
their
skills
and
training
and
Lisa
will
go
through
later.
Some
of
the
detailed
cost
impact
of
that
they
take
institutional
knowledge,
talent
and
experience.
They
take
a
chunk
out
of
the
morale
of
remaining
employees
who
are
left
to
carry
the
weight
and
they
take
our
reputation
as
an
employer
in
counties
in
North.
C
Fifty
percent
of
our
workforce
requires
specialized
skills
that
are
unique
to
government
and
it's
significant
to
remember
that.
There's
no
place
else.
People
can
go
for
the
services
that
were
mandated
to
provide
it's
not
like
shopping
Lowe's,
vs
home
depot.
There's
only
one
environmental
health
service
that
can
tell
you
if
your
septic
will
perk
or
can
respond
to
a
disease
control
outbreak.
C
Our
workforce
requires
highly
specialized
training
that
can
only
be
provided
through
controlled
government
regulated
systems.
Can
we
compete
to
hire
a
nurse?
Absolutely,
but
that's
not
the
right
question.
The
right
question
is:
can
we
compete
to
hire
an
experienced
qualified,
Disease
Control
nurse?
Who
knows
how
to
manage
an
outbreak.
C
In
its
congressional
study
commission,
one
of
the
quotes
that
I
find
most
telling
is
they
really
call
this.
This
upcoming
workforce
assumed
crisis
of
tsunami
where
what
we
will
lose
its
turnover
institutional
memory,
diversity
and
educational
qualifications.
This
is
an
issue
being
studied
across
the
nation
concern
about
how
will
we
address
this
on
a
federal
level
of
state
level
and
in
North
Carolina.
C
A
local
level
also
want
to
make
the
point
about
the
scope
of
our
responsibilities
and
again
today,
I'm
talking
from
a
DSS
in
health
perspective,
DSS
and
health
directors
are
public
officials
with
sworn
duties
and
responsibilities
that
no
other
entity
can
assume
the
quality
of
our
employees
drive
the
quality
of
our
services,
and
when
we
fail
to
deliver
quality
services,
it
impacts
the
individuals
and
families
we
serve.
It
impacts
the
taxpayers
who
fund
our
services
and
it
impacts
the
community
at
whole.
C
What
you
will
see
scroll
across
the
screen
for
just
a
few
minutes,
are
all
of
the
legal
requirements
and
statues
assigned
in
North
Carolina
to
local
health
and
and
DSS's
DSS's
and
health
departments
carry
the
full
responsibility
for
these
legal
mandates.
24
7,
365
days
of
the
year
rain,
snow,
blizzard
or
flood
counties
are
mandated
to
provide
these
services,
often
with
specific
mandates
on
timelines,
caseload
sizes,
supervisory
ratios
and
training
requirements.
We
don't
have
the
option
of
turning
people
away
when
the
load
exceeds
our
capacity
or
when
growth
exceeds
our
predictions.
C
C
I
have
lived
in
the
environment
as
a
social
worker
as
a
social
work
supervisor
as
a
program
manager
as
an
assistant
director
as
ant
as
a
DSS
director
when
I
held
in
my
hand,
a
stack
of
CPS
or
aps
reports
with
a
legal
mandate
to
assure
compliance
and
could
not
hand
that
report
off
to
a
qualified
or
available
staff
I've
dealt
with
that
level
of
responsibility
at
two
o'clock
in
the
morning.
I've
dealt
with
that
level
of
responsibility.
C
Often
during
the
week
I
know
what
it
feels
like
to
live
in
that
world
and
it's
a
world
I,
never
want
to
go
back
to
I.
Think
it's
critical
to
understand
that
we
can't
be
willing
to
set
priorities
among
legal
mandates.
We
have
to
meet
all
of
them.
I
also
want
to
make
the
point
that
there's
a
significant
when
you
there's
a
significant
impact
fiscal
impact
to
the
services
we
prove
I'd,
your
local
Department
of
Social
Services
public
assistance
department
administers
433
million
dollars
of
public
benefits
last
year.
C
Counties
are
totally
responsible
for
the
accuracy
of
the
delivery
of
those
benefits
in
terms
of
timeliness
and
error
rates
even
more
important,
and
I
don't.
I
know
that
this
commission
recognizes
this-
is
the
human
impact
of
our
services
that
we
deliver
services
to
vulnerable
populations
who
depend
on
us
for
their
basic
care
and
safety,
protection
from
public
health
risk
and
protection
from
harm
and
I.
Think
the
human
factor
is
important
to
keep
in
mind
as
we
move
forward
tonight.
C
C
Our
strategy
and
I
want
to
talk
a
few
minutes
about
our
strategy.
We
stand
before
you
tonight
to
present
a
workforce
plan
that
was
intentionally
designed.
It
didn't
happen
by
accident.
It's
been
interesting
to
me
to
watch
some
of
the
media
related
to
compensation
and
benefits
that
act
surprised
by
it.
It's
been
a
very
deliberate
and
open
process
management
team
after
management
team.
C
Over
the
years
we've
talked
about
employee
survey
after
employee
survey,
excellent
survey
after
exit
survey,
we've
analyzed
data
and
talked
about
what
does
it
take
for
us
to
be
able
to
recruit
a
fully
qualified
staff
and
retain
a
fully
qualified
staff,
HR
directors
and
HR
experts
across
the
nation
agree
that
the
only
apples
to
apples
comparison
that
you
can
make
when
you
want
to
do
a
salary
study
is
it
base
pay
and
all
base
pay
brings.
You
is
the
ability
to
recruit
individuals
in
a
competitive
way.
C
Specific
elements
of
benefits
lead
to
an
apples
to
oranges.
Comparison.
Have
we
done
those
comparisons?
Yes,
if
you
look
across
the
urban
counties
in
North,
they
have
a
diverse
mix
of
benefits.
Some
have
merit.
Buncombe
doesn't
some
have
longevity?
Buncombe
does
some
have
various
additional
leave
incentives
or
packages
or
investments
in
retirement
or
401k
program.
C
Some
don't,
but
each
of
these
counties
will
tell
you
and
did
tell
us
that
they're
continually
evaluating
and
adjusting
their
package
to
competitively
recruit
based
on
the
current
economy
and
the
current
market,
each
understands
their
limited
in
their
ability
to
adjust
their
benefits
to
current
employees.
There
are
certain
rights
that
we
hold
the
current
employees
that
pose
potential
legal
liabilities.
C
When
we
look
to
change
those
in
addition
to
those
legal
liabilities,
each
recognize
that
we
compete
with
each
other
for
a
highly
specialized
workforce
and
when
we
create
a
create
uncertainty
among
our
employees
about
their
own
pay
and
benefits,
we
open
ourselves
to
those
employees
choosing
to
work
in
other
counties
who
are
recruiting
against
us,
we're
the
most
qualified
and
brightest
employees.
I.
Think
the
real
question
for
us
as
a
county
that
we
want
to
answer
tonight
is
have
we
managed
our
public
resources.
C
Well,
have
we
developed
a
workforce
plan,
that's
effective
and
efficient
for
Buncombe
County,
and
that's
the
focus
of
our
presentation
tonight.
We
do
want
to
make
the
point
that
it's
a
multi-faceted
workforce
plan.
You
know
it's,
we
can't
look
at
it
from
just
one
single
view
or
perspective
or
lens.
We
have
to
look
at
it
broadly.
We
also
want
to
talk
about
why
we
started
with
health
and
human
services
in
terms
of
the
salary
and
compensation
stand.
First
of
all,
health
and
human
services
are
mandated
by
law
to
counties
in
North,
Carolina
they're.
C
What
distinguishes
us
from
municipalities?
We
served
both
incorporated
in
unincorporated
areas
of
cross
our
county,
and
we
answer
to
the
office
of
State
Personnel.
That
makes
us
unique
to
other
services
in
the
county,
we're
also
the
largest
budget
expenditure
for
counties
and
as
this
board.
Well
knows,
you
have
a
legal
mandate
to
deliver
these
services
and
you
seldom
have
come
rollover
how
fast
they
grow,
who
they
serve,
or
what
the
fiscal
impact
will
be
to
you
as
a
county
board.
C
The
second
aspect
we
looked
at
in
rolling
out
forward
with
Health
and
Human
Services
first,
as
they
comprise
forty
percent
of
our
overall
workforce,
and
if
you
move
beyond
health
and
dss
and
the
Sheriff's
Department,
you
have
to
your
largest
apartment
sitting,
health
and
human
services,
so
they
were
a
natural
place
to
begin.
Health
and
Human
Services
also
run
counter
cyclical
to
the
economy,
so
they've
continued
to
grow
as
the
economy
worsen.
We've
continued
to
have
to
expand
staff
and
hire
additional
people
and
rehire
for
positions.
So
that's
another
reason.
C
We
push
forward
first
on
this
aspect
of
it
to
look
at
the
specific
plan.
I
want
to
go
back
and
talk
about
the
directive.
Commissioners
gave
us
in
2005
and
that's
reflected
in
our
current
strategic
plan.
That
was
to
focus
on
core
services
to
invest
in
smart
partnerships
to
deliver
non
core
services
to
reinvest
any
savings
to
core
government
were
to
commit
to
attract
and
hire
and
retain
the
best
staff.
That
was
a
directive.
C
Commissioners
gave
us
to
lead
by
performance,
high
standards
of
performance
and
results-driven
metrics
I
want
to
talk
just
a
few
minutes
about
a
couple
of
examples
around
smart
partnerships
to
begin
with,
I
want
to
say
that
had
we
not
entered
those
partnerships
on
the
health
and
human
services
side
since
2005,
we
would
be
talking
about
an
additional
150
county
employees.
We've
invested
six
million
dollars
in
the
private
and
nonprofit
sector
through
smart
partnerships.
C
Second
example:
I'll,
give
you
is
childcare
subsidy
when
we
outsource
entered
into
a
partnership
with
southwestern
around
childcare
subsidy.
We
realize
three
hundred
and
twenty-three
thousand
dollars
in
savings
based
on
those
Commission's
directive.
We
reinvested
those
in
the
childcare
the
early
education
system.
Examples
of
that
is.
We
invested
in
workforce
development
for
childcare
through
a
contract
with
a
BTech.
We
invested
in
high
school
graduation
initiative
and
abuse
prevention
through
our
Valley
childcare
center.
C
We
invested
in
the
training
of
providers
to
improve
the
overall
County
early
childhood
education
system
and
through
a
regional
call
center
and
a
regional
approach
to
managing
subsidy
dollars.
We
were
able
to
maximize
funding
despite
state
and
federal
cuts
to
this
area.
I
think,
lastly,
the
question
that
commissioners,
the
directive
that
commissioners
gave
to
us
and
the
the
question
that
we're
here
to
answer
tonight
is
when
you
told
us
to
invest
in
the
very
best
workforce.
