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From YouTube: City council special called meeting Dec 7 2021
Description
Special called city council meeting to discuss the compensation schedule.
A
A
A
A
D
You
know
in
examining
where
we
were
at
the
end
of
fy21
and
going
into
fy
22,
and
we
had
the
thought
of
looking
at
both
the
competence
compensation
and
in
the
the
the
possible
possibility
of
moving.
You
know
everyone's
sale,
salary
up,
and
this
is
sort
of
a
result.
Again.
This
is
a
workshop.
I
think
we've
we're
ready
to
talk
back
and
forth.
D
Basically
some
things
that,
from
a
structural
standpoint,
we
tried
to
simplify.
I
think
part
of
this
exhibit
a
is
a
new
compensation
schedule.
That's
made
made
up
of
men's
and
max
of
sort
of
a
complicated
thing
in
the
past
each
grade,
and
there
was
a
jobs
were
classified
by
grade,
not
so
much
by
department
from
10
to
40
something,
and
then
they
had
some
steps
within
each
grade.
D
D
D
E
C
D
Right
but
let's,
let's
cut
to
the
chase
here,
we
figured
we
could
work
through.
We
did
make
some
arrangements
that
I
guess
the
biggest
part
in
fy
22,
where
a
number
of
the
low-grade
10's
and
11's
that
were
making
less
than
12
an
hour.
We
got
him
up
to
1250
in
the
first
pass
for
fy22,
so
the
lower
grades
from
10
to
12
that
were
making
less
than
12.50
cents
an
hour.
D
D
D
First,
oh
someone
was
like
11
40
an
hour
we
rolled
into
fy
22,
raising
that
up
to
12.50,
and
so
they
got
a
bump.
You
know.
Sometimes
you
know
it
was
as
much
as
24
000.
They
were
making.
You
know
in
fy
22.
We
got
him
to
fy
21.
Excuse
me
to
22
at
26
000.
Well,
we
even
did
better
than
that.
We
got
that
that
number
to
27
150.
I
believe
anyway,
that
reflects
a
pretty
good
jump.
D
Right,
that's
the
low
end,
that's
the
low-end
people
right
and
that's
the
bulk
of
it.
Now
the
rest
of
the
rest.
You
know
between
police
and
fire
to
be
competitive.
We
did.
We
were
creative
in
a
lot
of
things.
So
if
you
look
at
at
the
numbers
between
the
hourly
rate,
folks
that
went
but
got
bumped
up
to
1250
from
1250
to
13
186
and
then,
when
you
say,
police
and
fire,
and
that's
that
you
know
that's
another
couple
of
hundred.
F
D
D
Okay,
this,
you
know,
can
go
up
or
down
or
whatever,
but
basically
in
our
calculations,
which
we've
been
feverishly,
trying
to
get
we'll
ask,
probably
for
a
million
seven
to
add
to
the
budget
to
accomplish
these.
This
table
of
increases
all
right,
but
part
of
this
amendment
that
I
want
to
be
very
clear
is
one
big
thing
in
this
in
this
amendment
is.
D
D
Now
most
of
these
y'all
correct
me.
If
I'm
wrong
hr-
and
you
know-
but
you
know
most
of
these
figures-
annualize
annual
equalizations
of
of
an
hourly
rate
are
based
on
2080
hours
of
work
per
year.
Say
amen.
Is
that
that
right,
okay,
all
right
well
and
that's
reasonable?
You
would
want
in
business
you'd
need
about
2
000
worth
of
work
a
year,
but
as
it
sits
right
now,
based
on
the
state
law,
know
you're
only
working
1700
hours
a
year.
If
you
take
your
vacation
and
have
your
sick
leave.
E
D
Of
it-
and
I
think,
we've
been
using
one
day
if
you're
out
for
two
or
three
days
right
now,
you
will
be
burning
one
day
of
your
or
eight
hours
of
your
annual
leave
and
we're
based
on
the
conditions
and
things
we
see.
We
would
ask
that
to
be
two
days
and
then
going
to
the
third
and
the
fourth
and
the
fifth
day
of
annual
of
the
six
and
a
half
days
of
annual
leave
that
you
would
have
and
then
get
a
doctor's
excuse.
D
You
know,
basically,
we
want
people
to
work
and
be
competitive
in
you
know
what
they
make
while
they're
working.
So
these
are
the
two
things
that
I'm
asking
out
of
this
amendment
is
to
correct
those
things,
and
then
you
know
we'll
develop
a
a
schedule,
a
compensation
schedule
that
will
position
us
in
the
future
with
it,
whether
they're,
steps
or
percentages
or
whenever
that
should
we
have
another
good
year
like
we
had
we'll
be
able
to.
D
D
D
G
D
And
you
know
it's
twofold:
we
want
to
be.
We
want
to
take
care
of
our
employees,
they
make
us
money,
we
want
people
to
come
to
work
and
want
to
come
to
work
and
and
feel
certain
that
if
we
do
good,
if
the
city
does
good
that
they'll
get
fairly
considered
for
for
another
range,
should
we
say
hey
can
we
can
take
a
million
and
spread
it
or
we
can
take
750
and
find,
but
at
least
we'll
have
some
mechanism
to
move
that
forward.
The
structure
is,
is
my
concern.
D
B
D
D
Well,
they're
in
this
table
everybody's
touched
and
you
by
grade
you're,
going
to
see
unless
you're
one
of
these
ones
that
are
not
going
to
be
everybody
in
each
one
of
these
departments,
all
611
minus
the
48
are
going
to
experience.
What
we
feel
is
a
reasonable
increase
based
on
what
we
are
able
to
do.
You
know
we
we
uplifted,
we
put
two
more
million.
D
Actually
we
had
15
more
people,
even
though
10
are
more
vacant
right
now,
but
that's
in
the
budget
we're
uplifting
that
even
more
to
be
competitive
and
to
be
where
we
need
to
be.
You
know
everybody's
talking
about
not
being
able
to
get
help,
and
but
I
think,
coupled
with
the
moves
we
made
with
hospitalization
and
what
we
actually
did
with
maestro
and
the
ability
to
save,
hopefully,
six
or
seven
hundred
thousand
dollars,
it's
all
coming
out
of
the
same
bucket,
the
bucket
that
this
money's
coming
out
of.
So
how
do
we
afford
this?
D
You
know
it's
a
combination
of
even
you
know
when
we
work
into
you
know,
I
guess
the
health,
you
know
initiatives
we
hope.
That'll,
even
you
know,
be
part
of
this.
1.7
or
1.8
million
that
we're
going
to
ask
for
you
to
put
into
the
budget
you
know
for
january,
and
that's
that's
it
as
far
as
what
we've
been
doing
is
figuring
out.
How
much?
What's
the
biggest
thing
we
can
do
for
our
employees
and
then
position
us
to
keep
people
wanting
to
come
work
for
the
city
of
biloxi.
You
know
we.
D
D
Okay,
but
50
is
the
bottom
line
you
and
we
were
talking
about
going
to
65
for
new
employees.
That's
what
I'm
trying
to
say
still
14.
You
have
some
options,
but
not
going
to
cost
you
any
more
than
it
did
before
all
right,
but
for
new
employees
that
will-
and
we
turn
over
about
15.
Maybe
you
know
anywhere
from
12
to
15
per
year,
so
we'll
you
know,
we
collect
about
597
000
of
that
insurance
from
our
employees.
