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From YouTube: Special Called Meeting, April 16, 2019
Description
A special called meeting was held immediately following the 1:30 p.m. recessed City Council meeting. Topic of the workshop was to discuss upcoming changes to the Code of Ordinances Chapter 15 and administrative recommendations regarding city employee compensation schedule. No action was taken.
A
C
Was
my
intent
originally
to
put
this
on
today
as
a
first
reading
of
an
ordinance
change?
The
city
attorney
convinced
me
that
it
was
maybe
a
little
too
much
to
swallow
in
one
bite
and
that
perhaps
we
ought
to
have
at
least
a
little
short
workshop
to
talk
through
it,
the
personnel
section
of
our
city
ordinance
when
you
think
about
it.
C
How
important
this
is
people,
people
are
our
most
important
resource
and
our
most
expensive
resource
people
make
up
80%
of
our
budget
every
year,
so
that
personnel
section
which
had
been
left
fallow
for
many
years
had
a
lot
of
errors
in
it,
and
we
just
felt
like
we
needed
to
get
get
it
cleaned
up.
I
provided
to
you,
in
addition
to
a
copy
of
the
ordinance
with
the
strikeouts
and
additions.
I,
also
copied
you
with
a
something
I
call
an
executive,
summary
and
I.
C
Think
I
think
it
would
be
helpful
to
go
through
if
you
would
put
the
ordinance
to
one
side
and
and
just
look
at
that
executive
summary.
So
the
ordinance
which
is
about
8
pages
long,
is
of
the
ordinance
as
it
reads
today,
with
strikeouts
and
and
changes.
But
let
me
explain
what
the
changes
are
and
then
I
think.
If
what
I
would
suggest
is
the
ones
that
you're,
ok
with
will
won't
talk
about
them
and,
if
they're,
the
ones
that
you
are,
we
can.
C
One
of
the
things
we
do
is
we're.
Eliminating
the
use
of
an
anniversary
date
for
review
of
merit
increases
that
that's
in
the
current
ordinance
we're
striking
that
out.
We
don't
do
anything
by
anniversary
date
anymore.
If
you
talk
to
the
Human
Resources
people,
the
senior
of
which
is
sitting
here
with
me,
you'll
learn.
C
She
would
tell
you
that
it's
way
too
complicated
to
do
640,
anniversary
dates
and
and
you
and
keep
track
of
when
each
person's
anniversary
day,
it's
always
easier
to
just
do
a
payroll
change
once
a
year
for
everybody
or
if,
however,
you
do
it,
but
not
not,
do
it
by
anniversary
day,
so
we've
we've
taken
out
use
of
anniversary
dates.
That's
just
an
elimination
of
that
that
language
we
established
new
criteria
for
employee
salary
increases
or
what
we
call
in
the
ordinance
performance
increases
and
I
would
say.
C
Even
though
we
don't
we
say
performance,
it's
really
acceptable
performance
increases,
I
added
I,
put
at
your
desk
a
few
minutes
ago
an
example
of
the
performance
review
that
every
single
employee
of
the
city
filled
out
this
year
or
had
one
filled
out
on
us.
We
knew
where
we
were
driving
to.
We
knew
that
if
we
were
going
to
do
a
citywide
pay
change
that
we
needed
to
be
able
to
know
who
was
an
acceptable
performer
because
the
criteria
we
we
have
in
the
agenda
and
the
ordinance
today
says
there
are
four.
C
Somebody
to
receive
a
performance
increase,
one
is
availability
of
funds
and
I'll
come
back
to
that
number
two
is
an
acceptable
performance
review.
Number
three
is
a
recommendation
by
the
department
director
and
number
four
is
approval
by
the
mayor,
those
the
four
criteria
for
us
to
recommend
somebody
for
a
performance
increase
now,
availability
of
funds
and
I'll
shared
with
you.
