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From YouTube: City of Charleston Committee on Human Resources 9/8/22
Description
City of Charleston Committee on Human Resources 9/8/22
B
B
B
B
D
B
And
so
it's
nothing
formal.
It's
just
a
discussion.
We
have
generally
have
our
human
resources
director
there,
our
budget
director
there
and
the
head
of
the
department,
along
with
the
the
chairman
of
the
appropriate
standing
committee
and
most
of
what
we
discuss,
are
things
that
that
are
discussed
sort
of
ongoingly.
B
It's
nothing
new
and,
of
course,
the
mayor
and
his
staff
is
always
invited
to
those
meetings.
They
don't
need
an
invite,
but
a
lot
of
what
we're
going
over
are
things
that
I'm
aware
that
that
the
mayor,
as
well
as
his
immediate
staff,
have
been
discussing
periodically.
So
I
just
want
to
make
that
clear.
B
B
If
not,
we
will
move
to
the
discussion
regarding
the
update
of
city
demographics
by
department
in
pay
head,
and
this
is
something
that
I
also
requested,
because
I
think
that
we
can
look
at
numbers,
but
I
think
it's
important
to
see
sort
of
who
we're
talking
about
at
the
various
levels
again
just
to
give
this
committee
a
bit
more
information
so
that
they
can
be
informed
when
it's
time
for
us
to
stop
making
decisions
across
the
board.
Mcgregor.
E
E
A
All
right,
so
you
should
be
seeing
the
opening
side
of
our
presentation
and
we
will
get
right
to
it.
So
we
did
want
to
include
some
information
on
the
staffing
just
as
an
update.
So
the
last
meeting
we
presented
this
at
was
august
3rd,
so
we
have
about
a
month's
more
data
and
just
wanted
to
provide
some
updates
to
that
end.
So
this
is
all
versions
of
things
you've
seen
before
at
this
point.
This
first
slide
is
just
actual
staffing
levels.
The
white
line
at
the
top
is
non-sworn.
A
The
blue
line
is
police.
The
red
line
is
fire.
Non-Sworn
we've
slightly
closed
our
vacancy
gap,
so
we're
at
276
vacant
positions.
That's
down
seven!
Since
the
august
third
meeting
police
has
43
vacant
positions.
So
that's
up
four,
since
our
last
meeting
and
then
fire
is
at
19
vacant
positions,
which
is
down
nine.
Since
our
last
meeting.
A
We
have
staffing
levels
represented
as
a
percentage
just
to
show
that
sort
of
relative
level,
so
police
are
fires
up
at
the
top.
So
as
of
this
month,
they're
at
about
95
percent
police
at
91
percent
non-sworn
at
about
76,
so
a
very
slight
recovery
from
our
low
at
about
74,
but
still
below
that
80
number.
A
We
have
an
update
on
our
job
postings
views
and
applications.
So
again,
this
is
just
one
month
more
data.
We
had
more
candidates
looking
for
jobs
in
august
than
in
july
july,
we
had
a
bit
of
a
lull,
so
we're
kind
of
back
to
our
april
june
numbers.
As
far
as
how
many
people
are
looking
and
applying
at
jobs.
A
A
A
We
also
have
a
brief
update
on
turnover.
So
again
we
have
one
month's
extra
data,
so
this
first
slide
is
total
turnover
through
august
of
each
year.
So
as
much
of
an
apples-to-apples
comparison
as
we
can
get,
our
number
continues
to
climb
a
little
higher
for
non-sworn
up
at
the
top.
So
through
the
end
of
the
month
we
were
at
18.5
turnover
police.
A
We
were
at
6.6
fire
about
6.4,
so
both
hovering
around
six
and
a
half
which
is
kind
of
around
their
historical
average
versus
our
non-sworn
number,
which
continues
to
climb
with
that
extra
one
month
of
data.
We
did
update
our
projection,
so
we
have
one
based
on
historical
trend
which
says
what,
if
the
rest
of
the
year
is
like
what
2014
through
2019
was
that
would
put
us
non-sworn
at
about
27
police
at
about
9.6
and
fired
about
9.3.
