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From YouTube: Ad Hoc Budget Advisory Committee 9/22/2021
Description
Ad Hoc Budget Advisory Committee 9/22/2021
A
A
A
I
hope
you
all
saw
the
article
in
the
paper
this
morning
about
the
the
baskets
that
the
peace
baskets
that
were
made
both
in
low
country
and
in
rwanda,
africa
and
the
women
are
exchanging
the
baskets
to
one
another
as
a
symbol
of
friendship
and
peace.
It
was
really
nice,
but
anyway,
thank
you
all
for
taking
the
time
to
be
with
us
as
our
we
work
through
our
budget
for
next
year
today,
really
important
stuff.
A
We
have
our
public
safety
departments,
fire
police
and
then
also
information
technology
which,
as
you
know,
kind
of
ties,
everything
together
and
then
the
other
thing
that
I
asked
amy
to
go
ahead
and
prepare
and
bring
up
for
y'all's
consideration
and
advice
is
on
our
minimum
wage
and
cost
of
living
increase
for
next
year.
That's
we've
all
stated
in
prior
meetings
the
critical
importance
of
that
for
next
year,
and
so
I
I
just
given
that
it's
going
to
be
a
healthy
increase
in
our
budget.
A
H
G
A
G
So,
as
we
have
talked
internally,
we
have
come
up
with
with
the
priorities
you
see
on
the
right
side
of
the
screen,
which
is,
you
know,
obviously,
infrastructure.
That's
our
number
one
priority
for
the
department
outside
of
emergency
response,
and
we
have
community
risk
reduction,
knowing
that,
if
we
want
to
affect
positive
change
in
our
community,
we've
got
to
be
in
the
community
and
the
more
we
can
influence
their
behaviors
and
their
choices
and
their
knowledge.
G
G
G
G
They
have
a
lifespan
and
they
typically
age
out
after
15
years,
so
our
self-contained
breathing
apparatus
will
age
out
next
year.
The
entire
fleet
will
need
to
be
changed,
and
the
best
I
can
surmise
is
that,
after
the
sofa,
superstore
fire,
the
fire
department
replaced
every
bit
of
its
self-contained
breathing
apparatus,
and
what
I
gather
is
that
there
are
so
many
things
to
do
within
the
fire
department
that
nobody
gave
thought
to.
What
are
we
going
to
do
in
15
years
when
these
need
to
be
replaced?
G
So
the
issue
that
we're
facing
is
one
the
the
bottles
expire
and
we
have
to
replace
all
the
air
cylinders
and
then
the
units
that
we're
currently
using
the
manufacturer
doesn't
even
make
any
more
so
they're
obsolete
and
we
can't
get
parts
for
them.
So
when
we
realized
that
this
situation
was
occurring,
we
bought
parts
that
will
get
us
through
till
next
year.
We've
worked
pretty
closely
with
amy
and
her
team
to
make
sure
that
we
had
a
plan
to
to
address
this
issue
in
fiscal
22..
G
We
anticipate
that
the
total
cost
of
replacing
all
these
breathing
apparatus
and
all
the
associated
parts
that
go
with
those
things
is
going
to
be
about
2.6
or
2.7
million
dollars.
So
just
in
the
last
week
or
week
and
a
half,
we
became
aware
that
we're
going
to
be
no
awarded
1.32
million
dollars
from
fema.
That
requires
a
10
city
match,
so
it's
1.2,
federal
and
132
thousand
dollars
matched
from
the
city
which
will
get
us
about
halfway
where
we
need
to
be
for
the
scba
replacement.
A
C
G
We
we
can
we'll
have
to
devise
the
plan
for
that,
so
the
bottles
will
age
out
or
the
cylinders
will
age
out
after
15
years.
So
the
prudent
thing
to
do
would
be
every
five
years
buy
a
third
of
your
cylinders
and
then
that
way
at
the
15-year
mark,
you're
still
just
on
a
normal
replacement
plan
for
the
cylinders,
the
breathing
apparatus
that
the
cylinders
connect
to
they,
they
can
be
upgraded
every
five
years,
but
they
age
out.
The
industry
standard
is
that
they
age
out
after
15
years.
G
So
that
would
be
a
large
purchase
at
the
15-year
mark,
because
what
you
don't
want
to
do
is
you
don't
want
to
have
one
version
of
the
self-contained
breathing
apparatus
that
some
firefighters
use
and
then
have
a
different
version
that
other
firefighters
use?
You
know
in
a
high
stress
environment.
If
a
firefighter
is
trapped
inside
a
structure,
we
want
to
make
sure
that
all
the
equipment
is
the
same,
so
that,
if
you're
operating
in
a
no
visibility
atmosphere,
you
can
operate
and
know
where
all
the
all
the
pieces
of
the
puzzle
are
so
to
speak.
G
So
pardon
that
makes
perfect
sense.
Okay,
well,
we
can,
I
think
the
answer
to
your
question
is:
we
can
reduce
this
cost
for
the
fire
chief,
that
is
in
front
of
council
15
years
from
now,
but
the
cost
reduction
would
be
a
third
of
the
cylinders
and
all
of
the
breathing
apparatus,
but
but
that
still
is
pretty
substantial.
G
Absolutely
so
our
priorities
in
the
fire
department
remain
keeping
the
lights
on,
making
sure
that
we
are
responding
to
emergencies
appropriately
again,
we
want
to
make
sure
that
we
keep
addressing
the
infrastructure
needs
in
the
fire
department.
We
want
to
focus
on
community
risk
reduction
and
professional
development
of
staff.
G
So
of
the
36
budget
requests
here
are
the
first
half
and
I
won't
go
through
each
one.
But
if
you
read
on
the
right
hand,
side,
what
you
largely
see
are
overtime,
requests
for
increases
and
you'll
see
a
lot
of
restore
to
base,
so
we're
just
trying
to
get
back
to
where
we
were
before
the
pandemic
derailed
everybody.
G
G
G
Every
evening
they're
walking
down
king
street
on
saturday
nights
until
two
o'clock
in
the
morning
they're
doing
after
hours,
fire
inspections,
they're,
doing
complaint
inspections
from
businesses,
they're
doing
our
investigations
of
fires
to
determine
cause
and
origin
and
right
now
the
overtime
line
in
that
division
is
zero.
So
as
soon
as
we
call
the
fire
marshal
out
we're
over
budget
for
the
year.
G
G
We
have
an
urban
search
and
rescue
team
that
would
address
structural
collapse
or
rescues
for
people
that
are
trapped.
You
know
high
up
in
buildings.
All
of
those
teams.
The
the
prudent
thing
to
do
in
the
industry
is
to
make
sure
that
those
firefighters
can
train
together
so
that
when
there's
a
high
stress,
low
frequency
event
that
they
all
know
what
the
other
is
going
to
do
and
those
teams
have
not
been
able
to
train
together
for
the
entirety
of
2021..
G
So
that
is
really
where
we're
seeing
the
deficit
we're
starting
to
see
our
performance
slip,
not
necessarily
in
in
those
emergencies
that
we
expect
to
see
every
day
the
the
fires
and
the
medical
emergencies.
But
it's
those
those
higher
acuity
issues
that
we're
starting
to
see
the
slippage,
the
other
the
other
area
is.
G
If
I
go
back
to
july
of
2018,
when
I
came
in
the
door
as
the
fire
chief
at
that
point
in
time
we
had
a
deficit,
we
had
79
firefighter
vacancies
in
the
department
and
that
was
pushing
25
to
25
of
the
department.
Now
we
have
a
limit
to
how
many
firefighters,
how
many
recruits
we
can
train
at
one
time
it's
partly
driven
off
the
facilities
on
milford
and
what
the
facility
can
handle.
But
it's
also
driven
off
the
proper
ratio
of
instructor
to
fire
recruits.
G
So
we
probably
generate
well
over
a
hundred
thousand
dollars
in
overtime,
just
trying
to
bring
tenured
firefighters
in
to
train
the
new
firefighters
and
when
you
have
a
vacancy
rate,
that's
pushing
25
percent.
It
is
incredibly
important
to
make
sure
that
these
new
firefighters
get
the
proper
training
at
the
proper
pace
so
that
that
gets
reduced.
And
so
you
start
to
see
all
these
things
that
are
sort
of
behind
the
curtain
of
the
fire
department.
But
it's
just
going
to
take
a
major
emergency
for
these
things
to
come
to
light.
G
G
So
within
that
context
with
79
vacancies
that
generates
a
lot
of
salary
savings
for
the
department.
So
most
of
our
overtime
line
item
for
the
operations
division
is
appropriated
to
fair
labor
standards,
act
overtime.
So
it's
it's
over
time.
We
have
to
pay
some
of
that
overtime
is,
is
budgeted
for
special
special
operations
companies,
but,
as
our
staffing
levels
go
up
that
that
salary
savings
is
going
down,
but
at
the
same
time
the
training
needs
and
the
minimum
staffing
requirements
in
the
fire
department
are
staying
are
staying
the
same.
A
G
Well,
I
think,
generally,
yes,
we
will
save
in
overtime,
but
we
are
also
facing
a
situation
where,
where
fire
did
the
vacation,
that
firefighters
are
accruing,
that
it's
way
above
what
we
can
carry
from
year
to
year,
we
have
our
vacation
book.
If
you
will
the
the
vacation
slots,
the
fire
department
has
available
to
it
largely
go
some
of
those
slots
go
unfilled
from
day
to
day
which
helps
us
with
our
overtime
as
more
firefighters
get
into
the
department.
G
We
will
actually
start
to
compel,
if
you
will
firefighters
to
take
more
time
off,
to
get
them
under
that
cap
that
they
can
carry
forward.
So
we
do
anticipate
that
there's
going
to
be
an
overtime
savings,
but
it's
not
a
one-for-one.
It's
not
one
body
coming
on
the
truck
and
it
saves
one
and
a
half
times
salary.
A
F
E
A
G
The
some
of
the
other
things
I
just
wanted
to
point
out
is
priority.
Number
five
emergency
management
was
put
into
the
fire
department
for
the
current
fiscal
year
and
again
a
lot
like
the
fire
marshals.
We
know
that
a
lot
of
their
work
is
after
hours,
work
and
given
the
unpredictability
of
when
they're
going
to
have
to
require
or
when
we're
going
to
have
to
require
after
hours
work
it's
hard
to
modify
their
work
schedules
to
make
sure
that
they
are
under
40
hours
per
week
without
some
type
of
an
overtime
situation.
G
If
I
skip
down
to
priority
number
20,
I
did
want
to
point
that
out.
We
combined
two
firefighter
positions
during
the
current
fiscal
year
that
was
to
put
in
the
recruitment
manager
for
the
department,
and
I
believe
I've
said
before.
What
we
find
is
that
the
charleston
fire
department
is
about
92
percent
white
male
and
over
time.
I
want
to
make
sure
that
we
more
accurately
reflect
the
community
that
we
serve.
G
So
we
put
a
recruitment
manager
in
place
and
we
don't
have
the
demographic
information
yet
from
the
most
current
hiring
process,
but
the
charges
that
we
gave
that
recruitment
manager
one
was
to
diversify
the
applicant
pool.
The
second
was
over
time
to
diversify
the
rank
structure
of
the
department
and
third,
we
we
want
more
local
applicants,
so
we
don't
have
the
the
diversity
numbers
yet,
but
what
I
can
tell
you
is
in
the
most
current
hiring
process,
just
about
half
of
our
applicants
were
from
south
carolina
which,
which
is
an
improvement.
G
One
of
the
things
driving
our
vacancy
rate
is
that
we
bring
firefighters
in
where
we
bring
recruits
in
from
out
of
state.
We
give
them
world-class
training,
they
stay
for
two
years
and
then
they
go
back
to
whatever
state
they
came
from.
So
if
we
can
hire
local,
we
stand
a
better
chance,
long
term
of
of
retaining
our
workforce.
E
G
You
know
I
would
I'd
make
two
general
statements:
one
is
it's
not
necessarily
the
salary,
it's
not
the
dollars
that
are
on
the
the
paycheck.
It's
the
problem
comes
in
when
you
compare
those
dollars
to
what
it
costs
to
live
in
charleston,
so
it's
a
cost
of
living
issue.
Of
course,
salary
is
a
component
of
that
and
then
the
second
part-
and
this
is
just
my
my
reflection
upon
the
information
in
the
exit
interviews-
it's
when
these
trainees
come
down.
G
They
come
down
with
a
spouse
and
eventually
they
want
to
have
a
family
and
what
they
find
is
the
the
mortgage
or
the
rent
plus
the
car
payment
is
is,
is
you
know
difficult
enough
when
you
add
daycare
in
there
it's
breaking
their
backs,
so
they
they
end
up
going
back
to
their
hometown
and
theoretically,
so
so
mom
can
help
with
the
child
care.