C
Also,
if
you
have
it,
they're,
not
I'll,
just
summarize
it
an
email
that
we
sent
to
all
the
council
members
during
the
budget
preparation
when
we
talked
about
would
there
be
a
pay
increase,
and
it
basically
says
that
the
mayor
and
I
discussed
how
we
do
pay
increases
and
it's
all
over
the
map.
Even
in
this
administration,
we've
done
percentage
increases
in
previous
years
we
did
lump
sum
increases,
we've
done
percentage
increases
where
it
was
two
three
or
four
or
five
percent
for
different
people.
As
a
result,
it's
just
all
over
the
map.
C
What
what
we
talked
about?
How,
when
do
we?
When
do,
we
know
if
we're
like
a
business
if
we're
going
to
operate
like
a
business?
When
do
we
know
if
we
can
afford
to
do
to
share
with
our
employees
our
good
fortune
and
the
municipal
governments
a
little
different,
but
the
parallel
would
be
in
a
private
sector
business
generally.
C
Your
audit
is
done
in
the
first
quarter
of
a
new
year
and
at
the
end
of
that
first
quarter
of
a
new
year.
You
know
whether
you
made
any
money
or
not
as
a
company.
Now
we
don't
make
money
in
the
city
business.
What
we
do
have
the
parallel
to
that
is
ending
fund
balance
or
ending
cash
balance
that
that's
the
best
parallel.
We
have
to
private
sector
business
on
whether
it
had
a
successful
year
or
not.
C
Did
we
do
better
last
year
than
the
year
before?
Did
we
have
an
acceptable
fund
balance
and
can
we
afford
to
to
make
a
pay
increase
and
I'll
come
back
to
the
pay
increase
again,
but
that
that's
that's?
One
of
the
bullet
points
is
that
we
establish
these
four
criteria
for
any
kind
of
performance
increase.
C
Another
bullet
point
is
that
we
eliminated
all
the
obsolete,
1980s
language
on
salary.
So
far,
there
is
language
and
the
ordinance
today
in
section
415,
1-10,
there's
one
whole
half
a
page
that
has
no
merit
at
all.
Today
it
goes
back
to
1985
on
and
1986
language
having
to
do
with
police
and
fire
salaries,
which
are
no
longer
relevant
and
just
need
to
be
stricken
from
the
ordinance.
C
We
eliminate
any
reference
to
a
merit
council
the
merit
there.
There
is
no
such
thing
as
a
marry
council,
I,
don't
know
when
we
ever
had
a
merit
council,
we
don't
have
a
marry
Council
and
we're
striking
that
language
out
of
the
out
of
the
ordinance
longevity
pay
is
very
controversial
to
a
lot
of
employees,
as
you
will
know
better
than
me,
because
I'm
newer
than
all
of
you
and
in
the
city
here
we
had
longevity
pay
for
many
years
and
the
previous
administration
in
2009
eliminated
or
capped
or
longevity
pay.
C
What
we
were
hoping
to
do
in
this
in
this
write-up
cleanup
of
the
ordinance
is
to
recognize
that
had
happened.
If
you
read
the
ordinance
today,
it
appears
that
it
still,
we
still
do
longevity
pay,
but
in
fact
that
was
captain
in
2009
and
and
so
what
we're
doing
is
we're
trying
to
recognize
the
fact
that
that
was
capped
and
so
that
the
ordinance
does
reflecting
the
exact
condition.
C
Today
now
the
council
may
or
may
not
have
an
issue
with
longevity
pay
and
whether
we
want
to
do
it
again
or
not,
do
it
again
or
what
councilman
Lawrence
and
I
had
a
long
conversation
last
night
and
I
pointed
out.
If
the
council
wanted
to
do
something
about
longevity
pay,
the
time
to
do
it
was
when
we
did
the
next
budget
here.
C
C
Another
thing
we've
done
is
we:
there
is
old
language
about
medical
leave
without
pay.