D
Basically
we're
going
to
be
asking
new
employees
to
be
at
the
the
newer
rates
at
65
and
295.
Is
that
right?
What's
the
total,
the
new
one,
so
that
will
turn
over
in
five
years?
I
think
so.
Everybody
will
be
at
the
same
rate
and
we're
asking
also
part
of
that
rate
that
we
kept
the
people
over
a
thousand
dollars
deductible
right
thousand
dollars.
D
C
H
H
D
I
think
you're
looking
at
look
in
the
gray
area.
Okay,
there's
some
shaded
gray,
some
of
the
cells
there
from
patrol
it's
got
first,
second
and
third
class
third
class,
being
the
lower
thirty,
eight
thousand
five,
forty
six
firefighter
three
or
five
fighter.
One
is
thirty,
eight
one,
eighty
four
right,
there's
a
few
hundred
dollars
difference
you
see
patrol,
and
there
are
three
of
those
patrol
officer
third
class
and
they're
12
a
firefighter
one
with
me.
H
Yeah
I
mean
I'm,
I'm
I'm
kind
of
with
you,
but
you
know
when
I
looked
at
the
last
scale
and
then
I
look
at
this
new
skill.
It
didn't
quite
balance
out
right.
I
mean
it's
not
when
they
were
equivalent.
They
were,
they
were
equal
now,
there's
a
difference
in
them,
especially
as
far
as
pay
and
the
base
like
base.
D
Let
me
let
me
say
this:
you
do
this
computation
and
and
we're
up
to
making
things
equal
and-
and
I
guess
equitable
between
the
two
fire
depart.
A
firefighter
has
a
built-in
of
their
hours
that
they
work
on
a
normal
schedule.
I
think
16
hours
per
pay
period
of
overtime
is
that
right,
12
hours
of
overtime
so
12
times,
26,
that's
how
many
overtime
hours
that
are
built
in
so
then,
maybe
some
explanation
may
need
be.
You
know,
may
needed
to
you
know
to
be
presented
to
figure
out.
D
G
D
D
A
A
Just
trying
to
get
an
idea,
because
when
you
look
at
the
salary
schedule,
that's
just
your
regular
pay,
it
doesn't
include
overtime.
I
don't
know
how
much
that
gets
you,
but
I'm,
but
I'm
curious
because
the
true
figure
would
be
hey.
This
is
what
I
made.
I
came
to
work
every
day
and
this
is
what
I
made
and
it's
going
to
be
a
few
grand
more
than
what's
on
the
salaries,
get
the
compensation
schedule.
So
a.
J
New
firefighter
comes
in
if
he's
working,
eight
hours,
which
we
keep
them
on
eight
hours
for
a
good
four
months,
say
five
months
to
where
we
can
get
them
trained
up
might
be
a
little
less
all
dependent
on
our
availability
for
training
up
at
the
state
fire
academy.
Once
they
get
on
shift.
Yes,
they
will
earn
the
12
hours
of
overtime
per
pay
period
if
they
make
all
their
which
they
should.
It's
not.
D
K
Gibberish
to
me:
if
they
worked
every
12-hour
shift
additional
in
a
pet
in
a
year
they
would
get
approximately
1800
a
year
because
they
only
get
it
fire
department
work
on
a
27-day
period.
Okay,
so
their
overtime
is
not
calculated
until
after
that
27
days.
So
anything
over
204
hours
is
considered
time
and
a
half.
A
G
E
G
H
But
that's
a
that's
a
national
problem.
I
mean
not
only
that's
not
just
a
citizen
problem,
but
what
we're
talking
about
here
at
hand
is
we're
talking
about
from
a
salary
standpoint
we're
talking
about
the
salaries.
So
what
I
would
like
to
know
from
a
salary
standpoint
is
she
gave
us
the
the
scenario
of
a
firefighter?
D
I
Mr
mayor,
can
I
may
I
jump
in
sure.
So
when
I
look
at
the
numbers,
I
see
for
a
firefighter
one,
I
see
38
184
and
for
a
police
officer
third
class,
which
I'm
assuming
is
comparable
to
a
firefighter
one.
I
see
38546,
so
the
police
officer
on
this
page
makes
about
400
more
at
entry
level.
However,
the
firefighter
gets
the
added
overtime.
So
and
if
you
talk
about,
you
said
a
couple,
maybe
a
couple
thousand
a
year
that
puts
the
firefighters
salary
considerably
higher
than
the
than
the
officer
the
the
police
officers
right.
I
D
G
I
I
get
that
and
so
the
first,
the
first
consideration
any
employee
makes
for
a
job
is
money
right,
and
so
we
look
at
those
pay
scales
and
regardless
of
the
five
and
a
half
or
the
six
percent,
I
could
care
less
about
those
numbers
if
it
doesn't
translate
to
more
money
in
my
pocket
at
the
end
of
the
day,
the
end
of
the
week
or
the
end
of
the
year
right.
So
how
do
we?
How
do
we?
D
They're
working
more
two
more
hours
too
now
you
know
a
pd
will
work
overtime
hours
too,
so
I
mean
to
fairly
you
can
if
you're
you're
going
to
be
expected
to
put
some
overtime
hours
so
you're
you
take
on
you
know,
pay
for
2200
hours
would
be.
You
know,
sort
of
make
up
that
dollar
difference
over
the
annual
deal,
but
basically
we're
building
in
some
overtime
in
in
the
fire
department,
where
we're
just
getting
a
time
and
time
and
a
half
in
patrolling.
L
M
I
Well,
what
we
do
during
the
budget
time
and
what
ms
newman
is
referring
to
is
we
we
discuss
that
and
we
talk
about.
Is
it
worth
more
for
us
to
add
more
overtime,
hours
versus
hire,
another
fire
or
if
I
hire
another
police
officer
right,
we
have
that
conversation
every
single
budget
session,
and-
and
I
think
that
the
resolution
is
to
man,
the
the
police
station
and
the
way
to
do
that
is
to
increase
the
salary
to
something
that's
adequate.
D
Well,
in
looking
at
comparison
to
other
folks
and
and
their
strings
and
and
and
whistles
with
regard
to
comparison
of
ocean
springs
the
iberville
and
gulfport
and
we're
as
strong
as
any
of
them.
We're
chiefs
tell
me
we're
you
know
with
when
a
hundred
dollars
or
so
each
one
of
the
comparable
letters,
those
in
one
two
and
three
first
second
and
third
class.
That's
right!
We
are
strong
and
you
know
that's
what
we
want
to
do.
We
want
to
remain
strong
and
increase.
You
know
for
what
they
risk
every
day
in
the
job.
D
I
So,
mr
mayor,
respectfully
and
I'll
conclude
my
comments
with
this,
I
am
look.
We
are
the
strongest
like
I'm
one
coast,
but
I'm
always
bluxy
first
right.
So
my
concern
is
is
when
we
talk
about
our
30
vacancies.
How
do
we
rate
chief?
You
may
know
this.
How
do
we
rate
amongst
the
other
fire
departments
when
it
comes
to
vacancies
and
two
you
said
we're
losing
we're.
Hemorrhaging
employees
we're
getting
we're
losing
them
faster
than
we
can
train
them.
Is
that
the
case
in
the
fire
department
as
well
I
mean
the
police
department
as
well.
