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From YouTube: City of Charleston City Council Budget Workshop 10/12/21
Description
City of Charleston City Council Budget Workshop 10/12/21
A
B
B
We
are
under
budget
in
every
department
and
while
it's
a
target
as
of
the
end
of
august,
it's
not
really
a
projection
to
the
end
of
the
year,
but
we're
going
to
dig
down
a
little
deeper
because
we're
pretty
under
budget
in
most
departments
and
just
I
think,
probably
the
hiring
freeze
the
fact
that
we're
having
trouble
filling
positions
is
probably
keeping
us
from
getting
some
things
done
and
also
timing
of
just
expenditures
as
well.
So
that's
what
it
looks
like.
I
know
it's
very,
very
small,
but
I
will
send
you
all
this
presentation.
B
B
B
B
B
Okay
revenues,
general
fund
and
enterprise
fund.
We
are
doing
pretty
well
with
the
exception
of
interest
income
business
licenses.
We
had
conservatively
budgeted
for
2021
just
because
we
were
concerned
with
the
businesses
and
their
lack
of
income
or
decrease
in
income
because
of
covin,
but
it
ended
up
not
being
that
way.
We've
doing
really
well
in
business
licenses.
This
year,
construction
stays
strong.
Our
municipal
association
payments
have
come
in
strong,
so
really
business
licenses
has
not
suffered
like
we
thought
it
would.
B
Some
industries
that
had
decreases
were
hospitality.
Some
of
that
is
because
we
did
not
have
them
pay
the
higher
fees
for
late
night
because
of
the
restrictions
on
on
them
being
open.
So
some
of
that
has
to
do
with
that,
but
you
know
hospitality
obviously
suffered
anyway
and
then
local
option.
Sales
tax
is
also
doing
really
well,
and
that's
just
kind
of
a
graph
of
that
you
can
see
business
licenses
right
now
is
10
million
over
what
we
budgeted.
B
Good
enterprise
fund,
all
of
our
special
facilities,
are
tracking
over
budget.
With
the
exception
of
the
angel
oak,
we've
had
some
staffing
issues
at
angel
oak,
like
everybody
is
having,
so
we
had
to
actually
close
it
down
one
day
a
week.
So
that's
some
of
some
of
that
issue,
so
we're
hoping
that
it
continues.
B
If
you
have
any
questions,
just
let
me
know
tourism,
and
this
is
as
of
september,
so
we're
we're
doing
much
better.
Like
I
said
we,
we
conservatively
budgeted
for
tourism
too,
because
we
just
weren't
sure
with
covid
what
was
going.
What
was
going
to
happen
so,
just
as
a
comparison,
2021
approved,
was
17.5
million
and
that's
kind
of
a
percentage
of
where
we
were
budgeted
as
of
the
2020
approved
budget
so
and
then,
as
a
percentage
of
the
2020
amended.
B
So
we
felt
like
at
92.6
percent
that
we're
we
were
okay
in
budgeting
that
conservatively
right
now
we're
we're
well
over
that
you
can
see
we're
125.5
of
our
2021
target
and
we're
projecting
to
end
at
30.7
million
dollars
and
just
as
a
point
of
reference
in
2020.
What
we
originally
approved
was
33
million
dollars
for
tourism,
but
we
are
seeing
some
growth.
B
Lack
of
growth-
actually,
I
should
say
so
right
now,
hospitality
is-
is
trending
around
where
we
were
in
2019
and
accommodations
is
between
municipal
accommodations,
between
2000
60
and
17
numbers
and
state
a
taxes
between
2017
and
18..
If
that
makes
sense,
I
just
wanted
to
perspective.
We
are
we
have.
We
have
lost
a
little
bit
of
growth,
but
every
month
we're
seeing
that
increase,
so
we're
trending
in
the
right
direction.
B
Any
questions
you
still
hear
me:
okay,
okay
and
then
all
major
revenues,
just
as
a
graph
as
of
the
end
of
august,
the
blue
line.
Well
as
as
2021,
I
think
I
can
see
that
right,
I
can't
see
anyway.
Yellow
line
is
2021.
Blue
is
2019.,
so
we
were
projecting
that
we
would
be
back
a
little
bit
above
2019
revenues
and
we
are
seeing
that
a
lot
of
that
is
because
of
business
licenses
and
local
options.
Sales
tax.
B
B
Okay,
so
we're
doing
okay
pandemic
doesn't
seem
to
be
affecting
our
revenues
like
we
thought
or
or
we
were
hoping
did
not,
but
we're
we're
doing
pretty
well
we're
still
monitoring
growth
and
taking
that
into
consideration
when
we
budget
2022
revenues
and
things
have
been
coming,
the
tropics
at
least
coming
our
way
anyway
and
we're
hoping
it
stays
that
way
so
2022
budget.
