►
Description
City of Charleston Ad Hoc Budget Advisory Committee Meeting 10/26/22
A
B
B
B
D
Hi
mayor
hello,
council
members,
we
we
do
have
an
update
on
our
you
know.
Recruitment
and
Retention
slides
we've
been
showing
you
some
of
you,
I
guess
from
the
budget
ad
hoc
committee
have
never
seen
these,
but
the
HR
committee
members.
You
should
be
familiar
with
them.
They
are
reports
and
slides
that
Ryan
Landry
put
together
for
us
sometime
last
year
that
we've
been
showing
on
a
regular
basis.
Unfortunately,
I
think,
as
most
of
you
know,
Ryan
is
no
longer
with
us.
D
C
F
F
F
So
that's
just
one
thing
to
note,
for
example,
our
Recreation,
we
have
a
lot
of
part-time
positions,
so
two
part
times
would
equal
one
of
these
full-time
equivalencies
and
so
as
we're
looking
at
solid
lines,
those
are
going
to
be
our
actuals
and
then
the
dotted
line
is
looking
at
budgeted
positions.
So
for
non-sworn
we've
gone
up
five
and
then
looking
at
police
in
blue.
We
have
38
vacancies
and
this
is
a
decrease
in
five
from
September's
meeting.
F
F
Foreign,
so
moving
on
into
this
slide,
we're
really
looking
at
three
specific
measures
and
that's
job
postings
and
Views
and
then
our
applications.
So
the
number
of
jobs
that
we
have
posted
you
can
see
is
in
the
blue
line
and
then
the
gray
bars
are
showing
how
many
people
viewed
those
jobs.
And
then,
although
this
is
slightly
harder
to
see
in
the
orange
bars
at
the
bottom,
is
showing
how
many
of
those
people
actually
applied
to
the
jobs
and
so
in
September
we
had
313.
G
F
F
So
this
is
looking
at
running
postings,
so
it's
just
saying
if
it
was
open
within
a
certain
time.
So
if
it
was
opened
in,
let's
say
the
middle
of
August
and
was
open
until
September
2nd
it's
going
to
be
included
in
this,
but
then
what
we're
also
including
in
this
is
let's
say
a
job
was
opened
or
was
posted,
September
28th
and
then
it's
posted
for
two
weeks
or
as
needed.
E
G
Great
yeah
I
think
that
if,
as
you
were
going
through
this-
and
maybe
the
lone
wolf
on
this
question,
but
if
we've
got
postings
I'd
like
to
know
in
whatever
category
you
you're
you're
doing
this,
so
you
compared
apples,
apples
and
oranges
and
oranges.
I
just
want
to
make
sure
posting
and
then
job
fulfillment.
How?
How
those
compare.
D
And
council
member
shade
it'll
be
easy
to
go
back
and
in
fact
mayor
I,
don't
know
if
you
remember,
or
even
have
your
last
mayor's
report
handy
but,
as
you
know,
we
report
the
number
of
positions
number
of
employ
and
positions
we
filled
as
well
as
number
of
people,
employees,
who've,
left
and
I.
Believe
that
the
my
last
mayor's
report,
it
was
a
period
of
about
I,
think
five
weeks,
I
reported
on
the
entire
month
of
September
and
maybe
the
first
week
in
October
and
I
want
to
think
and
I'm.
D
Sorry
I,
don't
have
it
in
front
of
me,
but
I
think
it
was
closed.
I
think
we
hired.
It
was
maybe
57
employees
that
was
including
we
had
14
firefighters,
eight
police
officers,
and
then
it
was
30
something
non-sworn.
So
we
do
track
that.
It's
just
not
tracked
on
this
particular
report.
We're
just
trying
to
show
on
this
report
what
type,
how
many
applicants
are
we
attracting
from
our
postings.
D
D
I
think
I
might
have
been
thinking
about.
Maybe
the
report
that
we
did
before
that
one,
but
because
I
know
that
there
was
one
that
had
50
some
people
because
of
the
fire
class
and
the
police,
but
but
yeah
we
do.
We
do
track
that
at
the
separations,
as
well
as
the,
and
we
could
actually
do
it
year
to
date.
If
you'd
like
to
see
it
council
member
shade.
B
F
So
this
is
looking
at
conversion
rate
and
then
as
well
as
average
applications
per
posting.
So
as
you
can
see,
the
orange
line
is
really
saying
that
we've
had
approximately
in
August
around
three
applications
per
posting
and
then
in
September.
We
did
drop
down
to
two
applications
per
posting
and
then
because
average
applications
is
a
function
really
of
how
many
people
are
looking.
F
We
also
look
at
conversion
rate
and
for
that
we're
looking
at
how
many
people
that
clicked
on
to
apply
after
looking
at
the
job,
and
so
as
you
can
kind
of
see
in
that
box
at
the
bottom,
our
conversion
rate
citywine
has
really
held
pretty
stable
around
one
percent,
which
really
our
Target
conversion
rate
percent
should
be
around
10.
So
there's
definitely
some
room
for
growth
there,
but
this
is
really
a
measure
of
job
attractiveness.
So
it's
saying
for
every
100
people
that
look
at
her
job.
We
get
one
application.
F
Now
I'll
move
into
turnover,
so
this
is
looking
at
total
turnover
through
September
of
each
year
so
from
2014
to
2022,
and
so
we're
really
comparing
the
period
from
January
1
through
September
30th
of
each
year.
So
for
2022
for
fire,
we're
looking
at
around
seven
percent
police
right
around
eight
percent
and
then
these
two
for
the
past
two
years
have
deviated
from
historical
Trend.
But
both
of
these
employee
groups
have
really
kind
of
regressed
back
to
the
mean
or
kind
of
returned
to
the
average.
F
And
then,
if
we
look
at
annual
turnover.
So
what
we've
projected?
We
have
two
projections,
this
side
and
the
next
slide.
So
this
slide's,
looking
at
our
historical
Trend,
which
is
basically
saying
if
the
turnover
for
this
year
follows
the
turnover
from
2014
through
2019.
What
would
it
look
like,
and
that
would
be
a
fire
sitting
at
about
nine
and
a
half
percent
police
and
about
10
percent
and
then
non-smorn
at
26
percent.