So
those
are
the
two
main
issues
that
I
see.
E
G
You
know
we
don't
currently,
but
we're
actually
in
the
final
stages
of
developing
a
mentoring
program
that
will
roll
out
to
our
new
hires,
and
one
of
the
focuses
of
that
pro
of
that
program
is
to
take
the
salary
of
a
recruit
firefighter
and
just
in
general
terms,
back
out
all
the
deductions.
You
would
expect
to
see
and
come
up
with
a
general
number
and
then
try
to
figure
out
how
that
recruit.
G
Firefighter
can
live
on
that
amount
of
money
and
then
devise
those
strategies
to
point
the
point
to
recruit
firefighter
in
the
right
direction,
to
make
sure
that
he
or
she
knows
what's
available
for
assistance,
maybe
knows
you
know,
apartment
complexes
that
he
or
she
could
turn
to
that.
Maybe
offer
discounts
to
first
responders
that
type
of
thing.
G
And
I
think
the
the
last
the
last
one
I
want
to
point
out
for
everybody
is
the
priority
number
35
and
you
see
it's.
A
high
dollar
amount,
it's
812
000,
but
it's
it's
for
eight
positions
in
the
fire
marshals,
division
and
again,
if
we
want
to
affect
change
in
our
community,
then
the
worst
thing
we
can
do
is
say
our
highest
priority
is
to
respond
to
emergencies.
G
Our
highest
priority
has
got
to
shift
to
preventing
emergencies,
and
it's
got
to
shift
to
educating
the
public
on
what
they
can
do
to
solve
their
own
problems
prior
to
the
fire
department
arriving
or
it's
also
educating
the
public
so
that,
if
there's
a
good
example
as
a
cardiac
arrest
event,
if
there's
a
cardiac
arrest
event
in
the
community,
the
quicker
we
can
get
cpr
started
on
the
the
patient,
the
the
better
off
for
every
minute
that
somebody
goes
without
cpr.
They
have
a
10
less
chance
of
survival.
G
So
we
are
able
to
get
back
into
the
schools
on
a
sustained
basis
so
that
you
know,
even
if
we're
talking
about
english
with
a
second
language
student,
if
we
can't
reach
their
parents
yet
because
of
a
language
barrier,
we
can
definitely
reach
the
children,
and
if
we
can
educate
the
children
and
rely
on
the
children
to
educate
the
adults,
then
we
start
building
the
community.
That's
going
to
be
able
to
one
rebound
from
an
emergency,
but
also
prevent
the
emergency
before
the
9-1-1
call
was
ever
made.
G
Absolutely
so
that's
that's
actually
an
emerging
trend
in
in
the
fire
service
right
now,
and
I
think
the
the
current
answer
is
we
don't
do
enough
and
we
rely
on
our
partners
with
the
police
department
to
help
us
along
with
that.
But
I
believe
that,
if
we're
talking
long
term
and
we're
talking
about
this
community
risk
reduction
program,
then
a
very
natural
byproduct
of
that
is
getting
people
the
help
they
need
when
they
need
it.
So
partnering
with
our
mental
health
counselors
in
the
community.
G
You
know
benefit
for
the
city.
What
they
would
be
able
to
do
is
they
would
be
able
to
proactively
communicate
with
the
resident
and
make
sure
that
if
it's
a
if
it's
a
medication
issue,
if
it's
a
mental
health
issue-
and
it's
related
to
medication-
that
they
can
make
sure
that
the
patient
is
taking
the
medication
oftentimes.
What
you
find
is
they
don't
take
the
medication
not
because
they
don't
want
to,
but
because
the
medication
has
you
know,
they've
used
it
and
they
just
haven't
gotten
it
refilled.
B
G
That
would
be
more
from
the
business
business
community.
So
if
we
started
you
know
permitting
and
and
making
sure
that
that
permitting
dollars
were
being
generated,
sometimes
you
know
there's
a
different
permit.
That's
required
for
assembly
occupancies,
there's
different
permits
that
are
required.
If
you
have
a
hazardous
material
stored
within
a
building,
so
all
those
things
it
wouldn't
offset
the
812
dollars,
but-
and
I'm
just
going
off
memory
here-
I
believe
we
we
thought
that
it
would
generate
about
125
000
to
to
help
with
that
program.
A
Hey
chief
also
on
number
35,
you
know
sometimes
sometimes
we
can't
fund
something
like
that
all
at
once.
All
at
one
time
can
you
phase
this.
You
got
eight
new
positions.
Can
you
work
them
in
over
time?
Is
that
not
what
would
give
you
enough
gravity
to
to
make
a
difference
to
get
started
so
to
speak?
Yeah.
G
G
So
total
amount
requested
is
7.3
million,
obviously
an
increase
over
the
previous
two
years
and
again
I
will
reiterate
the
fact
that
I
know
it's
a
tough
budget
year.
I
also
know
that
there
are.
There
are
certain
areas
over
time
and
restoration
of
baseline
items.
It's
it's
a
precarious
time
for
the
fire
department.
G
Right
now,
none
of
the
equipment
is
is
inexpensive.
You
know,
I
think
it
takes
about
seven
thousand
dollars
to
properly
outfit
a
firefighter
just
with
the
emergency
gear.
That's
not
to
mention
the
uniforms
and
such
so
you
know
we
were
trying
to
be
very
thoughtful
in
what
we
brought
forward
and
I
have
another
slide
in
a
minute
that
shows
an
example
of
what
we
didn't
bring
forward
just
to
sort
of
paint
the
paint
the
picture
a
little
bit
better.
G
G
G
So
the
marine
program
is
a
good
example.
We
have
two
fire
boats,
they're,
absolutely
necessary
in
our
community,
given
the
the
number
of
waterways
that
we
have,
but
we
have
little
to
no
money
to
maintain
the
fire
boats,
hazardous
materials,
we're
the
only
hazardous
materials
team
in
the
region,
and
that
is
some
of
the
most
expensive
equipment
available
to
a
fire
department.
G
Yet
at
least,
if
we
roll
back
a
couple
of
years
ago,
there
wasn't
really
a
plan
to
to
maintain
our
competitive
edge
when
it
comes
to
emergency
response
in
those
areas.
So
some
of
these
things,
some
of
these
priorities
that
you
see,
are
really
an
attempt
to
make
sure
that
that
we
can
be
the
fire
department
that
that
we
need
to
be
going
forward.
G
Well,
we
we
all
operate
on
an
automatic
aid
agreement,
so
anytime
anybody
calls
any
fire
department.
Pretty
much
in
the
nation
is
going
to
send
the
resources.
So
I
think
on
the
surface
you
could
say
well,
do
we
ever
get
money
back
if
we
have
to
go
up
the
north
into
north
charleston?
Do
we
ever
get
money
back
from
the
north
charleston
fire
department,
and
the
answer
is
no
and
the
that
answer
is
because
there
are
times
when
we're
relying
on
the
north
charleston
fire
department
to
aid
us.
G
So
it's
you
know
it
all
seems
to
to
even
out
like
right
now.
Our
larger
marine
unit
has
been
out
of
service
for
several
several
months,
so
we're
relying
largely
on
north
charleston
to
pick
that
up
for
us.
So
I
think,
if
you
take
your
question
just
one
step
further,
I
believe
the
the
natural
evolution
would
be.
If
it's
a
hazardous
materials
call,
can
we
recover
monies
from
maybe
the
the
business
that
had
the
hazmat
accident
and
and
that's
one
of
those
things
that
we
can
definitely
look
into
there.
G
There
are
laws
in
place
that
would
allow
us
to
pursue
recovery
of
the
equipment,
not
necessarily
the
personnel
cost,
but
the
equipment
cost
can
be
a
little
bit
of
a
of
a
contentious
issue.
So
I
could,
I
could
certainly
bring
that
to
public
safety
committee
and
and
see
if
we
want
to
pursue
that
in
the
future.
I'm
happy
to
do
that.
B
Well
not
to
be
mercenary,
but
it
does
seem
like
you
know,
if
they're,
if
it's
sort
of
a
one-way
delivery
service
that
we
find
ourselves
in,
that
we
should
at
least
know
what
we're
giving
up
you
know
by
by
by
taking
on
those
costs
solely
in
the
city.
So
I
I
think
I
would
hope
that
council
member
shed
our
public
safety
chairman.
Could
you
know
put
that
on
as
an
interesting
at
least
an
fy
information
and
maybe
to
be
continued
item?
C
Know
from
our
prior
experience,
councilman
jackson,
the
inner
relationship
that
we
have
with
our
regional
fire
departments
and
how
they
interact
with
one
another,
and
so
it's
not
a
so
much
a
quid
pro
quo,
but
it
there
is
overlapping
coverage
that
they
work
with
from
from
time
to
time.
The
chief
crew
can
correct
me
on
that,
but
but
I
will
certainly
put
it
on
our
decks.
Not
this
upcoming
one,
but
maybe
the
one
after
public
safety
agenda.
So.
B
Yeah,
thank
you
I
mean,
especially
if
the
private
sector
is
involved.
I
mean
you
know,
people
get
bills
for
ambulance
servers,
so
it
does
seem
like
there's
some
and
you
know
I
know
that
simplification,
but
it
does
seem
like
there
would
at
least
be
some
reasons
to
know
what
what
what
we
might
be
able
to
tap
into.
As
far
as
you
know,
help
from
our
front
and
the
privates
are
sure.
A
H
C
H
D
H
H
Why
wouldn't
the
county
look
at
this
as
being
at
least
partially
responsible
for
part
of
that
response
and
the
same
thing
with
the
without
marine
peace,
because
if
somebody
gets
all
the
jurisdictional
waters
that
our
boat
goes
in
our
city
waters
are,
are
they
also
creeks
that
run
through
the
county?
I
mean
seemingly
to
me
that
should
make
sense
that
the
county
should
have
at
least
be
asked
anyway.
The
question
should
be
pulled
anyway.
G
Now,
if
you
take
it
a
step
further,
if
we
take
hazmat
for
an
example,
the
the
the
county
wouldn't
have
the
capacity
to
develop
and
and
implement
the
hazmat
team.
But
the
charleston
fire
department
has
that
so
being
able
to
tap
into
training
opportunities
and
funding
opportunities.
Since,
theoretically
we
will
be
engaged
in
a
county-wide
response.
Those
are
the
conversations
that
we've
agreed
to
to
move
forward
to
the
county.
G
E
G
G
I
I
think
it
could.
I
think
it
could
provide
us
financial
relief.
One
of
the
hurdles
that
comes
to
mind,
which
we
it's
just
something
we'd
have
to
work
through,
is
that
all
of
our
specialty
teams,
so
your
hazmat
team,
your
marine
team,
your
usar
team,
they're
cross
staffed
with
frontline
fire
apparatus.
So
that
means,
if
there's
a
hazardous
materials,
call
right
now
we're
going
to
take
one
of
our
fire
units
out
of
service.
So
we
can
staff
the
hazmat
unit,
the
more
we
collaborate
with
the
county.
G
We
just
have
to
work
through
the
you
know
what?
If
what?
If
the
charleston
the
city
of
charleston
fire
department's
hazmat
unit,
is
routinely
leaving
the
city
limits,
how
do
we
backfill
those
firefighters
to
make
sure
that
the
frontline
fire
apparatus
is
is
maintained?
It's
just
one
of
those
challenges
that
we
could
work
through.
G
So
we
had
passed
on
four
requests
to
the
parks
department.
The
two
highlighted
ones
are
the
ones
that
came
forward
to
you
when
jason
kronsberg
made
his
budget
presentation.
But
you
know
if,
during
this
presentation,
if
I
keep
saying
infrastructure
is
a
priority
for
the
fire
department
and
then
you
you
know
you
don't
necessarily
see
that
portrayed
in
the
documents.
G
I
wanted
to
make
sure
that,
in
addition
to
the
new
construction
that
will
commence
over
the
next
several
years,
we
are
thinking
about
the
existing
facilities
and
how
to
make
them
livable
for
our
firefighters
for
for
the
next
several
years.
So
I
just
wanted
to
put
that
up
there
for
general
information.
G
Oops,
so
just
very
quickly
again,
I
said
there
were
122
requests
that
came
forward
from
the
different
division
heads
in
the
in
the
fire
department.
I
just
wanted
to
use
this
as
an
example
of
something
that
in
a
non-coveted
year
would
be
an
extremely
high
priority
for
the
fire
department,
but
just
with
the
cards
that
were
dealt,
this
didn't
come
forward,
and
this
is
just
for
illustrative
purposes.
G
The
reality
is
emergency
management
needs
to
have
24-hour
coverage
in
the
city
of
charleston,
for
a
whole
host
of
things
that
I've
listed
there,
the
natural
disasters
and
the
man-made
incidents,
and
not
to
mention
the
bridge,
run
and
all
the
effort
that
goes
into
maintaining
that.