C
C
We've
met
the
additional
demand
in
core
services
and
we've
expanded
services
through
six
million
dollars
worth
of
private
smart
partnerships,
I'm
going
to
turn
over
a
lot
of
the
detailed
pieces
of
the
presentation
to
Drake
I
want
to
just
quickly
say
about
Drake
that
he
comes
to
us
as
I
said
before,
with
30
years
of
experience
in
the
office
of
state
personnel.
He
also
worked
for
12
years
in
human
resources.
At
the
University
of
North
Carolina
bone
would
be
racing
for
me
to
have
supported
entering
into
a
contract.
Second.
C
He
was
responsible
at
the
university
system
for
all
aspects
of
operations,
recruitment,
selection,
classification
and
compensation,
benefits,
training
and
development,
employee
relations.
We
return
to
OSP
no.3.
He
managed
the
team
of
hrs
generalist
who
specialized
in
services
to
local
government,
and
he
wrote
most
of
the
laws
and
administrative
rules
that
we
all
act
under
today.
Drake's
a
graduate
of
the
University
of
Chapel
Hill
and
a
graduate
of
the
school
of
USC's
law
school
I'll
also
quickly
introduce
Lisa
he'll,
follow
immediately
after
Drake
to
say
that
those
of
you
know
Lisa
enter
expertise
in
human
services.
C
Lisa
holds
the
Masters
of
Social
Work
from
unc
chapel
hill,
with
a
specialized
focus
and
organizational
development.
She
also
holds
a
master's
and
biostatistics
from
the
Medical
School
of
Virginia
she's,
recognized
both
on
a
statewide
and
national
level
for
her
work
in
human
resources
and
health
and
human
services.
D
Normally
I
wouldn't
bring
a
bottle
of
water
up
during
a
presentation
by
them
at
the
tail
end
of
a
bout
of
bronchitis
and
so
I
don't
want
to
break
into
coughing
and
turn
off
our
TV
audience.
Mr.
chairman
members
of
the
Commission
appreciate
the
opportunity
to
come
here
this
afternoon
and,
as
part
of
this
group
talk
with
you
about
the
workforce
plan
that
Buncombe
County
has
embarked
on.
There
are
two
pieces
to
what
I'll
be
talking
about
in
the
next
little
bit.
D
The
first
piece
is
the
relationship
between
the
human
services
departments,
social
services,
public
health
and
the
Office
of
State
Personnel
and
the
state
personnel
commission,
as
mandy
mentioned.
These
are
this
is
a
relationship
that
is
special
particular
to
the
human
services
departments.
Here
in
the
county,
there
isn't
the
same
kind
of
relationship
with
other
county
departments,
so
this
is
that
will
be
the
first
part
of
what
I
want
to
talk
about.
D
Let
me
in
talking
about
the
relationship
between
the
Office
of
State,
Personnel
and
social
services
in
public
health.
Let
me
go
back
a
number
of
years
to
the
early
70s
back.
Then
the
federal
government
began
funding
these
kinds
of
activities
and
when
I
say
these
kinds
of
activities,
I
also
would
include
mental
health
at
the
county
and
in
the
regional
level,
when
they
began
funding
or
mandating
the
services.
D
D
We've
got
an
administrative
organization,
the
Office
of
State
Personnel.
We've
got
a
policy
body,
the
state
personnel
commission.
So
why
don't?
We
just
put
these
activities?
Social
services,
public
health,
mental
health
and
put
them
under
our
state
personnel
system,
and
so
the
people
in
those
areas,
whether
they
work
in
a
county,
a
district
or
an
area.
They
are
enjoying
some
of
the
rights,
the
benefits
and
the
privileges
that
state
employees
enjoy.
D
The
office
of
state
personnel
is
the
body
that,
on
the
day
to
day
basis,
oversees
this
merit
system
of
personnel
administration
at
the
county
level.
I'm.
Sorry
to
tell
you
that
that
the
number
of
people
involved
in
that
effort
has
shrunk
considerably
when
I
came
to
OSP
and
took
this
function
over
I
had
11
employees
doing
this
work
along
with
a
few
other
assignments
when
I
retired.
D
Seven
years
later,
we
were
down
to
two
people,
doing
it
full-time
one
person
doing
at
halftime,
and
then
myself
doing
it
whenever
I
could
put
the
time
in
so
the
resources
have
dwindled.
That's
called
for,
especially
in
the
larger
counties,
more
of
an
effort
on
their
part
to
manage
their
human
resources
activities.
D
D
D
One
of
the
points
that
came
up
this
afternoon
when
we
were
getting
prepared
for
this
was
that
there's
a
there's,
a
certain
limit.
Shall
we
say
these
jobs
that
OSP
has
set
up.
If
you're
a
county
of
this
size,
you
can
have
one
of
them.
If
you're
a
county
of
this
size,
you
can
have
three
of
them,
but
no
matter
how
much
money
the
county
has.
If
you're
a
county
of
this
size,
you
can't
have
15
of
them.
So
that's
sort
of
a
limiting
aspect
of
what
the
Office
of
State
Personnel
does.
D
So
not
long
after
that
the
legislature
changed
the
State
Personnel
Act
and
that's
the
the
foundation
of
what
the
Office
of
State
Personnel
does
and
how
it
works
with
the
county's
changed
it
to
say
that
counties
have
the
authority
and
the
responsibility
to
set
up
a
pay
plan
according
to
its
fiscal
needs,
which
put
put
it
back
on
the
county
to
say
we
can
pay
this
much.
We
can
pay
this
little.
D
D
Look
at
this
first
of
all
visually.
If
you
look
at
this,
you
can
see
it's
it's
sort
of
a
pyramid
structure.
In
this
particular
case.
This
is
the
income
maintenance,
caseworkers
series
at
the
bottom
at
the
lowest
salary
grade
level.
Is
the
income
maintenance
case
worker
too?
It's
also
the
one
with
the
least
amount
of
minimum
education
and
experience.
As
you
go
up
the
ladder
you
see
greater
experience,
broader
duties
and
responsibilities
also
like
a
pyramid.
D
D
Nope,
let
me
draw
your
attention
at
the
bottom
of
each
of
those
bars.
You'll
see
salary
grade
and
a
number
65
67,
69
71,
but
the
personnel
commission
is
interested
in
is
that
in
a
series
like
this
there's
a
certain
distance
generally,
a
percentage
distance
between
the
salary,
the
base,
salary
of
an
income
maintenance,
caseworker
two
and
an
income
maintenance
caseworker
three
in
this
case
it
would
be
ten
percent
now.
Does
it
make
any
difference?
D
I
would
point
out
that
even
should
things
change,
they're
still
going
to
be
I
think
some
significant
interplay
in
the
need
for
an
ongoing
relationship,
because,
as
I
understand
it,
the
Buncombe
County
personnel
system
has
a
lot
of
the
same
aspects
of
the
state
personnel
system
that
was
deliberately
modeled
on
that.
So,
whether
there's
a
legal
statutory
relationship
with
OSP
in
Buncombe
County
or
whether
they're
simply
a
stylistic
relationship
I
see
that
continuing
into
the
future.
D
In
fact,
it's
so
out
of
the
box
that
we're
going
to
need
the
state
personnel
commission
to
grant
us
an
exception
to
their
policy,
so
we
worked
with
Buncombe
County.
The
issue
was
turnover
and
one
of
the
solutions
was
something
called
open
recruitment
that
is
open
recruitment,
says
we
take
applications
all
the
time
for
these
job
classifications.
We
never
close
now
that
actually
is
specifically
forbidden
by
the
State
Personnel
Act.
D
To
do
that,
and
it's
a
long,
not
particularly
interesting
story
involving
patronage,
but
nonetheless
the
personnel
Commission
has
the
authority
because
they
have
a
rule
that
says
you
cannot
have
this
their
rule
also
says
in
certain
cases
based
upon
a
good
demonstration
of
need.
We
will
approve
open
recruitment,
so
we
looked
not
only
at
the
need,
but
the
process
by
which
Buncombe
County
was
going
to
do
this,
this
open
recruitment
and
what
they
hope
to
gain,
and
if
there
were
a
number
of
meetings,
Lisa
travel
to
Raleigh
my
staff
traveled
up
here
to
Asheville.
D
In
the
end,
it
looked
like
a
really
great
idea
and
again
out
of
the
box,
you
know
something
a
little
new
little
different
and
personal.
Failing
of
mine
is
I
always
like
to
experiment
a
little,
and
so
we
went
to
the
personnel
commission
and
it
wasn't
just
Buncombe
County,
but
the
office
of
state
personnel.
My
group
went
to
our
director
said:
we
need
to
support
this.
The
director
supported
it.
We
appeared
with
buncombe
county
at
the
Commission
meeting.
They
approved
it.
The
bottom
line,
as
you
can
see,
on
the
screen
up.
D
There
reduce
the
time
to
fill
a
position
by
fifty
percent.
Now,
director
stone
talked
about
turnover
problems.
Thirty-Nine
percent,
I
think,
was
a
figure.
I
recall
a
significant
part
of
turnover
is
the
time
the
job
is
vacant
from
when
the
person
leaves
until
somebody
comes
in
the
second
part
of
it
is
when
we
get
that
the
new
person
up
to
speed
and
running-
and
that
was
the
second
part
of
this-
was
not
just
recruiting
people
on
a
continuous
basis
but
recruiting
people
that
could
hit
the
ground
running.
D
D
Five
classifications
that
we're
going
to
touch
on
this
afternoon
would
point
out,
for
example,
income
maintenance,
caseworkers,
a
very
large
portion
of
the
social
service
department,
workforce
and
then
child,
where
welfare,
social
workers
difficult
to
recruit
and
retain
group
for
a
variety
of
reasons:
public
health,
nurses,
again,
a
group
that
carries
its
own
special
challenges
in
recruiting
and
keeping
those
folks.
So
these
are
the
five
job
classifications
that
we
looked
at
chairman.
E
B
D
D
Them
I'll
do
my
best
to
answer
them
all
right
want
to
spend
the
last
piece
of
my
time
talking
about
compensation
strategy.
There
are
essentially
three
different
compensation
strategies.
That
is
whether
an
organization
lags
trails
behind
the
market
pays
lower
rates
than
the
market
rate.
This,
for
example,
is
the
compensation
strategy
of
the
state
of
North,
Carolina
and
y'all
want
to
stay
here.
930
ten
o'clock
I'll
tell
you
what
the
problem
is.
D
No,
no,
no,
but
y'all
probably
have
other
things
to
do
another
compensation
strategy
and
by
the
way
these
are
not
mutually
exclusive,
as
you'll
see,
buncombe
county
actually
mixes
and
matches
here
is
matching
the
market.