F
However,
last
year
we
had
a
deviation
from
average,
which
is
why
we
have
this
second
slide,
which
is
looking
at
annual
turnover
based
on
what
occurred
last
year.
So
if
what
happens
last
year
happens
this
year,
we'd
be
looking
at
fire
sitting
at
13
percent
and
then
police
at
about
11
and
a
half,
and
then
non-sworn
would
jump
up
to
32
percent.
F
G
G
It
looks
to
me
that
the
the
the
numbers
fluctuate
obviously
but
pre-2020
you
had
a
non-sworn
20,
20.1
percent
and
then
on
2020
it
dropped
to
16.
Then
it
went
up
to
almost
another
25
and
a
half
percent.
Then
then
skyrocketed
at
32.
So
when
you
look
at
the
numbers
and
I
guess
pre-covered
covid
host
covet,
are
you
seeing
anything
in
here?
That's
the
talent
to
y'all
that
they
could
help
us
as
we
make
as
policy
decision
makers.
What
we
need
to
be
looking
at
I'll
be
concerned
about.
D
D
You
know
police
and
fire
were
able
to
maintain
a
little
bit
better
because
they
still
continued
getting
their
step,
increases,
their
Auto
increases
and
their
ceps,
but
non-sworn
got
nothing
for
an
entire
year
and
I
think
missing
a
whole
year.
It
really
dropped
our
wages
and
then
I
think
that
some
of
our
surrounding
municipalities
have
reacted,
maybe
a
little
faster
as
far
as
trying
to
get
their
pay
up.
We've
seen
some
municipalities
do
some
kind
of
dramatic
things.
D
Private
sectors
really
jumped
out
there
with
huge
sign-on
bonuses
and
because
we're
you
know,
it's
been
like
a
struggle
to
try
to
get
employees
I
think
there's
less
employees
out.
There
are
too
higher
I
think
that
everyone
is
experiencing,
that
I.
Don't
really
understand
it.
The
whole
people
just
deciding
they're
not
going
to
work
anymore,
I,
don't
get
it
I've,
never
really
had
that
as
an
option.
D
In
my
life,
but
I've
read
that
that's
what
some
people
just
have
made
that
decision
to
take
themselves
out
of
the
workforce
for
for
various
reasons,
so
we're
dealing
with
less
I
think
candidates
to
higher,
so
people
are
fighting
for
those
who
are
and
I
do
think
that
some
some
companies
and
municipalities
have
just
gotten
very
aggressive
and
we
it's
just
a
very,
very
competitive
market
out
there
right
now.
That's
my
interpretation.
G
E
Afternoon,
just
want
to
give
you
an
overview
of
what
we
are
proposing
as
far
as
Paid
Family
Leave.
We
have
been
drafting
a
policy
and
we
base
that
largely
on
what
the
state
of
South
Carolina
has
done
and
they
implemented
their
Paid
Family
Leave
in
October
October
1st
of
this
year,
and
so,
as
far
as
the
number
of
weeks,
we
are
mirroring
their
plan,
we're
just
doing
it
a
little
bit
differently.
E
We
would
be
proposing
to
provide
four
weeks
of
Mater
paid
maternity
leave
for
continuous
weeks
from
following
the
birth
of
a
child
for
an
employee
and
then
also
in
addition
to
that
two
weeks
of
paid
parental
leave
and
the
employee
who
gives
birth
would
be
eligible
for
this,
as
well
as
the
other
parent.
So
that
would
be
two
weeks
of
paid
continuously
for
bonding
with
a
newborn
adopted
child
or
a
child
placed
through
Foster
Care
on
the
initial
placement,
the
parental
leave.
E
We
would
leave
more
open
as
far
as
the
time
frame
it
could
be
used.
It
would
need
to
be
used
within
the
12-month
period
immediately
following
the
birth
of
the
placement,
the
maternity
leave.
We
would
want
that
to
be
used
immediately
following
the
birth
of
the
child.
Eligible
employees
would
be
similar
to
the
definition
of
those
employees
who
are
eligible
for
FMLA,
although
it
wouldn't
necessarily
be
tied
to
FMLA.
E
If
somebody
had
already
exhausted
their
FMLA,
they
wouldn't
necessarily
be
eliminated
from
from
having
this
available,
so
it
would
be
people
who
have
been
employed
for
at
least
12
months,
employees
who
have
worked
at
least
1250
hours
and
the
prior
12
months
preceding
the
date
of
the
leave,
and
then
employees
who
are
either
full
or
part-time
regular
employees
and
as
far
as
estimate
as
far
as
costs
go.
These
cost
projections
are
based
on
2019
data
and
then
that
data
was
adjusted
to
adjust
for
any
increases
that
were
given
sent
to
employees
since
that
time.
E
But-
and
this
is
based
on
people
who
used
unpaid
leave
during
that
time,
so
people
use
they're,
sick
or
their
annual
leave
during
FMLA
for
birth
or
adoption
or
placement
of
child
that
wouldn't
be
factored
in
here,
but
the
four
weeks
of
maternity
leave.
We
would
estimate
to
be
a
cost
of
eighteen
thousand
three
hundred
seventy
five
dollars.
The
paid
per
rental
two
weeks
would
be
thirteen
thousand
forty
eight
dollars
for
a
total
of
roughly
Thirty
One
Thousand,
four
twenty
four-
that
just
kind
of
is
a
footnote
to
that.
E
That
is
a
very
low
estimate,
because
had
this
leave
been
available
a
paid
lead,
there
are
a
lot
of
employees
who
I'm
sure
would
have
taken
the
leave
that
may
not
have
otherwise
done
so.
We
also
have
New
York
Life,
who
administers
our
FMLA
and
an
additional
cost.
There
would
be
an
additional
seven
cents
per
employee
per
month,
so
so
roughly
fifteen
hundred
dollars
annually
for
them
to
administer
a
new
type
of
paid
leave
and
we
would
propose
starting
this
in
2023.
E
With
with
a
this,
would
just
provide
the
initial
four
weeks
of
paid
leave,
they
would
also
have
available
after
that
time
to
either
use
any
accrued.