So
you
know
to
his
credit.
Emergency
management
director
scaf
came
forward
with
the
plan
and
it
was
an
increase
to
some
line
items
for
travel
and
training
and
for
certifications.
G
C
A
G
They
are
at
ten
thousand
dollars
in
a
line
item
and
I
can't
speak
with
authority
on
any
overtime.
I
don't
think
they
have
an
overtime
line
item
and
then,
when
they
have
additional
needs
that
are
going
above
ten
thousand
dollars.
What
we
typically
will
do
in
the
fire
department
for
any
need
is
we
will
figure
out
where
we,
where,
where
we
can
cut
something
else,
to
augment
the
the
need
and
make
sure
it
gets
taken
care
of.
But
their
line
item
is
ten
thousand.
C
G
G
My
apologies
amy,
I
don't
know
where
I
got
10
000
from
I
apologize,
so
I'm
here
at
the
end,
and
what
I
have
to
say
is
I've
been
here
for
three
years
now
and
the
amount
of
support
and
the
amount
of
goodwill
that
this
city
council
has
for
public
safety
is,
is
refreshing.
It's
appreciated,
and
you
know
I'm
incredibly
happy
to
be
able
to
work
with
you
to
make
sure
that
charleston
fire
department
is
the
organization
it
needs
to
be.
We've
obviously
established
our
priorities.
We
are
working
hard
to
meet
those
priorities.
G
The
fiscal
22
budget
submission
as
with
most
presentations.
I
think
you're
hearing
it's
designed
to
return
us
to
a
fiscal
20
level
and
it
will
restore
vital
funds
in
all
kinds
of
areas
of
the
fire
department,
and
I
can't
I
don't
mean
to
be
melodramatic,
but
I
can
say
that
we
are
at
a
precarious
point
in
the
fire
department
and
to
to
get
our
training
levels
back
to
where
they
were
prior
to
fiscal
2021.
G
It
is
going
to
take
a
pretty
sustained
effort
and
it's
going
to
take
several
months
to
get
those
things
back.
The
last
thing
I
will
say
is
that
self-contained
breathing
apparatus
that
I
was
discussing,
that
is
a
must
if
we
want
to
go
inside
a
structure,
to
fight
a
fire
or
to
to
rescue
anybody.
But
again
that
is
also
one
of
those
things
that
I
believe
amy
and
I
have
been
discussing
for
about
two
years,
so
I
think,
there's
a
plan
in
place
for
that.
G
H
G
The
the
original
plan
was
to
replace
the
firehouse
and
put
it
on
that
existing
site
with
the
stormwater
regulations
that
we
currently
have
in
place.
That's
not
going
to
be
feasible
anymore,
so
the
immediate
plan
is
to
give
a
little
bit
of
a
face,
lift
to
that
firehouse
to
make
it
more
livable
for
the
firefighters
and
we're
actively
searching
for
land
to
replace
that
firehouse.
G
G
G
H
H
A
Issue
with
that
property
councilmember
wearing
was
that
the
it's
not
a
big
big
loss
of
property,
but
the
the
expansion
of
the
mark
clark
along
there
was
going
to
take
a
little
bit
of
the
back
side
of
the
property
if
I'm
and
it
was
too
small
to
start
with
so
anyway.
That
was
a
factor
as
well.
Okay,
if
I
could
chime
in
a
little
bit
to.
A
G
G
A
G
D
Okay,
thanks
to
amy
and
andrew
and
the
cfo's
office
for
helping
us
last
year
as
as
dan
to
curious
talk
about
it
was
a
challenging
year
and
this
year
just
being
able
to
sort
through
our
priorities
and
and
get
the
details
necessary
to
even
get
to
this
place.
To
discuss
this.
I
know
it
was
a
lot
of
work
from
her
and
her
team.
I'm
thankful
for
that
I'll.
D
Just
talk
briefly
about
our
priorities
in
general
and
then
then
I'll
I'll
get
to
the
budget
itself,
as
as
I've
said
every
year
since
I've
been
here,
our
our
our
greatest
asset
is
our
human
capital,
our
our
people,
our
talent.
So
we
spend
a
lot
of
time
and
effort,
recruiting
hiring
increasing
our
attrition,
decreasing
our
or
increasing
our
retention
and
decreasing
our
attrition
and
and
we
do
that
by
getting
the
best
people
investing
in
their
training,
investing
and
leading
them.
D
Well,
another
area,
that's
reflected
in
this
budget,
is
the
race
bias,
audit
and
a
continued
focus
on
reform
and
progress
and
change
and
improvements,
constant
change,
also,
partnerships
in
collaboration
and
working
with
other
entities
in
the
public
and
private
sector.
A
lot
of
work
is
being
done
through
grants
and
through
other
evidence-based
practices,
which
includes
outside
partners
and,
of
course,
violence,
disruption
and
and
reducing
violent
crime
victimization
and
protecting
and
serving
all
of
our
communities.
D
D
The
number
one
priority
you'll
see
there
is
increasing
our
body
camera
allotment
by
50.
We
believe
that
we
will
be,
we
hope
by
early
spring
of
2022,
at
full,
complement
and
all
of
our
officers.
Wear
body
cameras
to
include
our
investigators
and
different
folks
in
our
department
that
didn't
always
have
body
cameras
and
so
in
order
to
make
sure
that
all
of
the
people
that
are
deployed
have
body
cameras.
We
had
to
increase
our
our
numbers,
two
three
and
four.
D
D
But
you
can't
always
do
that
when
you
have
a
violent
crime
year
like
we've
had
when
you
have
the
protests,
when
you
have
a
variety
of
other
things,
you
have
to
have
bodies
there.
In
some
cases,
people
are
working,
as
you
can
imagine
very
long
hours
when
they're
investigating
some
of
these
homicides
and
different
shootings
and
different
things
that
we've
had
this
past
year.
So
this
is
reflective
of
that.
D
Number
five
is
a
increase.
It's
really
a
reinstatement
of
the
cuts
that
were
made
on
some
of
our
capital
equipment
replacements,
which
is
like
our
ballistic
vests
or
our
helmets,
and
a
variety
of
other
things.
And
again,
as
we
look
at
getting
up
the
full
complement,
we
look
at
the
operational
tempo
and
we
look
at
the
the
number
of
people
in
our
agency.
That's
just,
I
think,
a
a
reflection
of
making
sure
that
we're
able
to
get
the
equipment
that's
necessary.
D
The
audit
implementation.
There
was
some
cuts
that
were
made
to
that.
This
is
a
reinstatement
of
those
cuts
and
it's
reflective
of
a
variety
of
things
which
include
a
contract
renewal
with
the
university
of
south
carolina,
a
contract
renewal
with
dr
kyle
mclean
with
clemson,
and
these
are
all
subsets
of
this
dollar
amount
and
and
eighty
one
thousand
dollars
set
aside
approximately
amy.
Please
correct
me.
If
I'm
misstating
and
there's
been
a
lot
of
discussion,
there
was
a
a
quote.
D
D
Obviously,
we're
not
going
to
be
able
to
arrest
our
way
out
of
a
lot
of
these
problems,
so
we
have
to
get
creative
and
this
budget
is
reflective
of
some
of
those
opportunities.
We
have
four
sergeant
positions,
number
11,
I
believe
it
is.
We
have
four
sergeants
that
we
have
put
in
funding
for
and
working
with
the
cfo's
office,
creating
a
number
that
is
reflective
of
that.
D
What
that
would
entail
for
their
equipment,
their
vehicles,
their
uniforms,
their
they're,
a
whole
lot
of
different
things
with
technology
and
a
variety
of
other
things
are
included
in
that
number.
To
be
all
encompassing
of
what
that
would
look
like
the
reason
for
those
four
positions
is
back
many
years
ago
there
was
a
retire
and
return
program
that
was
in
place
and
in
that
retirement
return
program
there
were
four
positions
where
people
were
allowed
to
take
up
those
positions
while
they
were
retired.
D
Well,
those
people
over
the
years
have
left
the
department
in
those
positions
left
with
them
when
they
left,
and
so
we
have
four
positions:
two
in
team,
two,
one
in
the
business
district
and
one
in
our
special
investigations,
division,
which
is
what
those
four
numbers
are
for.
We
we
need
to
get
those
we've
talked
about
a
variety
of
ways
that
we
could
make
those
positions
whole,
and
this
is
reflective
of
that
effort
in
those
conversations
number
18
the
dna
program.
D
This
is
an
sme
position,
a
subject
matter
expert,
a
person
who
will
be
able
to
work
with
judy,
specifically
on
dna,
to
begin
the
process.
We
believe
that
we
can
get
a
substantial
grant
allocations,
but
you
actually
have
to
have
a
plan.
You
actually
have
to
have
a
program
in
order
to
be
eligible
for
some
of
the
more
substantial
grant
that
dollars
that
are
being
allocated
towards
dna
labs.
D
So
we
have
to
have
an
sme
that
can
lead
that
conversation
that
can
lead
the
planning
that
can
work
for
judy
gordon
to
get
that
program
going
to
get
the
refined
things
like
the
equipment,
the
accreditation,
the
positions
being
able
to
actually
hire
people
into
those
positions.
Crafting
those
announcements
and
and
just
working
on
that
program
is
very
substantial
and
somebody's
got
to
own
that
from
beginning
to
end,
the
sheriff's
department
has
a
keen
interest
in
partnering
with
us.
D
They
have
actually
committed
some
support
through
funding
through
a
partnership,
because
it
would
be
mutually
beneficial
to
our
low
country
region,
to
the
sheriff's
department
and
to
others,
so
sheriff
graziano
is
very
interested
in
providing
some
funding
that
that
is
yet
to
be
determined,
whether
or
not
that
happens
to
to
what
degree
that
happens
is
really
kind
of
independent
of
this
lead
worker.
We
still
need
this
lead
worker
to
be
defined
the
path
forward,
and
we
believe
that
that
would
be
adequate
for
2022
to
continue
us
in
that
direction.
D
D
D
It's
a
way
of
kind
of
breaking
the
ice,
and
it's
a
operationally
was
something
that
was
very
effective,
so
I've
taken
my
time
and
I've
said
we
have
other
priorities.
We
have
finite
dollars.
It's
gonna
have
to
be
a
public-private
partnership.
We're
gonna
have
to
rely
on
others
for
some
of
this
funding.
D
Those
two
people
are
going
to
help
to
lead
this
effort.
The
business
community,
the
central
the
cvb
is
going
to
pay
for
all
of
the
equipment.
There's
been
an
mlu,
that's
been
written
and
it's
kind
of
going
back
and
forth
with
legal
and
it's
it's
gone
through
a
variety
of
different
iterations
and
they
will
pay
for
the
equipment
they
will
pay
for
the
training
they
will
pay
for
the
upkeep
of
the
horses
and
the
horses
themselves
and
they're
paying
for
everything
other
than
the
staffing
for
the
first
year.
D
D
So
there's
nothing
reflected
in
the
budget
that
the
city
has
to
pay
at
this
time.
However,
there's
a
lot
more
considerations
as
we
move
forward.
If
it
does
fall
into
the
city's
budget.
Where
would
that
come
from?
How
much
would
the
private
partners
continue
to
pay
for
this,
and
and
what
does
that
partnership
look
like?
We
do
not
have
stables
back
many
years
ago.
D
Most
of
you
on
this
call
are
familiar
with
the
horse
program
and
and
those
stables
in
hampton
park.
We
don't
have
stables
that
we
have
to
pay
for
that.
We
have
to
do
maintenance,
for
these
horses
will
be
cared
for
by
the
carriage
industry,
there's
already
an
entity
that
that
has
agreed
to
do
the
shearing
to
do
the
veterinary,
the
caring,
the
the
upkeep
exercise,
feed
and
and
hydration
and
all
those
types
of
things.
So
there's
been
a
lot
of
thought
that
went
into
it.
D
D
So
the
horses
are
going
to
be
used
mostly
downtown
in
the
in
the
business
district
areas.
However,
they're
not
limited
only
to
the
business
distributaries
we'll
be
able
to
take
them
out
into
some
of
our
other
communities
as
well,
and
I
see
us
using
them
for
community
events
and
again
all
of
you
have
experienced
it
here.
I
I
can
tell
you
when
you
are
out
in
a
community
today.
Unfortunately
there's
a
lot
of
people
that
see
this
uniform.
D
It
can
but
we're
we're
just
starting
with
two
horses
and-
and
I
think
that
that
that's
potentially
a
benefit
other
agencies
very
successfully
use
horses
in
in
a
variety
of
different
ways,
and
that's
one
of
them,
and
and
yes,
they,
they
have
a
lot
of
different
benefits
operationally.
That's
that's
one
of
them.
B
Thank
you.