What
does
the
market
pay?
That's
what
we're
going
to
pay
the
other
one
obviously
is
to
be
ahead
of
the
market,
determine
what
the
market
pays
and
pay
better
than
the
market.
So
these
were
the
strategic
options
open
to
Buncombe
County.
Now
the
question
is
what
the
market?
How
do
we
determine
what
the
market
is?
D
For
example,
the
state
of
North
Carolina
when
I
came
to
work
back
in
the
mid-70s.
Their
market
was
the
southeastern
states,
but
as
time
rolled
on
things
changed
and
for
some
things
it
was
the
state
of
North
Carolina,
some
places
the
market
was
southeastern
states
and
then
for
some
job
classifications,
particularly
information
technology.
There
was
a
national
job
market.
Now,
buncombe
county
has
chosen
to
go
with
what
the
screen
calls
the
Big
Ten.
D
Now
we
had
a
bit
of
a
dust-up
talking
about
what
we
were
going
to
do
this
afternoon,
because
I
made
the
mistake
of
picking
the
top
ten
most
populous
counties
in
North
Carolina,
but
apparently
the
department,
North
Carolina
Department
of
Health
and
Human
Services,
says
there's
ten
urban
counties,
and
so
we
differ
on
what
is
or
is
not
in
that
group.
But
nonetheless
these
are
the
people
which,
with
a
couple
of
exceptions,
they're
the
county's
outlined
in
red.
D
D
Particularly
mecklenburg
and
Gaston,
if
you'll
notice,
every
county
surrounding
mecklenburg
and
Gaston
is
in
the
70,000
to
200,000,
so
mecklenburg
and
Gaston
are
in
the
midst
of
a
very
large
piece
of
North
Carolina's
population.
If
you
look
at
Wake
in
Durham,
you'll
see
the
same
thing:
significant
numbers
of
counties,
the
yellow
counties
in
the
72
200,000
area
now
look
at
where
we
are
this
afternoon,
buncombe
county,
there's
one
yellow
county
around
bunkum,
that's
Henderson
Henderson
is
not
at
200,000.
My
understanding
is
Henderson's
101,000.
D
So
if
you
want
to
look
at
and
buncombe
is
what
to
35
to
35,
so
technically,
there's
a
yellow
county
there,
but
buncombe
really
stands
at
the
top
of
the
pyramid
here
in
the
western
part
of
the
state
in
terms
of
population,
it
is
one
of
the
ten
most
populous
counties.
I
think
it's
number
seven
and
there
is
in
the
field
of
Human
Services
I
want
you
to
recall
what
director
Stone
said
earlier.
D
D
D
Buncombe
county
chose
to
align
itself
with
the
big
ten
that
is
buncombe
county
chose
to
try
to
match
in
terms
of
base
compensation
in
particularly
in
the
five
classifications
that
we're
looking
at
this
afternoon.
They
chose
to
match
our
compensation
strategy
is
to
match
cumberland
der
forsyth,
catawba
new
hanover
and
to
lead
in
the
counties
that
surround.
That
is
the.
When
you
lead.
What
you
do
is
you
that's
a
recruiting
incentive.
D
Yes,
there
may
be
a
greater
workload.
Yes,
it
may
be
of
a
greater
acuity.
The
problems
may
be
different.
They
may
be
more
complex,
but
we're
going
to
pay
you
for
that.
So,
in
the
final
analysis,
again,
buncombe
county
isn't
lagging
any
market
it
in
the
markets
that
that
I've
just
talked
about
the
surrounding
area
market.
D
The
big
ten
county
market,
there's
no
lag
buncombe
chose
to
match,
that
is
to
say
we're,
going
to
try
as
closely
as
possible
to
pay
and
these
hard
to
recruit
and
difficult
to
retain
classes
what
they
pay
in
wake
county,
what
they
pay
in
Gaston
County,
what
they
pay
in
Cumberland
County,
because
those
they're
looking
for
the
same
kind
of
people.
We
are,
and
so
we
want
to
recruit
those
people
and
hopefully
we
can
retain
them.
D
We
want
to
lead
our
area
where
we
can
pay
more
than
Henderson
County
or
Madison.
County
pay
more,
perhaps
get
some
people
coming
in
from
those
counties
who
will
have
the
skills
or
be
ready
to
step
up
and
learn
those
skills
here
in
Buncombe
County.
The
other
thing
that
you
get
when
you
lead
the
market.
Is
you
when
you
have
not
an
entry-level
job
but
a
job
up
the
chain?
D
Let's
say
a
income
maintenance,
caseworker
supervisor,
that's
not
an
entry-level
job
when
you
lead
the
market,
your
organization
as
the
option
of
either
promoting
from
within
or
looking
outside,
because
people
are
going
to
see
that
leading
the
market
pay
rate
and
they
might
be
interested
in
coming
in
at
that
higher
level.
So
it's
something
that
provides
more
options
in
terms
of
recruitment
and
selection.
D
C
I'm
going
to
clarify
one
point:
real
quickly
that
before
Lisa
gets
up
and
that's
around
the
big
ten
counties
and
I
think
Drake
made
the
appointment
on
a
clarified
that
the
State
Department
of
Health
and
Human
Services
defines
our
comparison
counties
the
urban
counties.
That's
because
if
you
look
beyond
population,
eighty
to
ninety,
five
percent
of
the
workload
sits
in
the
ten
largest
counties
of
which
buncombe
is
six
in
North
Carolina.
So,
from
the
state's
perspective,
their
risk
management
liability
lies
in
those
ten
counties.
H
Okay,
we've
got
a
lot
to
cover
so
I'm,
going
to
try
and
do
it
in
a
way
that
I
can
keep
you
guys
with
me,
but
also
not
put
you
to
sleep.
Okay,
it's
always
hard
coming
after
Mandy
and
Drake,
but
I'll
do
my
best
to
pull
up
the
end
here.
I
wanted
to
just
start
to
talk
about
what
does
it
take
to
work
for
Buncombe
County
buncombe
county
is
employer
that
demands
not
only
excellence
in
performance,
but
it
also
demands
innovation
and
creativity.
It's
one
of
the
reasons
why
I
love
working
for
Buncombe
County.
H
We
started
this
campaign
when
we
were
trying
to
recruit
public
health
nurses.
It
was.
Are
you
tough
enough?
Are
you
brave
enough?
Are
you
cool
enough?
Are
you
smart
enough?
Are
you
good
enough
and
it
really
gets
down
to
the
kind
of
caliber
of
an
employee
that
we
want.
We
want
professionals
who
come
in
who
work
like
professionals
who
treat
our
citizens
with
respect
and
dignity,
and
we
want
professionals
who
can
do
work
in
an
ever-changing
environment,
embrace
technological
advances
that
we
realize
efficiencies
in
our
workforce
and
to
continually
try
and
grow
and
develop.
H
If
you're
going
to
invest
in
your
workforce
in
a
way
that
you
have
a
good
compensation
and
pay,
then
you
better
make
sure
they're
giving
you
what
they
need
to
give
you
for
the
money
that
we're
paying
them,
and
we
have
made
a
very
strong
commitment
to
to
that
within
Buncombe
County,
I'm,
very
proud
of
that
to
attract
workers.
The
single
most
important
thing
that
gets
people
to
apply
is
your
salary
and
benefits.
That's
the
hook
that
gets
them
in
the
reputation
of
the
employer
is
also
very
important
and
again
I.
H
Think
buncombe,
is
you
hear
it
over
and
over
again
in
the
applicants
that
we
have
that
we're
known
for
our
innovation,
we're
known
for
leading
in
best
practice
and
that
people
come
here
because
they
want
to
be
a
part
of
that,
and
they
also
mention
that
we
have
very
strong
benefits
and
salary,
and
that
is
what
attracts
them
in.
So
once
we've
gotten
them,
then
how
to
retain
them?
H
Well,
the
typical
way
that
we've
done
that
in
the
past
is
through
a
series
of
enticements,
and
these
enticements
are
things
that
keep
people
keeps
a
positive
pressure
on
them
to
keep
them
in
the
agency.
So
it's
things
like
a
good
health
insurance
program.
It's
a
wellness
program.
We
know
right
now
that
those
two
things
are
very
significant
factors
in
keeping
an
employee
in
a
job.
A
graduated
longevity
in
Buncombe
is
another
way
of
doing
it.
A
strong,
401
K
graduated
leave
accumulation
again.
H
These
are
things
that
put
positive
pressure
on
employees
so
that
they
think
twice
before
they
move
on
and
then
again,
how
do
we
create
this
high-performance
workforce?
One
of
the
things
that
I
really
enjoyed
helping
to
build
with
in
Buncombe
County
with
the
Human
Services
support
team
is
the
whole
notion
that
what
we
need
to
do
is
tie
what
we
do
to
positive
outcomes
for
citizens
and
do
that
in
a
way
that
we
can
measure
it
so
that
we
know
whether
or
not
we're
meeting
the
targets
that
we
need
to.
H
So
if
you're
an
income
case,
maintenance
worker,
it's
important
to
know
that
you
can
get
benefits
in
the
hands
of
people
within
13
days
instead
of
waiting
30
days.
Those
are
the
kind
of
metrics
that
our
employees
are
held
accountable
to
and
we
regularly
review
these
with
our
employees
and
when
an
employee
is
not
meeting
standards,
we
work
to
help
them
get
there,
but
if
they
can't,
we
move
them
on
and
I
really
think.
H
So
what
we're
going
to
talk
about
is
given
our
salary
and
compensation?
What's
the
return
on
investment?
Have
we
realized
lower
turnover?
Have
we
gotten
better
performance
in
our
citizens?
More
importantly,
getting
better
service
turnover,
exact,
a
steep
cost.
It
has
been
estimated
to
be
anywhere
from
fifty
percent
to
two
hundred
percent
of
annual
salary.
Every
time
a
person
walks
out
the
door.
Mandy
talked
about
not
only
is
there
that
fiscal
cost,
but
there's
also
that
decrease
in
morale
for
the
employees
that
are
left
behind
and
then
there's
that
quality
of
service.
H
We
don't
want
children
who
are
being
served
by
tomm
child
welfare
workers
having
to
have
one
case
worker
after
another
and
another.
So
when
we
look
at
the
fiscal
cost
of
that,
it's
basically
broken
up
into
four
buckets:
it's
separation
costs
and
a
big
factor
in
that
is
unemployment.
You
know
employment
now
is
99
weeks.
H
That's
a
significant
cost
I'm,
also
very
proud
of
the
fact
that,
because
we
track
performance
so
carefully
that
we
oftentimes
most
often
times
as
a
matter
of
fact,
probably
at
least
85
to
95
percent
of
the
time
we
win
our
unemployment
hearings,
because
we
have
the
data
to
support
the
fact
that
the
employee
wasn't
doing
what
they
needed
to
do
in
their
job.
