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From YouTube: Commissioner Work Session (August 14, 2018)
Description
Work Session of the Buncombe County Board of Commissioners from August 14, 2018.
A
B
A
C
D
E
C
C
C
So
much
the
position
they're
in
is
not
an
evil.
They
didn't
ask
for
any
event.
In
2016
the
lowest
paid
employees
promised
a
one-and-a-half
percent
raise.
They
did
not
get
it
until
I
here
and
a
half
later
and
those
are
the
most
vulnerable
and
some
of
the
strongest.
So
I
want
to
go
on
record
as
saying
I
support
them.
100%
really
question
this
conversation
or
changing
anything
for
them
at
this
time.
But
I've
said
that
everybody's
so
surprised.
C
A
A
A
You
know
full-time
job
and
they're
totally
committed
to
it.
So
I
just
want
to
echo
your
sentiments
about
how
much
we
appreciate
the
work
that
people
do
day
in
day
out
often
times
don't
get
a
thanks
for
it
maybe
may
not
get
recognition,
but
it's
important.
It's
the
key
services
that
this
county
government
exists
to
provide
and
people
do
a
great
job
with
it.
So
it's
our
most
important
asset
and
it's
a
great
people
here.
So
we
appreciate
that
idea.
B
A
Just
say
you
know,
this
is
a
work
session
where
this
is
just
where
this
is
a
discussion.
We
don't
make
any
formal
decisions
at
work
sessions
and
we're
not
going
to
take
any
action
today,
but
I
do
think
that
I
do
think
that
you
know
looking
at
the
compensation
for
public
employees,
which
includes
both.
A
Benefits
is,
it
is
a
really
important
responsibility
that
we
have
on.
We
need
to
look
at
it.
You
know
in
a
long-term
way,
because
since
in
some
ways
there's
a
lot
of
different
benefits,
I
agree.
We
want
to
increase
like
I,
think
we
tried
to
increase
pay
for
some
of
our
lower
paid
employees.
We
want
and
I
want
to
do
more
of
that.
I
want
to
I
want
to
support
that
more
I
think
there's
a
lot
of
different
positions
in
the
organization
that
we
need
to
compensate
at
a
higher
level,
but.
A
Side
because
the
benefits
and
the
pay
it
all
kind
of
goes
together
right.
We
want
to
figure
out
how
to
make
the
most
efficient
overall
use
of
those
taxpayer
investments
in
our
workforce.
So
there's
a
lot
of
decisions
to
be
made
there
about
which
pieces
of
it
we
want
to
do
more
in
which
of
them
we've
got
a.
You
know,
managed
in
an
effective
way
over
the
long
term.
So
I
think
this
is
just
an
important
discussion
for
us
to
have,
but
we're
not
here
to
make
any
decisions
about
it.
G
Just
agree
with
you,
a
lot
of
this
has
to
do
with
so
one
thing
I
did
want
to
start
off
with,
is
you
know,
there's
three
things
that
are
going
to
drive
the
county
budget
and
we're
getting
ready,
as
you
know,
and
over
to
kick
off
our
next
year's
budget.
So
those
three
things
are
that
the
increases
in
salaries
and
wages,
the
medical
insurance
plan,
cost-of-living
increases
that
we
look
at
there,
and
the
third
thing
is
is
how
much
money
you
appropriate
for
the
two
school
systems
that
we.
G
Most
of
those
are
what's
going
to
drive
your
budget,
and
two
of
those
will
be
discussing
to
some
degree
today
and
it's
the
chairman
said:
that'll
be
decisions
that
you
need
to
make
on
for
it.
So
today
we
want
to
go
over
three
areas.
One
is
a
plan
and
that's
been
under
studied
for
several
months.
We
have
consulted
how
they've
been
working
on
the
plan.
G
The
second
is
a
review
of
our
major
fringe
benefits
and
Kurt,
we'll
be
going
over
those
with
you
and
then
the
largest
fringe
benefit,
and
that's
health
insurance
and
I'll
be
going
over.
That
and
Kurt
will
probably
make
some
additional
comments
on
that
as
well.
So
that's.
What
we're
here
today
to
talk
about
is
those
three
areas
we're
presenting
them.
G
Second,
you
really
cannot
talk
about
employee
concentration
without
looking
at
the
other
part
of
it,
which
is
fringe
benefits.
So
once
we
finish
discussing
the
pay
plan,
we
will
update
you
on
how
our
major
fringe
benefits
compared
to
other
North
Carolina
counties
in
the
top
ten
in
population
and
for
those
of
you
don't
know
we're
number
seven
in
population
in
these
states.
So
that
is
our
peer
group.
Third,
we
need
to
make
decisions
in
September
on
the
health
insurance
plan
so
that
we
can
conduct
employee
open
enrollment
in
October.
G
You
may
recall
our
plan
is
a
January
to
December
planner,
so
in
October
is
when
all
of
our
employees
make
their
various
elections
during
open
enrollment.
So
again
we
have
to
have
some
decisions
made
on
that
health
insurance
plan,
at
least
by
the
second
meeting
in
September,
so
that
they
have
time
to
prepare
everything
and
then
start
opening
bone
found
yet
too
late
October
and
it
takes
a
while
to
get
all
that
information
together.
G
In
addition,
we
will
also
compare
them
to
the
city
of
Asheville
and
the
North
Carolina
state
plan
as
all
state
employees,
including
teachers,
school
administrators,
community
college
personnel,
North,
Carolina,
d-o-t
and
other
state
agencies
are
all
under
this
plane,
so
that
will
cover
all
of
the
major
public
employers
in
Buncombe
County
and
show
you
how
our
benefits
compared
to
them,
as
well
as
the
other
kind
top
ten
counties
in
population
in
North
Carolina.
As
the
chairman
said,
we
are
not
asking
for
a
vote
on
anything
today.
G
This
is
strictly
an
informational
session
to
brief
you
on
how
it
compared
to
these
other
entities
and
that
sometime
in
September,
we
will
be
presenting
options
for
the
health
insurance
plan.
As
I
told
you
we'll
need
to
have
that
in
place
before
October,
so
we
can
do
the
open
enrollment.
We
will
also
be
presenting
the
pay
plan
for
your
approval
again
sometime
in
September,
and
then
we
will
also
begin
the
process
of
bringing
options
on
some
of
the
other
fringe
benefits
for
your
approval
as
much
as
possible.
G
We'd
like
to
get
these
decisions
made
by
the
end
of
September.
As
we
begin
the
budget
process
for
fiscal
year
2020
in
October
I
want
to
thank
Kirk
Euler
of
our
risk
management
staff
and
also
Heather
Parkinson
of
performance
management
for
their
detailed
research
on
what
these
other
jurisdictions
fringe
benefits
are
and
also
preparing
all
the
charts.
G
So
with
that
I'd
like
to
start
as
the
agenda
shows,
we
want
to
have
the
pay
plan
discussion.
First,
with
that,
let
me
introduce
the
folks
from
Evergreen.
First
of
all,
evergreen
solutions.
Lls
is
a
man,
public
sector
management,
consulting
firm
specializing
in
working
with
local
government
systems
across
North,
Carolina
and
44
other
states
across
the
nation.
Evergreen
solutions
is
a
historically
underutilized
business
in
the
state
of
North
Carolina
and
certified.
G
G
Miss
Berkeley
has
been
an
HR
professional
for
over
30
years,
she's
directed
or
served
on
a
number
of
public
sector
projects
in
North
Carolina
local
government
such
as
Guilford
Gaston
and
New
Hanover
County,
in
addition
to
a
number
of
projects
nationwide.
In
addition
to
bringing
extensive
public
sector
HR
knowledge,
Nancy's
team
provided,
qualitative
and
quantitative
analysis,
delivering
well-rounded
support
can
be
the
needs
of
our
classification
and
compensation
study.
I
I
This
is
just
kind
of
a
high-level
timeline
of
what
we've
completed,
what
we
have
remaining
but
again
today,
what
we've
completed
is
what
we
call
employee
outreach.
Very
briefly,
outreach
was
when
myself
and
other
consultants
came
here
to
the
county,
visited
and
talked
with
employees
about
a
couple
two
things:
one
was
we
presented,
what
the
study
is
about,
or
was
about,
and
their
participation
in
the
study
which
was
completion
of
something
called.
I
We
also
offered
to
those
employees
who
couldn't
attend
one
of
those
meetings
by
virtue
of
Survey
Monkey
tool.
Employees
to
participate,
give
us
input
in
that
way
as
well.
We
outreach
the
analysis
or
assessment
of
current
the
current
pace
system.
I'll
show
you
that
at
a
high
level
again,
just
that's
a
look
that
we
always
do.
I
Looking
at
the
current
pace
system
and
where
salaries,
individual
salaries
are.