Thank
you
chief.
I
really
appreciate
your
explanation
and
I'm
sure
it's
no
surprise
to
you
with
our
ongoing
discussions
that
I'm
very
happy
to
hear
you
prioritize
and
move
up
on
the
list,
the
opportunity
to
continue
the
outside
eyes
on
on
policing
and
the
way
that
we
have
intentionally
established
ourselves
to
have
those
relationships
that
come
from
the
academic
community
from
the
from
the
public
and
private
services
community.
B
As
you
obviously
know-
and
we
have
a
very
highly-
I
think-
experienced
grants
coordination
program,
I'm
glad
to
see
you're
trying
to
upgrade
that
to
a
special
projects
manager,
one
detail-
and
I
don't
really
need
this-
to
go
into
a
program,
a
discussion,
but
I
I
also
support
your
dna
technical
lead.
I
again,
I
think,
there's
a
lot
of
outside
funding
for
that
kind
of
thing.
So
I'm
glad
that
that's
already
been
highlighted.
B
D
D
Others,
I
think
correctly,
so
have
demanded
that
we
make
sure
that
we
don't
have
victims,
evidence
not
being
processed
or
fallen
through
the
cracks
or
things
that
are
a
priority
that
are,
that
are
frankly
diminishing
the
the
case,
the
investigation
and
the
victim's
rights
to
justice,
and
so
this
will
allow
us
we,
we
do
have
a
good
relationship
with
sled
and
there's
not
many
others
in
the
state
that
have
a
dna
lab
processing
capability,
richland
county
shares
helps
us
occasionally.
Sled
helps
us
when
there's
a
serious
case.
D
You
always
want
to
find
force
multipliers,
certain
things
that
can
really
help
us
a
lot,
and
this
is
an
area
where,
frankly,
there's
not
enough
capacity
and-
and
there
have
been
test
kits
over
the
years
nationally-
there's
been
a
lot
of
research
done
on
on
not
testing
kids
and
having
additional
victimization
or
cases
fall
through
the
cracks.
Because
of
that,
and
so
I
think
this
will
enhance
our
ability
significantly.
E
E
What
are
you
doing
to
sort
of
buttress
the
need
for
better
coordination,
I
suspect,
with
social
service
organizations,
because,
as
we
know,
some
of
the
emergency
calls
you
get
are
really
not
calls
that
involve
public
safety
per
se.
What
are
some
of
the
things
that
you're
doing
creatively
to
try
to
marry
the
public
safety
safety
component
of
your
operation
with
social
service
that
may
be
needed.
D
D
I
can
tell
you
with
the
gathering
place
at
gatson
green,
and
that's
just
one
of
many
many
examples.
How
can
we
get
programs
in
there,
not
police-centric
that
are
helping
advocate
for
women,
helping
to
make
sure
that
the
proper
social
organizations
feeder
and
a
lot
of
other
federer
and
a
lot
of
other
organizations
are
able
to
get
in
there
to
help
because
we're
a
good
connector
we're
a
lot
of
people
do?
Despite
what
you
hear
in
the
news,
I
think
a
lot
of
people
do
respect
the
police.
D
We
cannot
arrest
our
way
out
of
the
opioid
problems.
A
good
example
so
act
force,
which
is
a
addiction
crisis
task
force,
has
so
many
members
on
it
to
try
to
get
follow-up
with
families
and
chelsea
taylor.
Speaking
of
our
grants
coordinating
she
ran
in
my
office
yesterday.
She
said
you
want
to
hear
a
good
story,
and
I
said
yes
please.
I
always
want
to
hear
a
good
story
and
she
read
me
a
report.
D
A
two-page
report
of
how
one
of
our
our
counselors
in
the
department
was
able
to
do
a
follow-up,
the
family
that
wouldn't
have
otherwise
gotten
the
assistance
that
they
got
and
this
person
in
crisis
is
able
to
actually
is
getting.
Counseling
now
is
actually
enrolled
in
a
program,
and
somebody
who,
maybe
I
think
probably
would
would
not
have
survived,
is
actually
engaged
in
getting
some
help
and
we
always
say
if
we
save
one
life,
it's
worth
it.
We
can't
fix
all
the
problems,
but
we
need
to
do
more
than
we're
currently
doing
so.
D
D
We
can
never
say,
hey
we're
the
police,
we're
the
cavalry
we're
coming
we're
going
to
arrest
it
we'll
fix
it.
That's
the
old
way
of
doing
things
that
is
not
efficient,
it's
not
effective
it.
That
is
why
people
are
saying:
defund
the
police,
because
those,
if
you're,
investing
everything
in
that
approach
and
that
mentality,
then
you're
really
putting
resources
towards
a
losing
cause
in
many
cases.
D
So
how
do
we
leverage
what
we
have?
How
would
he
slow
do
things
down
and
say?
No,
the
police
aren't
the
solution,
everybody's
problems,
the
police
need
to
be
part
of
the
solution.
They
need
to
be
a
partner,
it's
a
shared
responsibility,
and
I
I'm
pretty
passionate
about
that.
I
think
there's
more
partnerships
that
we
need
to
continue
to
develop.
There's
more,
that
we
need
to
do
with
grants
and
being
creative
with
our
our
solutions
and-
and
that
goes
in
a
lot
of
different
directions.
E
Thank
you
for
that
answer.
Chief.
I
kind
of
knew
that
you
were
one
of
the
people,
that's
reimagining
how
we
approach
public
safety
and
I
think,
as
a
city,
I'm
grateful
that
you're
there,
because
I
know-
and
I
feel
your
passion
and
I
agree
with
you.
This
is
not
anything
dealing
with
defunding
anything
either
we're
just
reimagining
our
approach
to
public
safety,
and
I
really
really
appreciate
your
answer.
Thanks
again,
chief.
H
Yeah.
Thank
you,
mr
mayor,
thank
you
chief
for
your
professional
approach
as
we
continue
to
evolve
in
our
throughout
racial
bias.
Audit.
It
was
you
know
this
city's
leadership.
Obviously
your
leadership
that
is
implementing
it.
Can
you
touch
on
a
couple
of
things
that
we're
we're
doing
as
a
police
force
that
now
that
the
city
of
north
charleston
is
also
going
through
the
same
process,
because
we
all
kind
of
join
at
the
same
hipaa
in
the
small
region?
H
That's
improving,
policing,
frankly,
beyond
the
borders
of
the
city
of
charleston,
also
into
north
charleston.
I
know
this
isn't
something
that
we
are
island
unto
ourselves.
Okay,
good
ideas
for
us
could
be
good
ideas
for
north
charleston,
my
pleasant,
the
county.
I
mean
the
sheriff's
department
etc.
Could
you
touch
on
some
of
those.
D
D
We
talked
about
the
audit
even
up
to
and
before
they
selected,
cna
and
and
that
process-
and
it's
not
perfect,
he
went
through
a
lot
of
the
same
things.
We
did
the
report
itself.
Frankly,
you
know
you're
always
going
to
question
how
it's
written.
What's
in
there
what's
left
out
some
of
the
assertions,
but
the
general
idea
that
we
can
get
better
is
what
we
share,
and
that
is
that,
how
do
we
have
constitutional
policing
of
our
communities?
D
How
do
we
have
procedural
justice,
as
as
councilmember
jackson
said,
it's
easy
to
talk
about?
It's
not
so
easy
to
actually
pivot
your
organization,
and
I'm
talking
about
changing
the
culture.
Having
an
attitude
of
accountability
and
saying:
hey
accountability
is
not
a
bad
thing.
It's
a
good
thing:
it's
what
makes
us
better.
It's
going
to
make
us
our
best
possible,
most
effective
organization,
and
and
when
you
have
a
great
organization,
you
can
attract
and
and
retain
the
best
talent.
D
And
so
we
talk
a
lot
about
race,
bias,
disparities
and
and
and
how
we
can't
stop
policing
our
communities.
But
how
do
we
do
it
in
a
way
that
we're
respecting
people
that
we're
doing
it?
Where
we're
treating
people
with
respect
and
dignity,
that
we
have
tactics
that
are
not
diminishing
people
that
that
are
not
diminishing
their
rights
that
we're
not
just
over
policing
a
community
which
we
we
have
done
in
the
police
profession,
we've
done
it
in
the
city
of
charleston.
D
I've
talked
to
many
many
people
who
they
want
the
police
in
their
communities.
They
want
to
be
protected,
they
don't
they
want
more
police
with
all
this
violence
and
shootings,
but
they
want
to
be
treated
with
dignity
and
respect.
They
wanted
to
know
if
they're,
african-american
and
they're
in
our
communities-
and
they
see
a
charleston
city
police
officer
that
they're
going
to
be
there
to
protect
them
to
help
them
to
respect
them.
D
To
embrace
whatever
their
needs
are
to
talk
to
their
kids
to
roll
their
windows
down,
that's
going
back
to
the
horse
thing
to
get
out
of
their
car
to
get
on
the
bicycle
roll
their
windows
down
to
actually
get
to
know
I've
had
parents
say
I
want
you
to
get
to
know
my
kids.
I
want
you
to
talk
to
them
out
on
the
playground
and
we
have
a
long
ways
to
do
that
that,
but
that's
something
that
reggie
and
I
talk
about
a
lot.
I
think
he
does
it
better
than
anybody.
D
D
What
is
what
are
we
doing
with
training?
What
are
we
doing
with
our
hiring?
I
spoke
at
a
conference
a
few
weeks
ago
at
the
law
school
at
the
university
of
south
carolina
in
columbia,
on
evidence-based
policing,
on
use
of
force,
and
one
of
the
questions
was
hey.
Chief,
what
would
you
advise
other
chiefs
if
they're
going
through?
D
You
know
this
these
these
issues,
and
I
said
you
know
number
one
I
would
tell
them:
don't
hire
the
people
that
I
fire
and
they
and-
and
I
said
it
happens
every
day-
and
I
said
I'll
say
that
publicly
and
and
I'm
telling
you
as
much
as
we're
hiring
right
now
we're
working
hard
to
hire
and
recruit
and
and
train
the
best
of
the
best.
But
I'll
tell
you
I'd
rather
go
100
officers
short
and
I'd
tell
that
to
our
recruiters,
our
trainers
and
everybody
in
this
organization.
D
I
would
rather
be
a
hundred
officers
short
than
hire
people
that
don't
belong
in
this
badge
in
this
profession,
in
this
city
and-
and
I
really
mean
that
so
there
are
one
thing
you
know
you
can
talk
about
it,
but
are
we
living
it
are?
We
are
we
attracting
good
diversity,
women
in
policing,
african-american
officers,
latino
officers,
people
that
have
different
languages,
different
cultures,
different
experiences,
different
ages,
different
life
backgrounds?
D
Those
are
things
that
we're
working
really
diligently
on
and
we
have
a
recruiting
team
with
terry
cherry
and
auntie
gibson
and
some
other
folks
that
are
just
it's
amazing.
What
they're
accomplishing
but
I'll,
tell
you
and
and
dan
said
this
in
his
remarks-
and
I
say
this
to
our
troops-
I
say
it
to
the
community.
I
say
it
to
you
I'll
say
it
to
the
media,
we're
in
a
city
that
demands
the
best
of
our
public
safety
and
our
policing,
but
there's
support
for
the
police
here
and
it
makes
a
difference.
D
I
promise
you
if
you
go
into
other
parts
of
this
country,
they've
turned
their
backs
on
police
chiefs
on
the
police
officers
on
on
on
public
safety,
and
I'm
telling
you
once
that
happens,
our
hiring
our
attrition.
Our
retention
it'll
all
go
out
the
window
very
quickly,
and
so
here
in
this
city,
and
it's
not
blindly
supporting
the
police,
it's
saying
hey,
we
want
a
high
standard.
We
want
accountability.
We
want
the
right
outcomes.
D
We
want
all
of
our
people
in
this
city,
no
matter
what
their
their
background
is:
their
race,
their
gender,
their
beliefs,
treated
with
dignity
and
respect,
and-
and
we
demand
that
of
our
department,
but
we're
going
to
support
our
police
officers
and
and
so
reggie,
and
I
have
that
high
burden
of
command,
where
we
have
circumstances
where
our
policies
aren't
what
they
should
be.
Our
data
and
a
big
part
of
this
audit
we're
digging
in
to
our
data
and
there's
a
lot
more.
That
needs
to
be
done.
D
We're
we're
not
anywhere
near
where
we
need
to
be
when
it
comes
to
data
and
being
able
to
have
a
good
conversation
about
who
we're
stopping.
What
are
the
outcomes
and
disparate
numbers
does
not
automatically
mean
bias,
but
what
it?
What?
What
strategies
are
we
using
in
our
communities
to
keep
the
community
safe?
We
can't
just
stop
everybody
that
moves.
We
can't
just
have
zero
tolerance.