So
we
reduce
those
costs.
We've
reduced
replacement
costs
by
outsourcing
our
screening
cause
drug
screenings,
criminal
records
and,
as
Drake
mentioned
our
time
to
fill
a
vacancy.
H
We
reduced
it
from
over
60
days
to
under
30
days
and
then
the
two
largest
areas
of
turnover,
our
training
and
productivity,
and
these
are
this-
is
where
the
money
is.
This
is
where
the
cost
exists
and
it's
because
of
the
specificity
and
the
knowledge
that
the
workers
that
we
have
for
this
workforce
need
in
order
to
do
their
job
so
program.
Specific
training
can
take
anywhere
from
six
months
to
three
years.
That's
a
long
time,
there's
also
time
away
from
work.
H
Some
of
the
training
involves
actually
traveling
and
you
have
to
be
away
from
your
job
from
up
to
a
month
and
then
there's
a
lead
worker
in
supervisor
time.
That's
invested
in
that
training
and
then
productivity
that
time
to
take
on
a
new
case
load.
How
quickly
can
we
get
an
employee
in
and
have
them
up
to,
snuff
in
with
the
full
caseload,
the
longer
that
drags
out
the
longer?
H
You
also
have
coworkers
we're
having
to
pick
up
that
excess
work,
and
you
have
extra
stress
and
strain
on
the
system
and
then
the
other
aspect
of
productivity.
That's
very
important,
especially
when
you're
talking
about
programs
that
have
high
dollar
amounts
is
oversight
for
ears
and
in
areas
like
some
Disease
Control.
H
This
model
is
very
similar
to
all
the
other
models
that
are
out
there
in
the
literature
and
I
can
provide
you
with
additional
information
that
references
in
your
report,
but
it's
pretty
standard
and
again
it
fouls
those
four
buckets
that
we
just
talked
about
and
again,
as
we
said,
we're
going
to
look
at
these
five
classes.
They
happen
to
represent
the
lion's
share
of
our
workforce
and,
in
addition,
these
five
classes
were
all
identified
as
the
ones
that
we
had
difficulty
in
recruiting.
H
For
so,
what
we're
going
to
do
is
we're
going
to
show
you
the
salaries
for
the
big
ten
counties
I'm
going
to
apologize
ahead
of
time
for
how
bad
these
slides
are
going
to
look
because
of
the
numbers,
but
I'll
walk
you
through,
so
that
you
can
see
them.
What
we
have
are
the
salary
rates
for
a
child
welfare,
social
worker
and
it's
across
those
big
ten
counties.
H
Buncombe
will
always
be
shown
on
the
right
hand,
side
and
it
will
be
outlined,
and
you
can
see
just
visually
looking
at
that,
even
though
you
can't
see
the
numbers
that
they
all
seem
to
be
in
the
same
range
buncombe
social
workers
make
50
2293
dollars
on
an
annual
basis.
They
compared
with
other
counties
and
arranged
from
41,000,
basically
for
2,000
to
60,000
42,000
in
gaston
and
60,000
and
wake
county.
H
The
next
slide
is
going
to
show
you
the
salary
increases
that
happened
as
we
tried
to
tackle
high
turnover
rates.
That's
the
blue
line.
It
started
back
in
05.
They
were
basically
making
in
the
high
30s
and
again
ending
up
in
11
in
at
52
thousand
dollars
a
year.
The
green
bars
represent
turnover
at
that
time
and
we
were
ecstatic,
as
we
said,
a
crisis
in
turnover.
We
started
tracking
it
in
no
way
after
the
height
of
it,
and
at
that
time
we
had
turnover
that
was
close
to
thirty
percent
on
average.
H
But
again
in
specific
areas,
there
was
turnover
as
high
as
thirty
nine
percent.
I
was
in
actually
an
investigation,
so
those
frontline
workers
that
look
at
abuse
and
neglect-
and
you
can
see
that
turnover-
has
steadily
decreased.
Our
target
for
turnover
is
fifteen
percent
or
less
and
that's
a
good
number
people
have
lives,
they
move
on.
H
So
it's
still
within
reason,
but
the
real
story,
I
think
in
the
story
that
I
want
to
kind
of
pound
home
today
is
that,
with
the
increase
in
paying
compensation,
our
ability
to
recruit,
experienced
workers
dramatically
turned
around.
You
can
see
in
fiscal
year
two
thousand
and
six
our
ability
to
recruit
experienced
workers.
We
had
seventy
percent
of
the
social
workers.
H
We
were
bringing
and
did
not
have
experienced
seventy
percent
in
fiscal
year
11
and
starting
back
to
0
9,
a
hundred
percent
of
the
workers
we
brought
in
have
had
variance
in
child
welfare
when
we
bring
them
from
day
one.
So
the
time
to
get
them
trained
up
is
significantly
reduced,
but
more
importantly
than
that,
they
bring
the
kind
of
judgment
that
you
need
to
assess
safety
and
risk,
that's
vital
to
ensure
the
safety
of
our
vulnerable
citizens.
H
I
want
to
give
you
also
just
a
quick
example:
these
are
percentages,
but
in
fiscal
year
06
we
were
hiring
18
workers.
With
that
experience
versus
in
fiscal
year,
11
we
hired
zero
and
we
only
had
to
hire
seven
workers
within
those.
Seven
workers
had
experienced
this
graph
and
you're
going
to
see
a
lot
of
these
comparisons
as
well.
This
is
the
difference
between
what
it
costs
to
get
a
new
hire
up
to
speed,
those
that
have
experience
and
those
that
do
not
have
experience.
H
So
the
short
blue
bar
is
the
cost
associated
with
those
who
have
experience
and
it's
roughly
twelve
thousand
dollars.
It
takes
anywhere
from
a
month
to
six
weeks
with
somebody
who's
experienced
to
get
them
up
and
running
in
to
take
on
that
full
caseload.
The
people
who
we
hire
with
no
experience
it
can
take
over
thirty
two
thousand
dollars
to
get
them
up
and
running,
and
that's
the
cost
associated
with
that.
H
When
we
look
at
the
cost
avoidance
by
hiring
experienced
social
workers
from
fiscal
year,
0
6
to
11,
you
see
realize
the
savings
of
about
1.2
million
dollars
that
cost
I
want
to
tell
you
is
just
for
that.
First
year,
it's
the
first
annual
cost
to
get
them
trained,
but
again
1.2
million
dollars,
because
we're
able
to
hire
those
fully
experienced
workers
and
that
cost
again
doesn't
speak
about
the
more
important
costs
that
to
the
people
that
are
getting
that
service
and
getting
experience.
Social
workers
hitting
the
ground
and
running.
H
The
last
thing
I
want
to
show
you
here
is
that
we
track
beneficial
and
regrettable
turnover,
and
what
do
we
mean
by
beneficial
turn
over
that's
turnover
where
we've
been
working
with
an
employee
and
they're,
not
meeting
standards
and
because
of
that
they've
chosen
to
leave
or
we
help
them
to
leave.
Regrettable
turnover
is
one
an
employee
who
is
meeting
standards
or
succeeding
and
walks
out
the
door.
H
What
we
track.
Quite
a
number
of
measures,
I'm
just
choosing
to
highlight
one
here:
the
blue
bars
represent
children
in
foster
care,
so
fiscal
year,
two
thousand
and
six
465
children
in
Buncombe
County
are
in
foster
care
in
fiscal
year,
2011,
313
or
in
foster
care
the
purple
line
at
the
top
and
those
numbers
aren't
varying
anywhere
from
99.9
to
ninety-eight
percent.
H
So
you
can
see
a
very
narrow
range
that
represents
children
that
we're
working
within
their
families,
where
we
have
substantiated
abuse
or
neglect
and
because
of
the
social
workers
ability
to
partner
with
those
families
to
work
creatively
to
get
supports
in
place
and
to
use
extended
family
and
networks.
We
prevent
almost
between
98
and
97
98
and
99
percent
of
those
children
coming
into
foster
care
and
I
mean
to
tell
you,
as
a
social
worker
standing
here
who
has
had
to
take
children
into
foster
care.
H
We
didn't
track
it.
That
was
again
as
we
started
this
whole
human
services
14.
We
began
tracking
those
kinds
of
things
or
I
would,
but
I
can
tell
you,
because
of
the
decrease
in
the
number
of
children
you
see
coming
into
foster
care
that
it
was
totally
caught
young
yeah
that
it
be
safe
to
say
that
it
was
not
like
them.
So,
okay,
so
we're
going
to
just
summarize
very
quickly,
with
the
higher
paying
compensation
we
were
able
to
decrease
turnover.
H
Excuse
me,
the
green
line
represents
food
and
nutrition
cases
in
2008
we
had
18,000
recipients
and
that
has
grown
to
over
47
I'm,
sorry
37,000
recipients
in
Buncombe
County,
roughly
one
in
eight
people
in
Buncombe
County
our
own
food,
since
right
now
that
Greek
sorry,
that
green
line
and
that
steep
ascent
of
that
line
really
speaks
to
our
ability
to
rapidly
bring
in
new
workers
to
Mandy
site.
It's
a
counter-cyclical
trend
for
us
and
we've
got
to
bring
workers
in
quickly
and
rapidly
and
get
them
up
to
speed
so
that
we
can
serve
our
citizens.
H
The
blue
line
represents
Medicaid,
we've
seen
an
increase
in
Medicaid
as
well.
It's
been
steady,
but
certainly
not
as
dramatic
as
food
assistance.
4141
thousand
people
in
buncombe
county
are
on
Medicaid
right
now,
but
what
I
want
you
to
notice
is
that
blue
line
with
the
spike
up?
That's
what
we
predict
in
the
way
of
eligibility
increase
with
the
Affordable
Care
Act,
anywhere
from
20
to
60
thousand
new
recipients
that
will
be
needing
to
help
make
eligibility
determination
on
starting
in
January
of
2014.
So
you
can't
sit
back.
H
You've
got
to
have
an
ongoing
dynamic
workforce
plan
in
order
to
meet
these
kinds
of
trends
and
you've
got
to
be
tracking
them.
Okay,
the
other
thing
I
just
want
to
underscore-
and
we've
talked
a
little
bit
about.
This-
is
just
the
fiscal
responsibility
that
these
income
maintenance,
caseworkers
and
their
supervisors
have
in
Buncombe
County.
We
estimate
in
fiscal
year
12
will
bring
in
20
281
million
dollars
and
Medicaid
dollars
into
this
community.
H
Those
dollars
come
into
our
community
and
they
help
support
the
local
physician
offices
and
medical
practices
and
translate
into
almost
five
hundred
million
dollars
for
our
community
food
assistance.