A
A
As
with
last
time,
I
have
a
caveat
that
our
projection
did
not
work.
Last
year
last
year
was
a
very
odd
year,
so
I
can't
totally
predict
if
this
year
is
going
to
be
more
like
last
year
or
more
like
the
last
several
years.
So
if
this
year
is
anything
like
last
year,
this
slide
indicates
what
our
turnover
would
be
through
the
end
of
the
year.
So
normally
in
a
given
year,
we
see
a
pretty
equal
amount
of
people
living
throughout
leaving
throughout
the
year.
It's
a
relatively
sort
of
relative
proportion.
A
Every
month
last
year
we
had
a
lot
more
people
leave
in
the
last
quarter
of
the
year
than
in
the
preceding
quarters.
So
if
that
trend
holds
true,
our
non-sworn
turnover
could
potentially
get
as
high
as
34.
police
at
about
12
and
fire
right
around
12
as
well.
So
we're
hoping
this
is
much
more
of
a
sort
of
worst
case
generally
you'd
like
to
see
things
sort
of
return
to
a
normal,
so
we're
hoping
the
numbers
much
closer
to
the
last
presented
slide,
and
that
was
everything
for
our
staffing
update.
A
D
D
Thank
you.
Thank
you,
ryan.
I
appreciate
the
information
I
kind
of
think.
Do
I
have
the
floor?
Yes,
okay.
Thank
you.
I
appreciate
all
the
work
that
you've
done
on
this
all
right,
but
I
actually
think
we
need
to
drill
down
a
little
further
and
the
reason
I'm
I'm
saying
is
we
obviously
we
we
know
the
range
we
had
last
week.
D
I've
got
pictures
by
the
way.
So
when
I
speak
to
our
public
works
area
and
ask
to
have
a
ditch
clean,
my
understanding
is,
we
normally
would
have
at
full
complement.
We
would
have
seven,
ditch
digging
crews
for
the
city
roughly
about
six
or
seven,
let's
say
seven
people
in
each
crew
and
right
now
we're
down
to
less
less
than
one
crew
for
the
entire
city.
D
So
when
I
look
at
your
numbers
and
even
for
non-sworn
being
at
76
percent
that
doesn't
get
to
the
reality
of,
I
guess
almost
a
80
vacancy
rate,
if
not
higher,
and
that
area
where
people
would
simply
clean
ditches
and
keep
keep
drainages
open.
So
water
can
flow,
so
it's
kind
of
frustrating
to
sit
and
talk
to
people
which
I've
done
last
week
and
continuing
to
do
this
week,
who
had
water
coming
to
their
homes
and
had
been
calling
for
a
ditch
to
be
clean.
That
has
elephant
ears
in
it.
D
D
Departments,
whereas
now
it's
almost
let's
just
put
like
this-
we
down
severely
so
maybe
in
the
future.
We
can
break
that
down,
in
particular
in
the
non-swarm
area,
a
little
bit
better.
So
somebody
in
recreation,
I'm
not
on
the
recreation
committee,
but
if
I
it
would
be
interesting
to
see
how
much
we,
how
many
people
we
have
budgeted
in
recreation
versus
how
many
people
we
have
actually
staffed
in
recreation,
because
it
certainly
gives
me
a
different
perspective
as
we
go
about
building
the
budget
for
2023
and
beyond.
D
I'm
sure
some
departments
are
failing
better
than
others,
but
if
we
knew,
for
example,
we
have
49
people
in
that
area,
that
does
that
service
for
the
city
and
it
came
from
49
to
45,
to
40,
to
30,
to
25,
to
15
to
10
9
8.
In
other
words,
the
bells
would
go
off
a
lot
sooner.
In
my
opinion
to
say:
hey,
we
got
a
problem
over
in
this
department.
It
today
is
the
public
in
the
stormwater
area.
Tomorrow
it
could
be
another
department.
D
A
A
Part
of
part
of
the
issue
is
a
it's
a
more
systemic
issue.
Our
current
hr
system
doesn't
really
provide
a
lot
of
very
good
data
at
that
level,
so
even
the
data
that
we're
showing
here
today,
this
is
data
that
we've
all
sort
of
manually
exported
and
that
we
keep
essentially
separately
and
the
problem
kind
of
becomes
with
departments
we
have.