Sick
leave
and
recovery
from
pregnancy
would
be
during
the
period
of
time
by
what
you're
you're
discussing
like
generally
at
eight
weeks
for
a
cesarean
section
or
six
weeks
for
a
regular
delivery.
That.
I
I
This
little
couple,
this
lady
delivered
on
a
Friday
and
it
was
in
church
on
Sunday
and
you
know,
came
in
front
of
the
church.
I
was
we
recognized
everything
but
I?
Well,
actually,
man
I
believe
in
super
women,
but
deliver
on
Friday
and
you
in
church
on
Sunday,
good
gosh
anyway.
I
would
think
she
would
have
been
home.
You
know
kind
of
resting
up,
but
I
know
for
with
guys.
We
wouldn't
have
been
able
to
make
it
out
there.
I
know
that.
J
C
K
I'm,
sorry,
thank
you
for
the
presentation.
Thank
you.
I
know
I'm,
not
part
of
either
of
these
committees,
but
the
women's
commission.
This
has
certainly
been
something
you
know
high
on
their
priority
list
for
a
while.
Now,
so
thank
you
all
for
putting
it
out
there.
I
just
wanted
to
so
I
know
it
Mir.
You
said
it
mirrors
the
state
plan.
Can
you
tell
me
what
is
the
only
difference?
The
four
and
the
two
weeks
separating
the
two.
E
You
know,
after
my
daughter,
was
born,
sometimes
being
able
to
have
that
time
at
a
later
time,
like
maybe
one
parent
takes
some
time
off
initially,
then
the
other
parent
takes
some
time
and
then
the
first
parent
takes
some
more
time
on
the
back
end
to
extend
that
period
and
give
a
little
bit
more
time
for
opening
up
of
finding
child
care
options.
We
felt
like
that
gave
some
flexibility
there.
K
E
C
Thank
you.
Thank
you
for
that
question.
Councilmember
Parker,
any
other
questions.
This
seems
like
an
absolute
no-brainer.
Admittedly,
the
the
projected
costs
may
be
low.
I
suspect
it
is,
but
it's
a
it's
a
benefit
we'd
like
to
provide
we've
been
wanting
to
for
some
time
and
I.
Don't
know
if
we
need
to
take
a
consensus,
voted
on
it
or
not,
but
at
this
point
is
going
to
be
included
in
the
in
the
budget
that
would
be
going
out
to
y'all
unless
anybody
has
an
objection.
I
To
can
we
have
the
flexibility
that
the
mom
wanted
well
six
weeks
instead
of
me
suppose,
I
understand
why
my
mom
has
four:
maybe
the
father
wants
to
stay
two
weeks
but
suppose
between
a
family
they
decide
us
one
parent
does
six
weeks
and
then
have
that
kind
of.
Can
that
be
built
type
flexibility
to
be
built
in.
E
D
I
C
C
I
think
you
all
know
on
what
we
might
be
able
to
do.
Everybody's
been
working
on
it,
I
guess
the
the
special
note
to
budget
fund
Finance.
They
were
able
to
think
outside
of
the
box,
as
we
discussed
recently
and
kind
of
take
a
new
look
at
how
we
allocate
some
of
our
accommodations
and
Hospitality
funding,
so
that
more
of
it
could
go
to
the
general
fund
and
I
think
the
ballpark
difference
of
where
we
are
compared
to
two
years
ago.
C
When
we
were
at
this
stage,
is
that
we're
showing
around
17
million
dollars
of
of
funding
that
we're
able
to
dedicate
to
either
employee
compensation
or
to
make
up
for
regular
services
and
funding
to
get
them
back
to
pre-covered
levels,
because
we
haven't
completely
restored
those
and
some
new
needs
that
have
been
identified
by
the
various
Apartments.
The
new
Fire
Stations
new
things
that
we've
garnered
as
we've
grown
out
over
150
000
citizens
in
our
city.
C
C
Labor
market,
since
since
covid
and
and
honestly
just
to
catch
jump
a
little
bit
for
that
a
couple
of
years
ago,
when,
as
Kay
mentioned,
we
weren't
able
to
do
cost
of
living
increase,
we
had
some
catching
up
to
do
and
we
were
falling
behind
compared
to
some
other
jurisdictions
and
we
wanted
to
catch
up
on
that.
I
mentioned
all
that
I
by
the
way
you'll
see
in
the
presentation
that
we're
using
recommending
that
we
use
most
every
penny
directly
to
employee
compensation.
C
So
I,
I
gotta
share
with
my
committee
and
council
members
that
we
want
to
fund
some
of
those
things
you
know
and
and
we're
going
to
have
to
look
once
again.
In
my
opinion,
at
either
Los
t
or
some
millage
to
make
it
all
happen.
Assuming
council
is
is
agreeable,
but
the
primary
goal
was
this
compensation
that
Amy's
going
to
share
with
you
now
Amy.
L
D
D
C
L
So
we
took
that
into
consideration
when
we
were
thinking
about
a
cola
so
we're
going
to.
We
would
like
to
recommend
a
nine
percent
cost
of
living
adjustment
for
all
city
employees
in
2023
to
make
up
for
this,
this
Consumer
Price
Index
that
would
go
into
effects
on
the
First
full
pay
period
in
January
of
2023.,
how
much
Amy
not
a
nine
percent
Cola,
and
that
would
bring
our
minimum
to
sixteen
dollars
and
35
cents.
Just
so,
you
know
we're
at
15
right
now.
L
L
So
we
really
just
kind
of
wanted
to
focus
on
the
state
of
South
Carolina
to
make
sure
that
we're
the
highest
paid
municipality
in
the
state,
so
that's
kind
of
where
we
we
started
so
and
including
that
we
want
to
make
our
minimum
wage
competitive
and
the
Charleston
area
for
our
local
competition
as
well.
So
we
looked
at
several
different
options.
L
We
landed
on
on
the
one
we'll
recommend
as
you'll
see
in
a
second
so
increase
the
Swarm
pay
Plans
by
three
percent.
This
is
all
in
addition
to
that
nine
percent
Cola
and
then
the
non-swarm
paid
plan
by
four
point:
three
three
percent,
so
the
total
increase
with
the
cola
for
each
would
be
12
per
police
12
for
fire
and
13.33
for
non-sworn.