I
L
Yeah
well
you're,
looking
at
a
national
problem,
so
yeah
everybody's
experiencing
it,
but
we've
gone
for
quite
a
while
being
one
of
the
better
paid
around
and
after
this
past
budget
year.
That
kind
of
that
kind
of
subsided
we're
actually
one
of
the
lowest
paid
around
now,
because
of
the
raises
that
the
other
cities
got
very
close
but,
like
you
said
earlier,
if
there's
a
young
guy
and
he's
coming
in
the
young
people
are
looking
for
what
the
bottom
line
is
they're,
not
looking
for
anything
else.
L
L
C
D
C
D
They
know
what
grade
they're
in
the
job
is
integrated.
Is
that
not
right
jill
every
job?
Okay,
every
job
is
integrated
and
we've
adjusted
the
min
and
the
max
and
there's
like
I
said
there
are
three
little
items
you
know
the
lowest
was.
It
was
line
a
step
one.
The
highest
was
line
b,
step
16.
that
reflects
what's
in
this,
this
amendment
high
and
low
based
on
if
a
new
employee
comes
along
and
they
have
enough
experience
but
they're.
You
know
in
this
job
and
it's
great.
D
D
C
B
D
Grade
that
you're
going
to
stay
in
the
same
grade
and
you're
just
going
to
uplift
your
salary
based
on
these
percentages,
and
you
probably
every
one
of
them-
will
stay
within
the
grade
that
they're
in
isn't
that
right,
we're
going
to
give
you
a
raise
you're
going
to
be
not
in
the
midpoint.
Maybe
you
know
maybe
a
little
bit
over
the
midpoint.
D
An
official
this
man
in
max
is
not
an
official
step,
one
or
step
16
or
step
13
or
step
14.
and
we're.
You
know,
and
I
told
the
president
I
said,
I'm
open
to
you
know
whether
you
want
to
use
steps
or
percentages
or
points
within
the
high
and
the
low
is
okay
with
me.
Basically,
the
conditions
that
I
would
like
to
see,
and
so
we
can
fairly
go
forward
with
increasing
salaries
based
on
performance
and
based
on
you
know,
attendance
to
the
job
and
good
jobs
is
set
up.
D
D
Okay,
that's
a
big
thing
using
some
annual
leave
an
initial
day
of
annual
leave
upon
six
days,
okay,
two
instead
of
one
and
then
this
evaluation
will
fairly
let
each
supervisor
and
then
their
supervisors
figure
out.
I
got
four
hundred
thousand
dollars
of
spread.
How
is
it
easily
for
us
to
spread
at
the
end
of
fy22?
D
G
Important
important
to
notice
that
the
increases
are
applied
to
on
the
left-hand
column
grades,
not
to
individuals.
So
somebody
that's
in
grade
20,
there's.
Actually
four
people
in
grade
20
there
they're
going
to
get
5.75
percent;
it's
not
bill
and
jim
jean
and
jill
and
joe
it's
getting
five
percent
five
point:
seven
for
it's.
G
D
G
C
D
The
future
for
the
future
we'll
have
some
evaluation,
not
not
just
you
know
done
you
know
at
when
we
say
go.
Give
me
an
evaluation,
everybody.
You
have
evaluated
your
performance,
whether
you're
satisfactory
or
you
were
exceeded.
You
know
you
exceeded
expectations
or
you
didn't
do
a
good
job,
so
it
gives
us
a
you
know
a
definable
way
to
reward
the
people
who
do
good
jobs
and
to
kind
of
say
I
mean
you
got
to
step
it
up,
but
a
way
to
you
know
to
increase
our
productivity
and
be
fair
to
everybody.
D
G
Heard
this
scheme
of
the
mayor's,
I
thought
he
lost
his
mind
because
it
would
have
been
a
lot
easier
just
to
do
a
flat
increase
across
as
a
lot
of
the
other
cities
have
done,
but
the
more
I
looked
at
the
vacancies
and
the
difficulty
we're
having
to
retain
people
the
more.
This
seemed
like
a
more
business-like
approach:
hey
spending
the
money
where,
when
you
have
the
need.
D
D
M
Yeah,
I
was
wondering:
is
there
an
option
that
we
can
give
each
employee
that
they
have
a
starting
pay
plus
benefits
or
they
choose
a
higher
starting
pay
and
no
benefits?
Because
I
know
the
youngins
rather
get
more
per
hour
or
salary
wise
and
they
don't
care
about
the
benefits.
And
perhaps
we
could
attract
some
younger
folks.
D
That's
a
question:
you
know
from
a
legal
standpoint:
hey
I
can
you
know
it
call
us
if
you're
a
single
employee,
fifty
seven
hundred
dollars
a
month
a
year
a
year
right,
that's
what
that's
worth!
That's
what
we
budget!
We
don't
necessarily
pay
that
okay,
so
we're
kind
of
hamstrung.
Now,
if
you're
a
family,
you
know
if
you're,
you
have
a
family
more
than
two
people
into
the
system.
That
evaluation
is
twelve
thousand
eight
hundred
dollars
a
year.
D
Okay,
another
part
of
a
benefit
now-
and
this
is
where
pers
comes
up
every
100
we
pay
you.
We
also
pay
17.4
dollars
to
pers.
Those
benefits
are
kind
of
difficult
to
unhook.
You
know
we
can
make
each
person
a
contract.
Employee
just
come
up
with
a
rate
which
would
probably
be
instead
of
13
hours,
probably
16
to
17
dollars,
but
the
part
of
that
deal.
D
I
pay
you
when
you
work.
Okay,
I
don't
pay
you
for
vacations
or
holidays.
I
mean
there's
a
way
to
do
it,
but
you
know-
and
there
may
be
a
handful
of
employees
that
might
want
to
do
that,
but
I
think
they
realize
the
benefit
of
what
this
is.
You
know
I
mean
you
know,
the
the
benefits
are
can
be
dollarized
for
sure
dixie.
G
You're
you're
right
about
the
young
people
they'd
rather
not
have
benefits
and
just
have
a
little
more
cash,
but
we
sort
of
have
a
moral
obligation
to
be
sure
that
our
employees
have
can
are
healthy
and
and
have
some
kind
of
benefit.
Now
now
you
can.
We
can
rack
reconstruct
those
benefits
where
there's
a
catastrophic
number,
that's
on
a
small
end
and
a
better
more
of
a
family
plan
and
that's
what
we
were
kind
of
trying
to
do
in
the
budget.
M
B
I
have
a
few
questions
and
a
couple
comments.
I'd
like
to
start
by
saying
this
is
something
we've
discussed
for
the
last
five
years,
and
so
I
applaud
the
council,
the
administration
for
making
this
happen
for
our
employees.
I
think
it's
overdue,
and
so,
even
if
we
don't
all
agree
at
the
end
of
the
day,
I
think
it's
great
that
we're
giving
all
of
our
employees
a
raise
and
so
number
one
the
48
people
who
are
not
getting
a
raise.
B
B
So
we're
on
this
sheet
there
is
you,
have
a
number
33
is
a
consultant
number
34's
assistant
project
manager.
35
is
engineer.
2
39
is
engineer
3,
so
we
don't
have
anyone
employed
in
in
those
levels
as
well.
Okay,
all
right
so
outside
of
the
council,
the
planning
commission-
and,
I
suppose,
the
clerks
yourself,
mr
leonard,
who
else
is
encompassed
in
that
48
people
who
aren't
getting
raised.