We
can't
just
go
on
the
street
corners
and
we're
not
going
to
do
that.
We're
not
doing
that.
D
D
Our
first
line
supervisors,
our
command,
all
of
our
training
and
our
leadership,
and
a
lot
of
this
budget
reflects
that,
and
I
will
tell
you,
the
partnerships
we've
developed
reflects
that
I
just
met
with
the
rotary
and
they
actually
want
to
support
us
even
more.
They
gave
us
a
50
000
grant
a
year
ago
for
leadership
development,
they're,
so
excited
about
what
we're
doing.
There's
there's
some
discussion
about,
maybe
even
doing
more
for
us
and
with
us
to
build
more
bridges.
A
D
I
I
D
Absolutely
I
I
don't
want
to
diminish
any
particular
communities.
Crime
tends
to
move
and
it
goes
to
different
places.
I
can
tell
you
it's
down
on
the
peninsula,
there's
a
lot
of
success,
that's
been
achieved
and
it's
up
in
in
the
west
ashley
area
and
up
towards
ravenel
and
and
up
17
and
in
in
different
communities,
and
some
of
that's
in
the
county
like
this
last
weekend.
D
D
I
mentioned
reggie
but
I'd,
say
the
same
thing
about
mark
arnold
and
mount
pleasant
sheriff
graziano
our
federal
task
forces
all
those
partners
that
we
have
on
the
federal
side
with
the
u.s
attorney's
office,
the
solicitor's
office
and
a
whole
variety
of
other
partners
and
violent
crime.
I
I
I
have
to
tell
you
is
limited
to
a
small
number
of
offenders
that
are
disproportionately
responsible
for
the
majority
of
our
violent
crime.
D
I
know
people
who've
done
more
than
that
for
disorderly
conduct
and
intoxication,
and
so
at
some
point
in
time
we
needed
it's
a
shared
responsibility.
It's
a
collective
effort.
You
can
tell
I'm
a
little
passionate
about
this,
because
that
person
will
now
get
in
a
shooting
mark.
My
words
as
much
as
we
speak
here
publicly
right
now.
I
put
it
on
the
record.
D
They'll
be
will
be
related
to
another
shooting
and
my
my
fear
is
that
that
will
involve
one
of
our
officers,
one
of
our
deputies,
some
innocent
citizen,
and
so
I
have
a
problem
with
that,
and
I've
made
that
known.
I'm
going
to
continue
to
talk
about
that
and
and
we're
going
to
continue
to
work
with
all
of
our
partners
on
those
cases
we
are
going
to
continue
to
make
progress.
I'm
sure
you
saw
that
we
indicted
federally
indicted
15
people
recently
that
will
have
a
significant
impact
on
some
of
these
violent
criminals.
D
There
is
a
nexus
with
gangs
with
drugs
with
retaliations
and
and
we
have
a
voracious
effort
appetite
for
drugs
in
this
region,
which
drives
a
lot
of
this
violence,
and
so
it's
really
interconnected
with
a
lot
of
different
things.
The
last
thing
I'll
say
is
amy
has
been
very
supportive.
This
council
continues
to
be
supportive
and,
yes,
this
budget
is
reflective
of
that.
The
burden
has
been
on
on
me.
D
Frankly,
I
think
over
the
last
few
years
to
make
sure
that
we
got
our
hiring
up,
that
we
that
we
have
less
attrition
and
a
greater
level
of
retention,
and
that's
what
we've
been
focusing
on
and
we,
despite
all
the
negative
things
that
are
going
on
around
the
country
right
now,
that
are
anti-law
enforcement.
Defund.
All
these
other
things.
We
actually
believe
that
we're
going
to
be
at
full
complement.
D
I
don't
think
we've
been
anywhere
near
that
for
over
a
dozen
or
more
years,
so
this
budget
gives
us
what
we
need
and
and
and
I'm
thankful
for
that
support
and
frankly,
it's
on
us
to
do
our
job
to
help
the
west
ashley
communities-
and
I
don't
know
cheeto
if
you
have
something
to
add.
I
I
see
your
face
there,
but
we
are
doing
a
lot
and
it's
it's
it's
it's
a
collaborative
effort.
I
can
tell
you,
I
spent
an
hour
and
a
half
with
my
investigative
command
this
morning.
A
A
Safer,
thank
you,
sir,
and
I
was
going
to
thank
you
chief
for
your
presentation
and
your
responses.
I
think
they
were
spot
on
and
I
could
go
on
at
length.
You
brought
it
up
again,
but
but
I'm
just
going
to
say
it
one
more
time
to
be
able
to
say
that
we
will
be
at
full.
Complement
of
our
police
department
by
next
spring
is
huge.
It's
a
it's
a
testimony
chief
to
your
leadership
and
to
the
direction
that
we're
headed.
A
So
thank
you
for
all
of
that
I
mean
I
got
elected
six
years
ago
and
first,
one
of
the
first
things
I
heard
from
chief
mullen
was
how
far
down
we
were
in
terms
of
personnel
willing
to
hire
on
in
the
police
department.
I
think
you
said
it's
been
12
years
since
the
city
was
at
full
complement,
I
mean
that's,
that's
big,
that's
big,
y'all
and
and
by
the
way
there
be
some
some
little
impact
on
our
budget
as
well.
D
Thank
you,
and
I
I
see
wes's
face
there
and
I
just
want
to
give
a
shout
out
to
him
and
his
budget
there's
numerous
I.t
requests.
I
won't
get
into
all
of
them,
but
for
the
in-car
cameras
and
computers
and
some
cameras
in
the
city
and
and
some
other
things-
and
I
just
I
couldn't
ask
for
a
better
partner
with
wes
he's,
got
a
very
difficult
job
with
the
cfo's
office
and
trying
to
balance
priorities,
but
I
would
just
put
a
plug.
I
actually
had
a
note
to
myself.
D
That's
the
one
thing
I
missed
was
just
to
put
in
a
plug
for
him
and
and
jason
with
parks,
and
some
of
our
facilities
upgrades
it's
not
in
our
budget,
but
it's
a
significant
part
of
our
ability
to
operate
is
is
wes,
has
really
been.
His
team
has
stepped
up
in
a
big
way
and,
and
those
two
areas
are
just
wanted
to
put
a
plug
in
for
those
two
groups,
because
that's
something
that
helps
us
quite
a
bit
great.
A
A
C
C
C
I.T
can
get
out
of
control
if
you're,
not
careful
in
terms
of
all
the
technology,
people
want
to
put
in
place
what
they
want
to
do.
So
we
try
to
be
very
critical
and
analytical
and
how
we
look
at
the
technology
and
the
resources
that
we
employ
what
we
decide
to
do
in
terms
of
budgeting.
For
that
the
monies
we
request
and
then
how
we
manage
that
through
the
year
so
kind
of
differentiating
between
wants
and
needs.
We
feel
like
is
very
important.
So
we've
always
tried
to
take
that
approach.
F
C
Little
different
than
other
departments,
in
that
it
puts
together
some
information
that
we
have
determined
based
upon
infrastructure,
needs
cyber
security
deployable
technology.
But
then
a
big
portion
of
what
we
put
in
our
budget
is
coming
from
other
departments.
We
are
budgeting
for
it,
but
we're
also
budgeting
for
those
other
13
departments.
So
we
take
all
that
input
from
them.
We
have
to
cycle
through
that,
make
sure
it's
going
to
work
in
our
environment
that
it's
a
credible
request.
C
It
fits
within
the
scheme
of
our
policies,
our
security,
it's
going
to
have
some
longevity
to
it,
so
we're
not
changing
things
out
every
other
year.
So
these
are
all
things
we
have
to
take
into
consideration.
As
we
put
this
together.
My
stuff
is
not
necessarily
prioritized
again.
Everything
we
put
in
here,
we
feel,
is
a
need
versus
a
want,
so
to
some
extent
it's
a
priority.
We
did
identify
things
that
are
critical,
because
if
it
doesn't
get
replaced
or
upgraded,
it's
going
to
create
some
operational
problems.
C
Security
risk
lost
equipment,
performance
things
like
that
and
then
also
from
a
standpoint
of
the
things
that
are
given
to
us
from
other
departments.
We
can't
necessarily
prioritize
for
them.
I've
tried
to
do
that
in
the
past.
I
think
that's
not
necessarily
right
or
is
risky,
so
we
go
through
the
process.
First
of
seeing
is
that
credible
request?
Is
it
something
we
agree
with
or
approve
and
then
we'll
transfer
that
into
it's
budget
and
then
it's
real
really
more
up
to
them,
potentially
defending
their
request
directly
for
council
pursuing
more
information
on
that
request.
C
Okay,
our
our
budget
is
kind
of.
In
two
parts
we
have
our
main
I.t
department
budget,
which
is
the
one
six
one,
zero
zero
zero
that
we
have
up
here.
First
and
then
we
have
the
public
safety
piece
of
it's
budget,
which
is
the
two
three
five
zero
zero
zero.
So
we'll
look
at
those
each
separately,
this
first
one,
the
one
six
one:
zero,
zero
zero
is
also
divided
into
two
parts.
The
top
piece,
as
you
can
see,
is
primarily
projects
again.
C
Most
of
this
is
coming
from
other
departments
and
then
the
lower
section
is
kind
of
what
I
t
has
submitted
based
upon
infrastructure
needs.
Cyber
security
equipment
replacement
things
like
that,
so
there
is
a
differentiation
between
those
two
paths:
I'm
going
to
run
through
these
quickly,
because
I
know
this
is
y'all's.
Favorite
part
and
you've
been
sitting
here
for
a
while.
But
if
you
have
any
questions,
please
please
pop
in
at
any
time,
and
hopefully
I'll
I'll,
see,
hands
or
somebody
can
call
me
out
the
first
item
agenda
management
system.
C
This
is
something
we've
actually
looked
at
for
a
couple
of
years.
It's
constantly
been
bumped
due
to
other
priorities,
but
not
a
high
priced
item,
but
it's
something
that
the
clerk's
office
has
been
asking
for.
I
think
the
mayor
was
on
board
previous
discussions
and
we
feel
like
it's
something
that
can
provide
notable
return
to
them.
It's
a
very
manually,
intensive
process
right
now,
where
they're
having
to
handle
a
lot
of
paper,
go
through
a
lot
of
manual
processes
of
the
workflow.
C
This
will
move
a
lot
of
that
to
an
electronic
process
and
collecting
that
data
aggregating
it
pushing
it
through
distributing.
It
obviously
will
be
some
process
questions
and
what
can
and
can't
be
done
from
an
ordinance
standpoint,
possibly
in
how
things
are
posted
or
distributed,
but
the
goal
there
is
to
really
clean
up
and
streamline
their
process
and
how
they
put
together.
Agendas
keep
those
agendas
archive
those
agendas,
reference
back
to
those
agendas
and
get
that
distributed
from
every
meeting.
So
that's
in
there
to
reflect
their
attention
conference
room
av
installations.
C
That
is
something
we
request
for
to
outfits
and
conference
rooms.
We've
been
doing
that
along
the
way
every
year,
certainly
in
new
construction.
That's
taken
into
consideration,
got
missed
for
daniel
island,
but
where
we
have
needs
and
that's
become
a
bigger
need
with
the
virtualization
of
meetings
where
we
need
more
video.
These
usually
include
the
telecommunications
capability
with
built-in
phone
and
the
computer
and
a
large
display.
C
We
put
all
that
first
in
back
in
2015
and
built
that
out
here
at
the
bill
yard,
center
and
kind
of
coming
up
to
the
end
of
life
and
some
of
that
equipment.
We
had
some
failures
and
some
of
the
large
displays
emergency
management
asking
for
some
additional
displays
to
expand
their
ability
to
put
up
information.
So
that
is
something
we
feel
is
a
good
need
to
get
that
facilitated
for
them
and
keep
that
room
operating
at
peak
efficiency,
jury
management
system.
This
is
actually
an
add-on
to
an
existing
project.
C
That's
in
this
year's
budget
to
replace
their
case
management
system
we're
currently
using
a
product
that
has
both
the
case
management
and
the
jury
management
built
into
it.
The
new
systems
that
are
out
there
that
we're
considering
usually
have
those
split.
So,
even
though
we're
already
moving
into
the
case
management
this
year,
the
rfp
is
going
out
soon.
C
We
need
to
get
this
jury
management
component
added
on,
so
we
can
include
that
next
year,
when
the
project
is
in
full
force,
the
current
platform
expires
in
mid-may,
so
we've
got
a
deadline
there
to
get
that
done.
We
need
that
jury
management
component
to
add
that
into
it
new
enterprise
resource
planning
system.
C
This
has
kind
of
been
a
long
time
coming.
The
system
on
the
system
we're
on
now.