The
primary
focus
of
the
study
is
about
the
structure
where
your
structure
is
or
isn't
comparison
to
your
peers
and
those
recommendations
and
some
what
about
individual
salaries
or
so
about
the
implementation
plan
of
how
individual
salaries,
those
employees
here
at
the
county,
how
they
would
be
affected
or
not
affected
by
by
changes?
We
would
recommend
in
the
pay
structure,
review
the
county's
compensation
philosophy.
I'll
spend
a
few
minutes
on
that
key
elements
of
a
compensation
philosophy.
Again
very
important.
I
The
supervisors
all
also
had
a
tool
called
a
management
issues,
tool
that
they
can
recommend
changes
to
classifications,
or
maybe
compensation,
I
think
this
job
title
is
incorrect
or
I.
Think
it's
hard
to
recruit
or
retain
people.
They
could
give
us
some
very
direct
input
in
that
regard
as
well,
but
in
that
internal
equity
analysis
we
actually
did
reviewed
and
analyzed
compensable
factors
as
well
and
came
up
with,
what's
called
a
point
factor
system,
the
compensable
factor
scoring
for
each
of
the
job
classifications.
I
Externally
then,
we
looked
at
okay
for
benchmark
classifications,
which
I'll
get
into.
How
did
how
did
your
salary
structure
compared
to
peers?
So
you
get
market
data,
get
internal
data,
external
internal
hierarchy
and
external
market
data,
so
come
into
play.
We're
making
our
recommendations
for
the
case
structure
and
individual
slotting.
The
classifications.
I
We
then
developed
a
competitive
pay
structure.
We,
as
I
just
mentioned,
we
individually
slotted
or
made
classification
a
great
play
range
assignments.
Not
it's
not
just
one
sweeping
type
of
thing.
We
make
individual
pay
grade
assignments
for
every
classification,
and
then
we
developed
options
for
the
county
and
how
you
would
potentially
implement
the
new
pay
plan
for
the
revised
pay
plan
and
work
with
the
county
on
talking
about
the
different
reasons
why
you
would
or
would
not
select
any
of
those
options
and
and
work
with
the
county.
E
I
D
I
I
Feedback
from
employee
outreach,
okay,
so
this
is
like
the
collective
high-level
some
of
the
comments
from
the
focus
group
sessions
or
energy
benefits
reviewed,
as
you
know,
a
strength
definitely
for
attracting
and
retaining
employees
there.
The
comment
about
need
to
ensure
accuracy
between
job
titles
and
job
descriptions.
That's
a
fairly
typical
comment
that
we
get
most
of
studies.
We
do
quite
frankly,
you
know,
hey
my
job,
the
job
title
necessary
worth
like
everything
that
I'm
doing.
I
The
employees
weren't
certain
about
that
because
they
didn't
really
understand
or
know,
but
that
structure
was
now
pause
here.
A
minute.
We
typically
hear
salaries
aren't
pretty
much.
Nobody
tells
us
they're.
You
know
super
competitive,
her
whatever
wherever
we
go,
we're
doing
his
study,
but
this
was
a
comment
that,
when
we
discussed
that,
what
would
you
like
to
see
changed
about
that?
Or
do
you
even
understand
that
this
came
out
is
probably
fairly
consistently
that
employees
just
didn't
generally
know
they
felt
generally
I'd
say
again:
this
is
a
smaller!
I
You
know
it's
perception
of
the
group,
the
people
who
talk
with
but
generally
thought
that
was
probably
competitive,
really
weren't
certain
didn't
really
understand
how
these
salaries
progressed,
etc.
So
just
note
that
that's
something
that
probably
could
I
would
say,
probably
in
the
future,
maybe
be
improved
on
that.
You
know
more
knowledge
about
that
performance
evaluation
process
that
it
has
little
value
since
pay
is
not
tied
to
performance.
I
I
So
was
something
we
also
do.
This
is
just
part
of
our
methodology
and
our
studies
as
we
look
at
what
we
call
assess
at
the
current
conditions.
I
know
you
can't
see
all
this
just
wanted
to
be.
You
know,
say:
here's
your
current
pay
plan.
This
is
the
current
pay
plan,
with
with
the
48
grades
and
range
spreads
from
minimum
to
maximum
left
to
right.
I
can't
call
it
a
53%
that'll
come
up
again
here.
The
minimum
talk
about
this
range.
That's
fine!
You
have
an
open
range,
not
step
plans.
Okay,.
I
Okay,
here
we
analyze
the
distribution
of
voice
salaries
across
the
current
pay
ranges.
So
if
you
take
the
entire
structure
and
there's
more
detail
on
like
this,
but
this
is
total
in
total
hired
structure,
I
mean
you
took
that
structure
that
50%
range
bred
into
quartiles,
25%
25%.
How
would
this
salaries
alter?
Where
would
they
fall
and,
as
you
see
here,
14%
40.1%
fall
at
the
second
quarto
23
8
verse,
29.
Third,
six:
point:
nine,
four:
okay!
I
So
what
do
we?
What
do
we
do?
What
do
we
say
about
that?
This
is
the
time
you're,
sometimes
a
good
question.
So
what
what
should
that
look
like,
so
my
comment
to
that
is:
typically,
okay,
so
we're
I
call
it
the.
Where
should
salaries
be
well,
I
would
say
this
should
represent.
Where
you
believe
you
know,
salaries
should
be
based
on
your
compensation,
passing
how
you
progress,
salaries,
the
market
etc.
So,
where
they
should
be,
you
know,
is
just
right.
Is
it
wrong?
Is
it
what
have
you?
I
Okay,
you
tell
me:
where
should
salaries
be?
In
other
words,
should
they
be
more
around
the
second
and
third
quartile
that
something
might
seem
over
here?
As
you
move
more
towards
a
performance-based
structure,
you
might
see
more
bell
curve
around
the
second
and
third
quartile
again,
not
necessarily
that
she
forced
the
salaries
there,
but
that's
a
typical
kind
of
the
structure
or
where
you'd
see
those
distributions.
If
you
had
a
paper,
brushin
methods
or
method
that
was
based
on
time
alone
with
time
County
what-have-you,
the
salaries
should
be
distributed
exactly
according
to
that.
I
I
If
your
range
is
competitive
with
your
peers,
then
the
midpoint
represents
from
a
comp
and
buy
standpoint
compensation
standpoint
where
most
employees
would
expect
to
have
their
salaries
if
they're
performing
proficiently
and
satisfactorily
around
the
midpoint.
So,
generally
speaking,
closer
to
the
first
quartile,
you
know
minimally
qualified
and
experienced,
hopefully
progress
towards
that
midpoint.
So
it's
a
it's
a
goal
or
argot,
maybe
for
some
of
our
clients
today
to
try
to
get
salaries,
at
least
towards
that
closer
toward
that
midpoint,
or
slightly
that
beyond
salaries
in
the
first.
The
fourth
quartile
are
being
paid.
I
I
So
we
looked
at
the
compensation
philosophy.
Ask
these
questions
basically
in
the
key
elements,
because
again
it
had
bearing
on
how
we
compared
data
and
what
we're
recommending
so
from
a
market
position
question
it
was.
Where
do
you
want
to
be
in
the
market?
You
know
with
your
peers,
considering
awesome
Lincoln
Center.
Where
do
you
want
to
be-
and
we
understand
that
you
want
to
have
a
competitive
structure?
I
Okay,
that
your
pay
practices
that
you
want
to
I'd,
say:
I,
think
you
know
continue
basically
having
them
be
equitable,
somewhat
flexible
and
talking
about
new
higher
salary
practice
promotion
practices,
any
of
those
pay
practices,
okay-
and
that
tends
to
lend
itself
very
well
to
the
next
thing,
which
is
the
pay
plan,
design
open
range.
You
have
an
open
range
plan.
You
want
to
continue
to
have
an
open
range
plan.
Okay,
pay
increase
methods.
I
How
does
that
come
into
play?
What
we
want
to
understand
wanted
to
understand
that
for
the
recommendations
that
we
made,
how
to
place
current
employee
salaries
in
that
new
structure,
with
the
understanding
that
you
now
have
primarily
are
really
happy
across
the
board.
Type
of
pay,
increase
methods
that
you
were
moving
towards
or
will
move
towards,
I
probably
should
say
and
employ
performance-based
pay
increases.
A
I
This
all
comes
into
play
she
can
well
imagine
it
seemed
to
to
us
interview
finger
typing
this
meeting,
that
there
was
not
consistency
and
that
those
practices
were
generally
unknown
and
that
there
wasn't
a
clear
understanding,
I'm
gonna
call
it
so
you
have
a
structure
and
I'm
I
know
I'm
using
my
hands,
I
hope,
you're,
okay,
with
moving
from
left
minimum
to
right
through
their
range
somewhat
more
of
an
understanding
of
moving
up
Russian.
Now
that
movement
up
is
generally
considered
promotion
to
a
next
level
when
a
job
actually
changes.
I
So
a
good,
well-balanced
comp
in
class
or
compensation
structure
has
ranges
that
are
generally
somewhat
like
your
peers
and
a
good
balance
of
this
too.