B
B
B
B
D
Let
me
say
this
about
the
the
current
compensation
or
the
one
we're
in
right.
Now
there
was
probably
a
40
percent
spread
of
just
raw
dollars.
You
know
there
are
a
number
of
if
you
look
at
some
of
the
grades
in
the
existing
compensation.
Their
number
of
115
000
jobs
within
the
existing
situation
nobody's
making
that,
but
it's
usually
the
bottom
to
the
top,
is
about
a
40
37
to
38
to
40
percent
different,
sometimes
42
percent
from
low
to
high.
That
seems
a
big
spread
seem
like
you
need
to
be.
D
K
You're
not
going
to
understand
it
anyway,
no
offense,
it's
hard
for
me
to
understand
some
days
at
one
point:
the
compensation
schedule
did
have
integrity,
meaning
between
each
step.
It
was
two
and
a
half
percent
between
each
grade.
It
was
five
percent
and
then
after
hurricane
katrina
they
decided
the
council
decided
well.
How
much
would
it
cost
to
give
everybody
a
raise?
And
let's
say
they
came
up
with
a
half
a
million
dollars.
I
don't
know
instead
of
saying
everybody
gets
a
three
percent
increase.
K
K
Said
yes,
we're
gonna,
do
that
and
I
said
well,
the
only
thing
I
can
do
is
plug
that
amount
into
each
step.
Okay,
so
that
right
there
we
lost
the
integrity
of
the
conversations
together.
It
no
longer
had
two
and
a
half
percent
between
each
step.
It
no
longer
had
five
percent
between
each
step
between
each
grade.
Okay,.
B
K
D
D
K
Happened
years
ago
they
would
say:
okay,
we're
going
to
give
a
three
percent
increase
an
employee.
Will
each
go
up,
one
step
and
I'll
adjust
the
compensation
schedule,
a
half
a
percent
or
we'll
give
a
five
percent.
Every
every
employee
will
go
up
two
steps,
that's
how
employees
got
to
go
up
to
steps
or
if
we
hired
someone.
D
Well
speaking,
hr
right
now,
okay,
I'm
going
to
say
an
example
of
in
the
pd
in
the
abbeville.
How
would
you
handle
this?
My
dear
one,
one
thousand
dollars
each
two
times
a
year
for
pd?
How
are
you
gonna
do
that?
You
know
that's
that
so
anyway,
it's
a
difficult
thing
to
figure
this
out
and
how
it
steps,
because
that's
the
whole
idea
is
to
give
some
reasonable
a
dollarization
of
a
step
between
here
and
there
and
that
you
know
if
everything
goes
well.
D
K
B
B
So
if
someone
was
already
in
the
system
october
1st,
they
got
essentially
a
six
percent,
raise,
let's
just
say
to
12.50.
I
don't
know
somewhere
around
that
and
and
they're
going
to
get
six
percent
again,
so
if
they
were
already
in
the
system
october
first,
these
people
are
actually
getting
a
12
percent
ratio.
That's
right!
You
know
60.
B
B
B
B
Now
I'm
going
to
switch
gears,
so
I
understand
the
concept
in
the
police
and
fire
department
on
the
the
people
that
are
working
hourly,
the
the
firefighters
and
patrolmen
whatever.
What
about
the
people-
or
I
guess
my
statement-
is
the
people
who
come
in
at
the
fire
department
that
are
working
monday
through
friday,
nine
to
five
eight
to
five
or
whatever.
B
I
understand
the
concept
of
the
the
the
guys
who
are
making
an
extra
two
or
three
grand
a
year,
because
they're
working
that
12
hours
every
27
days,
overtime
and
they're,
actually
at
the
end
of
the
month,
they're
actually
making
more,
even
though
it's
not
saying
it
on
paper
than
the
same
level,
police
officer.
But
what
about
my
my
belief
is
the
people
that
are
in
the
fire
department
and
the
people
that
are
in
the
police
department
that
come
in
monday
through
friday,
that
are
on
the
same
level.
D
B
I
think
that
there's
not
just
my
statement,
my
belief,
my
stance
is:
I
believe
that
those
levels
should
be
equal
now.
Moving
on,
I
have
questions
about
the
sick
leave
so
currently,
if,
if
I'm
an
employee-
and
I
come
down
with
strep
throat,
I
have
to
take
a
day
of
my
vacation
time
before
I'm
allowed
to
take
a
day
of
sick
leave.
If
you're.
B
B
B
What
is
the
process
of
a
firefighter
being
able
to
go
on
vacation?
Because
I
know
that
if
three
people
asked
to
go
on
vacation,
that
puts
you
in
a
position.
That's
a
logistic
problem,
yeah
exactly
and
so
vacations
are
turned
down
because
of
that.
So
these
guys
are
forced
to
take
six
days
to
go
on
vacation
is
that
is
that
correct?
So.
J
J
That's
for
everybody.
You
know
battalion
chief
and
below.
Now
we
do
it
different
in
the
office,
but
there
aren't
many
of
us
once
they've
got
that
set.
That's
pretty
much
it
now.
The
lower
ranks
are
newer,
newer
people,
we
do
it
by
seniority,
so
your
guys
that
have
been
there
for
30
years
get
christmas
and
new
year's
and
all
that
sort
of
stuff
other
than
that
correct,
yeah.
Typically,
you
know
the
way
we're
staffed
right
now
and
and
man
in
the
trucks
we
don't,
we
don't
use
annual
leave.
J
H
H
E
D
D
H
Which
is
not
fair
to
our
our
people,
who
are
cutting
the
grass
digging
ditches
and-
and
you
know
and
like
I
said,
they're
the
ones
who
are
suffering
the
most.
So
that's
where,
where
my
biggest
issue
is
with
with
that,
like
you
said,
everybody
gets
a
raise
which
is
which
is
fine,
but
the
bottom
ones.
I
I
definitely.
H
D
D
D
H
D
H
D
And
I'm
happy
to
do
that,
and
these
numbers
can
be
tweaked
one
way
or
the
other,
but
basically
how
we
determined
that
we
asked
both
chiefs
to
put
a
table
together
and
we
looked
at
the
compensation
scales
and
we
knew
where
we
needed
to
be
and
that
these
numbers
reflect
where
we
needed
to
be
right.
Give.
G
G
H
D
We
this
these
numbers
were
generated
based
on
the
same
conditions
that
we
looked
at
frozen
springs
for
long
beach,
for
the
iberville
and
for
gulfport,
and
we
knew
what
they
were.
You
know
there's
something
called
a
recruit
in
in
gulfport
and
it's
a
number
it's
a
number.
Then
we
got
a
firefighter
one
and
two
in
in
gulfport
and
we've
got.
You
know
one
two
and
three
and
one
stays
in
the
same
thing
for
patrolman.
You
stay
a
you
know
a
lower
end,
lower
paid
situation
for
about
a
year.
D
Then
you
bump
up
to
that
which
is
a
significant
jump.
It
went
from
so
not
to
look
at
these.
These
counts
in
those
categories
and
not
too
many
people
in
the
ones.
You
know
the
entry
levels
because
they
they
get
stepped
up
in
a
year
and
that's
a
significant
bump
about
five
thousand
dollars.
I
think
did
it
yeah.
So
if
you
work
a
year,
you
don't
get
a
bump
because
you're
going
to
go
automatic
from
you
know.
You
know
the
third
class
is
the
top
in
patreon
different
sequence,
but
anyway
the
top.