One
solution
has
had
other
names,
other
owners,
it's
been
in
place
since
about
2002
or
three,
I
believe
about
a
year
or
so
before.
I
even
came
on
board
to
have
various
iterations
we're
long
overdue
in
looking
at
something
better.
It's
probably
gonna
be
cloud-based,
much
more
user-friendly,
friendly
and
flexible.
C
It's
a
monstrous
project,
so
we've
not
bitten
that
off
yet,
but
we
feel,
like
we've,
reached
the
point
where
we
really
need
to
take
action
on
that
it
will
bring
in
with
it
electronic
payroll.
So
we
can
get
away
from
all
the
paper
time
sheets
and
everything
that
comes
with
that.
Of
course,
that
will
also
include
all
the
budgeting
and
finance
procurement
hr,
a
lot
of
other
elements
that
come
with
that.
So
it's
a
big
project
that
will
probably
be
multiple
years
in
the
implementing.
E
E
C
Yes,
sir,
all
that
would
be
built
into
the
system
again
you
have
instead
of
the
paper.
You
would
then
have
the
digital
time
timesheets.
They
would
probably
be
able
to
go
online
and
implement
input
that
data
via
the
computer
instead
of
trying
to
fill
out
scan
email.
All
those
kind
of
steps
we're
doing
right
now.
F
B
C
We
first
started
looking
at
the
electronic
time,
keeping
separately
about
two
years
ago,
talking
about
it
even
before
then
there'd
been
discussion
over
the
past
couple
years
about
replacing
the
entire
system,
so
we
feel
like
better
to
go
ahead
and
just
do
the
whole
thing.
Sometimes
that's
done
in
segments
in
modules,
but
making
sure
it's
all
the
same
platform
all
integrated
instead
of
having
disparate
systems,
and
then
don't
talk
with
each
other
very
well.
So,
yes,
it
has
been
several
years
that
we've
been
contemplating
doing
this
and
trying
to
work
up
towards
it.
Great.
F
Can
I
add
to
that
too?
I'm
sorry,
it
was,
I
think
it
was
in
2017
when
we
started
looking
at
the
timekeeping
system,
and
then
you
know
so
that's
when
we
put
some
the
2018
general
fund
reserves
away
for
it
and
then
it's
just
evolved
now,
because
our
current
system
is
is
kind
of
reaching
it
end
of
its
life
or
we're
outgrowing
our
system.
I
think
so.
We
really
need
to
look
at
something
comprehensive.
C
Okay
quickly,
moving
on
to
the
next
item
here,
electronic
document
management
system-
this
all
is
part
of
our
ongoing
steps
to
get
everything
digitized
in
an
electronic
format,
making
things
more
efficient.
This
is
phase
four
we've
been
working
on
phases,
one
two
and
three
over
the
past
four
years.
Actually,
this
is.
C
C
We
have
so
this
continues
that
project
and
actually
kind
of
wraps
it
up
as
we
move
forward
and
underneath
that
seven
and
eight
are
both
tied
to
that
in
terms
of
implementing
scanners
that
we
need
to
facilitate
all
of
that
and
some
further
what
we
call
back
scanning
getting
the
electronic
documents,
particularly
the
larger
ones.
The
great
larger
volumes
scanned
in
by
the
vendor
put
into
the
system.
C
Number
nine,
with
cyber
insurance,
that's
something
we've
been
looking
at
the
last
two
years.
It's
been
an
interesting
market,
but
this
gives
us
some
additional
protection
from
first
and
third
party
claims
in
terms
of
our
own
damage
or
than
any
parties
that
may
claim
that
an
attack
that
affected
us
significantly
impacted
them
in
terms
of
data
that
was
stolen.
C
F
C
C
Very
minimal,
I
think
they've
just
been
losing
money
left
and
right
because
of
all
the
successful
cyber
attacks,
so
we're
still
looking
at
trying
to
do
something
that
gives
us
a
little
help
in
case
god
forbid.
Something
happened
now.
From
my
perspective,
my
goal
is
to
never
have
to
use
that
we've
worked
hard
over
the
past
five
six
years,
in
particular,
implementing
layers
of
cyber
security
from
the
perimeter
all
the
way
out
into
the
core,
all
of
our
mobile
technology
that
we've
deployed.
C
C
B
C
B
C
C
B
Right
I
mean
at
the
little
bit
that
I
you
know
was
in
charge
of
buying
insurance
for
my
organizations
way
back
it
I
mean
you
and
you
also
have
to
find
out.
You
know
if
an
occurrence
happens
after
a
policy
year,
you
have
to
be
covered
for
some
amount
of
you
know
future
time,
because
you
can't
always
identify
that.
It's
immediate
right,
I
mean.
C
Last
item
in
this
section
number
10
was
something
recently
added
by
public
service
and
they
are
looking
to
address
in
a
more
effective
way
trash
collection
schedules.
You
know
normally
right
now,
it's
just
a
little
clunky
and
how
we
try
to
get
that
information
out
with
holiday
changes.
If
there's
bad
weather,
we
have
to
change
up
the
schedules.
C
This
is
a
module
we
can
add
on
and
provide
an
app
people
can
subscribe
to
it
and
the
city
can
very
easily
push
out
those
schedule
changes
any
information
related
to
the
collections
instructions.
Things
like
that,
so
that's
something
that
was
requested.
That
we
feel
like
would
be
a
good
add-on
to
our
current
website
and
our
applications
and
everything.
C
Okay,
so
this
bottom
section,
as
I
mentioned,
gets
more
into
latest
pieces
that
we
put
together
for
equipment.
Replacements
infrastructure
needs
things
like
that.
Those
first
two
items
are
the
individual
requests
that
have
come
in
from
departments
wanting
a
computer
here.
Computer
there
printer
needs
things
like
that,
a
particular
piece
of
software.
So
we
accumulate
all
of
that
and
put
that
together,
as
totals
we've,
got
some
spreadsheets
and
break
that
down.
If
you
want
to
look.
E
C
Generally,
smaller
than
what
we've
been
dealing
with
some
in
the
past,
we've
been
able
to
fulfill
a
lot
of
those
requests
this
year
with
some
extra
monies
we
had,
so
we
don't
have
to
carry
that
forward
to
next
year.
Then
our
pc
replacement
project,
we
usually
try
to
replace
computers
on
a
four
to
five
year
rotation.
That
was
three.
When
I
got
here,
we've
expanded
that
out.
Some
cases
has
even
reached
six.
That,
of
course,
saves
us
a
lot
of
money
extending
those
rotations
out.
C
C
And
then
this
bottom
section,
you
see
some
critical
items
there.
That's
all
infrastructure
equipment,
that's
basically
in
our
core
here.
These
are
things
that
are
reaching
into
life,
they're
major
components
in
the
city's
operation.
These
control,
how
our
entire
network
operates.
We
have
60
something
plus
facilities,
they're
all
interconnected
into
our
network.
C
12
1300
computers,
a
lot
of
mobile
technology,
all
that's
driving
through
our
data
center,
so
this
all
facilitates
that
addresses
our
storage,
our
cyber
security
and
how
our
internal
systems
operate
and
are
protected
so
those
five
items.
There
are
things
that
we
effectively
have
to
do,
or
we
will
have
some
significant
problems
next
year
when
we
lose
support
on
these
systems
or
start
having
operational
problems.
C
C
What
all
is
running
on
it,
what
their
operational
state
is,
if
there's
any
threats
or
risk.
It
also
allows
us
to
be
able
to
push
out
updates
in
a
more
effective
and
quick
manner
from
operating
system
and
application
software,
so
we're
able
to
keep
things
more
up
to
date,
which
is
always
considered.
The
best
protection
that
you
can
do
is
keeping
things
updated
with
patches
and
fixes
that
come
out
from
the
vendors.
C
So
this
will
allow
us
to
do
this
in
a
much
more
timely
manner.
Number
eleven.
This
year
we
started
our
first
end
user
cyber
security
awareness
training.
We
were
able
to
do
it
through
sled,
with
a
free
program
that
they
had
put
together
for
city,
county
and
state
agency,
but
it
was
limited.
It
was
kind
of
clunky.
We
had
some
struggles
and
getting
it
completed.
C
That
was
great,
but
this
is
something
we
want
to
do
quarterly
and
we
need
to
be
able
to
do
it
more
effectively.
So
we've
looked
at
one
of
the
top
resources
out
there
that
provide
this,
and
this
is
something
we
can
roll
out
and
do
quarterly
all
digitally
through
people's
emails
to
have
them
go
online
to
a
website
and
complete
15
20
minute
training
sessions
that
keep
them
apprised
of
cyber
security
awareness,
the
different
threats
that
are
out
there,
how
to
recognize
them
how
to
work
through
that?
C
How
to
report
it-
and
we
feel
like
that-
provides
us
with
much
better
security,
because
our
weakest
link
is
our
end
user
and
what
they're
doing
out
there
opening
email
what
they're
clicking
on?
We
would
include
city
council
on
this
since
you're
using
city
email,
and
this
is
something
you
would
see
as
well.
We
feel
like
this
is
a
critically
important
function
that
we
need
to
roll
out
and
be
able
to
do
more
effectively.
We
did
this
past
year
with
sled
and
then
number
12.
That
is
the
mobile.
F
C
Chambers,
the
fcc
recently
opened
some
frequencies
that
are
now
conflicting
with
the
frequencies
in
our
microphones.
You
may
have
noticed
in
past
meetings,
it's
been
a
while,
but
we
will
have
situations
where
some
of
the
console
mics
would
drop
out
moving
planetarily
or
have
some
kind
of
interference.
C
E
C
Critical
is,
if
we
don't
do
it,
we
will
have
failures
and
major
operations
will
go
down,
so
networks
will
quit
working
people
won't
be
able
to
access
data,
they
won't
be
able
to
communicate,
they
won't
be
able
to
access
their
email.
So
we
see
that,
as
I
guess,
to
phrase
it
this
way.
You
have
no
choice.
Really.
We
we
have
to
do
that.
Otherwise,
it's
it's
going
to
be
a
a
serious
issue
that
will
impact
city
operations
which
again
effectively
shut
things
down.
C
C
Those
are
things
that
they've
identified
as
base.
Those
are
the
things
that
we
do
every
year
to
keep
things
up
to
date,
operating
properly
our
ups
uninterruptible
power
supplies
and
on
our
network
gear
in
the
various
closets
and
facilities
around
the
city,
so
that
they
don't
lose
connectivity,
those
wear
out
and
fade
and
die.
So
we
need
to
keep
those
updated
every
four
years,
so
we
own
a
quarterly
rotation
for
those
and
then
network
hardware
that
goes
out
of
service
out
of
support
with
cisco.
C
C
C
C
The
first
item
is
37
mobile
data
terminals
for
police.
This
is
kind
of
the
last
big
order
to
outfit
vehicles
to
get
all
of
their
vehicles
that
they
want
outfitted
with
in-car
cameras
and
all
interlinked
with
the
combination.
In-Car
mdt's
and
camera
systems
from
there
on
it'll
just
mainly
be
the
rotations
we
do
every
year.
C
C
Or
some
additions
and
that
didn't
get
taken
back
out.
So
that's
that's
a
zero
on
that
item
safety
and
security
cameras.
This
is
the
police
department's
request
to
add
additional
cameras.
Also,
it's
going
to
be
upgrading
their
video
management
software,
as
well
as
putting
new
cameras
out
at
white
point
gardens
in
hampton
park.
C
C
C
It
aggregates
a
lot
of
data
and
gives
them
a
lot
of
visibility,
access
to
information
and
analytics
to
accomplish
their
goals
better,
faster
and
more
efficiently.
I
don't
know
if
chief
reynolds
is
still
on
if
you
wanted
to
speak
to
that
further,
our
deputy
chief
walker,
but
I
think
this
would
be
something.
D
I
can
I
can
speak
briefly,
there's
been
a
lot
of
analysis
in.
In
short,
we
keep
talking
about
making
sure
we
get
more
cops,
hired
and
more
cops
out
the
field
and
and
council's
member
of
bell
referenced
west
ashley,
and-
and
so
we
said,
how
can
we
look
at
forced
multipliers?
How
do
we
look
at
areas
where
we
can
have
a
much
more
efficient
outcome
where
we
have
really
a
lot
of
pain
points,
and
this
was
an
area
without
getting
into
great
detail
where
we
did
a
lot
of
analytics.
D
There
was
a
lot
of
discussion
with
what's
shop,
to
look
at
it
to
see
if
it
really
was
going
to
accomplish
what
we
thought
it
would.
We
actually
looked
at
it
from
a
fiscal
perspective
and
a
time
management
perspective,
and
I
think
it's
going
to
be
a
huge
improvement
for
our
investigators,
our
patrol
officers,
our
our
solicitor.
It
does
a
lot
of
things
and
it
takes
advantage
of
our
existing
platforms
and
it
helps
our
officers
tremendously.