This
is
very,
very,
very
preliminary.
B
So
just
keep
that
in
mind
when
we're
looking
at
these
numbers,
so
revenues
and
councilmember
shade
we
added
2020
for
you,
so
you
can
see
the
comparison
and
again
I'll,
send
those
slides
to
you
later.
But
right
now
we're
for
general
fund
revenue,
it's
192
million
2021
budget.
You
can
see
the
numbers
versus
21
versus
22
and
then
what
2020's
original
approved
budget
before
we
we
made
the
cuts,
so
you
can
see
the
differences
in
where
we
are
between
all
of
the
years
and
then
the
enterprise
funds
as
well.
B
B
C
B
B
Revenue
assumptions
so
property
taxes
for
charleston
county
we're
using
a
four
percent
growth
rate
for
vehicles
and
three
percent
for
all
other
projected
tax
credit
factors.
Staying
at
point,
zero,
zero,
eight
seem
as
in
our
2021
tax
bills,
and
the
amount
of
loss
credited
back
to
our
citizens
will
be
four
23.46
million
dollars.
B
B
So
our
millage
bank,
we
hadn't,
we
didn't
think
we
had
received
our
final
information
from
the
state
to
calculate
the
bank,
but
we
did
get
that
today.
Right
now,
our
millage
bank
would
be
about
3.4
mills
that
we
would
be
able
to
utilize,
and
value
of
mill
is
1.7
million
dollars.
It
increased
by
a
hundred
thousand
dollars
from
last
year.
B
D
B
B
Franchise
fees
are
always
a
little
tricky.
We're
seeing
cable
tv
fees
continue
to
decrease
so
you're
a
little
bit
more
conservative
with
that
budget
for
2022
any
questions,
parking
revenues
2021
we
budgeted
16.4
for
garages
and
lots
and
2.6
for
meters,
we're
projecting
18.4
four
garages
and
lots
in
2.9
and
just
as
a
point
of
reference
in
2020,
we
were
at
around
20
million
dollars
for
garages
and
lots
and
five
for
meters.
But
we've
changed
our
meters
to
nothing
past
six
o'clock
so
before
it
was
to
ten
o'clock,
so
that's
reduced
the
revenue
there.
D
B
We
can't
because
we
can
do
transient
versus
monthly
parkers,
but
I
wouldn't
be
able
to
tell
you
who's
a
tourist
and
who's,
not
a
tourist.
Does
that
make
sense
so
you're
at
I
can
tell
you
the
lot
the
parking
garages
that
are
more
in
tourist
districts,
but
in
terms
of
telling
you
how
many
tourists
are
parking
that
I
can't
we
have
transient
parkers
and
we
have
monthly
pass
parkers,
and
that's
really
all
I
could
tell
you
so
is
that
what
you're
asking
okay?
B
B
B
Of
those
requests,
2.2
are
included
in
the
base
budget
because
we
consider
those
life
safety
or
mandatory
items,
and
then
that
leaves
about
a
twenty
point:
six
or
seven
million
dollar
balance
of
requests
that
are
not
included
in
the
budget
at
all.
One
point:
eight
of
that
is
a
request
from
departments
to
restore
their
2021
cuts.
B
B
So
that's
right
now
what
it
looks
like,
but
again
somewhat
preliminary,
and
that
just
shows
you
bart
department's
base
budgets,
comparisons
from
2022
to
2021
approved
budget,
the
biggest
difference
there
is
in
non-departmental
and
that's
because
of
salary
savings.
So
our
largest
generator
of
salary
savings
is
police
and
fire
and
they're
they're
hiring
pretty
steadily.
B
I
know
it's
very
hard
to
see.
I'm
sorry
and
the
bottom
line
is
right
now
we're
about
what
happened.
3.3
million
dollars
in
a
deficit
and
that's
without
any
additional
requests
from
the
departments
does
not
include
any
adjustments
to
employee
pay,
we'll
discuss
that
in
future
slides
and
we're
still
waiting
on
property
insurance
information,
so
we're
expecting
an
increase
there
as
well
we're
finalizing
lease
purchase
as
well
to
calculate
the
debt
payments.
B
B
So
there
were
several
scenarios
presented
to
the
hr
committee
and
we've
also
discussed
with
this.
With
at
budget
ad
hoc,
the
mayor
had
charged
hr
with
looking
at
increasing
minimum
wage
to
15
hr
generated
several
different
scenarios,
increasing
minimum
wage
to
15
within
two
years
to
four
years,
and
in
order
to
increase
the
minimum
minimum
wage,
you
have
to
adjust
the
whole
entire
pay
plan
because
of
compression
issues
to
make
sure
that
supervised
employees
aren't
making
more
than
their
supervisors.