We
estimate
will
be
bringing
in
about
65
million
dollars
and
again
that
translates
into
food
service
in
grocery
stores,
convenience
stores
and
has
a
multiplier
effect
of
about
a
hundred
and
twelve
million
dollar
impact
in
our
community.
H
In
addition
to
this
fiscal
dollars
that
these
individuals
have
to
manage,
they
also
have
to
be
responsible
for
any
kind
of
audit
paybacks,
and
they
have
to
make
sure
that
when
they
determine
eligibility
that
there
are
not
errors
involved
in
that
we
look
at
our
salaries
again,
it's
the
same
format
as
we
did
with
child
welfare
workers,
bunk
them
on
the
far
right.
Our
income
maintenance
caseworkers
make
thirty
eight
thousand
three
hundred
and
fifty-six
dollars.
H
We,
if
we
exclude
buncombe
from
that
range,
the
range
runs
from
31,500,
basically
to
thirty
seven
thousand
dollars,
so
we're
at
the
high
end,
and
what
I
would
say
to
you
is
that
our
income
maintenance
caseworkers,
I'm
going
to
show
you
data.
That
shows
that
we
require
a
lot
of
them.
We
use
technology
technology
in
a
very
creative
way.
It
means
that
they
have
to
have
a
more
advanced
skill
set
in
the
way
that
they
do
that
work,
but
it
leads
to
tremendous
business
efficiencies
and
cost
avoidance
for
us.
H
The
blue
line,
again
is
salary
increases
over
time.
You
can
again
see
that
was
really
fiscal
year,
08
that
we
made
that
jump
and
we
had
in
salary
and
the
green
bars
indicate
turnover
the
high
in
among
income
King
case
maintenance
workers
was
fifteen
percent,
but
you
can
see
the
very
low
turnover
rates.
What
that
means
is
that
we
have
very
seasoned
IMC's
doing
these
jobs.
They
understand
that
complex
eligibility
determination.
H
They
know
that
policy
backwards
and
forwards,
and
so
they're
able
to
do
these
jobs
and
do
it
without
error
again
our
ability
to
hire
those
without
experience
versus
experience.
When
we
increase
pay
again,
a
dramatic
shift
I'm
going
to
tell
you
that
in
fiscal
year
06
we
hire
12
people
without
experience.
We
had
eight
people
with
experience
again,
because
we've
had
to
hire
new
IMC's
because
of
the
high
demand
and
food
and
nutrition
services.
H
This
year
we
hired
17
incs
with
experienced
people
that
walked
in
the
door
and
within
a
month
we
had
them
up
and
train
versus
one
that
we
hired.
That
did
not
have
experience.
What
does
that
mean
in
terms
of
cost
avoidance?
Again,
like
we
showed
you
with
child
welfare,
it's
significant.
So
fourteen
thousand
dollar
difference
in
the
training
costs
for
food
assistance,
18,500
for
family
and
children's
Medicaid,
and
twenty
two
thousand
seven
hundred
and
fifty
for
adult
Medicaid,
which
is
a
very
complex
program
that
can
require
up
to
two
years
of
training.
H
This
is
a
really
important
slide
and
it's
kind
of
complicated
I
was
practice.
Last
night
with
my
son
and
he's
like
mom,
you
got
to
do
a
better
job
of
explaining
that
so
I'll
try.
What
this
shows
is.
Basically,
the
state
mandate
for
IMC's
is
275
cases
per
worker
in
Buncombe
County.
Our
workers
carry
on
average
490
cases,
almost
double
that.
So
how
do
you
do
that?
We
do
that
through
technology,
and
we
do
that
through
a
very
streamlined
business
process
that
our
workers
have
designed.
H
Okay,
when
we
just
look
at
fiscal
year
11-
and
this
is
food
and
nutrition-
we
have
38
IMC's,
who
are
handling
that
huge
increase
in
end
caseload.
The
state
would
have
recommended
that
we
had
71
imcs
to
do
that
same
amount
of
work.
The
difference
in
that
in
terms
of
cost
is
2.3
million
dollars,
but
because
of
the
efficiencies
that
we
have
the
use
of
technology
and
the
fact
that
we
have
very
low
turnover-
and
we
have
seasoned
staff
doing
the
work,
we're
able
to
handle
this
high
caseload
and
do
it
without
error.
H
This
shows
the
error
rates,
the
QC
error
rates
in
fiscal
year,
2011
for
food
and
nutrition
services.
We
rated
ninety-four
percent,
which
is
well
within
the
what
is
expected
by
the
state.
Again,
we
got
benefits
out
in
13
days.
The
state
requires
30.
We
had
a
wait
time
in
our
lobby
is
seven
point
six
minutes
which
means
that
people
who
are
working
part-time
jobs
can
get
back
to
their
jobs
and
again
490
cases
per
worker,
family
and
children's
Medicaid
100%
QC
r
8
26
days
to
get
benefits
versus
the
45
allowed
by
the
state.
H
7.8
went
eight
minutes
in
the
wait
time
in
the
lobby.
So
again,
despite
the
high
caseloads,
we
have
workers
who
are
doing
their
job
in
providing
excellent
service
to
the
consumers
in
Buncombe,
County.
Okay,
we're
going
to
switch
gears
now
to
the
health
positions
and
I'm
going
to
tell
you
that
you
have
all
this
information
in
your
packet.
The
trend
data
is
very
similar.
H
There
are
some
difference
in
that
with
the
reorganization
of
the
health
center
that
we
were
able
to
creatively
redeploy
staff
as
we
transition
services
out
like
primary
care
and
prenatal
services,
so
that
our
turnover
in
a
way
doesn't
make
as
much
sense,
because
we
were
able
to
take
existing
employees
and
move
them
into
positions
where
there
were
vacancies.
So
I'm
going
to
go
through
this
a
little
bit
more
quickly
but
highlight
some
other
things.
I
think
are
important.
As
Mandy
said
we
can.
H
There
are
a
lot
of
nurses
in
this
area
where
a
medical
hub,
but
are
there
a
lot
of
public
health
nurses
that
bring
that
public
health
knowledge
and
so
desperately
needed,
especially
in
areas
such
as
Disease
Control
and
that's
a
harder
thing
to
recruit
for
in
Buncombe
County
are
paid
for
public
health
nurses,
fitzy
6752
dollars
and
that
ranges
from
48,000
to
60
thousand
dollars.
So
again,
we're
in
the
middle
of
that
mix.
We've
had
difficulty
in
recruiting
for
nurses,
particularly
when
we've
had.
H
We
were
adding
positions
and
we
oftentimes
would
have
to
repost
those
positions
two
and
three
times
in
order
to
get
a
capable
nurse
into
those
positions.
But
it
has
certainly
been
much
easier
when
we
were
able
to
redeploy
those
staff,
as
I
said,
through
the
reductions
in
force
that
we
had
when
we
have
had
to
hire,
though
you
can
see
again
with
that
pay
increase
in
08
we're
able
to
hire
nurses
that
come
in
with
that
public
health
experience
and
then
again
just
to
give
you
an
estimate
of
that
cost.
H
It's
a
difference
of
about
fourteen
thousand
dollars
when
we
hire
someone
with
experience
versus
someone
who
comes
in
without
experience
and
again
that's
training
costs
and
the
cumulative
effect
of
that
is
roughly
two
hundred
sixty-five
thousand
dollars.
This
is
again
just
showing
we
track
regrettable
and
beneficial
turn
over.
Those
are
on
very
low
numbers
by
the
way,
and
then
I
just
wanted
to
mention
that
disease
control
nurses.
These
nurses
require
very
specialized
training.
It
can
take
it's
about
a
year
in
order
to
get
it,
they
monitor
diseases
in
our
community.
H
They
handle
the
outbreaks
they
educate
the
community
in
there
on
call
twenty-four-seven.
We
recently
had
a
vacancy
in
a
disease
control
nurse
and
we
tried
advertising
at
the
lower
salary
and
we
were
not
able
to
get
the
kind
of
robust
and
experienced
applicants
that
we
wanted.
So
we
had
to
go
back
out
and
advertise
at
the
higher
salary
and
we're
getting
ready
to
hire
with
that.
So
again,
that's
just
an
example
of
where
we
tried
to
go
lower
and
it
didn't
work
next.
Category
I
want
to
talk
about.
H
Are
the
environmental
health
specialists,
these
environmental
health
specialist?
Take
up
to
three
years
to
fully
trained
get
accredited.
That's
that's
a
long
time.
They
are
responsible,
as
you
can
see,
for
the
backbone
of
the
health
of
our
community.
They
keep
our
economy
going
with
the
housing
industry
when
they're
doing
well
and
septic
permits.
If
you
don't
have
it
fully
trained
environmental
health
specialist
out
doing
that
work,
they're
going
to
slow
down
our
economy,
they're
going
to
be
a
drag
on
it,
they
also
do
all
the
restaurant
inspections,
food
and
lodging.
H
As
you
know,
buncombe
county
is
a
great
place,
go
out
and
eat,
and
so
we
depend
on
those
workers
and
in
events
like
Val
share,
you
don't
want
people
coming
here
and
not
having
those
venues
fully
up
to
speed.
As
far
as
the
health
regulations,
our
environmental
health
specialists
again
are
shown
in
the
far
side
they
make
forty
6342
and
the
range
goes
from
43,000
to
roughly
fifty
two
thousand
and
Gaston
we
had
when
I
first
got
into
this
job.
We
had
a
very
difficult
time
recruiting
fully
trained
and
qualified
environmental
health
specialists.
H
You
can
see
turnovers
very
low
environmental
health
specialist
right
now
because
of
the
changes
in
the
economy
are
staying
put
in
their
jobs,
but
it's
a
class
that
will
want
to
look
at
as
the
economy
turns
around
and
again
our
ability
to
hire
those
experienced
workers
and
the
cost
savings
here
is
very
significant.
Given
how
long
it
takes
to
train
an
environmental
health
specialist,
it's
roughly
sixty
seven
thousand
dollars
difference
for
each
hires.
It's
huge
and
again
you
think
about
the
fiscal
impact
for
this
community.
H
We
don't
have
environmental
health
specialist
doing
what
they
need
to
be
doing
so.
The
last
one
I
want
to
end
on
is
on
the
nutritionist
one
and
two
positions,
and
these
positions
are
in
the
WIC
program.
The
WIC
program
has
gotten
actually
more
complex,
but
the
Office
of
State
Personnel
hasn't
renewed.
H
That
class
in
the
early
1960s
this
class
we've
had
I'm
going
to
again
kind
of
go
through
this
quickly,
pay
relatively
well
and
competitively
with
the
other
counties
for
a
240,
almost
forty,
four
thousand
and
for
a
one,
almost
thirty,
six
thousand
in
Buncombe
County.