L
L
B
L
So
right
now
our
current
pay
plan
the
way
that
it
looks
now
a
new
hire
at
a
high
school
level.
Education,
that's
what
we've
based
all
of
these
comparisons
on
there
are
estimated
annual
gross
pay.
If
all
regularly
scheduled
hours
are
worked
in
year.
One
for
police
is
47
000,
39
000
for
almost
40
for
fire
and
just
to
let
you
know
that
includes
the
six
months
as
a
recruit
at
a
40
hour
work
week,
so
it
it
then,
which
they're
not
really
on
the
pay
plan
at
that
present
time.
L
So
it
makes
it
it
brings
it
down
that
average
down
just
a
little
bit
just,
but
we
wanted
to
make
sure
we
started
from
the
very
beginning
to
the
end.
So
I
just
want
to
explain
that
okay
I
said
that
right
right,
okay
in
year,
five
they're
estimated
annual
gross
pay
would
be
51.9
for
police
46.5
for
fire
same
with
the
40-hour
recruit
that
I
just
talked
about,
and
non-sworn
is
31
200
and
that's
all
at
a
15
minimum
wage
which.
L
L
C
L
L
L
So
our
proposed
plan
for
a
new
hire
at
a
high
school
level,
education,
estimated
annual
gross
pay
as
long
as
they
work
all
the
regular
schedule
scheduled
hours
in
year.
One
police
would
be
52.6
fire
away.
44.7
again.
Remember
that
six
months
of
the
recruit
and
then
non-sworn
at
35.35.3,
that's
a
minimum
wage
of
Seventeen
dollars,
foreign.
M
I
I
L
C
I
C
C
E
We
initially
paid
the
recruits
at
the
same
rate
as
as
the
entry-level
firefighter
and
and
a
number
of
years
ago,
the
fire
leadership
requested
that
we
make
an
adjustment
there.
They
were
having
trouble
getting
people
in
at
that
rate
and
particularly
because
they're
only
working
a
40-hour
week,
and
they
have
not
the
built-in
overtime
that
they
do
once
they
go
on
the
the
24-hour
schedule.
So
that
was
that
adjustment,
and
that
rate
was
at
their
request.
E
E
D
I
have
not
had
that
discussion
with
with
the
fire
department.
We
certainly
could
I.
Just
you
know,
I,
don't
know
that
I
don't
know
they
have
the
training
staff
that
could
accommodate
that,
but
it
would
certainly
be
an
option.
I
I
wouldn't
be
opposed
to
it,
but
the
recruits
would
then
work
56
hours
a
week
as
opposed
to
40.,
so
I
just
don't
know
that
that's
something
that
they
would
really
want
to
do,
but
it's
certainly
worth
discussing.
E
C
N
Certainly,
and
thanks
for
the
time
on
this
I
know
that
Kay
and
I
have
have
talked
about
all
the
the
pay
issues
previously
several
weeks
ago,
I
think
back
in
back
in
August
and
separately,
the
the
fire
leadership
has
been
working
with
some
of
our
other
Fire
Chiefs
in
the
state
to
try
to
figure
out
how
they
address
the
the
same
issue
that
you're
bringing
up
so
we've
we've
got
some
information
flowing
in
as
soon
as
we
get
it.
We'll
get
it
over
to
K
to
see.
I
N
So
much
right,
I
can
get
the
information
as
quickly
as
I
can
I
was
I
was
following
up
on
it
just
the
other
day,
but
you
know
I
think
part
of
part
of
the
issue,
and
this
is
a
rehash
of
something
we
discussed
several
weeks
ago.
But
part
of
the
issue
is
that
the
annual
compensation
goes
up,
but
the
hourly
rate
goes
down
because
of
the
number
of
hours
worked.
So
you
know
I,
think
there's
a
bit
of
conflict
in
when
you,
when
you
think
about
annual
com
compensation
versus
hours.
N
So
if
we
clean
that
up
it
switches,
the
conversation
a
little
bit
I
mean
the
end
of
the
day.
When
you
come
out
of
recruit
class
and
you
go
to
the
Operations
Division
of
the
fire
department,
you
get
a
pay
increase.
It
comes
with
the
fact
that
you're
working
many
many
more
hours
per
year,
so
I'll
work
with
K
to
clean
that
up.
I
N
N
I
I,
councilmember
I
think
right
now.
If
we
were
to
move
forward
with
that,
we
would.
We
would
have
a
plan
that
we
would
just
come
back
and
try
to
adjust
in
2024's
budget
process.
So
my
preference
in
talking
with
fire
marshal
jalazada,
was
to
slow
down
a
little
bit.
You
know.
Obviously,
a
lot
of
our
Focus
has
been
on
fire
compensation
for
Operations,
Division
firefighters,
but
slow
down
a
little
bit
on
the
fire
marshal
side.
C
We
have
a
pay
plan
for
non-sworn
employees
they're
getting
paid,
so
it's
planned,
but
it
doesn't
have
the
steps,
like
the
other
plan
to
do,
and
so
a
very
important
part
of
our
analysis
will
be
proposal
to
add
a
step
for
non-sworn
employees
like
they've
never
had
before,
which
you
see
on
this
chart
right
here
how,
after
five
years
still
the
long
form
had
had
moved
still
at
third,
even
though
an
hour
so
I'm.
That's
that's
a
step.
Two
of
this
overall
proposal,
Let
Me
Now,
go
to
council
member
Shea.
G
G
And
then,
as
a
result
of
that
becoming
a
non-recruited
to
a
full-fledged
member
of
the
fire
department
that
pay
goes
now
and
for
whatever
reason
that
has
a
negative
impact
on
our
fire
department
when
they
become
sworn
officers
in
the
department,
so
I
just
want
to
Echo
with
councilmember
wary
and
the
council.
Mcgregor
have
been
bringing
out
with
this
issue
and
she
just
reinforce
the
need
to
address
this
issue
and
I'd
like
to
get
it
with
God
before
this
year
and
also
with
the
fire
marshal
to
sort
of
reactor.
G
What
councilman
Gregory
has
said.
If
it
can
wait,
that's
fine,
but
I,
think
it's
just
sort
of
important
that
if
we
can
wrap
all
this
up
one
time
with
all
these
issues,
I
would
rather
have
it
done
for
fiscal
year
2023
as
well,
but
I'll
defer
to
your
your
recommendation.