D
You
know
you
reach
in
a
finite
number
of
years
versus
gulfport's
range
for
that
fire,
for
that
policeman
went
from
39
000
to
51
000,
but
there's
a
number
of
years
that
it
takes
to
get
to
51
000.
Is
that
that's
right?
That's
right.
I
mean
you
can
determine
in
each
one
of
these
cases
when
you'll
be
bumping
in
x
amount
of
years.
Is
that
fair
to
say
it
is.
H
Yeah,
well,
I
I
still
like
I
said
I
still
need
to
see
it
reflected
on
the
paper
and
that
would
that
would
help
me
out
a
whole
lot
if
it
was
reflected
on
paper
and
then
a
lot
of
these.
I
know
they're
coded
in
areas.
We
don't
know
really
what
the
breakdown
is
on.
You
know
gr27,
gr32
and
all
those
areas
it
makes
it
a
little
more
yeah
yeah,
so
that.
A
You,
mr
gunds,
I
I
have
a
question:
let's
let's
say
I'm
picking
a
position
here:
pay
grade,
15.
animal
control,
officer,
dispatcher,
deputy
court
clerk,
lifeguard
police
desk
clerk,
public
works
secretary
and
there's
probably
15
different
job
titles
in
grade
15.,
and
the
minimum
proposed
is
13.50
an
hour
for
that
pay
grade
and
the
maximum
is
18.58
per
hour.
A
A
D
K
A
D
That's
the
whole,
you
can't
answer
that
because
we
don't
know
ground
conditions
or
what,
but
if
we
have
a
system
I
mean
this
is
just
if
we
have
a
system
that
year
by
year,
we
feel
that
we
have
a
mechanism
to
give
me
a
bump.
Okay,
I
want
to
spread
600
000
across
these
things
and
that
that
winds
up
with
a
distribution
because
we
have
the
record
you
know
the
highs
and
lows
to
to
to
step
up
multiple
years-
is
what
we're
thinking
about
the
highs
and
lows.
D
D
The
mechanism
we
want
to
be
able,
if
we're
affording
that
we
want
to
you,
know,
have
some
distribution
of
meeting
expectations,
exceeding
expectations
and
not
meeting
expectations
in
a
you
know
a
reasonable
way,
so
you
perform,
and
we
want
to
you
know,
reward
our
top
performance
with
three
percent
or
two
percent.
Next
year
we
have
a
mechanism
to
say
these
are
our
top
performers,
or
these
are
my
okay
average
folks,
or
these
are
people
really
don't
cut,
not
cutting
their
grade.
A
So
then,
as
an
employee,
I
have
two
questions
number
one:
when
is
my
next
raise
coming
and
number
two?
How
much
is
that
raise
going
to
be
now?
What
we've
done
in
the
past
is
we
used
to
know
is,
as
jill
said
earlier,
with
the
the
compensation
schedule
we
we
could
say
with
integrity.
Your
next
raise
will
be
this
this
much
so
much
an
hour
whatever
okay,
but
we
gotta
we
got
away,
we
got
away
with.
A
We
got
away
from
that
with
that
two
and
a
half
percent
increase
when
we
went
with
percentages,
sometimes
flat
rates,
sometimes
variable
rates,
but
but
again
my
my
question
is:
if
I
want
to
have
a
future
here,
when's
my
next
race
coming
and
and
the
honest
answer
is
we
never
know?
We
can't
tell
you,
we
haven't
I'd
like
to
see
that
addressed
and
and
after
you're
done
I'd
like
to
take
a
few
minutes
to
just
share
some
things
with
the
council
and
anybody
who's
interested
the
next.
A
The
next
thing
is:
how
much
will
that
raise
be?
We
can't
tell
you
we
don't
know
when
your
next
raise
is
coming.
We
don't
know
how
much
that
raise
will
be,
and
I'm
thinking,
if
I'm
looking
for
a
job
I'd
like
I'd
like
to
know
that
and
what
concerns
me
and
I
think
concerns
mr
guns
to
some
extent
make
concern
other
council
members
is,
I
see
the
minimum
and
the
maximum
if
I'm
hired.
A
If
I
start
work
two
years
from
now,
biloxi
do
I
start
at
the
minimum
hourly
rate,
or
can
you
put
me
anywhere
you
want,
particularly
if
I'm
a
tech
guy
and
the
private
company,
the
private
sector?
You
know
it's
hard
for
us
to
find
tech,
guys
it's
hard
for
us
to
fight
to
find
firefighters,
nice
trades
too.
That
gives
this
would
give
the
administration
the
flex
to
put
you
on
that
compensation
schedule
anywhere.
D
A
A
Well,
I
understand
we're
facing
the
same
challenges
that
every
city
is
facing
right
now,
trying
to
get
good
employees.
I
don't
know
if
they're
mr
glavin's
got
a
question.
If
anybody
else
has
a
question,
we'll
try
and
wrap
this
up
and,
like
I
said
I'd
like
about
15
or
20
minutes,
to
share
something,
let
me
get
to
mr
grav
and
mr
lawrence
and
I'll
get
to.
F
F
You
know
we
all
been
kind
of
trying
to
figure
out
what
the
right
thing
to
do
is
and
the
bottom
line.
You
know
we
got
1.7
million
dollars,
we're
increasing
our
payroll
and
with
input.
Like
you
said
mayor
from
the
two
chiefs
and
from
the
hr
director
and
yourself.
I
think
we
all
realize
that
the
step
program
and
and
compensation
schedule
just
didn't
work.
F
We
don't
know
from
year
to
year.
If
we
can,
nobody
knows
no
business
in
the
environments
that
we've
went
through
over
the
last
decade.
You
know
it's
hard
to
determine.
You
know
what
ability
that
you
do
have
to
to
increase
people,
but
you
know
what
we
do
know
today
that
we're
trying
to
do
the
right
thing
and
compensate
you
know
our
our
employees
to
attract
them
to
the
great
city
of
biloxi
and
that
they
feel
that
they're
being
paid
you
know
a
wage.
F
That
is
is
fair
and
I
think
this
is
a
step.
If
anybody
is
looking
at
what
we're
trying
to
accomplish,
I
think
they
they
may
not
like
it
entirely,
but
they
gotta
say:
look
1.7
million
dollar
increase
in
in
the
city's
payroll.
We're
looking
at
police
and
fire
we're
looking
at
these
other
employees
and
we're
trying
to
do
the
right
thing
to
get
them
to
a
fair,
fair
point
and
we're
not
increasing
the
council,
salary
or
the
mayor's
salary
or
the
director's
salary
and
others.
The
leadership
is
saying:
hey.
F
We
recognize
you
guys
and
we're
trying
to
do
the
right
thing.
So
I
want
to
just
say
that
I
do
applaud
the
mayor.
It
is
a
little
bit
more
clear,
a
little
bit
more
clarity
to
the
situation
today.
Looking
at
the
data,
you
know,
we've
been
all
talking
to
the
mayor,
probably
burned
your
ear
off,
trying
to
just
trying
to
see
what
how
this
was
all
going
to
fit
today.
So
I'm
encouraged.
F
We
took
care
of
some
insurance
things
and
now
we're
taking
care
of
some
salary
situations.
I
do
have
a
little
web
mail,
I'll
just
have
to
say
on
this
two
days
or
three
days
that
you
got
to
use
your
your
sick
leave.