We
have
enough
good
data.
We
have
the
time
to
sort
of
run
those
numbers,
because
we
have
15
departments,
but
even
to
look
at
a
division
level.
A
We
have,
I
think,
approximately
93
divisions
and
then
especially
to
look
at
a
sort
of
job
title
level.
We
have
over
400
unique
job
titles
in
the
city,
so
there's
part
of
it
is
a
it's.
It's
a
system
constraint.
I
would
love
to
be
able
to
show
more
of
that
data,
but
with
the
way
our
current
system
works
and
the
staff
that
we've
got
it's
it's
a
sort
of
increase
in
complexity
that
we
can't
necessarily
show.
If
there
are
specific
areas
we
want
to
target.
That's
definitely
something
I
think
our
team
could
look
at,
but.
A
That
that
is
definitely
part
of
it.
Our
current
software
has
its
limits.
Even
the
the
turnover
data
that
we're
getting
now
is
something
that
we've
built
out
even
recently
over
the
last
five
or
six
years,
that
even
prior
to
that
didn't
always
exist
as
robustly
as
we
have
so
that
is,
that
is
definitely.
Software
is
a
big
aspect
of
that.
A
We
are
hoping
to
to
go
back
out
for
some
new
software
in
the
next
couple
years
and
find
something
that
has
a
lot
more
robust
capabilities
to
be
able
to
report
that
data,
because
I
we
definitely
think
that
level
of
data
is
incredibly
meaningful,
but
without
a
way
to
actively
report
on
it.
There's
there's
not
a
whole
lot.
We
individually
can
do.
B
If
we
have,
if
we
have
an
archaic
system,
then
we
really
need
to
to
update
that
system
as
soon
as
possible,
because
I
agree
with
councilman
rearing
when
you
just
look
at
it.
The
way
it
was
just
presented,
I
mean
the
non-sworn
is
seems
to
be
where
our
our
issue
is
in
terms
of
full
staffing
complement,
but
we
do
know
and
can
go
directly
to
a
department
head
who
can
who
should
be
able
to
tell
us
where
those
vacancies
are
and
can't.
F
Councilman
mcgregor
just
to
kind
of
update
you
on
the
system.
We
are
working
on
that,
so
we've
been
working
and-
and
we
actually
drafted
an
rfp
probably
several
years
ago,
but
we
financed
got
involved
with
that,
and
we've
been
working
with
the
government,
finance
officers,
association
and
they're,
helping
us
to
develop
the
rfp
that
should
go
out
this
fall.
It
is
once
that
goes
out.
There
will
be
we'll
receive
the
proposals
and
and
review
those,
and
even
once
the
selection
is
made,
it's
probably
about
a
year
and
a
half
to
two-year
implementation.
F
F
And
then
we
discuss
with
that
department
kind
of
how
are
you
looking
to
fill
those
because
in
some
cases,
we've
converted
some
positions
that
might
be
two
part-time
positions
to
a
full-time
position
that
might
make
it
more
attractive
to
somebody
or
maybe
we've
been
trying
to
fill
it
with
a
full-time
person.
Maybe
we
try
to
get
a
temp
on
board
pretty
easily,
so
we've
had
those
meetings
with
recreation,
the
parks
department
and
we've
got
a
meeting
with
stormwater
scheduled
for
next
week.
B
B
I
just
I
just
don't
want
us
to
prolong
something
waiting
for
the
data
system.
When
the
department
heads
have
that
data
that
we
need
in
order
for
us
to
make
decisions,
they
already
have
it.
It
may
not
be
in
a
system,
but
if
we
have
276
vacancies
in
in
the
non-sworn,
we
can
tell
where
they
are
can't.
We
we
can
tell
how
many
are
in
parks
and
wrecks,
and
how
many
is
in
storm
water.
How
many
may
be
in
planning?
We
can
do
that.
Can't
we
with
that
with
or
without
a
system.
F
Sure
now
I
don't
think
we
go
to
the
level
of
sophistication,
maybe
that
council
member
waring
was
talking
about,
and
I
think
that's
what
ryan's
trying
to
say
that
as
a
position
becomes
vacant
and
what
team
is
it
on?