Chief.
You
know
that
I
will,
but
if
it's
possible
I
think
getting
all
these
matters
addressed
now
is
leaving
a
lot
of
issues
back
in
2024.
N
G
B
You
I
just
want
to
re-emphasize
what
you
just
said
earlier
in
terms
of
coming
up
with
a
comprehensive
approach
to
classification
and
reclassification
classifying
some
of
these
jobs
right,
I
totally
agree
with
you.
That's
the
way
to
go
instead
of
piecemealing.
It
so
I'm
anxious
to
hear
what
Amy
has
to
say
in
that
regard.
C
C
L
Okay,
and
just
just
remember
that
they,
you
know,
the
fire
records
will
get
the
cola
too.
They'll
get
the
percent
the
increases
as
much
as
everybody
else
will
so
moving
on.
So
the
rankings
with
a
proposed
plan
police
would
still
be
at
number.
One
fires
is
at
number
two
and
the
city
would
move
or
non-sworn
I'm.
Sorry
would
move
to
number
three
with
this
proposed
plan.
L
In
the
state
of
South,
Carolina
I
want
to
qualify
that
just
a
little
bit
because
we
wanted
to
compare
it
to
where
we
are
with
the
the
next
rank.
Basically
which
gets
confusing
so
I'm.
Sorry,
but
please,
like
I,
said,
is
number
one.
Their
closest
competitor
would
be
the
City
of
Greenville,
but
it
would
take
Greenville
19
a
pay
increase
of
19
to
catch
our
Police
Department.
So
we
are
well
the
number
one
pain
Organization
for
police
in
the
state
of
South
Carolina.
Does
that
make
sense?
Yes,.
L
Then
fire
is
a
second
paid
behind
the
City
of
Greenville
and
they're,
seven
percent
away
from
being
number
one.
So
the
third
highest
paid
is
St
Andrews
PSD
and
they
are
13
behind
our
average
starting
pay.
So
it
would
take
St
Andrews
PSD,
a
13
pay
increase
to
catch
us,
so
we're
in
pretty
good
shape
for
fire.
L
Non-Sworn
ranks
number
three
behind
the
town
of
Hilton
Head
in
the
city
of
Myrtle
Beach,
over
29
away
from
Hilton
Head
and
six
percent
from
Myrtle
Beach.
So
we
would
have
to
raise
our
those
percentages
in
order
to
catch
either.
One
of
them
and
the
next
highest
is
St.
Andrews
PSD
were
only
one
one
percent
away
from
them.
So
there's
there's
a
threat
for
non-sborne
that
we
could
slip
further
down
in
rank
for
sure.
Does
that
make
sense.
L
And
then
just
remember
some
of
those
the
salary
comparison
I
was
done
in
April,
so
some
of
that
data
might
be
outdated.
That
we're
comparing
to
but
I
do
have
the
area
around
us
I
have
our
starting
pay
when
we
get
further
down
in
the
presentation,
and
so
with
that
new
proposed
plan.
This
is
what
it
looks
like
in
terms
of
our
aggregate
salaries
or
earnings,
and
then
this
is
the
annual.
So
you
can
see
how
they
increase
over
time.
C
I
A
L
C
L
B
L
Is
due
to
them
having
those
those
pay
plans
that
they
have
so
they
both
have
automatic
steps
that
increase
their
pay
and
then
they
also
have,
and
the
graphs
include
those
automatic
steps
they
also
have
additional
opportunities
for
pay
increases.
That's
to
call
their
cep,
steps
for
educational
and
career
enhancements
that
also
gives
them
the
opportunity
to
increase
pay.
But
I
we
didn't
include
those
in
the
graph
because
they're
not
guaranteed,
so
non-sworn
does
not
have
that.
L
B
N
B
H
L
L
So
this
is
where
the
comprehensive
pay
plan
study
in
2023
will
help
us
finalize
that
pay
plan.
So
we
can
have
them,
look
at
actually
all
three
of
the
pay
plans
and
and
give
us
some
insight
on
that,
and
it
will
look
at
each
of
the
pay
grades
to
ensure
that
we're
externally
competitively
competitive
and
then
internally
Equitable.
So
we're
excited
to
have
that
done.
L
D
It
had
to
be
measurable
goals,
but
I
went
back
and
looked
you
know
we
do
actually
have
a
performance
appraisal
system,
it's
out
there
online.
It's
been
out
there
for
years
and
we've
been
and
departments
did
used
to
do
them,
but
everyone
just
kind
of
quit
doing
them
because
they
weren't
tied
to
pay.
They
weren't
really
tied
to
anything,
but
I
pulled
some
some
goal
setting
from
every
department,
and
some
of
them
are
actually
pretty
good.
D
I
think
our
supervisors
really
I
mean
they
understand
the
jobs
and
they
can
set
meaningful
goals
for
employees
and
I.
Just
think
that
I
think
that
helps
us
two
ways.
It
helps
the
employees
move
to
pay
ban,
but
I
think
it
also
facilitates
more
conversation
between
the
supervisor,
the
employee
of,
what's
expected
of
them
and
give
them.
You
know
feedback,
and
maybe
part
of
that
conversation
is
even
helping
them
grow.
As
you
mentioned
that
Fountain
wanting
to
help
his
depart,
you
know
employees
grow
into
a
different
role.
D
I
think
all
of
that
is
is
kind
of
you
know,
rolled
into
the
same
process,
so
I
think
it's
a
good
plan
it
it.
You
know
it
was
going
to
cost
about
1.7
million
for
the
first
year
and
I
think
we
kind
of
decided
that
we
probably
need
to
baby
throw
everything
we
have
this
year,
trying
to
get
our
minimums
up
and
plus,
since
we
are
doing
comprehensive
case
study,
I
think
it'd
be
a
good
idea
for
them
to
look
at
it
and
maybe
they'll.
D
D
You
know
that
we
do
exit
surveys
and
the
two
biggest
reasons
people
leave
is
pay
and
lack
of
progression
for
non-sworn
people
want
to
have
some
way
to
move
through
their
pay
plans,
just
as
fire
and
police
do
so,
I
think
it's
I
think
it's
important
I
think.