We
don't
need
that
anymore,
because
we
now
have
FMLA
the
Family
Medical
Leave
Act,
which
is
federal
law
and
all
we
have
to
do,
is
refer
to
FMLA
and
and
then
within
our
ordinances
and
accordance
with
federal
law.
Those
are
all
really
just
elimination
clean
up
of
this.
This
very
busy
ordinance,
the
first
bullet
going
back
to
the
top
and
the
most
controversial
one
has
to
do
with
the
compensation
schedule.
C
C
Whether
they
be
lump
sum
or
percentage
or
different
percentages,
is
that
nobody's
in
a
step
anymore,
they're
all
over
the
place,
so
the
compensation
schedule
as
it's
written
is
really
not
very
useful
to
us,
and
what
we're
proposing
is
that
the
compensation
schedule
that
every
grade
have
a
beginning
salary.
So,
if
you're
a
laborer,
your
beginning,
salary
is
11
dollars
at
55
cents,
an
hour
or
whatever.
If
your
truck
driver,
it's
maybe
14
dollars
and
45
cents
an
hour.
Whatever
that
note
that
starting
position
is
when
we
hire
a
new
person
into
that
grade.
C
C
So
so
we
hired
a
new
truck
driver
and
he
happen
to
be
a
super-duper
truck
driver
with
a
lot
of
experience,
so
I'm
just
making
up
that
that
that
that
we
could,
instead
of
giving
him
14
dollars
and
27
cents,
we
could
give
him
$15
and
10
cents,
because
we
could
go
up
10
10
10
%,
no
more.
The
10%.
If
somebody
came
in
that,
was
not
qualified,
but
we
wanted
to
hire
them.
We
could
actually
go
down
up
to
5%.
They
could
start
up
to
5%
below
the
the
actual
starting
point.
C
That's
the
starting
point,
the
only
other
thing
in
the
compensation
schedule,
as
we
wouldn't
redo
it
is
there
would
be
an
ending
point.
It
would
be
an
ending
point
that
the
top
amount
that
you
may
in
a
certain
grade
as
a
truck
driver
as
a
maintenance
mechanic
as
a
carpenter
that
so
you've
had
a
starting
point
and
then
person
persons,
employees
could
have
a
chain
it's
changes
of
salary
over
time
and
eventually
they
get
to
the
ending
point,
which
is
the
maximum
amount
for
a
carpenter.
And
what
happens
then?
C
C
A
good
bit
in
the
city
went
with
employees
that
have
been
here
for
a
long
time
where
they
they're,
if
you
will
promote
it
to
a
into
a
new
grade
they're,
given
a
new,
a
new
grade
and
they're,
given
different
responsibilities
than
before
so
they're
not
being
promoted
and
for
being
here
longer
they're
being
promoted,
because
they
now
they
have
new
new
responsibilities,
that's
called
a
reclassification.
So
this
is
what
we're
proposing
to
do
with
the
old
compensation
schedule,
starting
point
ending
point
within
each
within
each
grade.
Now,
when
does
the
council
get
involved?
C
And
some
of
this
for
one
thing?
If
we
create
a
new
position,
it
goes
to
the
Civil
Service
Commission.
We
can't
just.
We
can't
just
create
a
truck
driver
if
we
were
to
create
a
truck
driver
who
drives
bigger
trucks
than
the
truck
driver.
One
I'm
just
making
examples
of
that
that
is
in
a
new
position.
We
have
to
write
a
new
job
description
for
it.
It
has
to
go
to
the
city
cities
a
Civil,
Service
Commission
and
has
to
be
approved.
C
C
E
The
conversation
playing
we
had
I
think
was
that
bad,
probably
what
perfect
my
problem
is
when
you
start
bringing
people
in
paying
them
way
more
money
than
anybody
ever
made
in
city
of
Biloxi.
That's
what
screwed
up
the
compensation
plan
you
know
he
has
that
coming
in
you
got
PV
Kannamma
development,
making
two
tons
of
money.
You
got
behind
heard
me
to
him
one
hundred
twenty
thousand
a
year.