So
you
get
promoted
so
how
that
ability
get
promoted
when
the
job
actually
changes.
You
have
an
opportunity
to
go
to
a
job.
That's
different
I!
Have
you
in
that
there's
opportunity
to
move
your
salary
I'm
here
to
the
right,
so
pay
increase.
I
Classification
or
review
you
probably
can't
breathe
this
for
long
you've
got
a
copy
in
your
packet.
This
is
just
an
example.
We
reviewed
all
the
employee
input
we
where
we
believe
appropriate,
made
some
sort
of
broad
title
change.
Recommendations
in
this
case
is
representing
a
snapshot.
It's
not
every
single
one
of
these
positions,
that
is
it
like
an
administrative
clerical
type,
but
so
that
we'd
have
some
consistency
across
the
county.
So
if
I'm
in
one
department,
you
know
if
I'm.
I
Doing
the
essential
same
essential
job,
these
different
specific
ones
for
a
different
department,
same
essential
job
duties
that
somebody
another
department
is
doing
at
that
level,
so
that
was
a
that
was
something
we
talked
about
as
a
team.
The
study
team
as
well
trying
to
kind
of
get
to
and
something
that
we
do
quite
frequently
in
infants
for
many
of
our
clients,
try
to
broaden
those
that
we
can.
So.
I
This
is
just
an
example
of
what
we
did
for
those
administrative
support
type
of
positions,
but
it
gave
you
some
ideas
there
I
would,
from
a
broad,
broad,
broad
perspective
of
classifications.
I,
wouldn't
say
that
you
needed
you.
We
did
some
changes.
We
didn't
do
like.
Oh,
my
gosh,
the
whole
kind
of
structure
was
incorrect.
Okay,
so
we
made
the
appropriate
recommendations.
Those
will
be
in
the
report,
and
we
made
these
broad
ones.
I
Okay
for
the
compensation,
the
external
equity
part
of
the
study
we
conducted
a
salary
survey,
so
these
18
peers,
who
we
collected
or
had
data
for
from,
have
you
you
did
it
just
all
of
that
for
the
cost
of
living
here.
So
it
is
all
when
I
show
you
the
results,
the
overall
results-
it
is
all
adjusted
for
cost
of
living
here,
and
these
were
the
targets
that
are
listed
here
are
ones
that
we
would
have
identified
and
were
identified
as
well
by
the
county
as
being
your
ears.
I
So
for
different
classifications,
some
might
have
been
ahead,
had
a
differential
that
put
them
had
her
I'm
sorry,
you
were
ahead
of
them,
and
the
market
wouldn't
be
averaged
all
that
data
together
we
had
five
response:
nine
responses,
however
many
responses.
We
averaged
that
together
in
some
cases
you
were
behind
so
not
a
whole
ad.
Five
classifications
are
at
this
point
right
here.
That
shows
nine
percent
ahead.
Five
point:
one
percent
two
point:
seven,
but
collectively
together,
take
everything
together
and
say
in
total.
I
This
structure
is
currently
about
nine
point:
nine
percent
above
okay,
a
competitive
position
at
the
average
on
the
market.
Here's
five
point,
one
at
the
midpoint
and
two
point:
seven
now:
the
peers
also
had
salary
range
widths
of
a
on
average
of
63%
years
are
currently
53%.
There's
a
little
bit
of
this
of
that
differential,
probably
seen
at
maximum,
but
all
in
all
right
now
structures
a
little
head
of
mobile.
I
Okay
again
it
points
to
consider
market.
This
is
what
I
mentioned
before
and
again
all
benchmark.
All
benchmarks
were
not
necessarily
header
behind.
Now.
How
do
we
utilize
all
that
data
from
that
85
benchmarks?
We
took
a
compensable
factor
score
I
mentioned
from
that
intellect,
but
a
piece
mind
it
with
the
data
for
those
85
benchmarks,
knocked
in
progression,
analysis
team
up
with
predicted
midpoints
for
every
single
classification,
and
that
was
our
first
starting
point
when
they
get
individual
spotting
of
classifications.
I
First,
we
said:
how
do
what
do
we
want
to
do
for
a
patron
again
going
back
to
the
conversation
flossing,
you
still
wanted
enough
range.
You
were
already
competitive,
so
we
modified
we
design
slightly.
The
plan
we
went
from,
we
suggest
going
from
the
current
3%
range,
fits
with
your
peers
on
average
or
63
to
65
percent.
I
More
like
your
peers,
and
why,
65
again,
that's
saw
you
above
the
peers,
it's
a
little
room
for,
and
this
was
a
discussion
we
had
with
the
county,
potentially
giving
some
other
types
of
pay
incentive,
perhaps
as
a
bot
or
the
notional
up
or
progressing
salaries
more
in
that
range
to
the
right.
So
you
have
enough
room
to
do
that.
A
C
B
J
C
I
C
A
F
I
Typically,
how
that
is
handled
is
what
common
quest
terminology
they're
ready.
We
call
red
circle,
so
the
salary,
generally
speaking,
stays
the
same.
It's
frozen
until
such
time
as
you
know,
there's
a
study
that
says.
Oh,
that
range
or
for
whatever
reason
you
change
those
ranges
that
dues,
yes,
that
is
absolutely
general
comping
class,
but.
K
G
G
I
Yes,
salaries,
personnel
again
places
do
things
differently
of
giving.
You
know
a
lump
sum.
Some
will
give
a
cola,
and
some,
if
you
have
a
let's
just
say
you
had
a
you,
had
a
cola
and
a
merit-based.
You
know
part
of
your
budget.
You
gave
up
across
the
board
and
a
performance
base.
I've
increased,
some
of
our
clients
will
say:
do
you
want
everybody
to
get
that
Cola?
I
I
I
One
being
the
most
appropriate
and
discussions
with
the
county
at
this
point
in
time,
particularly
where
you
are
with
not
philosophy,
cetera
that
you,
but
you
do
what
we
call
bring
employee
salaries
to
the
new
numbers,
any
employee
salary,
that's
below
the
new
minimums,
a
great
and
increased
their
salary
fell
below
that
that
they
would
get
in
an
adjustment
to
get
to
that
new
math
because
put
the
new
plan
in
place.
You
want
all
salaries
within
that
plan
on
the
bottom
and
you
definitely
want
all
salaries
in
that
plan.
I
I
Other
adjustments,
any
of
those
salaries
and
the
court,
you
know
beyond
that,
it
just
brings
those
employees.
We
do
a
calculation,
you
know
all
the
salaries
and
say
who's
below
that
bring
them
to
this,
and
that
would
be
paying
anyway.
Sorry
costs
one
hundred
twenty
seven
thousand
seven
hundred
thirty
one.
A
G
G
G
G
I
To
do
that
because
they
fall
out
because
either
we
change
either
we
was
a
classification,
we
didn't
change
the
title
anything
we
just
saw
its
below
in
the
market.
Needn't
be
brought
up
for
the
hierarchical
that
comparison,
or
we
saw
that
the
individual
needed
to
have
a
classification
change.
It
could
be
any
one
of
those
things
but
for
whatever
reason
there,
what
we've
said
that
new
classification
should
be
now.
We
just
simply
look
at
all
the
individual
salaries
as
a
probable
open
minimum
that
we've
recommended.
Yes,
no
and
the
investments.
I
You
thank
you.
What
we
have
okay
so
now
that
same.
Remember
that
assessment
that
we
did
where
your
salary
structure
was
in
comparison
appears.
We
do
this,
we
do
what
I
call
the
after
the
after
picture
is:
okay,
let's
take
now
that
those
new
ranges
that
we
came
up
with
relate
them
in
comparison
to
what
we
got
from
the
data
and
said:
if
we
were,
we
were
analyzing
the
new
implemented
structure.
I
Where
would
that
structure
be
now
remember
we
aren't
sitting
here
trying
to
we
aren't
going
from
this
point
so
where
we
got
was
here
and
it's
averaging
some
things
together
too.
So
now
your
plan
would
be
not
by
intention
necessarily
okay,
but
just
slightly
I'm
gonna
call
this
slightly
ahead,
not
much,
but
slightly
ahead.
I
Basically,
us
conducting
the
salary
survey
using
the
new
data
new
range
data
that
makes
sense
okay,
and
then
we
also
do
this,
which
is
that
same
assessing
again
of
where
the
individual
salaries
would
fall
and
the
quartiles.
Now
with
that
new
plan
implemented
and
again,
because
of
that
stretching,
if
you
little
at
those
sorry
which
is
a
bit
you're
gonna,
have
some
of
that
in
that
second
court,
a
little
bit
more
in
that
second
quartile
quite
falling
out
of
that
third
back
into
this,
so
you
now
have
this:
it's
a
little
bit.