I
think
it's
been
historically
we've
used
one
day
and
there
was
a
purpose
to
that.
So
at
least
the
departments
would
know
if
somebody's
trying
to
play
around
with
just
calling
out
sick
to
to
take
days
off
and
to
increase
it
to
two
days.
F
D
Me,
let
me
add
one
thing
too:
we
did
increase
our
wages
and
salaries
personal
services
from
fy21
to
fy22,
which
we're
in
right
now,
two
million
dollars.
Personal
services
will
increase
two
million
dollars
by
the
additional
positions
that
we
budgeted.
Now
with
this
step
up,
we're
going
to
add
another
1.7
to
it,.
C
L
Yeah
we've
had
several
that
have
left
and
gone
to
other
agencies.
Just
recently,
we've
had
a
huge
number
that
have
retired,
which
we
expected
that
we
didn't
really
expect
officers
to
leave
us
and
go
to
other
cities.
But
we've
had
quite
a
few
of
those
along
with
some
dispatchers
have
also
left
some
not
going
to
other
cities,
but
some
just
found
other
jobs
that
paid
more.
L
D
Now,
chief,
let
me
ask
also,
if
we
go
to
these
numbers,
which
is
you
you
you
top
grade,
49,
that's
going
to
be
very
competitive
with
anybody
else.
It's
going
to
be
hard
for
them
to
realize
ground
conditions
with
benefits
and
those
other
things
that
they
would
be
better
off
at
another
agency.
That's
the
whole
idea
why
we
address
both
pd
and
fire
department
to
make
sure
that
their
position
where
money
is
not
going
to
be
the
driving
issue.
That's
right!
We're
going
to.
C
Well,
the
insurance
program
that
we
have
is
a
rich
program
that
don't
seem
to
affect
them.
They
leave
because
of
that
are
they.
I
know,
you're
always
looking
for
more
money
when
you're
doing
about
12
14
a
year
in
insurance
that
you're
not
paying
for
and
that's
got
to
play
pretty
good
into
something
hope.
L
C
D
Yeah
and
again
I
think
council
manual
was
saying
you
got
to
dollarize
those
benefits
and
figure
out
and
let
them
realize
this
is
a
real.
You
know
you
go
to
another
place,
you're
going
to
be
paying.
You
know
additional
dollars
off
that
that
paycheck
you
take
home,
that's
a
real
consideration.
It's
up
to
us
to
say
think
about
it.
Y'all
need
to
think
about
what
you're
going
to
be
bringing
home
basis
of
what
you
and
what
the
number
is
you're
going
to
be.
You
know
hired
into
another
place
with.
C
When
you
think
you
have
a
family,
that's
the
insurance
15
a
year
minimum.
I
thought
that's
a
ton
of
money
and
you
pay
1200
a
year.
That's
what
one
guy
said
he
was
leaving.
I
said
you
got
15
to
buy
insurance.
Then
you
better
leave.
Well.
I
can't
do
that
right
because
you
don't
have
15
000
extra
money
to
do
that.
D
J
C
J
Yeah
we
have
very
few
firemen
leaving
for
other
other
cities
where
we
do
lose
them.
Every
so
often
is
to
mobile
or
saint
tammany
parish.
They've
got
a
better
retirement
system
and
that's
nothing
we
can
affect
we'd
have
to
go
up
to
the
legislature
to
affect
that.
The
30-year
system
really
kills
both
both
police
and
fire.
J
J
You
know,
we
don't
have
a
lot
of
times
our
emt
certified.
Now
I
think
we've
got
about
55
applications
that
we're
going
to
be
testing
these
people
next
week
and
one
is
a
lateral.
We
used
to
see
double
that
and
we
used
to
see
about
150
applications.
So
it's
it's
a
problem.
I
think
everywhere.
You
turn.
J
C
C
E
I
I
So
then
they
can
get
two
days
of
sick
pay
and
two
days
of
of
annual
leave
pay
and
now
we're
disincentivizing
the
labor
that
we're
trying
to
acquire
by
by
bringing
in
more
people
right.
I
mean
it
really
is
a
a
point
of
diminishing
returns
when
we're
trying
to
save
money,
but
it
is
costing
the
city
because
we're
we're
incentivizing,
they
stay
out
longer.
I
D
You
know
I
can
address
that.
You
know
coming
from
business
and
coming
from
things
that
we
we
did
before.
I
can
tell
you
18
days
a
year
is
a
lot
to
be
off.
Okay.
You
know
you
talk
about
scheduling,
you
know
know
you.
Normally
you
work
11
10
years
at
english,
you
get
15
days
of
vacation
after
10
years
you
get
18
days
right
off
the
top
again,
we
need
people
to
work,
and
that
was
part
of
the
you
know
the
give
and
take
the
amount
of
money
we're
going
to
give.
D
We
need
production
when
you
can
only
get
1700
hours
worth
of
work,
and
you
would
be
amazed
if
you
did
the
dollarization
of
the
hour's
work
for
the
benefits
that
would
be
or
paid.
I
don't
think
it's
unreasonable,
but
you
know
you're.
This
is
my
draft
of
what
we're
asking
you
know.
It
was
more
reasonable
when
I
exp
when
it
was
explained
to
me
back
when
I
became
mayor,
because
I
was
really
you
know
trying
to
put
it
together.
D
I
I
I
A
I
So
just
well,
I
just
wanted
to
play
a
devil's
advocate
a
couple
of
things
one
if
we
keep
sick
leave
for
annual
leave
and
we
don't
require
a
doctor's
notice,
then
sick
leave
just
becomes
free
annually.
If
you
people
will
just
get
sick
and
use
sick
leave,
I
think
one
day
annually,
there's
a
great
deterrent
to
get
people
to
not
just
play
sick
to
get
a
free
paid
day
off.
Second,
to
address
the
the
met
analysis,
which
I
propose
to
numerous
people
that
called
me
and
discussed
this.
I
The
thing
I
heard
the
most
was
can't
get
in
it's
too
tough
to
get
in
that
day.
If
I'm
sick,
I
got
to
go
pay
alpha
care
or
another
place,
because
you
got
a
schedule
to
get
into
meta-analysis.
So
if
we
wanted
to
use
that
because
I
I
think
it's
a
great-
I
think
it's
a
great
benefit,
but
we
need
it
staffed
better,
so
they
can
take
on
more
people.
Well,.
A
Let
me
address
that
comment
so,
and
I've
been
hearing
that
for
a
couple
of
years
and
I've
checked
several
times
with
meta-analysis
and
I
said
I'm
hearing
that
employees
can't
get
in
if
they're
ill,
they
show
up,
they
can't
be
seen.
They've
got
a
schedule,
they
can't
schedule
for
that
day
and
they
said
it
would
work
a
lot
better.
If
city
employees
who
scheduled
them
scheduled
an
appointment
would
actually
appear
for
their
appointment.
I
said
well
what
percent
don't
do
that?
A
Don't
call
you
and
cancel
their
point
generally
anywhere
from
20
to
40
percent,
depending
on
the
time
of
the
year.
Whatever
so
part
of
part
of
the
problem
is,
if
you
schedule
an
appointment,
go
if
you
don't
go,
cancel
it
well
ahead,
so
that
other
city
employees
can
get
in.
That's
all
I
wanted
to
say
on
there
robert
go
ahead
a
minute,
I'm
done.
That
was
any
other
questions
from
the
council.