E
D
E
You
could
always
say
we
don't
have
any
money,
you
know
Booker,
we
got,
we
spent
out
too
much
money.
We
don't
have
any
fun
dollars
and
fun
bouncy
to
mess
it
up.
It
could
be
threw
me
in
a
ten
million,
but
my
pond
was
compensation
plan.
It
is
we
can't
sit
and
pass
this
thing
here
and
then
y'all
go
hire
somebody
for
our
mythology
and
we
have
no
say
so.
That's
the
romani
of
its
compensation
plan
well
and
I
can't
stop
the
mayor
from
doing
that.
You
see.
C
You
you
do
you
see
that,
as
Joe
pointed
out,
you
see
the
department
budgets
when
they
come
to
you
during
the
budget
time.
One
of
the
exhibits
shows
every
single
grade
and
every
employee
and
what
and
what
their
what
their
salary
is.
So
that
comes
to
you
once
a
year
any
any
time
now
you
talk
about
some
of
the
high
end
high
end,
expensive
jobs.
Remember
those
directors.
You
have
to
approve
every
one
of
those
directors
just
like
you
have
to
approve
the
salary
of
the
council
clerks.
E
Others
in
my
family
we
had
up
the
directors.
Okay,
Heidi
people
have
made
so
much
money,
they
didn't
have
a
level
fun
and
that
affected
the
directors.
You
got
the
power,
please
been
here
30
something
years
and
you
had
somewhere
else
to
Street
making
30,000
more
than
them.
Well,
I
mean
everybody
realize
that
he
sees
that
you
know
that's
that
heart.
E
This
is
nothing
new
you've
heard
this
before
I
mean
it's
come
from
a
lot
of
other
people,
not
just
me
and
that's
what
to
finally
have
a
look
on
employees
have
been
here,
20
or
25
years,
making
thirty
five
forty
four
to
five
thousand
dollars
a
year
and
we're
gonna
sit
down
and
streamline
and
make
sure
we
take
care
of
them.
We
don't.
F
Me
respond
just
a
little
bit
regarding
different
salaries
for
different
skills
and
different
productivity.
I
think
that's
what
we're
trying
to
get
to,
but
you
know
it
will
try
and
be
comparable.
That's
direct
us
and
we're
comparable
when,
when
it
comes
to
you
mentioned
some
salaries
that
you
know
program
management
I
mean
we're
trying
to
do
what's
comparable
to
other
cities
and
keep
the
you
know
the
opportunity
to
be
able
to
employ
the
city
of
Biloxi.
We've
been
a
reasonable
approach,
so
you
know
I
didn't
want
to
sit
back
in
the
back,
but
you
know.
F
Let
me
express
that
everything
we
do
we're
trying
to
make
sure
that
we're
comparable
to
other
cities
and
that's
well
I
think
we've
been
very
successful.
What
we've
done
you
know
with
regard
to
benefits
and
to
work
for
city
blocks.
You
should
be
something
people
look
forward
to.
So
this
is
an
effort
to
actually
define
a
path
and
actually,
you
know
see,
see
what
you
can
be
doing
and
what
steps
you
can
jump
without
having
you
know
great,
such
as.
C
E
F
With
other
directors
around
this
Coast,
so
don't
you
know
it's
ten
people
that
you're
talking
to,
but
it's
actually
you
to
attract
and
keep
directors
who
have
been
here.
You
gotta
be
competitive.
Now
you
know
we
talked
about
this
on
how
you
how
you
award
people
for
being
productive
and
I
think
this
is.
This
is
a
fair
explanation.
How
are
you
gonna
step
through
your
career
at
the
city
of
Biloxi,
in
jail
using
jacked
up
and
ain't
jacked
up?
It's
ketchup.
C
Okay
of
our
workshop,
this
is
not
a
first
reading.
Obviously
yeah.