I
I
Next
steps,
we
as
we
see
them
for
the
Academy,
communicate
study,
results
to
employees,
review,
paint
practices,
revise
as
necessary
and
again
with
whatever
the
compensation
philosophy
is,
of
course
they
should
be
fiscally
responsible
and
competitive
with
peers.
You
are
competing
in
general
with
much
I'm
gonna
call
it
much
more
flexible
paint
promises
today
in
the
public
sector
than
probably
existed
20
years
ago,
where
twenty
years
ago
I'd
say
look
for
the
compensation
philosophy
for
moral
mind
where
people
started
I'm
over
generalizing.
I
If
it
started
to
generate
the
minimum
and
progressed
through
now,
you
may
be
competing
with
somebody
saying
well,
I
can
offer
you
know.
I
can
go
work
with
a
gear
for
$5,000,
more
and
sometimes
I'll,
see
a
client
will
say
that
yeah
say
is
that
because
the
structure
isn't
competitive
or
because
they
have
a
pay
practice
that
allows
them
to
give
a
more
a
higher
salary
at
the
starting
salary?
I
You
are
sorry
practices,
so
those
pay
practices
have
an
effect,
just
as
you
know,
as
much
sometimes
as
the
rain
machines
develop
a
plan
to
move
to
employee
by
omission
process
link
the
performance
pay
increase.
If
that's
what
you
want
to
do,
fellow
financial,
solid
plan
to
do
that,
where
you
have
consistency
with
evaluation,
etc
administer
maintain
the
new
plan.
Eight
pay
great
changes.
Adjustments
is
necessary,
so
we
build
these
plans,
as
you
saw
it's
really
slightly
ahead
of
the
market
now
to
be
good
for
at
least
probably
three
years
with
some
minor
maintenance.
I
So
if
you
had
a
new,
if
you
had
a
new
position,
you'd
certainly
have
to
assign
a
grade.
That's
part
of
the
training
we'll
get
to
the
HR
staff
or
if
you
have
a
position
that
becomes
less
competitive
in
the
market,
and
you
think
oh
we've
got
to
analyze
this
again.
You
might
need
to
regrade
that
position
free
slot.
I
If
you
do
that
maintenance,
you
don't
have
to
change.
Even
with
the
cost-of-living
increase
across
the
board,
you
don't
have
to
move
that
plan.
So
plan
should
be
good
for
probably
about
three
years.
Five
years
with
every
three
to
five
years,
we
recommend
the
full
content
classes.
You
generally
recommend
a
what
we
call
a
compensation
update
after
three
years.
Just
to
see
does
the
plan
need
to
move
ship,
so
we
have
again
to
prepare
the
reports
both
draft
and
final.
It
reminds
job
descriptions.
We
can
provide
training
and.
G
Nothing
can
change
on
it
without
a
further
resolution
of
the
board,
so,
for
instance,
if
Margaret
goes
through
the
evaluators
three
other
positions
makes
you
maybe
had
turnover.
So
we
were
saying
we
probably
alone
she
would
come
back
to
you
and
we
would
ask
you
to
pass
another
resolution
which
amends
this
paper,
so
nobody
in
administration
can
adjust
this
paper.
G
A
A
Your
philosophy
around
compensation
strategy
right
so
so,
if
we
are
going
to
bring
in
this
performance-based
element,
give
it
that
more
emphasis-
and
we
have
in
the
past
I'd
like
to
just
hear
more
about
that
and
it's
something
I'm,
certainly
open
to
I
mean
it
kind
of
it
sort
of
it
has
an
intuitive
appeal
right.
Someone
really,
you
know
goes
above
and
beyond.
You
know
encouraging
that
recognizing
that
I
mean
there's
a
lot
to
like
about
the
idea,
but
you
know,
but
it
is
I,
don't
know.
A
What
do
you
see
is
the
pros
and
cons
know
about
it.
Cuz
it.
You
know,
I,
guess
just
you
know
a
lot
of
businesses
do
this
and
I
think
in
the
business
context.
There's
a
lot
of
reasons
for
that,
but
it's
less
common
in
public
sector
organizations
isn't
that
right
and
I
don't
know
I
mean
just
in
terms
of
some
of
the
different.
Is
this
something
that
you
would
see
being
applied
to?
A
I
B
I
Know
in
this
area
of
South,
Carolina,
Georgia
Florida,
certainly
we're
definitely
seeing
more
move
toward
performance
base
increases
in
various
manners.
Some
have
a
five-year
plan.
Do
that:
okay,
which
is
perfectly
fine
but
deaf
I'd,
say
or
are
moving
towards
that.
Is
it
all
the
whole
entire
structure
there
there
I
can
guarantee.
There
will
be
people
who
would
say
well,
it
won't
work,
it
can't
work,
it
does
work,
it
doesn't
work
whatever,
of
course,
I
understand.
We
understand
all
that
there
are
things
that
you
have
to
put
in
place
to
make
it
work.
I
Well,
consistency,
the
training,
there's
what
I
call
normalization
or
evaluation
of
rating
Mary
and
I
need
to.
Thank
you,
Mary
for
letting
you
marry
and
I
would
need
to
hear
both
supervisors
be
evaluating
the
same
manner
to
have
consistency
not
to
work
well.
Otherwise
you
start
getting
them.
You
know
Nancy,
like
somebody
so
she's,
just
giving
it
whatever
here's
all
the
reasons
not
to
go.
There
are
methods
to
help
so
that
we
are
in
fact,
in
the
same
way,
so
all
that
discussion,
aside
more
or
moving
towards
that
some
more
aggressively.
I
I
You
know
how
long
people
within
here
tenure
generally
generally
would
equate
to
higher
level
performance,
but
it
doesn't
always
you
know
so,
but
it's
what
do
you?
What
does
the
County
value
just
time
in
those
things
we
want
to
see
that
we
value
people
performing
differently.
We
want
to
differentiate,
I
would
go
from
the
you
know,
just
kind
of
a
brainstorming.
What
do
you
want?
What
do
you
want
to,
or
how
do
you
want
to
progress
and
then
come
up
with
now?
I
That's
what
I
want
to
go
to,
and
it's
probably
a
five-year
plan,
because
for
right
now,
we've
got
to
phase
out
this.
We've
got
to
do
this.
We
want
to
still
you
know,
compensate
for
what
have
you
some
will
do.
Many
more
are
going
more
towards
I
should
say
those
that
are
going
towards.
Let
me
correct
that
performance
based,
perhaps
a
across
the
board
and
a
portion
performance
based.
Maybe
not
the
total
increase,
I
see
that
I
see
that
for
in
the
public
sector,
but
there
are
ways
to
do
performance
base.
I
Union
County,
for
example,
has
a
performance
base
very
have
a
goal
of
trying
to
reach
stated
goal
of
employees
with
performance
based
increases.
One
that's
been
in
place
for
several
years
of
trying
to
get
employees
to
that
midpoint
in
a
certain
amount
of
time.
That's
that's
more
aggressive.
You
know
more
assertive,
more
aggressive.
Whatever
you
know,
fine,
then
I
see,
generally
speaking,
but
again
all
sorts
of
ways
of
doing
at
it.
It's
that,
where
should
I
always
be
I
think
we
should.
I
You
know,
reward
this
I
think
we
should
we
reward
that
at
sixty-five
percent
range.
If
you
adopt
this
new
plan,
I
think
we
should
give
more
or
incentives
people
get
a
additional
certification
that
benefits
the
county
as
well
as
it
benefits
me
is
an
employee.
We
want
to
give
something
more
there.
That's
some
reason
for
us
saying
when
we
thought
there
should
be
65
percent
to
give
you
some
leeway
there
to
have
that.
I
C
C
Who
was
in
who
was
out
that
kind
of
thing,
so
it
was
very
arbitrary
and
then
you
had
other
employees
who
stayed
in
that
same
job
classification
and
getting
the
cola.
So
we've
come
to
a
very
unfair
arbitrary
system,
so
I
would
think
before
we
do
anything
like
that.
Everything
would
be
really
well
articulated.
Like
you
said,
training.
F
C
F
B
F
When
it's
successful
that
we're
really
works
is
when
you
have
the
training,
because
the
key
would
performance
base,
if
you
don't
be
successful,
you've
got
to
have
katraine
the
trainee
and
everybody
has
got
to
be
consistent
because
what
I
saw
in
managers
working
for
me.
That
was
a
serious
problem
at
one
time.
It's
because
I
looked
at,
we
weren't
consistent.
You
know
we
had
some
that
were
doing
it.
The
way
it
should
be
done.
Others
say
we're
doing.
G
And
exactly
right,
you've
got
to
have
the
Bowie's
have
the
training,
particularly
the
supervisory
people
that
are
going
to
be
evaluating
people,
and
it's
got
to
be
a
very
clear-cut
process
and
there's
got
to
be
review
step
sentences,
for
instance,
jurisdiction,
I
was
last
and
believe
it
or
not.
Our
a
chart
directly
read
every
evaluation
and
evaluation.