C
I
Yeah
jill,
hey
I
when
I
walked
out,
I
heard
you
guys
talk
about
the
minimum,
the
maximum
minimum
for
each
pay
scale.
What
was
the?
What
was
the
discussion
about
just
taking
these
percentages
and
bumping
both
of
those
numbers
up
those
percentages,
so
the
people
that,
if
they're
at
the
top
of
that
pay
scale,
if
it's
a
maximum,
they
wouldn't
receive
the
six
percent,
because
they're
they'd
hit
the
ceiling
right.
I
D
Saying
because
let
me
say
that
about
this
or
this
about
that,
it's
it's,
there
is
no
job
on
their
own
that
that
that
the
top
is
40
more
than
the
boarding
bottom
in
the
grade
and
that's
the
problem
with
the
existing
setup.
You
know
it
can't
be
that
much
of
difference
I
mean
if
we
were
tight,
you
know
say
it
was
a
15
spread
from
job
to
job.
You
know,
maybe
we
need
to
go
to
the
job
versus
to
a
grade.
D
D
D
I
A
A
What
the
mayor
is
proposing.
We
no
longer
start
folks
at
1092.
We
would
start
folks,
basically
at
12.50
an
hour
currently
grade
10
step.
Six
is
12
47,
but
what
the
mayor's
proposing
is
that
we
start
folks
at
12.50
an
hour.
That's
the
minimum
and
the
max
would
be
15
and
21
cents
all
right
based
on
what
we
know
at
this
point
forget
any
of
the
steps
in
between
you
just
have
a
minimum
and
a
maximum.
A
I
A
A
G
A
As
you
look
at
grade
11,
the
minimum
starts
at
12.50
an
hour.
The
maximum
is
an
hour,
so
anybody
that's
hired
in
the
city
of
biloxi
new
can
be
started
anywhere
between
that
minimum
and
that
maximum
is
that
correct?
Mr
mayor,
I
think
so
there
you
go
all
right,
so
that
gives
a
lot
of
discrete
a
lot
of
latitude
to
the
administration
all
right.
The
next
thing
is
grade
12,
you
get
the
idea,
the
minimum
and
then
the
maximum.
A
A
Okay,
the
maximum,
as
you
can
see
on
the
far
right,
is
a
little
bit
higher
than
the
current
step
16..
So
I
wanted
some
way
to
compare
what
we
currently
have
to
what
the
mayor's
proposing
this.
This
is
the
best
handout
I
could
come
up
with.
So
this
is
the
hourly
rate,
and
then
you
see
the
next
page
four
in
the
top
left
corner.
That's
the
annual
rate.
So
three
was
the
hourly
rate.
A
Four
is
this
is
what
those
folks
would
earn
a
year
so
on
just
a
minute
so
grade
10,
my
annual
starting
salary
would
be
with
the
with
the
mayor's
proposal
would
be
26
000
and
the
maximum
would
be
31
000..
So
anybody
who's
hired
for
a
grade.
10
position
could
start
anywhere
between
the
two
that's
correct,
mayor,
okay,
you
had
a
question
yeah.
D
Let
me
ask
jill
there
where
it
was
different,
since
I
assumed
that
step
a
of
grade
1
or
grade
10
bumped
up
a
little
bit,
because
we
use
that
c
or
b
schedule,
step
16..
That's
why
the
difference
is
right,
correct,
okay,
so,
basically
you're
right,
but
of
the
three
a
b
and
c
right
go
step,
one
of
a
right
step,
16
in
b.
A
A
But,
but
now
what
this
done,
the
the
advantage
is-
and
I
think
the
human
resource
supervisor
would
tell
you
the
beaut
the
beauty
of
this
plan.
Is
you
want
to
give
somebody
a
percentage
increase,
not
a
problem,
bingo
snap,
your
fingers,
and
do
that
you
could
do
that
with
any
spreadsheet.
Basically,
so
there
are
advantages
from
the
administrative
point
of
view
on
what's
proposed,
but
there
are
also
some
disadvantages
if,
if
miss
newman
and
mr
gaines
are
both
currently
in
grade
10
somewhere,
maybe
miss
newman
is
at
step.
Eight
and
mr
gaines
is
at
step.
A
D
In
this
case,
okay,
you'll
be
in
step
one
or
step
five
or
six
and
she's
in
step.
Seven
we're
gonna
apply
to
each
one
of
those
rates
that
percentage
with
a
six
and
a
half
five
and
a
half
five
twenty
five,
so
the
dollar
will
be
different.
The
dollar
value
of
the
raise
will
be
different,
but
the
percentage
will
be
the
same.
A
Right
and
the
other,
the
other
concern
I
have
is
to
some
degree
and
to
my
way
of
thinking,
there's
a
lack
of
transparency
simply
because
the
minimum
and
the
maximum,
as
the
mayor
said,
it's
40,
that's,
basically
what
his
research
indicates
it.
It
typically
is
or
has
been-
and
again
I
worry
about
most
folks
can
tell
you
what
they
earn,
but
I
want
you
to
think
about
employees
for
a
moment.
There's
always
a
lot
of
drama
with
employees,
no
matter
the
line
of
work
and
everybody
gets
a
raise.
A
Does
everybody
get
the
same?
Raise?
Maybe
they
do?
Maybe
they
don't?
There
are
employees
who
currently
get
raises
that
the
council
knows
nothing
about
and
that's
the
way
the
ordinance
is
read.
That's
right,
rip
that
scab
off,
okay
and
and
there's
no
way
of
the
council
finding
that
out
as
long
as
the
ordinance
is
followed,
the
supervisor
can
recommend.
Somebody
goes
to
the
cao
goes
to
the
mayor.
They
sign
off
that
person's
got
a
race,
and
I
think
that
had
something.
D
Let
me
say
this
about
what
hr
has
done
and
before
we
started
this
research
when
you're
talking
about
figuring
out
who
who
stepped
you
know,
the
current
rate
is
the
current
rate.
You,
three
years
ago
you
were
making
the
current
rate.
We
you
know
asked
in
two
months
ago
and
three
months
ago,
when
we
started
doing
this,
we
looked
at
rates
for
each
employee
since
2019,
20
and
21.
and
there's
an
explanation.
D
This
was
a
merit
increase
in
step
from
here.
To
here,
so
is
some
documentation.
Hr
has
those
documentation.
We
studied
the
last
three
years
of
that
you
know
in
in
proposing
what
we're
proposing
to
to
jump
forward.
Yeah.
No,
if
you're
in
the
same
step,
you're
gonna
you're
a
couple
of
steps
different
within
the
same
grade
you're
going
to
apply
in
this
case.
If
it's
six
percent
six
percent
dollarization
is
going
to
be
different,
lower
step
to
the
opposite.
That's
just.
A
The
way
it
is
and
just
a
fine
point
whenever
you
deal
with
increases
in
terms
of
percentages
that
spread
between
minimum
and
maximum,
what
the
dollarization
is
increase
increases
as
you,
as
you
know
that,
and
then
that
becomes
sometimes
a
matter
of
equity,
the
another
way
to
look
at
the
mayor's
proposal.
So
this
this
compares
the
current
compensation
schedule
and
the
beginning
rate
is
now
12.50
instead
of
1092,
but
this
kind
of
gives
you
an
idea
of
basically
how
the
compensation
schedule
would
change.
A
A
the
minimum
rate
1250
annual
rates,
26
000.,
there's
no
difference
between
grades
10
and
11
0.