B
So
it's
really
kind
of
a
big
lift
and
what
we
would
have
to
do
and
it
has
to
go
through
the
whole
entire
pay
plan.
So
these
were
the
scenarios
it's
very
hard
to
see,
but
in
one
and
doing
it
in
two
years,
three
years
had
a
graduated
rate,
just
a
plain
three-year
increase
or
a
four-year
plan
to
increase
it
to
15.
B
B
Which
that
slide
is
basically
everything
I
just
said,
except
for,
like
I
said,
north
charleston
and
housing
authority
are
already
at
at
least
15.
The
county's
plan
is
to
raise
their
minimum
wage,
we're
already
a
little
bit
behind
them
and
some
some
positions
mount
pleasant
has
under
undergone
a
salary
study.
D
B
B
B
I
can't
see
either
how
much
it
would
be
per
year,
but
that's
50
cents,
right,
60
cents,
60
cents
per
year
and
just
a
regular
three
year,
but
the
graduated
would
do
a
year
or
a
dollar
the
first
year
to
get
us
kind
of
ahead
of
everybody
or
close
to
where
everybody
else
is.
That
makes
sense
that
make
sense.
B
B
And
the
graduated
plan
in
the
first
year
it
would
raise
minimum
wage
by
one
dollar,
so
we
would
go
from
13
to
14
in
that
first
year.
If
you
did
the
just
straight
three-year
plan,
it
would
raise
minimum
wage
by
60
cents,
so
it
would
go
from
13
to
60
cents,
oh,
and
it
would
do
that
each
year,
whereas
in
the
graduated
you're
bumping
everybody
up
a
little
bit
more
in
the
first
year
and
then
coming
down
a
little
bit
for
50
cents
for
the
next
two
years.
A
B
Well,
I
don't
know
that
any
of
them
will
make
us
exactly
even
but
doing
the
graduated
plan,
which
would
raise
it
a
dollar
this
this
in
2022
would
make
it
more
equitable,
with
the
areas
around
us
with
the
municipalities
around
us,
because
they're
all
adjusting
their
pay.
North
charleston
is
already
at
15
an
hour
as
a
minimum.
B
Mount
pleasant,
like
I
said
they're
they
did
a
salary
study
and
they're
they're
changing
theirs,
so
everybody
got
at
least
five
percent.
Some
got
14,
not
exactly
sure
where
that
would
leave
us
in
some
positions
compared
to
them,
but
if
it
would
bring,
it
would
help
us
more
if
we
could
do
it
that
way
in
the
first
year,
so
we
could
be
more
competitive
with
the
municipalities
around
us
and
the
same
with
the
county.
The
county
is
also
doing
another
increase
as
well.
A
Hey
amy
had
there
been
any
thought
to
on
the
kind
of
increase
in
pay
idea,
providing
a
differential
for
employees
who
would
live
in
the
city.
So
I've
seen
that
around
the
country
and
other
municipalities
that
as
an
encouragement
for
you,
know
living
in
the
city
that
they
work
in
participating
in
the
civic
life.
Coaching.
The
little
league
teams,
knowing
that
it
cost
a
little
bit
more
to
live
in
the
city.
That
would
be
a
differential
to
attract
people
like
employees
to
actually
come
in
and
live
in.
The
city.
B
So,
like
I
said
at
a
six
point-
milli,
nine
million
dollars-
it's
a
pretty
big
commitment,
but
we're
losing
employees.
So
we
probably
need
to
do
something.
Having
a
staffing
problem
could
cause
an
even
bigger
staffing
problem,
because
people
are
tired
and
working
harder
and
harder
every
day,
especially
in
our
hard
labor
positions.
We
did
not
give
a
call
out
in
21
and
that
just
always
puts
us
further
back.
B
That
was
part
of
our
problem
that
we
did
in
2019
when
we
changed
the
pay
plan,
because
we
never
caught
up
from
the
recession
before
and
it
just
hurts
morale.
So
at
a
minimum.
We
need
to
do
some
type
of
cola
in
this
budget
and,
like
I
said
all
the
missed
families
around
us
are
making
pay
a
priority
for
their
employees
and
cpi
increased
6.2
from
january
2020
to
august
2021.
So
things
are
more
expensive
for
everybody
too.
B
This
is
kind
of
where
we
are
so
our
vacancy
rate
and
turnover
rate,
hr
kind
of
did
a
calculation
recreation
might
be
a
little
understated
because
of
the
part-time
employees
and
how
that
works
out
in
terms
of
ftes
right
now.