B
G
G
For
your
situation,
I
don't
see
being
able
to
do
this
in
less
than
18
months,
and
let
me
explain
why
you're
you're
not
going
to
have
a
new
manager
on
board,
probably
tell
every
person
in
here,
and
they
should
have
been
put
into
developing
this
system
once
they
get
here,
then
we
put
in
an
interim
HR
director,
so
they
need
to
fill
that
slot
and
obviously
in
interviewing
for
both
of
those
positions,
we
should
be
asking
about.
What's
your
philosophy
on
pay,
should
we
be
going
to
this
type
of
system,
and
how
would
you
do?
G
How
would
you
exactly?
How
would
you
end
where
be
done
if
the
folder,
and
if
they've
done
it,
they
ought
to
be
able
to
lay
it
out
for
you
exactly
how
they
anyone
so
once
you
get
those
people
in
place
now
you're
looking
at
the
spring
at
the
earliest,
and
it
would
take
at
least
a
year,
so
I
would
think
you're
not
looking
at
doing
this
for
serving
on
this
fiscal
year
and
probably
not
the
next
a
year
after
because.
F
C
G
Those
year
and
a
half
two
years,
hopefully
we're
doing
that,
but
your
points
well
made
on
that.
But
but
that's
that's
basically
have
I
guess.
Let
me
just
give
you
a
little
bit
of
background
because
you're,
probably
thinking
well,
how
does
this
work
through
the
budget
process?
Typically,
what
would
happen?
Here's
the
manager,
my
manager,
makes
a
budget
proposal
to
Hue
every
year.
So
typically,
what
would
happen
is
the
manager
and
in
my
budget
message
to
you
I
would
say
I'm
recommending
that
you
have
a
salary
and
benefits
pool
of
X
percent.
G
Let's
just
use
for
that's
a
two
and
a
half
percent.
Okay.
The
way
we
would
do
it
at
the
budget
to
keep
it
simple
for
Eric
and
finance.
Is
you
don't
infuse
that
throughout
the
budget,
the
reason
for
that
is
I,
don't
know
if
you're
going
to
prove
two
and
a
half
percent
you
may
want
to
do
more.
You
may
want
to
see
the
list
if
we
put
it
throughout
every
department.
If
you
change
it,
they've
got
a
tremendous
job
to
backtrack
there.
G
G
E
G
The
pool
of
money
into,
but
now
what
we
did
is
we
would
wait
until
the
forward
and
voted
on
the
budget,
because
until
you
approve
the
pool
the
department
heads
don't
know
how
much
money
they've
got
to
work
with,
so
you
can't
can't
really
do
it
earlier
than
have
until
the
fourth
vote.
So
that's
June
right.
G
B
G
Have
time
to
go
through
the
evaluation
process
and
there's
two
there's
two
theories
on
that
one
is
you
can
do
it
at
anniversaries,
which
I
do
not
recommend
or
you
can
do
it
all
at
once
reason,
I,
don't
recommend.
Anniversaries
is
people
who
have
anniversaries
in
the
first
half
of
the
year,
we're
going
to
get
the
money.
Did
the
people
in
the
back
half
get
here
is
probably
oh
I'm,
sorry
money's
gone,
but
what
we
do
is
we
give
them
a
spread.
We
give
each
department
a
spreadsheet.
It
has
all
these
people
on
there.
It.
G
Now
what
the
paper
ad
is
and
then
and
then
it
already
has
the
calculation
in
there
and
you
have
this
amount
of
money
and
every
time
you
take
some
of
that
to
give
somebody
a
raise
that
pot
of
money
is
going
down.
So
what
they've
got
to
do
is
fit
in
what
they're
doing
within
that
pool
it
forces
them.
They
have
to
make
tough
decisions
on
the
front
and
if
they
come
in
and
say
well,
everybody
gets
two
and
a
half
percent.
Then.
G
It's
not
going
to
be
pleasant
because
I'm
going
to
tell
you
this
is
not
a
cold,
go
back
and
do
it.
So
that's
how
you
do
that
point.
That's
how
you
stick
it
any
budget,
that's
how
we
work
out
in
the
real
world
and
that's
when
employees
would
get
their
raises,
but
there's
no
way
to
delay.
There's
no
way
to
get
raised
to
allow
one,
because
it's
all
triggered
by
what
does
the
floor
to
prove.
There's
a
pool.
G
It's
like
just
a
small
business
on
about
thirty
years.
I
had
that
for
a
long
time
performance-based,
because
the
employees,
if
they
produce
next
performance
right
way,
I
did
it
was
a
sum
up
an
esper
raise.
Well,
they
want
to
get
descent
rates,
whether
it
actually
cut
their
pay,
so
most
of
mine
I
did
it
at
Christmastime
with
dinner
and
a
bonus
for
the
ones
that
did
it
right.
G
Then
the
race
to
go
along
with
it,
but
I
had
to
sleep
what
the
company
had
before
I
could
do
that
sorry,
you
know
it's
I
didn't
have
a
condom
that
I
can
go
to
tax
parents.
They
give
me
small,
like
ever
aces.
I
had
a
company
that
I
ran
I
looked
at
the
money,
my
wife
lifted
me
money
and
we
had
this
and
everybody
that
worked
for
us
got
a
bonus
period.
G
It
might
have
been
smaller
for
some,
but
it
was
picking
for
the
other
ones
to
get
before,
and
that's
I
like
the
idea
there
well
and,
and
what
this
also
does
is.
This
gets
your
this
gives
your
paid
back
into
the
normal
budgetary
process.
What
you're
doing
now
is
is
that
whatever
the
CF
is
the
December
you're,
giving
an
automatic
Cola
in
April,
we
haven't
even
finished.
G
So
what
I'm
recommending
to
do
is
you
know,
will
be
on
your
agenda
is
to
do
away
with
that
code.
The
other
reason
for
that
is,
you
can't
go
to
a
performance-based
plan
if
you're,
if
you've,
already
determined
you're
going
to
do
it
as
a
cola,
instead
of
using
merit,
increases
I've
got
to
have
that
pool
of
money
to
give
the
mare
difference.
Does
that
make
sense?
G
G
A
You
know
to
understand
the
different
pay
classifications
for
the
you
know
for
the
lower
paid
employees.
We
have
done
things
to
try
to
get
pay
rates
there.
So
I'd
like
to
I'd,
like
a
better
understanding
of
you
know
where.
Where
are
we
really
at
with
that
today?
So
I'd
like
to
understand
that,
and
you
know
just
think
about
the
different
pieces
that
go
into
the
compensation
philosophy,
you
know
I
mean
part
of
it.
Just
I'm,
just
one
commissioner,
but
I
would
speak
up
for
you.
I
think
we
do
want
to.
A
A
It
isn't
you
know,
we've
got
this
great
beautiful
mountains
to
live
in
here,
but
it
is
more
expensive
than
other
places,
so
I
think
we've
we've
intentionally
tried
to
do
some
things
to
make
progress
there,
but
I
think
there's
more
to
be
done,
and
so
I
would
really
like
to
get
more
detail
information
on
that
as
well
and
think
about
you
know
what
do
we?
You
know
we're
not
gonna
go
at
all
in
one
in
one.
D
H
K
K
K
K
We
also
have
some
of
those
give
matches
and
when
you're
talking
about
a
401k
is
that
that
if
you
give
1%
to
your
401k,
the
county
will
also
kick
in
1%
for
your
401k.
So
there
are
a
lot
of
different
kind
of
ways
that
they
have
that
set
up.
I
also
wanted
to
give
you
all
some
comparison
is
that
how
did
Buncombe
County
get
to
the
8%
and
that
this
8%
was
not
something
that
happened
in
the
last?
You
know
three
or
four
years
this
actually
was
in
2006.
K
A
K
K
A
K
K
C
K
B
G
K
G
Gonna
see
here
today,
some
of
these
things
do
the
courts.
If
you
treat
them
as
if
they're
part
of
a
retirement
system,
we
really
can't
change
that.
You
cannot
change
it
for
current
qualities.
You
could
change
it
unfold
for
new
hires.
Some
of
these
you
could
change
media,
and
so
we
we've
done
research.
Kurt's
done
research
on
that.
We've
also
had
outside
counsel.
Look
at
it
and
before
we
come
to
you
with
any
of
these
will
be
funded
by
the
UNC
School
of
Government,
as
will
to
determine
if,
in
fact,
we
can
a
camp.
K
Usually
that
terms
vested
rights
and
I-
remember
presenting
you
all
in
three
on
threes,
where
I
gave
you
all
sort
of
an
overview
of
all
the
benefits
as
to
who's
technically
bested
who's
entitled
to
it,
but
hasn't
actually
vested
it
and
who's
not
going
to
get
it.
We've
broken
those
down
for
each
benefit,
you're.
A
K
G
G
K
I,
but
I
also
want
to
point
out
too
that
this
is
probably
when
people
are
saying
hey.