The
maximum
is
1582.
annual
salary,
32
000.,
the
maximum
difference
rate
is
61
cents.
That's
from
the
grade
before
to
the
grade.
Here
again,
this
kind
of
deals
more
with
with
the
integrity
as
as
ms
paul
alluded
to
earlier.
A
A
A
What
would
the
current
hourly
rate
compare
to
in
terms
of
the
current
grade
right
and
they're,
not
exact,
but
roughly
roughly?
This
is
what
they
correspond
to
very
roughly
and
again.
Those
positions
are
ranked
there
and
the
reason
I
mention
that
is
if
it
was
possible
and
I
think
it
might
be
possible
to
give
every
employee
a
pay
increase.
Even
if
it's
just
one
percent
a
year,
you
know
you're
gonna,
get
that
one
percent
every
year.
A
B
A
B
A
Okay
and
we
start
at
12
50.,
there
are
three
factors
to
consider:
only
three
one
is
the
base
hourly
rate,
we'll
call
it.
The
other
is
what
percentage
is
associated
with
each
step
increase
and
I
just
plugged
in
one
and
a
half
percent
for
each
grade
I
plugged
in
four
percent
over
here,
but
again
the
you
can
change
these
variables
if
it
was
one
percent
a
year.
A
A
D
D
That
needs
to
be
revisited,
but
it's
going
to
prepare
us
to
look
five
years
down
the
road
and
I
think
that's
what
you
were
trying
to
do,
but
but
the
dollar
rise.
You
know
we,
you
know
again
that
one
percent
in
base
salary
translates
to
another.
You
know
17
of
that
one
percent
in
peers
in
another.
You
know
you
know
associated
benefits,
yeah
the
things
that
cost
us
to
do
that
deal,
but
it
gives
us
a
position.
D
D
A
A
A
Maybe
it's
on
no
account,
maybe
it's
cash
on
hand
at
the
end
of
the
year,
all
right
or
maybe
it's
something
else,
and
if
if
the
figure
was
if
that
amount
was
greater
than
a
particular
figure
good,
if
it's
eight
hundred
thousand
over
good,
we
can
look
at
distributing
that
this
year.
Right.
Okay,
I
think
robert
had
robert
did
you
have
a
question.
F
The
challenge
paul,
as
I
said,
or
base
it
on
the
calf
or
on
one
particular
year
now
we've
got
to
absorb
that
increase
year
after
year
after
year
after
year.
Exactly-
and
that
is
a
true
challenge-
you
know
we're
increasing
this
increase
is,
is
going
forward
permanently,
not
only
this
year,
but
next
year
and
the
year
after
and
the
year
after,
and
and
we
just
don't
know
if
we
have
a
good
year
and
say:
okay,
we're
going
to
increase
it.
Six
percent
that.
D
Okay,
I
can
see
where
I
can
program
so
many,
so
we
can
do
this
immediately
and
solve
some
problems
and
then
figure
out
what
the
parameter
is.
I'm
going
to
give
you
an
example.
We
you
know
when
I
was
in
in
the
in
the
software
business
and
we
had
a
number
that
was
always
increasing
and
it
was
maintenance
and
support.
D
As
I
build
my
customer
base,
I
this
revenue
is
going
to
increase
and
I
programmed
15
percent
of
that
figure
to
be
paid
to
employees
never
going
to
go
down,
but
yet
that
was
the
component
the
component,
so
we
need
to,
I
think,
you're
driving
at
the
same
thing.
Let's
do
this
and
what
I
would
propose
doing
this
immediately
and
then
figuring
out
a
way
that
we
would
expect
to
do
a
point.
Another
percent
you
know
given
the
the
kaffir
or
some
other
conditions
well,.
A
To
to
answer,
I
think
nathan's
question,
and-
and
some
of
you
are
wondering,
because
holy
mackerel,
how?
How
can
we
do
this
because
the
future
is
uncertain?
A
couple
of
things
number
one,
what
we've
done?
What
the
city
has
done
in
the
past
is
when
you
reach
step
16,
correct
me.
If
I'm
wrong,
if
you're
still
here
jill,
if
you
reach
step
16,
you
got
another
pay
raise
just
like
everybody
else.
Did
it's
just
that
there
was
no
step
17,
that's
how
we
ended
up
with
the
current
compensation
schedule.
A
We
have
with
the
abs
and
c's,
but
as
as
folks
retire,
I'm
an
executive
secretary
making
48
000.
I
retire.
I
hire
a
new
secretary.
I
hire
george
lawrence
as
my
secretary.
He
starts
at
32
000.
I
just
saved
16
000.,
so
as
folks
as
folks
retire
through
attrition
you're
saving
that
money,
but
you're
also
paying
some
of
that
out
to
the
new
hires.
A
The
question
is,
and
the
word
always
used
was
sustainable.
So
the
question
in
your
mind
is:
is
one
percent
sustainable?
That's
a
good
question.
Somebody
would
have
to
do
the
research
and
nobody
has
even
attempted
to
do
the
research,
although
I
have
offered
to
do
the
research,
but
somebody
needs
to
go
back.
Just
look
at
the
last
10
years,
how
many
folks
retired?
How
much
money
did
that
save?
Who
replaced
them?
What
did
it
cost
you?
A
D
B
Or
a
bad
year,
I'm
going
to
be
really
quick,
because
we've
only
got
a
couple
minutes
to
our
regular
meeting.
But
my
response
to
that
is,
I
have
no
problem
supporting
a
pay
raise
annually
based
upon
some
parameters.
Like
the
mayor
said,
however,
the
reality
is
this:
our
employees,
when
they
go
to
the
grocery
store,
there's
been
a
six
percent
increase
in
what
it's
costing
them.
Six
plus
percent
at
the
grocery
store
double
at
the
gas
station,
and
so
they
need
this
relief
now
not
not
built
in
over
four
or
five
years.
B
They
need
this
relief
now
I'm
willing
to
support
something
based
upon
parameters.
If
we
have
this
much
money
in
our
you
know
extra
every
year
or
if
we
have
this
much
projected
revenue
for
the
year,
I'm
willing
to
support
a
pay
raise
from
this
percent
to
this
percent
annually.
However,
our
employees
need
this
pay
raise
now
and
so
that
that's
just
my
stance,
yeah.
I
D
I
A
I
Administrative
assistant,
one
administrative
assistant,
two
administrative
assistant,
three
and
there's
a
pay
scale
that
climbs,
but
you
can
be
hired
as
an
administrative
assistant
to
getting
paid
less
than
an
administrative
assistant,
one
at
the
15th
scale.
Until
you
get
to
administrative
two
at
the
10th
scale,
then
you
don't,
then
you
at
that
point.
You
then
exceed
what
demonstrates
why?
Why
don't
you
just
have
an
administrative
assistants
and
give
them
raises
as
their
job
goes?
Why
have
all
of
this?
D
D
And-
and
you
know
that
that's
that
seems
reasonable
and
they're
not
opposed
to
doing
that-
I'm
not
opposed
to
looking
at
an
annual
going
forward
a
percentage
and
figuring
out
what
the
number
is.
So
we
can
do
it,
it
could
be
restructured.
You
know
this
is
in
order
to
do
the
things
we
talked
about
immediately
by
january
1..
This
is
the
reason
why
this
compensation
amendment
is
on
the
thing.
So
it's
going
to
take.