But
we
continue
to
see
high
amounts
of
turnover
in
this
area
and
it
ranges
you
can't
read
that
number
and
I
can
barely
read
it
with
my
eyes
here,
but
it's
roughly
between
forty
and
sixty
percent.
H
It's
it's
high,
okay
and
it's
not
acceptable
and
the
reason
why
we
see
that
turnover.
We
think
I'm
getting.
I'm
sorry.
I'm
trying
to
think
about
time
here
so
slow
down
a
little
bit
is
that
these
are
young
women
coming
into
these
positions
there.
There
start
they
have
maybe
single
mothers
with
children
at
home.
They
may
be
people
who
are
hoping
to
go
further
in
their
career
and
development
and
they're
kind
of
there's
a
ceiling
on
what
they
can
make
in
this
position.
H
So
it
really
requires
us
to
look
at
these
positions
a
little
bit
differently
and
think
more
creatively
about
what
can
we
do
going
forward
with
the
workforce
plan
that
would
meet
these
needs?
So
maybe
it's
temporary
workers,
maybe
it's
part
time
permanent
positions.
But
we
need
to
address
this
because
if
you
look
we're
able
to
get
fully
experienced
workers,
but
they
leave
and
again
it
has
a
fiscal
impact
that
we
are
able
to
get
those
experienced
workers,
but
we're
paying
for
that
turnover
when
they're
leaving
and
then
it's
mostly
regrettable
turn
over.
H
H
So
in
summary,
we're
using
the
seasoned
workers
and
technology
and
we're
doing
more
with
less
and
we're
realizing
significant
cost
savings
to
the
county
and
I'm,
also
very
proud
of
the
level
of
work
that
we
do
and
the
high
performance
of
the
employees
that
we
have
with
the
impact
on
the
recession.
I
can
assure
you
that
probably
they'll
be
pressure
for
higher
turnover
rates
as
we
go
forward
and
we're
going
to
need
to
adjust
our
strategy.
H
Our
workforce
has
changed
the
benefit
structure
that
I
described
to
you
with
the
you
know,
graduated
longevity
and
the
graduated
leave,
and
all
that
that
was
based
on
the
1940s
workforce,
where
eighty
percent
of
it
was
a
white
male
who
had
a
wife
at
home
with
2.3
children.
Okay,
and
that's
where
that
benefit
package
came
where
people
stayed
in
the
same
job
for
a
long
time.
The
next
ten
years
we're
going
to
have
five
generations
in
the
workplace,
traditionalists,
boomers,
Gen,
X,
gen,
y
and
gen
wired
workers.
H
All
those
workers
are
going
to
have
different
needs
and
different
wants
when
it
comes
to
benefits,
and
it's
up
to
us
to
manage
that
strategically.
We
know
they're
going
to
be
more
women
in
the
workforce,
single
mothers
and
single
fathers,
increasingly
diversity
among
our
Latino
and
Asian
populations.
The
research
shows
that
they
want
different
things
in
benefit
packages
and
we're
going
to
have
a
need
for
skilled
workers
who
are
adept
at
using
technology
or
need
bilingual
workers
and
we're
going
to
need
flexible
workers.
H
So
the
question
to
us
is:
how
do
we
create
the
same
success
as
we
move
forward
that
we
had
over
the
last
10
years,
when
we
were
trying
to
deal
with
this
tremendous
turnover
that
we
had
and
it's
going
to
come
down
to
really
looking
at
different
kinds
of
options
in
order
to
not
only
retract
attract
but
to
retain
those
workers?
One
of
the
interesting
things
that
kind
of
came
out
of
the
study
to
me
was
as
I
was
studying.
This
I
realized
that
turnover
really
isn't
as
big
a
challenge.
H
If
you
can
hire
fully
experienced
workers,
you
know
if
it
takes
you
a
month
to
six
weeks
to
train
a
worker
and
get
them
up
to
speed
and
they
stay
with
you
18
months
to
two
years.
That's
not
much
of
an
investment
right,
but
so
I
think
another
key
as
we
move
forward
is
saying:
how
do
we
attract
these
experienced
workers
and
then
can
we
create
a
work
environment
that
doesn't
ice
them
to
stay
so
I'm
excited
about
the
future
and
I
think
we're
ready
to
take
questions?
If
anybody
has
any
good.
A
Around
here,
just
about
23
years
and
I
suffered
through
all
this
folks,
we
I
remember
coming
on
and
week
it
was
we
couldn't
our
social
worker
I
made
some
notes.
I
wouldn't
miss
much
jailer,
but
no
matter
we
didn't
pay
her
jailers.
No
doubt
if
we
paid
a
minimum
weight
on
how
we
got
away
with
that,
but
the
jailers
didn't
have
any
any
benefits
at
all
and
I.
Remember
because
having
having
had
the
privilege
of
using
our
emergency
medical
technology,
people-
and
you
don't
really
appreciate
those
folks
and
I've
said
this
before
to
you.
A
I
Time
on
this
problem
that
you've
heard
from
Mandy
and
her
staff
talk
about,
we
were
having
problems.
Also,
there
was
a
shortage
statewide
for
paramedics
in
particular,
but
then
we
started
having
that
rotating
door.
We
losing
people
to
Henderson
County,
we
lose
them
to
Mission
Hospital
in
particular.
Commissioners
come
along.
We
raise
our
people,
a
dollar
and
three
months
later
mission
to
raise
theirs
or
we
couldn't
just
raise
ours
and
three
months.
We'd
have
to
wait
the
next
fiscal
year.
I
It
was
a
real
problem
and
we
had
many
many
days
when
we
could
not
keep
all
nine
of
our
trucks
on
the
road.
We
just
didn't,
have
the
staff
to
do
that
and
finally,
the
benefit
package
came
around
and
we
instituted
a
career
ladder
which
you
all
were
very
generous
to.
Let
us
do
and
they
stop
that
bleeding
process.
A
Thank
you,
sir.
Thank
you
and
I.
You
know
folks
art.
When
week
when
we
came
on
our
our
school
teachers,
we
did
get
our
servers
up,
but
our
school
teachers
we're
looking
at
the
city
of
Ashland.
We
were
losing
great
teacher
to
the
situational.
They
had
a
city
supplement
over
there.
Welcome
County
teacher
did
not
have
a
supplement.
They
didn't
get
that
till
when
we
do
that
Bob's
80
somewhere,
but
we
we
did
add
a
you
know,
go
to
it
a
little
discourse
with
the
folks
that
didn't
think
ought
to
pay
the
teachers
anymore.
A
Add
a
supplement
to
our
Macomb
County
teacher,
that's
its
equal
up
night
to
ask
for
City
Schools
now,
so
we
don't
have
that
that
possibility
anymore
but
but
miss
where
you
need
to
you
want
to
miss
me.
We've
talked
together
30
years
as
Miss
we're,
so
you
were
going
to
make
a
comment
formats
for
I
finish
here.
I'm.
G
Going
to
ask
about
I,
you
know:
we've
talked
about
a
lot
about
core
services
and
and
I
think
we
stressed
when
I
first
came
on
the
Commission.
The
fact
that
we
we
were
going
to
go
in
to
deliver
core
services
at
at
the
highest
level.
We
could
and
I
know
from
having
grown
up
in
a
family,
a
mother
who
worked
in
the
social
service
to
services
department
and
a
father
who
was
involved
in
county
government
I,
know
the
stress
level
that
they're
under
what
do
we
do
as
far
as
how
do
we
mitigate
them?
C
Think
that's
a
really
great
question.
There
are
several
ways
that
one
we
measure
it.
We
measure
it
through
employee
surveys
and
supervisory
surveys.
We
measure
it
through
on
board.
We
check
in
with
new
employees
at
30,
60
and
90
days
in
the
onboarding
process,
and
then
we
measure
them.
Our
division.
Heads
periodically
at
least
annually
do
one-on-one
with
individual
employees
to
to
get
a
sense
for
how
our
employee
base
is
related
to
turn
over.
C
C
So
we've
built
an
entire
system
around
both
peer
supports
and
professional
supports
a
resiliency
model.
That's
been
recognized
across
both
the
state
and
nation
and
we're
very
proud
of
that
work.
Thank
you
for
asking
that
question
because
Lisa
makes
a
good
point.
We
demand
Buncombe
County.
When
I
say
we
II,
the
community
demands
a
lot
of
their
government
in
terms
of
responsiveness.
C
G
G
D
There's
a
responsibility
on
the
part
of
the
board
of
county
commissioners
to
put
together
a
pay
plan
that,
within
those
extremely
broad
outlines
that
I
discussed
earlier
match
up
the
personnel
Commission's
dictates
as
two
spaces
distance
between
particular
kinds
of
jobs,
in
terms
of,
if
you're
thinking
or
looking
at
what
do
we
do
when
I
do?
If
we're
thinking
about
reducing
pay,
if
we're
talking
about
reducing
benefits,
then
there's
a
bit
of
a
dance
there.
D
The
legislature
found
out
to
their
difficulty
a
number
of
years
ago
when
they
decided
that
my
retirement
benefit
would
I
would
be
subject
to
state
taxes
and
a
bunch
of
judges
took
that
to
court
and
we
got
that
fixed.
So
there
are
some
things
like
retirement
benefits
that
probably
you
can
always
start
and
go
perspective,
but
for
current
employees,
that's
the
kind
of
thing
you're
better
off,
not
getting
involved
with
other
things
and
I
had
a
discussion
earlier
about
the
401
K.
You
know
what
what
can
we
do?
Can
we
require
a
max?
D
What
can
we
do
with
that?
That's
something
that
I
would
strongly
recommend
you
get
your
county
attorneys
involved
in
you
get
the
folks
from
the
school
of
government.
That
to
me,
is
in
one
of
those
gray
areas
where,
if
it's
done
a
particular
way
or
if
a
court
looks
at
it
a
particular
way,
you
might
run
into
the
same
problem.
The
legislature
did
with
adjusting
retirement
benefits.
If
it's.
D
And
maybe
there
won't
be
a
problem,
so
some
things
like
longevity
longevity
pay
is
something
that
can
be
adjusted
up
or
down.
It
can
be
extended,
it
can
be
contracted,
but
there's
a
there's
some
things
again,
like
longevity,
you
can.
You
clearly
have
the
opportunity
and
pay
for
that
matter
to
raise
or
lower,
depending
on
economic
conditions
or
the
particular
strategy
or
Human
Resources
philosophy,
the
Commission
chooses
to
employ
others.
D
C
Would
just
note
that
you
do
have
in
your
packet
an
article
by
dying
Jeffries
at
the
from
the
institute
of
government,
and
she
talks
about
out
those
benefits
which
do
include
longevity
that
are
viewed
as
a
inherent
contract
with
your
existing
employees.
So
she
does
outline
case
law
both
in
North
Carolina
and
across
the
nation
specific
to
those
benefits.