Well
we're
hoping
to
do
is
get
feedback
from
you
individually
today
or
after
today
on
anything
that
you
believe
we
need
to
do
differently
with
this
ordinance
and
then
it'll
come
to
you
as
a
first
reading
and
eventually
a
second
reading
by
the
time
it
comes
to
you
as
a
second
reading.
C
It'll
also
come
to
you
with
a
with
us
consent
agreement
on
a
pay
increase,
but
we're
not
gonna
we're
not
gonna
put
that
on
the
table
until
we
can
get
the
ordinance
cleaned
up,
so
it
would
be
late,
April
early
May.
By
the
time
we
received
the
audit
that
we
would
come
to
you
with
a
recommendation
for
a
citywide
pay
increase.
So
that's
the
two
or
three
weeks
away
right
now,
we're
still
trying
to
clean
this
ordinance
up
I,
think
most
of
it
is
just
boilerplate,
clean
up
and
and
I.
Don't
think.
G
C
You
know,
and-
and
he
wants
to
hire
this
guy
into
a
job
that
pays
$10
an
hour-
he
can
actually
go
to
$10
and
$11
an
hour,
but
not
at
11:50,
because
10%,
that's,
that's.
The
rule
can't
go
in
can't
bring
anybody
in
to
a
certain
grade.
Whatever
that
grade
is
for
more
than
the
base
of
salary
plus
10%
I
go.
E
Back
to
my
original,
thank
you.
You
talking
about
people
you
hired
into
this
program
to
work
for
the
city.
My
mom
went
super
high
somewhere
in
20,000,
and
you
can't
stop
him
from
doing
that
and
there's
no
great
for
him.
Ain't,
no
piece
of
her
play
and
what's
on
that
paper,
you
can
stop
that
from
doing
so,
you
got
certain
things:
Jehan,
Joe,
Blow,.
D
E
42,000,
that's
all
he
only
get
the
mostly
get
is
4,000
more
butchered.
You
turn
around
hi
somebody
and
give
$120,000
done
than
anybody
playa
and
that's
the
problem
we
had,
and
that
was
some
of
the
feedback
we
got
from
the
last
thing
where
we
did
that,
so
we
wide
people
haven't
paid
him
too
much
money
when
nobody
city
of
Biloxi
ever
was
hot
in
and
made
that
kind
of
money.
He
would
degrees.
I
mean
engineers,
everybody
was
not
hot
and
get
that
kind
of
money,
and
that
was
the
biggest
gripe.
I
still
listen
to.
E
E
E
Then
I
mean
that's
the
problem,
we're
always
here
on
the
street.
Why
did
you
get
it
people
so
much
money?
They
don't
do
it.
We
voted
for
director.
The
period
was
over.
We
didn't
change
the
mayor.
Sorry
I
mean
change.
I'm,
sorry,
so
I'm
just
saying.
If
we
sitting
in
controlling
the
people
working
for
the
city
and
the
40,
50
thousand
dollar
range
the
policemen
of
the
firemen,
the
truck
drivers,
the
dish
deal
you
know
stuff
like
that,
but
then
you
still
there's
another
problem.
That's
my
problem.
C
E
I
mean
I
said:
I
can't
control
the
man.
What
he
does
I
mean
yeah,
that's
what
he
does
I
mean
I
can't
stop
that.
But
if
he
bought
me
a
director
or
anybody,
then
we
could
use
a
vote
on
the
salary
not
vote
on,
but
that's
strictly
it
I
can't
stop
them
from
doing
Jeff
said
that's
real
problem
with
the
balance.
That's
India,
gotta
have
eight
million.
Tell
me
where
you
want
to
have
before
you
give
raises
I
mean
that's
too
easy
to
change
numbers
easy
to
change.
You
make
a
good.
E
C
E
And
I
mean
it:
it
I'm,
just
like
Peter
than
when
I've
got
the
money
from
continent
and
had
done
a
good
job.
I
mean
I'm,
not
saying
that
I'm
just
saying,
but
the
numbers
are
brought
to
us
and
then
we
have
to.