That's
honestly,
I
think
that's.
Why
non-sworn
one
of
the
big
reasons
why
we
are
in
the
kind
of
the
situation,
jamorian
and
fire
and
police
are
actually
still
doing
pretty
well.
G
I
I
would
recommend
that
you
do
look
at
the
federal
system.
I
know
councilman,
Gregory
and
Councilman
Mitchell
were
in
the
services
for
for
their
careers.
I
was
in
the
Department
of
Justice
for
10
years,
and
these
were
we
had
annual
reviews.
We,
like
you,
pointed
out.
We
had
goals,
we
had
to
make
and
certain
criteria
we
had
to
to
check
off
and
we
we
had
increases
within
grade
of
our
of
our
pain.
In
addition
to
cost
of
living
in.
G
L
G
G
B
Yeah
I
just
wanted
to
re-emphasize
what
cages
just
mentioned
and
go
back
to
what
you
mentioned.
Mr
Mayor
I.
Think
if
we
do
this
comprehensive
case
study
okay
and
we
look
at
performance
standards
for
each
employee,
okay
and
based
upon
those
standards.
Okay,
we
determine
whether
or
not
a
step
increases
warranted,
Etc
et
cetera,
but
again,
I
think
that's
something
why
we
really
really
need
this
comprehensive
pay
plan
study
absolutely
I'm,
just
responding
to
compliment
shade.
I
really
think
complimentary.
This
this.
This
study
should
answer
all
the
questions
you
just
raised.
Yeah.
L
So,
just
as
a
comparison
to
our
neighboring
jurisdictions,
North
Charleston's
at
16.35
for
fall
time
and
15
for
a
part-time,
Mount
Pleasant's
at
17.27,
but
they're
on
a
37
and
a
half
hour
work
week,
so
that
hourly
is
a
little
bit
inflated.
Because
of
that.
So
just
so
you
know
where
we
are
with
a
17
minimum
where
we're
where
we
would,
we
will
be
in
comparison
to
those
two
neighbors
of
ours.
L
The
general
fund,
is
6.7
million
dollar
Surplus
that
that's
with
the
hospitality
fee
transfer
in
that
we
talked
about
last
week
and
then
Enterprise
funds
were
at
an
8.9
million
dollar
Surplus,
so
a
15.7
million
dollar
Surplus
overall.
That
number
changed
a
little
bit
because
of
lease
purchase.
That
we'll
talk
about
later
that
lease
purchase
number
wasn't
in
there
last
week
when
we
talked
about
this,
so
we're
at
50.7
million
dollar
Surplus.
L
L
L
So
of
the
requests
that
of
the
23.8
million
dollars
in
request,
we
are,
we
were
recommending:
9.7
million
in
the
general
fund
and
800
in
Enterprise
funds,
for
a
total
of
10.5
million
of
that
amount.
2.8
could
come
from
other
funding
sources
like
reserves
and
tourism
funds,
and
things
like
that,
so
the
remaining
amount
would
be
7.7
million.
L
L
L
L
L
M
M
I
L
L
And
then,
okay
so
path
forward,
and
how
do
we
balance
the
budget
so
going
back
to
if
we
adopted
the
pay
plan
as
presented,
the
budget
has
a
deficit,
so
we
we
still
need
to
go
through
all
the
departmental
requests
and
review
the
recommendations
that
we
have.
So
obviously
you
have
more
work
to
be
done
and
then
options
to
consider,
depending
on
our
priorities
and
additions.
We
would
like
to
make
to
the
budget
we.
These
are.
L
We
could,
in
order
to
balance
budget,
we
can
increase
revenues,
reduce
the
PayPal
proposal
or
not
fund
the
departmental
request
recommended
so
on
Monday.
We
have
a
meeting
about
all
of
this,
but
we're
just
going
to
need
to
make
some
decisions
and
I
just
want
to
give
you
some
information
about
the
pay
plan.
Just
in
case
this
is
one
of
the
options
that
we
chose
to
help
balance
a
budget,
a
one
percent,
one
percent
total
cost
for
the
pay
plan.
L
L
Okay.
So
our
next
meeting
is
October
31st,
we'll
go
through
all
the
expenditures,
I'm
going
to
send
you
the
full
request
list
with
our
recommendations.
So
you
can
review
those
before
Monday,
and
so
we
can
look
at
those
and
get
your
opinions
on
those
and
then
review
our
Revenue
options
and
just
try
to
balance
the
budget.
K
K
J
You
Mr
Mayor
I'll,
be
real
brief.
I
just
think
that
aspirationally
I'm,
trying
to
put
our
city
at
the
top
of
the
list
in
South
Carolina,
is
a
reasonable
goal.
When
you
start
comparing
the
City
of
Charleston
to
big
cities
in
Georgia
and
North
Carolina,
it
really
is
apples
to
oranges
because
they
have
so
much
more
home.
I
J
C
O
Thank
you,
Mr
Mayor,
I.
Think
this
question
is
for
Miss
cross
I
just
have
a
question
about
the
cola
plus
the
I,
guess
we'll
call
it
a
performance
increase
or
annual
increase.
I.
Just
I,
don't
see
this
in
the
private
sector,
where
you
you
adjust
based
on
on
CPI
inflation,
I
I
understand
the
principle
behind
it.
O
It
just
seems
like
that
that
pay
increases
are
adjusted
or
pay
increases
are
made
based
on
what
our,
what
other
organizations
are
doing
in
our
sector,
so
I
I,
guess.
My
question,
for
you
is
I
mean.
Is
this?
How
other
municipalities
that
do
payment
adjustments?
Is
it
based
on
Cola
plus?
This
I
think
we're
Cola,
plus
three
percent.
D
You
know
most
of
your
organizations
I'm
familiar
with
Mount
Pleasant
North
Charleston
Charleston
Water.
They
have,
they
have
Merit
pay
systems
that
they
sort
of
incorporate
into
a
cost
of
living.
So
in
other
words,
they'll
come
up
with
why
they
can
afford
that
year
and,
let's
say
they
say:
okay,
we
have
four
to
five
percent
to
work
with,
so
everyone
does
their
performance
appraisal
and,
depending
on
where
your
score,
Falls,
you
might
get
most
employees
might
get,
let's
say
three
and
a
half
percent.