C
I
would
also
tell
you
we
ask
that
question
of
urban
counties
and
consistently
their
approach
has
been
that
they
have
adjusted
compensation
and
benefits
for
new
employees
that
they
that
that,
once
you
create
that
environment
of
uncertainty
among
existing
employees,
that
you
see
that
impact
return
over.
So
that's,
but
that
was
the
response
we
heard
from
the
big
ten
counties.
Is
there
any
adjustments
they've
made
they've
made,
as
Drake
said,
moving
forward
with
future
hires
that
there
is
that
and
that's
something
again.
C
A
Term
I'm
about
through
another
second
or
two
here,
the
folks.
We
you
know
commissioners
we're
here
to
provide
our
citizens
with
with
high
quality
service,
and
we
had
to
be
fiscally
responsible
for
that.
I
think
we
built
a
compensation
package
lets
us
recruit
and
retain
quality
employees,
and
that
didn't
come
easy.
He
didn't
come
easy
to
it.
We
expect
them
to
form
a
high
level
and
and
I
think.
Are
you
heard
it
a
leader
to
our
what
we
call
performance
measures
indicate
that
they
do
cuz?
They
everybody
get.
A
We
asked
him
to
address
the
workforce
crisis
and
deliver
quality
timely
service
to
our
citizens,
and
it
seems
to
me
from
what
we
heard
here
today.
They've
done
that
and
that,
then
all
we've
asked
them
to
do
as
far
as
I'm
concerned.
I
hope
then
I
hope
the
majority.
This
board
feels
the
same
way.
I
heard
about
all
I
need
to
hear
about
it
about
ready,
going.
G
E
Mr.
major
and
I
appreciate
your
taking
my
phone
call
earlier
that
was
really
helpful
and
trying
to
quickly
process
some.
Some
information
so
and
I
appreciate
you
kind
of
working
through
that
that
article
with
me
too,
and
it
sounds
like
one
of
what
we've
got
to
figure
out
if,
if
we
do
delve
into
anything,
is
to
kind
of
make
sure
that
we've
got.
You
know
the
understanding
of
vested
rights.
It
seems
to
be
the
underlying
issue
and
but
I
kind
of
felt
like
that.
E
E
F
E
I'm
sure
she's
a
really
talented
person.
Let's
talk
a
little
bit
about
the
tsunami,
that's
coming
because
part
of
what
I
mean
and
yeah
I
get
it
that
we
had
a
big
big
problem
and
there
was
incredible
effort,
intellectually
gut-wrenchingly
and
you
know
politically,
to
play
some
cards
and
it
worked
and
way
to
go.
I
get
that.
So
the
question
is
going
forward
to
me:
that's
how
I
see
the
question
is
like
we
had
a
big
problem.
We
corrected
it.
You
know
now,
we've
got
another.
E
We
got
some
other
challenges
that
we
need
to
deal
with,
so
I
in
part
really
want
to
focus
on
going
forward
and
I
need
to
have
a
little
Assad
and
that
pay
and
classification
study
titled
really
drives
me
crazy.
I
think
this
is
a
fabulous
presentation
we
had
today
and
I
think
everybody
would
agree
and
is
inspired
by
it.
But
but
that's
not
what
this
is.
So
anyhow
tell
you
a
little
bit
about
this
tsunami,
that's
coming
and
how
we
can
best
in
your.
E
In
your
estimation,
around
health
and
human
services,
because
that's
that's
what
we're
talking
about
today-
I'm
hoping
we
talk
about
other
things
at
another
time.
But
what
is
it
that
the
future
workforce
that
we've
got
to
deal
with
and
I
really
appreciate
it?
Leases
summary
to
is
going
to
be
looking
for
in
terms
of
being
rewarded
for
performance,
would
would,
in
your
estimation
and
I'd
like
to
hear
from
miss
Eby
to
but
I'd
like
to
get
your
your
two
cents
worth
mr.
Maynard.
Certainly.
D
There
was
more
of
a
breakdown
between
men
and
women,
but
by
and
large
it
was
a
largely
male
workforce
in
the
intervening
years
to
2012
we've
seen
five
generations.
We
now
excuse
me
five
generations
in
the
workforce.
Every
one
of
these
generations,
as
Lisa
mentioned,
has
a
different
idea
of
what
they
want
from
the
workforce,
what
they
want
from
a
job
what
employment
means
to
them.
D
J
I
D
In
HR,
with
the
Office
of
State,
Personnel
and
I
do
employee
relations
work.
What
what
you
do
is
your
job
genex
people
not
so
much.
What
do
you
do
I
like
to
go
out
on
weekends
and
we
we
hit
the
clubs
and
you
know,
I'm
really
attached
to
whatever.
So
when
we're
talking
about
designing
a
compensation
and
a
rewards
program,
you've
got
to
look
at
each
one
of
these
generations
and
find
out
what
do
they
value?
What
do
they
not
value?
What
do
they
believe
me.
D
Boomers
are
content
to
put
time
in
and
wait
their
turn
and
pay.
Their
dues,
Gen
X
and
Gen
Y
I've
been
here
12
months
and
I
haven't
been
promoted.
Yet
what's
wrong
with
this
organization,
I
did
a
good
job.
A
Boomer
is
content
for
their
once
a
year,
performance
evaluation
and
then
possibly
some
sort
of
performance
base,
pay,
Gen,
X
and
Gen
Y
go
look.
D
Lisa
just
said:
I
did
a
good
job
where's
my
pay
raise
what
these
groups,
for
example,
the
generations
behind
the
Boomers
they're
interested
in
career
development,
they're
interested
in
job
opportunities
there.
They
would
much
prefer
from
what
I've
read
in
the
professional
materials.
They
would
much
prefer
an
opportunity
to
attend
a
regional
or
national
conference
with
other
people
in
their
field
of
work
where
they
could
network
and
learn
about
their
field
of
work,
possibly
make
themselves
more
valuable
in
their
own
job
or
to
other
employers.
D
They're.
Looking
for
opportunities
to
be
mentored,
they're
looking
for
opportunities
to
work
on
a
project,
boomers
tend
to
be
fairly
individualistic,
Gen
X
and
Gen
Y.
They
would
like
to
work
in
a
group.
Part
of
a
team
teamwork
is
important
to
them.
I
before
I
retired
I
supervise
a
team
of
primarily
Gen
X
employees
and
for
most
of
my
career
when
we
hired
somebody
into
my
group.
That
was
my
decision.
I
was
the
manager.
D
So
the
bottom
line
is
all
of
these
groups
are
looking
for
different
rewards,
not
necessarily
financial,
but
you
know
if
you're
talking
about
sending
somebody
to
a
conference
in
Chicago,
New,
Orleans
Denver,
that's
costing
money
taking
them
away
from
their
job,
but
still
that's
the
kind
of
thing
that
other
generations
other
than
the
boomers
will
find
good,
that
that
will
be
an
attractive
thing
to
them.
Late,
Lisa,
I'm,.
H
Actually,
thinking
did
a
great
job
answering
that
question.
I.
Think
the
exciting
part
for
me
is
understanding
that,
as
the
workforce
changes,
people
really
do
want
different
things
in
their
benefit
package.
They
also,
we
spent
a
lot
of
time
talking
about
benefiting
compensation
today,
but
a
lot
of
it
is
the
work,
culture
and
environment
and
again,
I.
Think
that's
where
buncombe
has
a
leg
up,
because
the
newer
workers
come
in
and
want
to
work
within
a
creative
environment.
They
want
to
work
within
an
innovative
environment.
H
It's
important
to
them
that
the
work
they
do
matters
and
I
think
that
we
have
that
as
an
employer,
I
think
having
single
mothers
and
single
fathers
in
the
workforce
and
the
kind
of
numbers
that
we
see
now
an
hour
creasing
to
see
create
challenges
for
us
to
with
the
kind
of
traditional
hierarchical,
bureaucratic
way
that
we
have
positions
and
I.
Think
as
we
move
forward,
we're
going
to
have
to
look
more
creatively
at
that
look
at
ways
to
have
permanent
part-time
positions
and
flexible
job
sharing,
and
things
like
that.
H
E
I'm
wide
open
to
thinking
through
how
we
developed
a
menu
that
has
that
meets
those
different
needs
and
not
one-size-fits-all.
So
I
really
appreciate
that
in
terms
of
kind
of
performance
rewards.
Mr.
Maynard,
would
you
kind
of
share
where
your
recommendation
about
how
to
reward
best
reward
performance,
because
that's
what
that's?
What
we're
doing
here
in
Buncombe
County
is
performing
well.
D
The
first
thing
that
that's
essential
when
you're
talking
about
rewarding
or
compensating
for
performance
is
you've,
got
to
have
a
very
solid
metrics
based
way
to
assess
performance.
You've
got
to
give
people
measures
up
front.
We
need
this.
We
need
this
many
errors.
It
needs
to
be
done
in
this
amount
of
time
and
then,
more
importantly,
you've
got
to
follow
up.
D
I
will
use
a
bad
example
here:
the
state
of
North
Carolina's
performance
management
system,
the
vast
majority
sixty
seventy
eighty
one
year
was
ninety-three
percent
of
employees
were
either
above
average
or
outstanding
that
doesn't
cut
it.
You
cannot
make
any
kind
of
decision,
a
decision
about
who
gets
to
go
on
a
training
trip
who
gets
to
go
to
a
conference
or
a
seminar
who
gets
a
bonus
who
gets
an
increase
in
their
base?
Pay.
D
Lisa
slide,
our
slides
talked
about
moving
on
poor
performers,
part
of
the
moving
on
poor
performers,
and
you
heard
Lisa
talk
about
it.
Several
times
is
working
with
people
who
aren't
meeting
the
standards
in
the
hopes
that
they
can
meet
the
standards
that
there's
some
reason
something's
going
on
that
you
can
turn
around.
So
when
you
have
a
system,
that's
based
with
these
metrics,
and
you
provide
that
regular
ongoing
feedback,
then
that
can
be
a
very
solid
system
for
determining
whatever
kind
of
performance-based
rewards
extra
paid
time
off
any
of
these
sorts
of
things.
H
Drake
and
I
have
such
a
good
relationship.
I
think
that
performance-based
is
is
not
a
good
idea
and
how
you
know
I
disagree
on
this
as
well
by
so
I'm
just
going
to
give
you
my
two
cents,
I
think
that
what
that
does.
Is
it
pits
worker
against
worker
I?
Think
that
the
research
shows
that
the
most
effective
work
environments,
our
team
environments?
We
know
from
the
diversity
and
inclusion
work
that
the
most
inclusive
teams
are
also
the
highest
performing
teams.
I.