Our
housing
community
development
department
is
the
only
department
that
is
fully
staffed
and
that's
as
of
today.
B
So
that's.
What
it
looks
like
the
orange
is,
is
just
the
year-to-date
turnover
and
then
blue
is
the
vacancy
rate.
So
you
can
see
where
we
are
by
department
staffing
levels.
We
keep
adding,
but
we
keep
adding
staff
to
the
budget,
but
we're
losing
people
faster
than
then
we're.
Then
we
can
fill
those
positions
that
we're
budgeting
for.
So
it's
a
it's
a
bit
of
a
problem
right
now.
Our
non-foreign
staffing
is
at
78
percent
of
budget
positions.
Sworn
staffing
is
at
94
percent
of
budgeted
positions.
B
Staffing
and
budget,
so
that
tells
you
right
there,
the
the
budget
is
the
yellow
line,
and
then
the
orange
is
non-sworn
and
blue
is
sworn
I
think,
and
the
gray
is
sworn
altogether
so
we're
budgeted
for
1958
positions.
I
think
one
of
you
had
a
question
about
that
and
ad
hoc
the
other
day.
Yes,
councilman
griffin.
C
What
does
that
do
to
our
budget
if
we
have
a
position,
sit
back
in
an
apartment
for
an
extended
amount
of
time
and
that
that
department-
let's
just
say,
for
example,
we
talked
about
it
yesterday
in
some
of
our
departments,
we're
looking
at
maybe
only
50
staff?
What
does
that
do
to
our
numbers
in
terms
of
what
we
look
for
for
next
year
and
where
does
that
revenue
go
or
that?
Where
does
that
expense?
Go
over?
That
extended
amount
of
time.
B
So
what
we
do
is
the
salary
savings
council,
member
griffin,
which
always
reduces
the
budget
and
helps
us
balance
budget
and
that's
what
we
increased
last
year.
So
we
don't
feel
like
we
can
do
the
same
level
just
because
of
police
and
fire.
So
that
would
be
that.
But
when
you
have
such
shortages
and
departments,
then
they
can't
get.
They
can't
get
certain
initiatives
done
as
well.
So
then
you
have
you
have
savings
at
the
end
of
the
year
right,
which
then
would
go
into
a
general
fund
reserves.
It's
really
what
would
happen.
B
B
The
highest
turnover
we've
seen
is
in
our
second
lowest
pay
grade
and
the
highest
the
second
highest
turnover
and
is
in
our
highest
paid
grade
below
our
unclassified
positions,
which
are
our
department
heads
judges,
those
types
of
things
examples
of
grade:
seven
is
recreation,
specialist
parking
enforcement
officers
and
traffic
control
technicians,
and
then
our
second
highest
pay
grade
is
basically
all
of
your
deputy
department.
Heads.
B
C
Amy,
do
we
have
any
like
data
as
to
as
we
continue
to
grow
as
a
city
with
population,
how
many
jobs
we
should
have
and
sort
of
where
we
are
in
terms
of
what
kind
of
what
number
of
employees
that
we
have
now
compared
to?
As
you
said,
we
have
budgeted
like
1900
employees,
but
we
we're.
What
number
are
we
actually
at
today?
Do
you
know.
B
D
D
C
B
We
can
get
that
for
you,
so
this
is
just
the
next
graph
is
just
total
turnover
through
september
of
each
year.
Non-Sworn
turnover
is
at
its
highest
level
that
we've
ever
seen
and
sworn
turnovers
reaching
its
lowest
level
and
that's
mostly
driven
by
fire,
but
police
is
dropping
to
its
third
lowest
rate
right
now
as
well,
so
that
is
obviously
we
always
use
red
and
blue
for
police
and
fire.
The
gray
line
is
all
sworn
together:
yellow
is
non-sworn.
B
B
B
We
have
to
give
the
draft
budget
to
you
by
november
23rd.
We
have
an
ad
hoc
meeting
on
november
10th,
which
we
plan
to
have
the
finalized
budget
at
that
time
to
go
over
them
and
we're
planning
a
workshop
the
week
of
this
15th,
with
all
of
you
to
give
you
the
budget
and
go
through
it,
have
any
questions.
B
B
D
A
So
amy,
could
I
ask,
I
bet
you're
going
to
do
this
anyway.
Send
this
slide
back
to
all
the
council
members
and
then
just
leave
it
up
to
all
you
all
to
please
review
again
and
let
her
know
if
you
have
any
questions,
because
reading
the
chart
from
here
is
a
little
difficult
and
and
hearing
this
can
be
a
challenge
too.
So,
if
you'll
send
that
out,
we'll
we'll
be
open
to
send
you
any
questions
that
come
up.
How
about
that
all
right?