We
have
to
make
sure
we
prove
the
numbers
right
or
wrong.
I
know
how
it
works
been
here,
long
enough
to
learn
all
that
and
I
know
the
problem
were
to
get
when
you
deal
with
the
employees
himself.
You.
H
E
C
A
Know
yeah,
but
dr.
tis.
They
have
something
to
say,
but
but
my
biggest
worry
is
is
what
I'm
hearing
on
this,
the
human
to
human
factor,
I'm
very
apprehensive
about
the
human
factor
and
and
I've
been
in
many
jobs
before
and
I've.
Seen
the
errors
that
that
that
that
can
that
can
have
in
that
human
area,
so
I'm
real
apprehensive
about
that.
I
just
have
to
put
that
up
front.
C
C
D
A
B
I'd
like
to
make
a
couple
of
comments,
observations
and
then
some
some
suggestions.
First
of
all,
I
applaud
the
fact
that
there
is
some
sort
of
appraisal
instrument
because
I
since
we've
been
on
the
council,
it's
only
been
police
and
fire,
but
at
least
there's
some
feedback
and
just
from
what
I've
heard,
if
I'm
the
little
man,
the
employee
and
I,
have
heartburn
there's
a
process
for
grievances.
B
Is
there
not
okay
and
then
there's
civil
service
for
protection,
and
when
what
I
would
tell
you,
because
I
used
to
hear
this
in
my
previous
career,
it's
impossible
to
fire
people?
It's
not
all
you
have
to
do
is
sit
down,
be
honest
document.
It
all
right,
increase
the
consequences
and
at
some
point
you're
up
for
termination.
You
come
before
the
Civil
Service
Commission.
If
you've
done
your
job,
a
Civil,
Service
Commission
is
gonna,
say
this
employee
got
a
fair
shake.
That's
it
that's
the
way
it
works.
Okay,.
B
Right
and
and
III
attend
the
Civil
Service
Commission
meetings
and
every
once
in
a
while.
They
ask
good
questions.
Why
why?
Why
do
we
still
have
this
employee,
you
know
and
and
that
they're
asking
because
I'm
thinking
some
of
those
on
the
Commission
would
say
man?
It's
driven
me.
Nuts
I'd
have
gotten
rid
of
a
months
ago,
but
anyway,
that's
that's
a
different
story.
Yeah,
but
I
appreciate
the
appraisal,
form.
B
Us
the
salary
compensations
schedule.
It
is
out
of
whack
because
overtime,
as
has
been
pointed
out,
and
due
to
various
methods
of
increasing
salary,
that
in
the
fact
that
we
have
an
outlier
or
two
on
the
employee
side
of
this
okay,
we're
not
mentioned
in
names
but
there's
an
outlier
there
in
terms
of
salary
for
an
employee,
and
it
was
a
new
position
and
at
the
time
at
budget
time,
the
council
approved
that
salary
for
that
individual,
but
it
was
not
on
there
was
there
was.
B
B
It
should
be
during
budget
time
and
I.
Think,
historically,
just
in
asking
a
few
questions
historically,
the
only
time
the
compensation
schedule
in
the
past
may
have
come
up
previously
was
if
there
was
a
change
in
that
compensation
schedule.
If
there
wasn't
it
I
mean
I
think
it
was
year.
Three
before
I
ever
saw
a
compensation
schedule.
I
thought
what
is
this
so
it's
supposed
to
be
approved
annually,
whether
there
any
changes
or
not,
but
that
allows
the
Civil
Service
Commission.
B
If
there
are
new
positions
or
positions
that
have
to
be
recalibrated
or
whatever
that
allows
time
to
follow
the
process
go
to
the
Civil,
Service
Commission
haven't
blessed
it
then
it
comes
to
us.
We
review
it.
We
can
live
with
it
great.
If
not,
we
voted
down
say,
go
back
to
the
drawing
board
or
whatever
and
I
would
suggest
that
this
compensation
schedule
be
adopted
as
a
separate
item.