H
Think
when
you
go
to
merit
based
pay,
you
Pit
one
worker
against
another,
because
every
it's
not
like
what
about
Lake
Wobegon
and
everybody
can't
be
above
average,
and
so
my
ability
to
make
more
is
going
to
be
impacted
by
the
other
people
on
my
team
and
so
you're
competing
from
an
individualistic
point
of
view
versus
a
teen
point
of
view.
We
know
that
the
efficiencies
that
we've
realized
have
come
through
a
team
process,
and
we
also
know
that,
as
he
just
said,
that
Gen
X
and
Gen
wires,
they
don't
want
individual.
H
They
don't
want
to
work
as
individuals.
They
are
geared
and
wired
to
work
in
teams,
and
so
I
really
feel
strongly
that
performance
base
pay
is
not
the
way
to
go.
I
think
that
you
provide
a
rich
benefit
package.
You
provide
a
good
work
to
life,
fit
you
provide
things
like
wellness
programs.
You
provide
ongoing
opportunities
for
learning
development,
which
is
so
cute
a
new
workers,
and
that
that's
the
way
that
you
reward
workers,
at
least,
and
that's
just
my
hump
I.
I.
E
E
Think
that
I
guess,
first
of
all,
before
I
kind
of
asked
about
I,
don't
even
worse,
we've
kensic
gone
through
it
almost
an
hour
and
40
minutes
of
presentation
so
where
to
go
backwards,
but
in
terms
of
I'll
just
jump
in
their
lease
another
one.
Who
did
this
one
Drake,
so
the
two
strategies
that
really
nailed
the
reduction
of
turnover?
E
That,
though,
as
he
agreed
to
it,
sounds
like
part
of
it
was
this
open,
enrollment
and
part
of
it
was
that
we
decided
to
match
or
lead,
and
that
makes
total
sense
to
me
in
terms
of
compensation.
Is
there
any
way
of
knowing
like?
Is
it
they?
Are
they
just
so
married
or
did
one
impact
one
more
than
the
other
or
in
do
you
know
other
counties
that
have
taken
that
on
since
then?
Maybe
that's
the
Lisa
question,
but
whoever
wants
to
jump
in
there.
Let.
E
D
Me
take
part
of
that
and
then
turn
it
over
to
Lisa
front
from
a
conceptual
standpoint.
They
each
stand
alone.
In
fact,
I
would
say
of
the
to
the
more
important
one
is
the
one
about
whether
to
lag
match
or
lead.
That's
that's
really.
The
key
compensation
strategic
decision
to
be
made
the
business
about
open
recruitment
was
more
of
a
tactical
decision.
That
is.
This
is
one
way
we
can
increase
our
pool,
particularly
our
pool
of
experienced
applicants,
we're
obviously
going
to
get
more
applicants
anyway,
if
we're
matching
or
leading.
D
H
H
To
my
knowledge,
we're
the
only
counting
in
North
Carolina
that
does
open
recruitment
and
we
actually
have
some
folks
coming
up
from
forsyth
county
next
this
week,
wherever
we
are
in
the
week
to
come
in
for
now
speak
with
us
and
watch
how
we
go
about
doing
that.
What
I
want
to
say
is
that
it's
actually
a
much
larger
question
along
with
the
open
recruitment.
We
also
start
an
intensive
focus
on
finding
workers
that
were
a
good
fit
for
the
work
that
was
required
of
them.
So
we
interview
workers
applicants.
H
It
takes
a
three
hour
process.
They
see
a
realistic
job
preview.
We
go
through
intensive
questioning,
that's
behavioral-based,
competency
questioning.
We
actually
give
them
a
case,
and
we
asked
them
to
ask
us
questions.
So
we
can
assess
the
risk
and
assessment
skills
and
then
we
have
them
do
a
written
summary
and
the
whole
hope
of
all.
That
is
that
we
have
people
that
are
a
good
fit
for
child
welfare
programs,
because
a
lot
of
people
come
and
see
that
see
a
higher
salary.
D
That
also
goes
back
to
Commissioner
Peterson's
question
director
stone
about
burnout,
because
when
you
put
these
people
through
this
process,
particularly
I
was
incredibly
impressed
with
that.
Here
is
what
it
means
to
be
a
social
worker,
and
it
was
not
all
puppies
and
kittens.
Let
me
assure
you
so
when
you're
weeding
out
people
who,
as
lisa
says,
oh
wow,
that's
a
higher
salary.
I
want
that
job
when
you're
getting
people
who
are
really
a
better
fit
for
the
job
you're,
also
down
the
road
dialing
down
the
possibility
and
the
level
of
burnout.
E
K
E
That's
good
to
know,
okay,
so
that's
what
will
either
decide
to
do
or
not
to
do?
I
guess
when
this
whole
comer
said
first
of
all,
a
couple
of
things
I'm
just
going
to
you
know,
put
out
there
that
if
we
don't
go
forward
anymore,
stay
that
I
hope
we
get
done.
I
hope
we
will
fix
our
policy
that
does
not
recruit
well,
when
you
have
to
have
six-month
waiting
period
for
health
insurance.
That
is
wrong.
E
It's
been
wrong
and
don't
tell
me
this
recruiting
tool,
because
it's
not
we're
going
to
be
forced
to
go
to
three
months.
Thank
gosh
this
the
federal
government
tells
us
do,
but
that
is
not
a
recruitment
tool
that
is
pitiful.
I
want
to
apologize
to
a
guest
to
the
to
the
the
department
leaders.
For
me
raising
my
hand
when
we
froze
well.
E
E
You
have
the
opportunity
to
have
this
level
of
health
insurance,
and,
if
your
afterwards,
you
only
get
these
options
and
to
make
it
even
worse,
we
call
the
limited
options:
the
pay
up
or
the
by
up
when
you're
not
really
even
being
able
to
buy
up
so
that
doesnt
sit
well
with
me,
either
and
and
I'm
not
familiar
with
any
other
entity
that
has
the
two-tiered
health
system.
That
doesn't
seem
fair.
That
doesn't
seem
like
a
very
good
recruitment
tool.
Also.
We
know
we
also
have
two
different
longevity
systems.
E
Let's
do
it
right,
but
to
kind
of
create
this
two-tiered
system
at
a
time
when
people
are
so
hungry
for
work
and
and
want
to
do
well,
it
just
doesn't
seem
fair
to
me,
so
those
are
some
things
that
I
hope
that
if
we
don't-
even
if
we
don't
talk
about
this
anymore-
that
we
can
at
least
try
to
try
to
address
as
well
as
develop
a
you
know,
celebrate
the
the
milestones
that
we've
reached
and
I
feel
like
we've
done
a
great
job
of
that
today.
But
what
about
going
forward
and
I?
E
You
know
two
for
me
that
I
mean
figure
out
trot,
so
I
can
feel
comfortable
that
we
are
in
the
right
ballpark
about
things,
and
it
makes
me
so
irritated
to
feel
like
asking
questions
somehow
means
I'm
going
to
I'm
trying
to
destroy
a
system
or
undermines
the
employees.
It's
like
I'm,
asking
questions.
That's
what
I'm
doing
and
I'm
going
to
keep
on
asking
questions.
That's
what
I
was
elected
to
do,
in
my
humble
opinion,
so
those
in
the
event
that
this
might
be
the
last
time
we
talked
about
it.
E
K
Like
to
address
a
couple
of
those
things
we
did
in
the
course
of
the
budget
say
we
would
wanted
to
recruit
first
at
entry
level,
where
we
were
not
a
bit
when
we've
not
been
able
to
recruit,
we've
begun
immediately
back
out
and
recruited
at
a
more
competitive
salary
so
that
we
can
hire
the
people
that
we
need
to
hire
and
I
think
that's
worked
well
for
our
departments
and
we've
made
those
adjustments
very
very
quickly.
Most
of
the
counties
have
a
two-tiered
system.
K
In
times
when
things
were
going
a
lot
better
and
people
wanted
to
see
some
reduction
of
the
benefits.
Most
counties
have
gone
to
a
two-tiered
system,
whether
it's
longevity
or
our
vacation,
or
in
several
of
benefits
that
you
have
so
you'll
find
that
you'll
find
that
up
and
in
our
municipalities
too.
So
you'll
you'll
see
that
that
as
a
practice
that
as
if
you
follow
the
jefferies
advice,
that's
the
best
way.
K
You
can
start
to
deal
with
some
of
the
costs
going
forward
and,
as
we
put
benefit
packages
together,
I
think
that's
all
new
employees
are
going
to
want
to
see
I
don't
want
to
leave
out
any
of
the
questions
that
you
have.
We
do
have
stress
in
our
workforce.
They
do
feel
like
their
benefit.
Packages
are
being
threatened,
that
is,
concerning.
We
have
1,400
employees
and
they
do
feel
like
their
benefits
are
threatened.
K
It
makes
it
hard
to
keep
morale
up
and
keep
people
working
and
focus
when
we
ask
them
to
deliver
well
over
a
hundred
percent
to
do
it
with
great
compassion
and
diplomacy
and
care
for
our
citizens,
and
they
love
the
work
that
they
do.
They
absolutely
love
the
work
that
they
do
and
I'm
proud
of
them.
I'm
proud
of
the
packages
we
put
together,
how
we've
changed
them
going
forward
and
there
out
there
are
areas
that
we
will
always
look
at.
K
We
look
at
them
all
the
time
as
a
management
team
to
see
what
we
need
to
do,
how
we
need
to
make
adjustments
what's
important
to
our
workforce
and
we're
in
touch
with
our
workforce.
So
I
do
appreciate
all
that
human
services
is
done,
I
think
the
results
that
you
see
or
are
just
phenomenal,
how
we
care
for
the
citizens
of
what
we've
done
for
them.
I
love
what
we
do,
I
love
being
able
to
serve
this
community
and
I
think
our
whole
workforce
does
and
I
appreciate
the
benefits
for
on
their
behalf.
K
I
is
real
emotional
for
me,
but
thank
you
for
having
supported
the
workforce
and
and
I'd
love
to
and
be
able
to
feel
confident
that
they
can
depend
on
the
benefit
package
that
they
have
and
get
back
focused
on
completely
focused
on
work
and
I'm.
Sorry,
if
that's
upsetting
to
anybody,
but
we
really
have
a
great
workforce
delivers
for
our
citizens.
They
deliver
for
them
every
day.
I.
G
G
The
commissioners
here
I
got
over
my
little
bit
of
emotion
to
begin
with
how
to
borrow
Kleenex
from
from
Donna,
but
I
want
you
to
know
how
much
we,
the
majority
of
us,
appreciate
what
you
do.
We
there
are
no
plans
by
the
majority
of
us
to
do
anything
to
to
dilute
the
compensation
package
that
you
get
and
I
appreciate
every
day
the
employees
at
Buncombe
County.
Thank
you.
German.