D
If
you're
just
you
know
doing
your
job
and
you're,
you
know
you're
doing
okay,
you
might
have
a
few
people
on
this
end,
who
really
are
almost
getting
ready
to
get
fired
because
they're
just
not
performing
at
all,
and
then
you
might
have
a
few
people
on
the
other
end.
Who
are
your
superstars?
Who
really
just
go
above
and
beyond?
So
they
might
get
a
half
percent
or
a
percent
more
that's
how
most
organizations
I
think
do
like
a
true
Merit
pay
system.
I'm
not
I,
mean
I
think
that
those
are
okay
but
I.
D
Think
they're,
you
know,
can
be
flawed.
If
you
don't
do
them
right,
I
again,
I
mean
one
of
the
things
I've
always
really
liked
about
the
fire
and
police
plans
is.
Do
you
have
some
Auto
steps
filled
in
to
help?
You
know
the
progression?
Just
keep
you
moving
through
the
plan,
but
you
also
do
have
things
like
the
cep,
steps
things
that
you
can
do.
D
You
can
get
additional
training,
you
get
a
certification,
even
Community,
work
and-
and
just
you
know
just
things
to
make
you
even
like
it's
a
more
rounded
employee
but
I,
really
like
the
idea
of
setting
goals
too
I.
Think
that
that's
important
so
I
don't
know
I
think
there's
a
lot
of
different
ways.
D
You
can
do
it
I've
always
really
liked
a
program
that
Charleston
Water
Systems
has
and
I've
I've
wanted
to
ever
since
John
left
the
city
to
go,
there
I've
wanted
to
implement
it,
but
I
just
haven't
been
successful,
but
they
actually
also
in
addition
to
their
Merit
plan.
They
do
a
bonus
at
the
end
of
the
year
and
it's
a
departmental
bonus
and
it's
departmental
goals.
D
Think
it's
great,
because
not
only
is
it,
you
know
a
nice
bonus
to
give
your
employees
at
the
end
of
the
year,
but
it
it
forces
employees
to
actually
work
together
for
common
goals.
So
I
think.
So
it's
got
like
a
teamwork
aspect
to
it
too.
So
you
know
I
I
really
am
a
fan
of
that.
But
since
we
haven't
even
taken
the
first
step,
yet
that's
probably
not
going
to
happen
anytime
soon.
But
but
my
point
is:
there's
a
lot
of
different
ways.
D
You
can
structure
these
and
I
think
that
I'm,
hoping
that
any
good
compensation
you
know
company,
who
will
be
able
to
come
in
and
they'll
kind
of,
have
a
really
good
feel
for
how
other
organizations
do
it
and
they
can
look
at
our
structure
and
kind
of
to
give
us
some
recommendations.
Some
ideas
about
you
know
what
the
best
way
to
do
it
is,
but
my
my
preference
would
be
something
something
closer
to
a
step
plan
than
an
actual
Merit
increase
plan.
Does
that
answer
your
question
or
is
that
yeah.
O
J
D
We're
catching
up.
This
is
a
very
unusual.
It
definitely
is
much
higher
than
what
I've
seen.
Typically
in
the
years
I've
been
here,
you
see
some
years.
It's
been
two
percent
cost
of
living
some
years.
It's
been
three,
maybe
four
and
a
half,
that's
kind
of
more
what
you
see
for
a
cola
we're
just
trying
to
get
ourselves
up
to
Market
level,
so
we
can
be
competitive
but
yeah
on
a
normal
year.
D
I
would
expect
to
see
something
between
maybe
three
and
four
percent
cost
of
living
increase,
and
then
so
then
the
step
would
be
on
top
of
that.
Okay,
because
because
the
problem
is
okay,
we've
got
these
wide
pay
bands
and
you
every.
When
we
get
a
cola,
we
increase
our
pay
ban.
We
have
a
minimum,
a
mid
and
a
Max,
and
we
increase
the
all
three
of
those
by
whatever
Cola
we
get
so
the
employees,
the
non-sworn
employees
we
have
who
are
babysitting
at
the
bottom.
At
that
minimum
we
increase
them.
D
We
give
them
an
increase,
but
we
also
increase
the
minimum
guess
where
they
are
now
they're
still
sitting
at
the
bottom
of
the
band,
and
people
need
to
see
themselves
have
some
method
of
progression
and
again
I
think
there's
a
lot
of
different
ways.
You
can
do
it,
but
I
do
think
it's
necessary
I
think
we
I
think
we
really
need
especially
I.
We've
really
found
that
especially
you
know.
People
just
right
out
of
college
younger
population
they're
not
really
satisfied
with
being
somewhere
that
they
don't
have.
D
They
can't
see
where
they're
going
like
you
know
where
what's
my
next
step,
where
do
I
go
from
here?
What
do
I
have
to
do
to
move
up
so
I
I
think
it's
I
think
it's
a
very
important
discussion
and
so
I'm
I'm
really
looking
forward
to
having
the
opportunity
to
implement
something.
I
think
it'll
help
keep
us
from
getting
in
the
situation.
We're
in
right
now.
G
If
you
still
on,
then
you
present
that
with
us
for
the
the
actual
cost
of
living,
and
so
the
comparison
may
not
be
by
City
to
City
as
the
size
of
the
city,
but
it
may
be
more
important
for
us
to
look
at
and
to
share
K
or
Amy
the
cost
of
living
in
the
in
Charleston
and
I.
Think
it's.
We
saw
some
graphs
about
the
average
rent,
the
average
cost
of
a
starter
home,
perhaps
a
few
careers
naughty.
So
we
saw
that
with
the
Public
Safety
Committee.
G
We
got
that
information.
It
may
be
worthwhile
to
share
that
with
the
entire
Council
to
answer
some
of
councilman
with
Greg's
questions
about
why
we're
behind
I
mean
there's,
there's
many
factors
that
K
has
brought
out.
I
think
in
the
name
is
brought
out
what
why
we're
behind,
but
there's
also
reality
check.
G
You
know
a
lot
of
a
lot
of
our
employees.