Do
you
want
to
come
work
for
Buncombe
County?
This
is
probably
one
of
the
main
things
that
people
look
at
and
say
yes,
I
do
so
I
just
put
that
out
that
I
know
a
lot
of
people
have
said
that,
even
when
they
were
deciding
on
whether
to
come
to
the
employee
or
to
come
work
for
the
county.
This
was
this
was
a
factor
in
their
decision
making.
B
K
K
K
Or
ten
thousand,
and
then
you
have
some
that
are
at
salary
and
when
we
say
at
salary
there
are
two
things
number
one:
they
give
you
the
term
life
insurance
as
to
what
your
salary
is,
or
they
say
we
will
offer
you
term
life
insurance
up
to
a
max
salary.
So
they
may
say
we'll
give
you
a
term
life
insurance
up
to
your
salary
up
to
ninety
thousand
dollars.
So
those
were
two
and
then
one
that
gives
you
one
point.
Five
one
point
five
times
your
insurance.
K
K
Is
term
life
yeah
I
tried
to
say,
I
tried
to
say
that,
but
what
I
also
want
to
do
now
is
also
some
of
the
other
things
that
kind
of
is
with
this
is
that
if
the
employee
desires
additional
insurance,
they
can
purchase
it,
and
one
of
the
other
great
things
about
this
is
a
lot
of
times.
It's
guaranteed
issues,
so
people
with
health
conditions
that
they
normally
wouldn't
be
able
to
get
health
get
insurance
for
would
have
to
pay
a
pretty
penny.
They
can
get
it.
It's
guaranteed
issue.
G
K
K
K
You
get
ten
days,
but
we
put
the
plus
two
because
we
have
what's
called
PTO,
which
is
basically
just
you
personal
time
off.
You
know
so
that
you
can
use
that,
for
you
know
taking
care
of
like
if
you
have
an
appointment
or
you
need
to
take
your
kids
to
school
or
something
like
that.
So
those
are
really
an
extra
two
days.
So
we
thought
it
would
be
important
to
count
those
so.
K
With
most
of
what
other
governments
now,
we
also
have
a
graduated
weight,
so
employees
that
were
hired
before
early
in
2002.
They
have
a
higher
accrual
rate.
Then
it's
between
2002
and
2011
there's.
We
have
three
different
accrual
ways,
but
this
is
the
most
current
one
that
new
hires
would
fall
under
yeah.
Does
that
make
sense,
so
the
older
employees
are
earning
at
a
higher
rate
than
the
newer
employees?
That's
one
of
those
things
where
you
change
it.
Moving
forward.
K
Is
a
great
segue,
alright,
so
one
of
the
things
we
also
look
at
this
leave
sale
policy
and
what
leave
sale
is
is
basically
that
allows
you
to
take
your
annual
leave
or
your
excess
annual
leave,
and
that
allows
you
to
sell
it
and
basically
turn
it
into
cash.
As
you
can
see,
based
on
this
chart,
almost
nobody
does,
that
does
that
is
Mecklenburg
County
and
they
cap
back
to
40
hours.
K
I
G
B
K
K
So
suppose,
I
have
less
than
two
years
of
service
and
I
have
a
balance
at
defense,
so
basically
I
can
carry
twenty
days
if
I
have
more
than
twenty
days
on
April,
first
any
or
no
February.
First.
Thank
you.
Sorry,
February
first,
those
days
get
converted
into
sick
leaves.
So
basically
we
try
to
cap
that
liability
on
where
you
can
only
carry
two
years
of
whatever
your
accrual.
Your
maximum
accrual
is
now.
What
normally
happens
is
that
when
somebody
retires
your
right
or
separates,
we
have
to
pay
that
full
amount
out.
K
A
K
G
A
F
F
A
K
K
K
So
the
last
thing,
one
of
the
last
great
fringe
benefits
that
we
wanted
to
point
out
is
longevity.
So
a
bunch
of
places
don't
offer
it
all
or
have
it
or
never
have
offered
it.
Then
you
have
these
places
that
offered
it,
but
then
stopped
it.
So,
basically,
when
you
look
at
Gaston,
County
employees
who
were
hired
before
2002
are
still
getting
longevity,
but
everybody
hired
after
that
is
not,
and
the
same
is
with
Guilford
Mecklenburg.
H
K
Cumberland
now
the
places
that
offer
it
so
Buncombe
County.
We
offer
it
your
first
year.
Here
you
get
$100,
so
we
offer
it
immediately.
You
get
something
Catawba
County!
You
have
to
stay
five,
you
don't
get
any
longevity
until
you've
been
there
for
five
years,
Forsyth
County,
you
don't
get
any
until
you've
been
there
seven
years.
Excuse
me
in
the
mistake
is
ten
years?
Okay,
so
that's
what
those
numbers
sort
of
mean,
but
they
do
give
longevity
and
it's
all
at
different
and
there's
many
different.
Some
some
give
a
love
to
some
amount.
G
G
B
G
G
B
G
Pay
TPA,
which
is
a
third-party
administrator
in
our
case,
Blue
Cross
administer
the
plan.
You
also
have
what's
called
stopgap
insurance,
which
is
somebody
has
a
really
high
claim,
our
stop-loss
students
we're
able
to
stop
the
loss
at
that
point
and
then
that
secondary
insurance
policy
kicks
in
and
that
protects
you
from
having
one
or
two
major
claims
that
killed
your
plan
so
other
than
that.
G
H
G
So
you
know
Curt
and
Heather
have
gone
back
and
looked
at
some
historical
data,
we're
averaging
about
a
10%
increase
in
medical
costs.
Now
that
doesn't
mean
claims.
Are
that
the
claim
that
the
number
of
claims
have
gone
up
necessarily,
it
means
the
cost
of
them,
has
gone
up
and,
as
y'all
know,
medical
inflation
Long's
been
eight
ten
percent
a
lot
of
these
years.
So
unless
something
fundamentally
changes
and
the
medical
insurance
arena,
that's
probably
what
look,
and
that
is
what
we've
been
looking
at
over
the
past
few
years.
G
G
These
numbers
are
what
basically
I
had
in
Wayne
County.
So
this
is
not
unusual.
This
is
not
the
Buncombe
County.
This
is
what
all
of
us
are
facing,
and
it's
what
every
business
is
facing.
Every
other
government
everybody's
having
to
deal
for
this.
So
what
I
wanted
to
stress
to
you
is:
we
had
them
go
up
ten
years
in
ten
year
differences,
your
revenues
will
have
gone
from
twenty
six,
seven,
thirty,
two
million
five
sixty
nine.
G
C
G
K
H
K
H
K
The
buy
up
plan,
which
has
higher
premiums
for
employees
that
gives
fairly
comparable
insurance.
The
Byatt
plan
is
sort
of
the
middle,
the
middle
tier,
and
then
we
have.
The
core
plan,
which
you
can
see,
is
a
70/30
and
has
higher
deductibles
and
out-of-pocket
the
things
that
are
the
same
for
all
the
plans
are
the
co-payments
or
not
the
co-payments,
but
the
copay
I'm,
sorry,
the
co-payments
for
dishes
or
for
specialists.
They're
all
the
same
for
primary
care.
You
pay
$25
for
specialists,
you
pay
$40.
K
K
If
you
have
20
years
well,
it
depends
on
when
you
were
hired,
but
technically,
if
you
have
20
years
of
service,
you
come
on
whatever
plan
you're
on
and
late
and
pretty
much
all
of
them
are
on
standard
plan,
but
also
the
county
pays
that
premium.
So
all
your
retirees
on
individual
plans
do
not
pay
any
premium
or
do
not
pay
any
premiums
until
they
reach
65,
and
then
they
come
off
the
plan
and
go
on
to
Medicare
okay.
So
it's.
K
G
K
That
was
mandated
by
the
Affordable
Care
Act
that
you
have
a
continuing
insurance
for
dependents
until
they're
26
I
mean
clearly,
we
have
more
claims.
I,
don't
have
exact
numbers
as
to
how
many
they
were,
but
generally
the
younger.
You
are
the
less
that
the
cheaper
it
is
to
insure.
So
it's
you
more
look.
You're,
not
kids
aren't
the
ones
that
are
that
are
causing
you
a
ton
of
cost.
It's
normally
the
the
older
you
get
the
more
expensive.
G
G
B
G
G
So
here's
the
monthly
premiums
you'll
see
some
of
these
really
low.
Second
quartile
is
where
we're
at
at
$43
for
our
core
plan,
and
then
our
PPO
plans
are
5476
so
in
terms
of
employee,
only
we're
actually
higher
than
a
lot
of
these
places,
and
that's
because
some
jurisdictions
will
pay
close
to
a
hundred
percent
or
percent
on
the
employee,
but
they
don't
pay
anything
on
the
dependent
coverage.
So
you
have
to
look
at
all
this
in
tandem,
okay,.
A
G
G
G
Is
health
care
premiums?
This
shows
how
we,
how
we
fit
in
there?