But
at
the
same
time,
as
you
mentioned
mr.
Leonard,
that
the
budget
is
a
top,
it's
everybody's
on
board
and
everything
is
in
sync
the
I'm
curious.
B
What
what
about
pay
bumps,
let's
say
everywhere.
All
employees
we
all
get
a
2%
raise.
Terrific
and
Peter
takes
my
takes
his
law
clerk.
Six
months
later
and
says
you
know:
law
clerk
laughing,
it's
just
doing
an
outstanding
job.
I
want
to
give
him
a
$500
a
year
bump,
so
I
think,
there's
I
think
tit.
So
he
makes
a
suggestion
fills
out
a
form,
I
think
Peter
signs
it
Mike
would
sign.
It
goes
to
the
mayor.
If
he
says
you
know,
law
clerk
Clavin
just
does
an
outstanding
job
boom.
He
signs
it.
B
C
B
G
D
A
B
B
Anyway,
I
wish
I
could
smell
my
hair,
but
but
what
what
I'm
getting
at
is
I
would
like,
because
we
have
no
ideas.
George
pointed
out.
Anybody
who
gets
some
sort
of
raise
not
an
annual
thing
and
I
like
the
idea
of
doing
away
with
the
anniversary
dates
and
do
it
at
a
set
time.
When
we
do
the
budget,
it
only
makes
sense,
but
but
also
to
see
who's
getting
paid.
That
I
would
say
are
not
arbitrary,
but
I
would
say
discretionary
that
if
all
their
supervisors
sign
up.
C
C
B
B
Know
I
understand
all
of
that
and
I've
been
now
in
city
government
too
long
and
not
long
enough
to
know
that
if
somebody
sneezes
in
this
department,
everybody's
got
pneumonia
a
week
later,
okay,
but
having
having
said
that,
then
every
supervisor
ought
to
be
able
to,
and
it's
really
hard
to
be
honest
with
folks
and
say.
Well,
let
me
tell
you
the
reason:
I
can't
touch
him
anymore.
The
reason
he
got
a
pay
bump
is
I'm.
Take
he
he
stays
he's
salaried.
He
stays
late.
B
He
comes
into
work
early
whenever
there's,
whenever
there's
a
glitch
or
something
he's
the
first
one
to
volunteer
you,
on
the
other
hand,
don't
demonstrate
much
initiative.
I
mean
and
I
would
also
think
that
with
these
forms,
these
appraisal
forms
that
supervisors.
The
department
heads
would
take
advantage
to
know
either
aggro
hey
here's.
What
is
what
you
need
to
improve
or
a
glow
statement
for
lack
of
a
better
term?
Let
me
tell
you
appreciate
the
job
you've
done:
yadda
yadda
yadda,
but
over
a
series
of
time.
B
If
you
looked
at
those
appraisals
or
evaluations,
then
you
ought
to
be
able
very
simply
to
say
I'm.
Sorry,
mr.
dummy
I
can't
give
you
a
pay,
raise
you
don't
measure
up
like
this
guy.
Does
you
want
to
know
what
he
does
watching?
I
mean
I
I
get
it,
but
that's
and
it's
tough
to
be
honest,
but
that's
what
you
have
to
do.
B
I
get
I
get
that,
but
but
but
when
you
have
employees,
for
example,
who
don't
show
up
on
time
who
continually
late
these
kinds
of
things?
Well,
let
me
tell
you
why
I'm
making
a
recommendation
that
mr.
Leonard
the
mayor
have
to
approve
to
to
cut
your
salary
2%.
Here's
why
I
mean
all
you
have
to
do
is
just
be
honest
with
your
employees.
F
F
B
Want
somebody
who's
not
going
to
come
in
with
an
attitude
and
soured
the
department
or
screw
up
the
department.