C
Moving
along
there
are
not
any
questions
on
that
number
five.
The
police
department
has
put
out
some
of
these
fox
safety
cameras.
They're
very
mobile,
easy
to
put
up,
provide
automatic,
license,
plate
recognition
capabilities,
so
they
want
to
put
out
six
more
of
these
they're
different
than
the
main
safety
and
security
camera
system,
and
these
are
more,
I
guess,
flexible
mobile.
C
C
Cost-Effective
implementation
for
them
number
six
sql
consulting
for
data
warehouse.
The
police
has
been
working
over
the
past
couple
years,
in
particular
in
terms
of
addressing
the
sizable
amount
of
data.
They
have
all
the
different
systems.
The
data
is
coming
out
of
and
working
with
them
in
terms
of
improving
the
access
to
that
data,
how
it's
stored,
how
it's
accessed
and
looking
at
needing
some
outside
consulting
services
to
work
on
that
for.
C
C
C
So,
looking
at
needing
to
replace
those
and
keep
that
going
for
them,
I
think
that's
been
a
very
effective
resource
for
them.
They've
used
those
heavily,
as
has
the
fire
department.
I
know
they've
got
those
in
the
budget
as
well
to
get
additional
drones,
then
number
10
is
more
or
less
an
upgrade
to
their
current
forensics
advantage
platform,
which
gives
them
the
ability
to
manage
forensics
data.
This
is
going
to
add
some
capabilities
for
them
to
be
able
to
run
that
better
use
their
data
in
a
more
effective
manner.
C
B
C
C
B
C
I
can
get
that
to
you
and
get
that
out.
I
don't
have
that
put
together
today.
I
started
working
on
that.
One
thing
that
makes
it
a
little
tricky
is
monies
that
are
put
into
the
budget
sometimes
are
pulled
out
to
go
in
the
least
purchase.
So
I
had
to
factor
that
back
in
so
I
didn't
get
all
that
completed
prior
to
this
meeting.
But
oh.
F
F
F
It'll,
look
like
the
other
ones
that
you
received.
We
just
because
all
of
this
is
so
detailed.
That's
why
we
gave
you
these
to
cover,
make
it
easier
for
him
to
go
over,
so
you
could
see
because
it
hit
so
many
different
object,
codes
right,
it's
not
all
in
different
places,
but
I'll
send
you
the
summary.
Okay.
A
A
H
Thank
you,
mr
mayor,
of
course
wes.
Thank
you
for
being
mean
man
spot
on
when
he
said
you're
keeping
us
safe.
I
I
thought
I
heard
you
may
mention
it,
but
just
in
case
I
didn't
hear
right,
you
know
we
do.
We
have
a
clock
in
there.
So
when
people
come
to
speak
at
citizens,
participation
like
they
do
at
county
and
county
council,
they
have
a
clock
ticking
down.
I
spoke
to
them
here
about
this
earlier
I
mean
not
today,
but
maybe
a
week
and
a
half
or
so
ago.
H
H
C
Not
in
the
budget
we're
looking
at
going
ahead,
getting
that
this
year
that
actually
came
up
to
me
from
jennifer
we've
been
looking
options,
there's
about
400
variations
that
we
can
consider
from
flashing
lights
to
a
countdown
clock.
So
yes,
sir,
we're
looking
at
that
now,
it's
not
very
expensive,
and
I
think
I
don't
know
if
we'll
have
something
in
place
by
the
next
meeting,
but
we
are
going
to
try
to
have
something
in
short,.
A
F
Sorry,
I
said
good
afternoon
just
to
go
over
expenditures
like
you
continue
to
be
under
budget
by
the
end
of
august
31st.
It's
just
to
remember:
it's
not
a
end
of
year.
Projection
is
just
kind
of
where
we
are
right
now,
but
we
are
going
to
dig
down
a
little
bit
deeper.
Just
to
see
we're
not
sure
you.
C
F
If
it's
hiring,
freeze,
perhaps
or
the
trouble
of
us
being
able
to
hire
people,
what's
going
on,
it's
just
it's
timing
of
expenditures,
just
to
dig
a
little
bit
deeper
to
see
why
we're
so
under
budget
in
so
many
areas,
we'll
get
back
to
you
on
all
that
oops
sorry,
but
that's
kind
of
my
mouse
is
super
super
touchy.
So
I'm
very
sorry
it's
always
very,
very
small.
So
that's
why
it's
probably
easier
for
you
to
see
enough
in
what
I
send
to
you,
but
that's
about
where
we
are
right
now.
A
F
Well,
I
can
tell
you
for
my
bud
for
my
department,
because
parking
is
in
my
department,
so
there's
capital
expenditures
that
we
had
budgeted
for
some
of
the
work
that's
done
in
the
garages.
It's
probably
making
my
budget
looked
that
much
under
budget
because
we
haven't
gotten
to
those
projects.
Yet
so
that's
what
I'm
talking
about,
there's
time
to
expenditures
and
things
like
that,
or
maybe
some
projects
that
we're
not
getting
done.
That's
causing
us
to
do
that,
but
we'd
still
have
to
keep
those
funds
intact.
F
If
that
makes
sense,
so
we
just
want
to
look
at
it
a
little
bit
deeper
just
to
kind
of
see.
I
know
that
that's
my
department,
just
looking
at
other
departments
where
we
are
with
some
projects
and
things
like
that
which
we'll
be
doing
anyway,
because
if
we
need
to
reserve
funds
into
the
next
year
for
projects
that
aren't
getting
done,
the
departments
will
have
to.
Let
us
know
that
pretty
soon,
so
we
can
add
it
to
the
budget.
A
A
F
F
Revenues
were
looking
good,
as
you
can
see.
The
biggest
is
business
licenses
in
state
of
south
carolina,
which
is
our
local
option.
Sales
tax-
we
budgeted
very
conservatively
conservatively
last
year
for
this
year
for
2021,
just
because
we
weren't
sure,
with
the
pandemic,
how
businesses,
how
much
businesses
suffered
and,
of
course,
that
revenue
that
we
get
in
2021
would
have
been
based
on
their
2020
revenue.
So
we
were
pretty
conservative.
F
What
we're
learning
is
that
it
doesn't
look
like
it
hit
people
that
hard,
which
is
which
is
good.
We've
increased
audits
a
little
bit.
I
mean
it's
not
that
we're
really
going
after
people
or
anything
it's
just
that
we
weren't
really
doing
any
at
all
last
year.
So
that's
helping
a
little
bit
with
revenue.
Construction
stayed
strong.
F
So
that's
another
area
where
you
know
we
just
haven't
seen
declines
at
all
in
business,
license
fees
and
there's
some
larger
construction
project
projects
going
on
as
well,
and
there
weren't
as
many
businesses
closed
as
we
anticipated
either.
So
business
licenses
was
a
pleasant
surprise
for
for
us
anyway,
and
local
options,
sales
tax
same
thing.
I
think
people
just
staying
home
and
doing
home
projects,
so
our
sales
tax
has
been
a
little
bit
higher
than
we
anticipated
as
well
enterprise
funds
last
month.
F
If
you
remember,
city
market
was
operating
at
a
deficit
last
month,
and
now
they
are
just
above
so
they're
looking
a
little
bit
better.
The
only
one
that's
really
under
budget
right
now
is
angel
oak,
and
we
just
have
some
other
issues
at
angelo
right
now,
but
to
shut
down
for
one
day
a
week
because
of
staffing
issues,
and
things
like
that,
so
I
don't
think
it's
pandemic
related.
F
I
think
it's
just
a
function
of
what's
happening
all
around
all
around
charleston
right
now,
so
we're
hopeful
that
our
trends
will
continue
to
be
over
budget
for
all
our
special
facilities.
So
far,
the
pandemic
doesn't
seem
to
be
hurting
us
too,
too
badly.
Anyway,
tourism
are
the
news,
so
we
continue
to
creep
back
up
we're
way
over
budget,
but
again,
like
I
said
we
we
budgeted
very
conservatively
just
because
we
weren't
sure
what
was
going
to
happen
in
2021
with
pandemic
and
we're
noticing
that
it's
not
really
hurting
our
revenues.
F
This
uptick
in
covet
cases
hasn't
really
hurt
our
revenues
thus
far,
so
we're
still
experiencing
some
loss
of
growth,
I
think
for
atax.
Last
month
we
were
at
2015
number,
so
we've
moved
up
to
2016
and
we're
still
at
2017
for
hospitality
and
the
other
atax
as
well.
Does
anybody
have
any
questions
on
that.
F
E
A
F
I
would
expect
those
stay
steady.
You
know
we
might
see
we'll
have
some
more
invoices
coming
in
for
some
of
the
projects
that
are
getting
done.
So
it
might
not
look.
You
know
as
good
as
it
looks
right
now,
but
I
would,
I
would
say,
we're
probably
still
stay
steady
right
where
we
are.
I
mean
it's
it's
already
september,
so
I
would
imagine
that
we'll
be
right
around
where
we
are
right
now.
F
Welcome
so
we
had
talked
about
an
hr
committee
and
councilmember
jackson
and
councilwoman
gregory.
Both
were
on
that
some
type
of
perhaps
increasing
our
minimum
wage
to
15
and
over
what
period
of
time
could
we
do
that
hr
looked
at
that
and
they
looked
at
several
different
scenarios
from
increasing
it
to
15
within
two
years
up
to
four
years,
and
in
order
to
do
that,
because
we
would
have
compression
issues
in
our
lower
in
our
lower
grades,
increasing
the
minimum
wage
to
their
supervisors,
and
things
like
that.
F
So
you
really
have
to
adjust
the
whole
pay
plan
in
order
to
not
have
compression
issues
and
then
so.
In
each
scenario,
it
includes
a
pay
adjustment
or
arcola
to
ensure
that
compression
isn't
an
issue
to
where
you're
not
having
a
supervisor
who's
making
less
than
their
support.
Their
staff
are
too
close
to
what
what
their
supervisors
are
making
or
their
their
staff
is
making.
So
this
was
the
scenarios
that
were
calculated.
F
So
you
can
see.
This
is
a
two-year
plan.
There's
a
three-year
plan,
graduated
a
three,
a
regular
three-year
plan
and
a
four-year
plan.
I
know
you,
you
love
how
we
do
scenarios
and
we
give
you
all
these
options,
so
just
bear
with
me.
So
if
we
did
it
in
two
years,
this
would
be.
This
is
basically
the
cost
for
each
year.
F
I'll
give
you
a
minute
and
I'll
send
you
these
slides,
like
I
always
do
so.
You
can
look
at
them
or
send
you
any
other
information.
I
know
councilman
jackson,
councilman
mcgregor,
you've
already
kind
of
seen
this,
but
so
it's
a
costly
endeavor
to
do
this
for
sure,
no
matter
what
scenario
we
look
at.
E
E
F
E
H
Thank
you
amy,
and
I
guess
I
need
to
pile
the
icing
on
too.
You
know
I
really
respect
what
you
and
your
team
do
over
there
for
the
city.
You
know
when
you,
when
you
talk
to.
Obviously
all
of
us
know
our
departments
fairly.
Well,
just
like
councilman
shead
is
you
know
public
safety
he's
on
top
of
it.
H
Private
sector
people
can
hide
that
we
have
a
people
in
the
in
the
sanitation
department.
For
example,
people
that
drive
the
little
yellow
looks
like
a
backhoe,
but
the
clamp
truck
that
picks
up
the
trash
off
the
street
lifts
it
up
and
puts
it
in
the
right
back
claws,
or
whatever
I
mean
we
have
people
like
that,
leaving
because
somebody
on
the
private
sector
side
can
just
hire
him.
So,
while
we're
down
those
people-
and
it's
a
similar
thing-
I'm
sure
you
know-
jason
cronsberg
will
tell
you
the
same
thing
over
the
recreation
department.
H
But
if
you
can't
get
somebody
to
fill
it
at
that
pay
rate,
then
services
decline.
So
I
mean
I
understand
this
scenario.
You
know
two
or
three
years
getting
up
to
15
dollars
an
hour,
but
I
mean
the
fact
of
the
matter
is:
if
our
people
driving
our
trash
truck
jump
over
to
you,
know
sanders
brothers
because
they
got
a
commercial
driver's
license
to
drive
the
back
truck.
You
know
making
50
more
we're
going
to
continue
to
fight
that
attrition
rate.
H
H
I
understand
the
compression,
but
the
fact
is:
is
that
subordinate
worker
right
now
that's
worth
more
than
what
we
painted
and
the
competition
is
telling
us
that,
because
they're
leaving,
how
do
how
do
we
as
affinity
as
a
as
a
cfo,
given
our
problem
as
a
company
so
to
speak?
I
know
we're
government.
How
do
we.
H
F
That's
an
excellent
question.