Okay.
So
again,
we're
actually
somewhat
on
the
higher
end
on
that
the
meaning
our
employees
pay
more
than
what
a
lot
of
these
other
places
face
now
we'll
get
to
the
family.
So
this
is
health
care
premiums
for
family,
and
this
is
where
we
don't
look
good
at
all.
G
G
So
then
we
looked
at
deductibles
and
this
is
what
you'd
pay
you
know
before.
The
plan
starts
kicking
in
at
the
80/20
or
in
the
case
of
the
standard
plan
at
the
ninety
five
five.
So
you
can
see
we're
in
the
first
quartile
on
that,
so
our
individual
deductible
is
three
hundred
dollars.
Family
deductible
is
six
hundred
dollars
or
the
standard
plan
to
buy
up
is
four
hundred
and
seventy
50
and
the
core
is
650
and
a
thousand
those
are
considerably
lower
than
what
you
see
in
these
other
plans.
G
G
If
you're
in
an
80/20
plan,
dollar
for
dollar
plan
pays
80%,
you
pay
20%
and
that's
your
deductible
until
you
reach,
what's
called
an
out-of-pocket
maximum
and
that's
what
we're
going
to
talk
about
in
the
next
okay
so
and
once
you
reach
your
out-of-pocket
may
max,
then
the
plan
picks
up
100%
of
the
cost.
Everybody
follow
man,
okay,.
G
Just
a
couple
of
comments
and
I
think
I
just
covered
that
that's
what
you'd
pay
before
the
insurance
plan
covers
all
expenses
at
a
hundred
percent,
as
well
as
the
captain.
What
an
individual
or
family
pays
for
plan
gear.
So,
as
you
can
see
again,
we
have
the
richest
plan
on
that.
Out
of
all
the
pools
and.
G
Now
that
is
a
high
deductible
plan.
We
don't
have
one
of
those
yet,
but
one
of
the
things
we're
going
to
seriously
consider
is
whether
to
offer
that,
as
an
alternative
plan
that
people
can
choose.
This
is
not
something
you
force
them
into
it's
when
they
go
through
no
enrollment,
they
can
decide.
Do
I
want
to
go
with
this
standard
plan
or
do
I
want
to
go
with
a
high
deductible
plan,
which
is,
which
is
why
we
need
to
have
this
discussion
now,
so
we're
ready
in
October.
G
G
G
All
right,
the
next
component
we
want
to
look
at
is
healthcare.
This
is
position
co-pays
and
for
towels
are
based
on
the
primary
care
co-pays.
So
we
have
two
lists
here:
a
primary
physician
and
specialist,
but
she's
ranked
them
based
on
primary
key.
As
you
can
see
there
we're
pretty
much
in
the
second
quartile,
based
on
the
primary
care
based
on
specialist.
G
G
G
The
next
component
we
want
to
look
at
is
emergency
and
urgent
care
co-pays.
One
of
the
issues
here
is,
if
you
don't
have
your
payment's,
where
the
emergency
room
high
enough,
some
people
will
go
to
the
emergency
room
instead
of
going
to
Urgent
Care
in
an
emergency
room
today
to
be
between
750
to
$1,000.
So
that's
what
it's
costing
us
and
then
they're
paying
$150.
G
G
Generics
there's
two
categories
or
tiers
same
active
ingredients
as
brand-name,
in
other
words,
FDA
approved,
but
different,
active
ingredients
from
the
brand
name
medications.
So
what
we're?
Looking
at
all
of
these
in
generic
drugs
for
30
days
supplies?
Okay,
you'll,
see
that
we
don't
charge
anything
the
generic
drug.
G
Second
tier
with
$10,
but
so
I
think
you
can
see
we're
on
the
low
end
there.
Now
there
are
free
generic
preventive
medications
and
some
of
those
make
sense.
For
instance,
if
you
have
diabetics
you
may
want
to
pay
for
those
on
the
generic
drugs,
because
it's
far
cheaper
than
if
they
got
into
a
serious
situation.
So
a
lot
of
places
make
them
make
a
call
there
that
there
are
certain
drugs.
We
will
subsidize
basically,
okay.
G
Now
we
go
to
prefer
refer
to
brand-name
drugs
listed
on
the
plans
formulary.
What
a
formulary
is
is
that
when
you,
when
you
get
into
Blue
Cross
Blue
Shield's
PPO
plan,
they
will
have
a
list
of
drugs
that
they
cover
and
that's
called
a
formulary
if
you're
out
of
that,
formulary
they're
a
whole
lot
more
dense.
G
So
the
Wake
County
plan
pays
a
percentage
of
the
cost
for
preferred
medications.
Union
County
plan
pays.
The
dollar
listed
our
percentage,
whichever
is
greater
so
here.
So
here's
what
we
have
23:35.
You
can
see
those
we
are
in
the
40
to
55,
and
then
you
have
others
where
there's
a
deductible
coinsurance
or
percentage
of
calls.
G
Now,
what
what
that
percentage
of
cost
is
is
what
they're
saying
there
is
they
may
charge
you
a
fee
plus
X
percent,
of
what
the
drug
actually
costs
so
when
they
say
percentage
of
cost
and
that
comes
into
play
with
these
more
expensive
drugs?
Some
of
them
can
really
be
expensive.
Now
the
offset
to
that
is.
That
also
means
that
you
are
shifting
a
significant
amount
of
cost
over
to
that
employer.
C
G
Is
the
prescription
co-pays
non,
preferred
and
non-preferred
or
brand-name
drugs
that
are
not
included
on
the
plans
formulary?
In
other
words,
you
can
get
these,
but
if
they're
not
on
the
formulary,
they
dip
leach
our
whole.
Everybody
follow
that
so,
where
we're
at
there
all
three
of
ours
are
in
the
40
or
50
range,
you'll,
see
that
majority
of
our
of
our
other
people
they're
in
different
categories
and
are
having
a
deductible
coinsurance
and
then
a
percentage
of
the
cost.
G
G
G
Dental
insurance-
and
let
me
preface
all
of
this
on
dental
sure,
insurance
first
by
saying
the
county-
does
not
provide
any
money
for
dental
insurance.
We
provide
a
group
plan
which
theoretically
should
be
cheaper
for
our
employees,
but
they
paid
100%
for
but
I
do
want
to
point
out
one
thing:
nobody
well.
H
G
F
K
K
G
H
K
G
K
Performance
management
helped
us
gather.
This
is
data
that
we
used
to
compare
or
that
the
county
uses
to
compare
what
a
cost
to
live
in
Buncombe,
County
and
Christina.
You
also
helped
with
this
right,
so
you
may
may
become
Mia,
but
their
butts
up,
but
this
is
data
that
performance
management
uses
to
compare
costs
of
living
and
prices
with
Buncombe.
K
Median
income
earned
in
Buncombe
County
has
not
matched
the
cost
of
living.
I
think
that
that's
something
we
all
know
and
then
also
that
it
costs
more
to
live
in
Buncombe
County
than
it
does
Comparative
places
in
the
state.
So
I
think
the
net
is,
is
that
the
spending
dollar
a
dollar
does
not
go
as
far
in
Buncombe
County
as
it
does
in
other
places
in
the
state.
So
this
is
a
chart
that
comes
out.
So
if
you
see
a
dollar
in
the
united
states
is
a
dollar
in
north
carolina.
K
A
dollar
is
technically
worth
a
dollar
and
five
cents,
and
so
you
can
check
with
the
other
urban
areas
what
a
dollars
worth.
So
us,
a
dollar
is
actually
worth
ninety
cents,
whereas
if
you
live
in
Catawba
County,
a
dollar
goes,
your
daughter
is
actually
worth
a
dollar
fifteen
cents,
so
that
adds
up
after
a
while.
How
did
they
come
up
with
these
numbers?
So
they
basically
use
data
sources
and
Christina
help
me
out
here.
They
gather
data
from
different
areas.
D
D
K
Here
this
is
how
they
wait.
So,
when
they're
coming
up
with
that
number,
they
weighed
it
based
on
housing,
food
transportation,
utilities,
health
care,
though,
for
us
that
probably
needs
to
be
weighted
a
little
bit
more
so
sperms,
so
so
that's
the
thing
is:
is
that
our
salary,
our
salaries,
while
they
may
be
higher,
actually
may
be
lower
and
we're
going
to
show
you
this
chart
I
think
shows
the
best
thing.
So
this
is
supposing
that
everybody
got
a
$15,000
out
or
fifty
thousand
dollar
salary.
Well,
if
you
use
these
numbers
based.
B
G
G
What
we
make
and
again
I
agree,
it's
not
the
best
time,
but
the
problem
is
this:
health
insurance
continues
to
just
should
go
out
of
control,
you
know,
and
we've
got
to
get
it.
We've
got
to
get
a
handle
on
what
most
jurisdictions
have
imposed.
Ooh
is
that
10%
increase,
so
what
most
jurisdictions
have
done?