I
mean
that's
a
little
harder
other
than
anecdotally,
noting
these
instances
or
narrowing
it
down
and
the
fact
of
the
matter
is
what
employees
say
is:
will
prove
that
I
said
that
or
prove
that
I
did
that
well,
I,
don't
have
proof
I'm,
just
making
a
note
for
the
pound.
B
So
you
know
whether
or
not
you
can
afford
to
to
offer
a
salary
increase
and
about
the
same
time
we
adopt
the
compensation
schedule
and
the
budget
just
have
some
sort
of
summary
report
for
those
folks
who
who
got
pay
bumps
and
maybe
there
my
guess,
is
it's
probably
less
than
10
I'm
guessing
I
have
no
idea,
but
there'll
be
a
handful
and
some
of
them
I
would
assume
all
of
them
are
justified
since
y'all
have
to
sign
off
on
them.
So
that's
upsetting.
C
C
C
F
C
C
B
C
E
E
E
C
F
I
think
you
know
we
can
work
out
those
details
with
wherever
the
figure
is.
Let
me
tell
you
how
I
you
know,
I
kind
of
relate
it
to
productivity
when
I
was
managing
my
company
and
doing
my
things.
You
know
one
measurement
of
of
ongoing
revenue
was
the
support
money
revenues
that
that
it's
a
little
bit
like
the
fund
balance
to
look
at
the
fund
balance.
We
would
take
20%
of
the
ongoing
support
services
for
the
customer
base
that
I
build
up
and
distributed
to
to
the
employees
every
year.
F
So
you
know
how
good
the
company
does
that's,
how
much
that
percentage
come
back,
so
I
think
Mike
was
looking
at.
You
know
the
performance
of
the
city
with
regard
to
cash
reserves
or
cash
balances,
as
well
as
fun
fund
balances,
so
I
mean
not
that
we
could
do
that
because
you
know
you
may
not
get
that
hit
next
year.
Yep.
You
know
if
support
the
revenues
go
down,
but
I
mean
where
we
have
a
different.
You
know
sort
of
metrics
that
we're
looking
at
and
I
think
it's
based
on
on
year
after
year.
F
D
C
What
I
recommend
it
to
you
last
night
councilman
is
that
if
you
want
to
get
back
into
longevity
pay
that
you
at
the
time
we
put
our
budget
together
for
the
next
year
that
somebody
that
you
proposed
that
maybe
put
asked
us
to
go,
do
some
research
and
find
out
what
it
would
cost
and,
and
then
that
would
be
an
issue
to
take
up
during
the
budget.
Well,.
E
I
always
thought
that
was
a
good
hiring
to
what
they
pay.
People,
like
the
longevity
people,
to
say
a
long
time
gain.
If
you
want
to
cap
that
two
hundred
twenty
five
years
I
mean
you
look
at
those
options,
I
think
there's
another
thing:
you
know
when
people
are
they
come
and
work
for
a
city
folks
had
great
insurance,
everything
in
blocks.
It
was
way
better
than
buddy
out
and
it
has
longevity.
They
had
good
service.
E
You
know
working
city
of
Luxor
and
we
had
a
lot
of
good
people,
and
you
know
he
even
said
it
was
it
back
there
hiding
back
there,
the
mayor
they
have
quality
people.
You
need
to
offer
them
a
lot
of
good
things,
even
though
monies
might
be
lower
in
some
cases
which
I
doubt
if
anybody
pays
more
than
we
paid
in
anybody
on
the
coast,
I
don't
know
why
we're
not
to
catch
up
to
anybody.
E
Most
people
trying
to
catch
up
to
us
but
I,
just
think
the
longevity
is
a
good
two
behind
people
have
qualified
people
as
I
take
and
have
that
extra
is
like
$15
a
month
her
in
eighty
dollars
a
year.
You
know
whatever
so
I
just
search.
That's
a
good
hon
to,
and
yeah
I'd
like
to
see
you
look
at
that
and
see
that
totally
expensive
would
cost.
Who
would
put
that
back
at
the
blood
appreciate
that
council.