You
know
why
are
those
people
leaving
all
of
that
is
definitely
not
in
the
system.
Now
we
can
run
a
position,
control
report
which
shows
you
the
filled
and
vacant
who's
in
there
when
they
were
hired
and
and
we
provide
those
regularly
to
department
heads.
F
We
were
helping
get
that
to
jason
and
laurie
this
week
to
take
a
look
at
that
they
look
at
those
those
reports
regularly
and
then
with
stormwater.
Also,
we've
been
working
with
matt
on
trying
to
help
staff
with
temp
agency
employees,
and
so
he
had
requested
eight
and
we've
been
able
to
locate
and
fill
three
of
those
slots
before
and
we
were
working
on
a
fourth,
so
we
I
just
didn't,
want
you
to
think
that
we
weren't
working
with
him
on
trying
to
solve
these
problems.
Oh.
B
I
forgot
what
you
call
them,
but
steps
not
steps
but
categories
into
one
and
to
try
to
come
up
with
ways
of
having
sort
of
a
career
ladder
which
I
think
is
attract
would
be
attractive
to
any
any
potential
applicant.
So
I
think
that
there
are
things
that
are
being
done,
so
I
don't
want
you
to
think
that
we
don't
know
that
you
guys
are
trying
to
do
the
best
you
can
with
what
you
have.
B
So
if,
if
you
see
this
kind
of
energy
coming
from
us
on,
this
issue
is
because
you
know
it's
a
public
safety
issue
at
this
point
when
it
comes
to
to
making
sure
that
those
ditches
are
clean
and
the
storm
water
is
going
where
it's
supposed
to
go
as
opposed
in
people's
houses.
We
get
the
calls
okay
and
it's
hard
for
us
to
tell
people
when
their
house
is
being
flooded.
B
The
reason
why
it's
being
flooded
is
because
we
have
a
staff
shortage:
okay,
they'll
they'll,
they'll,
look
at
us
and
they'll
start
looking
at
management
overall,
so
we're
just
trying
to
make
sure
that
we
can
can
can
sort
through
some
of
these
potential
issues.
That
could
be
problematic
as
we
move
forward.
B
D
D
D
That
said,
we
passed
the
15
hour
piece.
You
know
you
know
a
month
or
so
ago,
and-
and
I
have
question
marks-
whether
that's
going
to
do
it
so
we're
thinking
as
a
council
yeah,
we
we've
solved
the
problem,
but
if
you
can't
hire
people
at
that
rate,
it's
just
a
number
out
there.
That
will
go
unfulfilled,
so
I
feel
like.
If
there's
anything,
we
could
do
to
be
a
part
of
the
solution.
D
You
know
let
us
know,
but
until
you
get
some
numbers
like
that,
or
you
talk
to
a
department
here
who
are
experiencing
those
problems
like
mr
fountain
or
mr
crosberg
as
a
council
person,
you
have
no
way
of
knowing
and
and
you
there's
a
problem
out
there
that
you
can
maybe
be
helpful
to
that.
You
just
don't
know
and
miss.
Mr
chairman
just
said
it.
But
last
week
I
spoke
to
a
first-time
home
buyer.
D
D
D
D
So
the
frustration
is
from
the
depart
from
probably
the
mayor's
level
to
department,
heads
level
and
matriculating
down
to
the
well.
The
citizens,
above
all
of
us
from
the
citizens
back
down
to
us,
we
get
these
gushing
rain
events
and
you
know
low
country,
that's
not
a
nickname.
This
place
is
low
for
real,
and
so
anyway,
when
it
comes
to
those
essential
services
when
they
aren't
delivered
essential
services
are
found,
are
felt
immediately.
D
Trash
isn't
picked
up,
the
police
don't
show
up
on
time,
and
one
of
the
areas
that
can
and
sound
bells
and
whistles
frankly,
is
human
resources.
So
if
y'all
had
to
write
information
sooner
rather
than
later,
so
please
believe
me.
I
know
we
are
all
in
this
together,
this
ain't
no
finger
pointing-
I
don't
want
that
to.