You
know
it
would
have
to
be
some
type
of
tax
increase.
You
know,
there's
there's
limited
things
we
can
do
with
our
other
revenue
sources
or
you
just
cut
you.
You
know,
you
know
you've
heard
a
lot
of
people
come
forward
with
their
needs
for
their
department,
but
do
they
need
people
or
do
they
need
the
other
things
that
they
need?
So
it's
just
it'll
be
a
choice.
F
F
And
counselor
wearing,
I
know
that
we're
having
trouble
but
we're
having
trouble
city-wide
in
every
single
pay
grade.
It's
it's!
It's
like
across
the
city,
so
you
know
we
we,
I
think
we
talked
about
this
before,
because
if
you
remember
when
we
were
having
this
problem
in
a
high
turnover
rate,
we
went
through.
We
changed
the
whole
pace,
pay
grade
for
non
swarm
because
sworn
in
sworn
has
their
own
pay
plans,
and
so
they
have
ways
of
of
increasing
their
salary,
cep
steps
and
things
like
that.
F
But
the
rest
of
the
city
doesn't
have
that
so
when
we
did
that
it
helped
and
it
worked
for
a
little
while,
but
now
we're
just
having
this
huge
issue
again
and
so
then,
when
you
start
it's
now
to
where
we're
starting
to
look
at
okay.
So
now
we'll
look
at
environmental
services
at
drivers
and
we'll
do
this
and
then
we're
running
and
we're
looking
at
this
this
group
over
here
and
trying
to
figure
out
how
do
we
keep
them
and
how?
What
do
we
do
sign
on
bonuses?
F
H
F
H
Another
city
takes
the
chief
away,
for
whatever
reasons
both
chief
is
police
and
on
fire
I
mean
we
just
got
to
do
better
and
I
got
to
be
frank:
we
have
to
raise
taxes
to
do
it,
but
to
get
our
people
right,
I'm
I'm
willing
to
do
that
because
we're
paying
the
price
of
frugality
for
three
years
running
now
the
bill
is
coming
dude.
Thank
you.
E
E
F
E
E
We
already
know
that
if
we
did
remote,
we
would
need
less
space
to
rent
and
so
forth
and
so
forth
and
so
forth.
So
it
would
just
be
interesting
at
some
point.
If
we
can
can
do
such
such
a
cost
cost
benefit
analysis
and
determine
whether
or
not
there
will
be
savings
and
to
what
extent
the
savings
will
be
and
how
those
savings
could
affect
some
of
what
we're
talking
about
now.
E
Because
I
I
think
the
trend,
you
know
whether
or
not
we
like
it
or
not,
I
mean
even
in
private
industry.
Okay,
it's
remote
people
have
gotten
a
taste
of
it
already
and
even
the
savings
to
people
who
who
who
work
remotely
is
substantial
as
well.
So
when
I
talk
about
cost
benefit
analysis,
I'm
talking
about
across
the
board
right,
okay,.
F
A
new
announcement,
okay,
so
I'll
just
move
on
so
mayor
we
had
talked
about.
I
think
in
hr
committee
meeting
had
said
you
know
the
three-year
plan.
I
think,
based
on
the
cost,
we
were
recommending
the
graduated
plan.
I
can
go
back
to
that.
If
you
want
me
to
because
there
was
just
a
regular
three-year
plan
and
then
the
graduated
plan
and
the
graduated
plans
a
little
bit,
it's
a
it's,
it's
more
beneficial
because
it'll
address
compression
issues
better,
and
it
also
will
make
us
more
competitive
with
the
municipalities
around
us
faster.
F
So
right
now
we
know
that
north
charleston
and
housing
authority
are
already
at
15.
The
county's
plan
is
to
raise
minimum
wage,
so
that
will
probably
put
us
behind
them
in
salaries
and
we've
lost.
You
know
quite
a
few
employees
to
the
county
already
and
mount
pleasant
is
currently
undergoing
a
salary
set.
F
So
you
can
see
police.
The
sworn
sworn
is
doing
pretty
well,
non-sworn
is
the
yellow
and
that's
what
we're
having
the
biggest
problem
with
right
now.
So
I
just
wanted
to
kind
of
put
it
in
perspective
in
terms
of
what
we're
dealing
with
we're
just
on
we're
in
a
bad
track.
Right
now,
in
terms
of
turnover-
and
so
you
know
we
have-
we've
had
a
hiring
freeze
on
for
this
year.
We've
budgeted
for
that.
F
B
F
It
is
doing
the
biggest
increase
in
year,
one
to
get
us
to
14,
so
that's
a
dollar
and
then
gradually
increasing
it
thereafter,
because
that,
like
so,
I
said
that
will
get
us
a
little
bit
higher.
Knowing
what
the
other
municipalities
around
us
are
doing.
To
make
us
a
little
bit
more
competitive
on
the
front
end
versus
you
know,
kind
of
a
by
year,
increasing
it
a
little
bit
by
a
little
bit.
Does
that
make
sense.
B
C
B
I
joined
my
colleagues
who've
already
spoken
that
we're
just
gonna
get
further
and
further
behind,
as
you've
said,
and
the
cost
of
doing
nothing
or
doing
too
little
is
going
to
be
more
detrimental
to
our
city's
overall
overall
ability
to
serve
the
citizens.
I
mean
I,
I
have
conversations
like
that.
I
know
we
all
do
with
with
constituents
who
don't
really
you
know
they
they
they
follow.
The
trend
of
yes,
costs
are
going
up,
but
salaries
are
not
they're,
not
really
tracking
with
that,
and
obviously
no
one
wants
to
pay
more
in
in
taxes.
B
F
F
So
a
value
of
a
mill
is
1.6
million
dollars,
so
you
know,
depending
on
you
know,
for
this
this
year
would
be
what
five
mills
a
little
bit
almost
five
miles.
I
guess,
and
then
thereafter
I
mean
our
bank
is
only
six
mills.
I
think
right
now,
so
it
would
be
utilizing
most,
and
I
mean
we
just
repealed
a
tax
increase,
so
I
don't
know
how
a
tax
increase
will
go
over
to
councils,
so
I
would
think
that
perhaps
we
need
not
fund
things
or
cut
the
budget.
A
I
Thank
you,
mr
mayor,
and
I
think
this
is
a
really
important
discussion,
we're
having
and
I'm
glad
we're
having
it
and
you
know
to
piggyback
off
of
councilman
waring's
point.
You
know
the
the
salary
issues
are
not
just
impacting
sort
of
the
frontline
manual
workers,
whether
it
be
in
the
water
department
with
you
know,
digging
clearing
out
ditches
or
you
know
our
tree
crews.
I
understand
we're
down
substantial
numbers
of
tree
folks.
You
know
I've
got
a
friend
of
mine
who's,
a
former
marine.
I
He
used
to
work
in
the
tree
business
in
north
carolina.
I
put
him
in
touch
with
you,
know
our
folks
and
he
was
very
interested
in
it
and
he
called
me
up
and
he
was
like
man.
I
I'd
love
to
work
for
the
city
of
charleston.
It's
just
nowhere
even
close
to
what
what
the
private
sector
is
doing.
So
that's
an
important
issue
and
I'm
glad
we're
having
that.
But
you
know
this
also
impacts
things
like
stormwater
plan
review
as
part
of
the
development
review
process.
I
mean
we
heard
from
you
know
robert.
I
You
know
regarding
our
our
planning
and
zoning
and
bar
review.
I
mean
we're
struggling
across
the
board
because
you
know
the
the
private
companies
that
are
hiring
you
know.
Land
planners
are
doing
are
doing
much
better,
so
obviously
millage
has
got
to
be
on
the
table,
but
I've
got
a
couple.
Other
ideas
that
I'd
like
us
to
to
to
consider
one
is
our
storm
water
fees
that
are
that
are
on
our
water
bills.
Monthly,
I
think
that's
been
discussed
in
the
past.
I
I
You
know
it's
a
it's
a
touchy
issue.
We
got
to
make
sure
we
do
it
the
right
way,
but
there's
some
creative
ways
that
we
can
address
some
of
these
issues.
While,
while
you
know
you
know
making
sure
we
we
do
what
we
can
to
keep
people
staffed
and
those
fees
that
folks
would
pay
to
help
get
themselves
through
the
development
review
process.
That
goes
right
into
hiring
people
to
review
plans
and
it
becomes
it's
not
like
the
city's
making
money
and
we're.
I
A
E
E
A
A
E
H
You
you
read
my
mind,
mr
miller,
that's
that's
the
that's
what
I
you
know
my
good
friend
and
colleague.
We
did
keep
our
word,
but
more
importantly,
amy
just
showed
us,
and
I
didn't
know
that
until
this
presentation
I
knew
we
were
on
a
positive
trend,
but
we
did
budget
very
frugally
last
year
and
the
results
have
been
fortunately
more
revenue
than
we
thought.
So
one
of
the
one
of
the
responses
could
be.
H
H
We
wouldn't
have
taken
that
conservative
track,
but
I
could
tell
you
the
conservative
track
was
the
right,
100
right
way
to
go
at
the
time
you
know
a
year
ago.
Economy
wasn't
where
it
was
today
and
we're
still
not
out
of
the
woods
yet.
But
that's
right
mere
fact
is:
a
year
ago
we
wasn't
losing
as
many
people
from
one
department.
To
the
other
I
mean
we,
we
got
it,
listen!
H
That's
why
north
charleston
increasing
that
pain.
That's
why
the
county's
increasingly
and
guess
what
they
get
a
trained
person
when
they
get
somehow
people
I
mean,
I,
I
won't
say
we
they're,
the
only
one
you
know:
matt
fountain
came
from
the
county,
so
we
probably
did
a
little
a
little
bit
of
perforing
ourselves,
but
anyway
we
just
got
to
pay
out
people
more
and
that's
the
bottom
line
when
it
comes
to
delivering
services
to
the
taxpayers.
So
anyway,
we'll
get
to
break
bread
on
that
one
outside.
F
A
E
A
So
I
I
appreciate
all
your
comments:
we're
we're,
certainly
not
at
a
position
yet
to
make
any
decisions
on
a
recommendation
here.
Amy,
even
though
we
have
the
good
revenue
report
from
this
year,
we
don't
have
a
projection
yet
for
revenues
total
for
next
year
and
that's
when
we'll
have
to
grapple
with
the
decision
of
how
much
of
a
raise
and
how
quickly
we
can
do
it
versus
our
projected
revenues
for
next
year.
A
So,
but
but
we
want
to
just
go
ahead
and
bring
this
before
you,
because
you
know
this
analysis
is
already
underway,
we're
looking
at
the
options.
We
know
we
got
to
deal
with
it,
and
so
I
wanted
it
to
be
on
everybody's
radar
screen
and
you
know
we'll
get
to
more
specific
discussion
about
it.
When
we
know
what
the
revenue
side
is
like
councilmember
warring.
H
Thank
you,
mr
smith.
One
other
piece
that
maybe
is
coming
later
when
we
get
human
resources
or
something
like
that,
but
the
members
of
council
that
serve
on
human
resources
will
have
this
information.
I
don't
as
far
as
turnover
reads
from
you
know,
one
level
to
the
other.
I
think
that
would
that
would
be
helpful
to
me
as
well.
F
F
H
F
F
A
F
Just
that
we've
completed
the
departments
we
said
we
were
going
to
go
over.
If
there's
any
other
departments
you
want
us,
we
want
us
to
bring
forth
to
you.
We
can
do
that,
but
usually
we
you
just
do
the
bigger
departments
like
we
did.
Our
next
meeting
is
october
7th.
I
know
councilmember
shade.
I
get
a
phone
call
from
from
your
office
manager
today.
So
I'll
look
into
that
for
you
and
then
we
have
a
full
council
workshop
on
october
12th
and
then
there's
the
but
the
public
hearing
on
october
26th.
F
So
that's
just
kind
of
a
look
forward
to
where
we
are
so
hopefully
october.
7Th
we'll
have
the
fact
of
life
increases
and
things
like
that
that
we
can
start
looking
at
as
well
as
the
departmental
requests
and
kind
of
where
we
you
know,
we
normally
put
them
into
priorities
for
you,
like
mandatory.
I
think
fact
of
life,
things
that
we
can't
touch
so
we'll
have
all
of
that
for
you
by
then
as
well.
A
F
B
Just
have
a
a
question
or
suggestion
so
we're
going
to
have
our
october
7th
is
our
ad
hoc
meeting
and
then
the
full
council
workshop
is
on
the
12th.
Should
we
think
that
maybe
we
would
need
to
have
another
ad
hoc
meeting
after
the
full
council
workshop
just
to
you
know,
make
make
some
adjustments
or
fine-tune
whatever
we've
heard
from
the
full
council
before
it
goes
to
to
the
final
document
being
presented.