Is
they
tried
to
cut
back
on
the
value
of
the
plane,
though,
there's
two
ways
to
attack
this?
G
You
can
either
cut
back
on
the
benefit
structure
where
particularly
where
we're
so
much
richer
than
everybody
else
on
those
benefits,
or
you
can
look
also
at
raising
premiums,
co-pays,
deductibles
and
all
that
which
means
basically,
our
employees
end
up
paying
more
of
a
plan
cost.
So
if
it
really
comes
down
to
how
you
want
to
approach,
I
did
want
to
make
a
couple
of
comments
about
that.
G
Not
just
about
coming
up
with
the
savings
is
who's
getting
impact
and
we
need
to
have
a
balance
of
that
as
we
look
at
some
of
these
options.
So
I
just
wanted
to
stress
that
to
you,
we're
aware
that
it's
not
a
pleasant
to
ask
to
have
to
go
through
this
for
us
or
for
you,
but
we
will
try
to
balance
those
kind
of
concerns
as
much
as
we
can.
G
E
G
But
the
health
savings
account
is
your
money,
and
so
what
a
lot
of
places
has
done,
where
they
help
with
a
high
deductible
plan,
is
they
will
actually
contribute
a
certain
amount
of
money
to
that
health
savings
account?
The
theory
is,
is
that
by
them
assuming
higher
deductibles
real
loss,
that's
net
and
what.
C
It
pushes
I
mean
all
it
takes,
is
one
high
deductible
and
they
can't
live,
and
that's
what
we're
trying
to
the
employees
who
are
talking
about
changing
the
sing
it
it's
a
catastrophic
loss.
If
you
go
from
two
thousand
two
thousand
dollars
for
some
people,
they
can't
come
up
to
back
and
then,
if
you
say,
okay,
we're
going
to
change
it
to
four
thousand
sheriff's
deputies,
somebody
get
sick.
We
know
the
high
incidence
of
sickness
and
Public
Safety
workers
and
I.
C
A
A
Of
what
you
just
said,
Ellen
resonates
with
me:
I
guess
the
one
the
but
part
of
the
reason,
and
from
my
perspective
this
isn't
just
kind
of
a
decision
about.
Where
do
we
have
to
tighten
the
belt?
You
know
I
mean
I,
think
there's
areas
of
the
compensation
package
where
I
would
really
like
for
the
county
to
try
to
do
better
and
do
more
I
mean
I
would
really
like
to
see
the
pay
increased
for
county
employees,
especially
those
who
need
you
really
didn't,
really
need
to
make
more
money
filled
up.
You
know,
live.
B
E
A
Salary
plus
these
other,
these
other
benefits
and
so
I,
don't
just
want
to
go
in
and
just
trim
benefits.
But
if
there's
ways
that
we
can
look
at
the
total
package
so
that
we
also
give
you
know
can
can
do,
can
do
better
in
some
areas
where
I
think
we
we
definitely
have
to,
because
I
think
we
are
going
to
have
to
make
some
changes
and
we're
probably
to
get
to
some
of
the
salary
stuff
to
where
we
want
to
be
so.
I
think
it's
a
healthy
conversation,
but
one
where
we
should.
A
J
I
mean
I
think
you
need
to
really
emphasize
some
of
what
I
learned
here
is
talk
about
the
commissioners,
taking
a
pay
cut
which
look
at
the
numbers.
Now
of
why
the
cost
of
living
comes
be
a
commissioner.
You
have
to
live
in
the
county
where
some
employees,
don't
which
I
think
what
we're
talking
about
with
the
commissioners
say,
is
probably
taking
a
few
captive
in
a
thousand
pieces
right,
a
forty
thousand
dollars
a
year.
So
that's
not
where
I'm
going
I'm
going
with
this
insurance
I
think
we
need
to
understand.
That's
thirty!
J
G
G
Every
one
of
these
years
is
more
like
there's
a
gap.
Every
year,
I
just
gave
you
thirty
six
million
dollars.
It's
object
is
the
gap
in
the
tenth
year
and
then
even
what
we
were
talking
about
in
different
areas.
You
know
we're
talking
about
this.
So,
let's
just
let's
talk
about
okay,
we've
got
the
school
supplements
that
are
super
high.
Now
they're
we're
going
to
have
to
go
up
on
property
taxes,
okay,.
G
J
Explained
this,
where
we
all
understand
code,
we
have
to
have
a
top
of
a
folder
little
bit
back.
If
we're
growing
two
and
a
half
percent,
we
don't
need
to
insurance,
throwing
temper
Center
we're
eventually,
you
can't
do
it's
going
to
be
in
outer
space
and
we're
go
still
be
in
your
car,
yeah.
Okay,
you
literally
can't
do
now
somebody's
that
have
a
picture.
J
G
Later
I
guess
somebody
said
one
time
only
thing
you
have
to
do.
You
know
you
don't
have
to
work,
you
just
charge
taxpayers
more
money
that
way
you
fix
it.
So
that's
I'm
not
into
that.
That's
one
thing
I'm
against,
because
we've
got
too
many
old
people
like
natives,
haven't
make
favorites
on
their
property
tax.
So
you
know
it's
time
for
the
voyage.
This
Carolyn
and
myself
I'll
give
it
something
I
don't
get.
G
The
fact
is,
is
you
know
it's
we're,
not
the
greatest
people
in
the
world
I'm,
not
a
longshot,
but
I'm
going
to
look
out.
We
don't
look
out
for
the
taxpayer.
Yeah
and
I
want
to
look
out
for
our
employees.
Yes,
the
first
points
you
have
to
stop
it's
a
balancing,
exactly
okay,
but
does
anybody
have
any
questions?
Is
there
anything
you
want
us
to
through
each?
You
have
question
follows
up
that.
E
Position
for
it
Patrick
I,
guess.
One
concern
that
I
have
right
now
is.
It
was
like
we're
taking
a
deep
dive
into
employees.
Compensation
I've
talked
with
a
lot
of
employees
after
the
last
in
Athens
and
down
the
environment
amongst
pumpkin
pie.
Employees
is
toxic.
It's
scared.
Everyone
is
concerned
with
what's
coming
next,
as
we
talked
about,
we've
been
Cola
as
we
talk
about
downsizing.
B
E
Insurance
benefits.
We
talked
about
longevity.
All
these
things
are
park.
Employees
live
and
aren't
making
it
through
right
now,
I
think
employees
are
just
barely
keeping
this
train
on
the
tracks
right
now,
I
think
the
county
is
in
a
state
of
crisis,
and
we
happen
for
some
time
now
we
have
interim
leadership
or
making
long-term
decisions
I
just
for
the
sake
of
Kelly
employees.
Take
this
slowly,
I
think,
there's
a
lot
of
concern
amongst
all
departments
right
now
about
what
you're
going
to
do.
E
E
G
G
G
Salary
increases
in
the
budget.
So
what
we're
saying
is
the
policy
right
now
is
whatever
the
CPI
is
December,
that's
a
mandated
coma
that
has
to
be
paid
in
April
I'm,
recommending
you
do
away
with
that,
because
you
can't
move
to
pay
for
performance
type
situation
if
you
mandated
to
give
that
amount
of
money
in
a
cobra.
So
I
want
to
stress
that
to
employee
we're
not
saying
we're
not
going
to
do
pain,
freeze,
what
we're
saying
is
we're
going
to
do
it
like
virtually
every
other
local
government
does,
which
is.
G
G
B
G
Them
on
a
salary
increased,
we
have
to
come
up
with
one
percent
of
that,
so
they're
always
going
to
have
inflationary
increases.
So
we
know
we're
going
to.
We
know
that
health
care
is
rising
more
rapidly
than
any
other
expense,
and
then
we
want
to
be
fair
with
our
employees
and
you
have
been
reasonable
raises
as
well.
Those
three
things
will
drive
the
counties
and
they
will,
and
so,
but
our
problem
is-
and
so
we've
got
to
get
all
of
that
into
this
with
two
percent
growth.
G
F
I
think
what
really
is
when
you
look
at
perception
now,
not
only
the
employers,
but
the
public
they've
got
to
realize
that
what
we're
talking
about
today
is
happy
this
year.
Responsibility
and
part
of
that
is.
We
want
to
be
open
and
transparent
and
folks
we've
got
to
get
control
of
this.
This
doesn't
mean
that
we
just
go
cut
all
that
boys
off
overnight.
F
Do
it
you
know,
but
we
got
to
have
these
hard
discussions
and
we
got
to
look
forward
because
if
we
don't,
we
have
we're
on
a
collision
course,
but
hopefully,
if
I
starting
to
look
in
doing
what
the
Commissioner,
what
we
should
have
been
doing
years
ago,
we
can
get
the
way
we
want
to
go.
But
you
know
then
wise
need
to
understand.
You
know
what
we're
discussing
that
doesn't
mean
we
don't
cut
out
health
benefits.