Don't
live
in
the
city
of
Charleston,
it's
too
expensive
for
them
to
live
in
the
city
of
Charleston.
We
we
are
an
expensive
place
to
to
live,
and
that's
not
factoring
into
now
we're
all
experiencing
with
a
across
the
board
inflation
issue
that
we're
looking
at
on
a
national
level.
G
It's
our
services,
and
we
have
to
be
mindful
of
that-
that
whatever
we
do
we're
impacting
we've
heard
this
we've
heard
this
from
the
stormwater
Department
from
public
services
department
just
about
every
department
is
realizing
a
decrease
in
their
ability
to
provide
services,
and
it's
it's
having
those
the
adequate
staff
necessary
to
to
do
that.
So
these
are
some
real
issues
that
we're
tackling
here.
G
What
was
what
we're
facing,
what
we're
addressing
when
I
go
to
a
cage,
I
used
to
go
to
cage
breakfast
meetings
was
appreciation.
Breakfast
meetings
I
said
among
some
of
these
city
employees
I
asked
them
raise
your
hand
if
you
live
in
the
city
of
Charleston
I
I
get
zero
hands
raised,
I
ask
if
you
live
in
the
county
of
Charleston
I
get
a
couple
of
hands
raised.
You
live
outside
the
Charleston
County
area.
It's
it's
kind
of
stunning.
G
B
Mr
Mayor
Batman,
you
know
I
just
want
to
ditto
with
councilman
shade
said:
I
I
did
have
the
privilege
of
sitting
in
on
that
meeting
and
experiencing
the
presentation
that
Chief
Carr
made,
and
it
really
really
is
a
reality
check.
So
I
agree
with
you
councilmanship,
that's
something
that
needs
to
be
shared
across
the
board.
I
M
I
I
L
Yeah,
well,
you
know,
because
of
the
price
tag
of
this
I
hadn't,
really
Incorporated
a
bonus
structure
into
that
one
thing
I
did
not
mention,
though,
we're
doing
the
the
salary
or
the
compensation
study.
We
will
have
to
reserve
some
funding
and
provision
for
salary
increased,
so
we
were
able
to
implement
whatever
the
recommendations
are
because
one
of
the
things
we
talked
about
is
within
the
grades.
L
K
Foreign,
yes,
thank
you
Mr
Mayor,
and
thank
you
again
for
letting
me
speak
on
this
committee
kind
of
back
to
council
member
Greg's
point
with
the
percent.
The
percentage
pay
increase.
I
am
curious
because
we
had
this
conversation.
I
think
in
public
works.
If
I'm
correct,
council
member
wearing
will
the
the
pay
increase
is
obviously
going
towards
you
know
for
all
non-sworn,
but
I
guess.
My
question
is:
does
back
to
the
conversation
that
we
had
before
you
know
I
hate
to
point.
K
You
know
I'm
just
using
this
as
an
example,
but
the
permit
Center,
you
know,
and
a
ditch
maintenance
crew
member
are
at
that
same
pay
scale
that
same
non-sworn
pay
scale
with
that
increase.
Yes,
yes,
or
are
we
still
do
and
council
member
wearing,
if
I'm
putting
you
on
the
spot?
I'm?
Sorry,
but
just
back
to
that
conversation
that
we
were
having
about
sort
of
either
looking
at
a
big,
bigger
scale
project
or
having
a
separate
pay
for
some
of
these
jobs
that
we
have
got
I.
K
Think
the
mayor
touched
on
it
as
well
that
are.
Are
we
going
to
have
these
sort
of
pay
scales
for
these
jobs
that
we've
they've
been
vacant?
For
you
know,
X,
you
know,
they've
we've
had
a
huge
vacancy
number
in
certain
positions.
Are
we
going
to
offer
other
additional
pay
increases
things
like
that.
M
I
Getting
some
of
the
money
from
from
positions
that
hadn't
been
filled,
so
we
can
actually
start
hiring
some
of
these
people
at
a
higher
rate
of
pay,
and
he
came
up
with
a
you
know,
different
job
titles
and
something
that
people
can
be
able
to
progress
from
kind
of
like
what
Miss
cross
was
talking
about.
I'm.
Also.
I
I
C
L
Other
the
other
parts
of
that
councilman
Parker
is,
is
the
the
pay
is
the
pay
you
know
for
everybody,
non-sborne
sworn
according
to
how
we've
proposed
it
and
what
you're
talking
about
with
Public
public
works,
that's
kind
of
looking
it's
an
additional
positions,
it's
it's
reclassifying
and
changing
positions,
and
things
like
that.
So
that
would
possibly
cause
a
change
in
Pay,
but
it
doesn't.
It
doesn't
mean
that
certain
people
within
the
same
pay
grade
are
going
to
get
paid
differently.
L
O
L
A
a
higher
pay
than
everybody
else
in
the
city,
because
that's
not
what
that
means.
It
means
it
means
reclassifying
positions,
adding
new
positions
and
things
like
that
to
reorg
his
whole
department
in
order
to
do
what
he
needs
to
do
and
have
the
right
position
the
right
right
to
pay
right.
That's
what
that
is.
It's
not
I
just
want
to
make
sure
everybody
understands.
K
K
C
Adjustment
of
three
or
four
point:
three:
three
percent
for
a
total
of
12
or
13.,
and
that
would
apply
to
every
single
employee
in
the
city,
so
that
helps
equalize
some
of
what
we've
been
talking
about
for
the
last
year,
but
it
also
we're
leaving
open
the
possibility
that
and
reserving
some
funds,
although
I,
don't
know
that
we
have
an
exact
amount
yet
be
able
to
to
look
at
those
positions
that
have
been
vacant
for
a
year
or
more
two
years.
Sometimes
it's
just
a
single
position.
C
B
Well
it
once
we
do
this
classification
study,
okay,
yeah
and
through
classification.
You
then
make
a
determination
as
to
what
the
ditch
digger
should
be
making
and
what
the
permit
person
might
be
making
and
that's
not
to
say
that
they
may
not
remain
the
same
right.
But
again,
I
I
think
that
we
have
to
do
this
study
to
make
those
kinds
of
determinations
to
be
able
to
answer
some
of
the
questions.
Councilman
Parker
that
you're
raising
right.