If
that
is
being
communicated.
I
don't
want
to
be
the
first
one
to
stamp
that
out.
I
want
to
be
a
part
of
a
solution,
not
not
accurations.
D
E
E
In
fact,
tomorrow
is
the
first
payday
that
employees
who
were
formally
making
14
are
going
to
realize
the
new
increase
in
their
checks
tomorrow
morning.
So
you
know
we,
I
think
it's
a
little
too
early
to
tell
whether
or
not
this
is
really.
You
know
how
much
of
an
impact
this
is
going
to
have.
I
hope,
by
the
next
time
we
meet
we'll,
have
a
better
idea.
I
would
also
like
to
mention
a
couple
of
things.
Just
this
week
we
did
add
to
our
postings
a
500
sign-on
bonus
for
the
dish
crew.
E
That
would
include
those
those
workers
groundskeepers.
You
know
all
of
our.
You
know
really
kind
of
hard
to
fill
labor
positions,
so
we
have
added
that
just
this
week.
I
hope
that's
going
to
help
you
mentioned
incentives,
so
I
think
that
would
would
hopefully
be
an
incentive
to
help
us
hire
more
we're
also
beginning
to
look
again
at
our
cdl
drivers,
because
that's
a
real
issue
that
would
include
your
jet
vector
operators
in
storm
water.
Obviously
you
know
mad
all
top.
I
mean
he
struggles
daily.
E
You
know
to
try
to
get
the
trash
picked
up.
I
think
we
need
to
take
a
hard
look
at
that
again:
jason
kronsberg,
his
urban
forestry
division,
yeah
they
they're
really
struggling.
So
so
I
think
that
we,
you
know-
and-
and
we
communicated
that
to
the
mayor-
he
agreed
that
something
we
need
to
continue
to
look
at.
E
We,
we
told
amy
we're
going
to
be
coming
to
her
with
a
proposal
to
try
to
address
that.
So
there
are
some
things
in
the
work
and,
of
course,
as
councilman
gregory
said,
my
my
big
overall
plan
is
to
get
you
know
some
type
of
progression
in
our
non-sworn
pay
plan
where
people
once
they're
hired,
they
can
move
through
their
pay
grade
and
they
don't
just
sit
at
the
bottom
and
not
have
anywhere
to
go.
So
I
have
requested
it's
between
1.6
and
1.7
million
in
my
budget.
E
It's
not,
I
mean
it's,
but
it's
for
all
non-sworn
and
I
and
we
do
have
a
preliminary
plan.
Amy
was
correct.
Today,
it's
not
complete,
we
don't
have
it
completely
mapped
out,
it's
it's
going
to
be
a
heavy
lift,
but
I
think
we
can
do
it.
I
really
feel
like
that.
If
council
will
vote
to
fund
this,
I
think
that
we
can
make
it
happen
and
I
really
do
think
it'll
be.
I
think,
it'll
make
a
huge
difference
and
I
would
just
like
to
say
that
you
know.
E
E
They
could
start
doing
it
now
if
they
want
to,
and
some
departments
are
doing
performance
appraisals,
some
do
and
some
don't.
It's
really
a
matter
of
there's
not
really
been
a
carrot
or
a
stick
in
the
past.
There's
not
been
any.
You
know
any
type
of
incentive
for
employees
or
supervisors
to
do
the
performance
reviews
because
nothing
was
attached
to
it,
so
we're
trying
really
hard
to
incorporate.
E
You
know
some
way
to
include
that
in
this
system
that
we're
proposing
to
create.
So,
I
think
it'll
have
the
benefit
of
getting
everybody
on
board
with
some
type
of
performance
review
and
also
a
way
for
people
to
progress
through
the
plan.
So
I
I
you
know
there.
There
really
is
a
lot
we're
trying
to
get
done
to
try
to
help
the
situation.
E
E
Non-Sworn
doesn't
and
people
want
the
progression
they
want
to
know.
What
do
I
need
to
do
to
get
to
the
next
step?
So,
anyway,
we
are
going
to
be
coming
to
you
guys
with
a
lot
of
details
on
this
late
yo,
but
I
just
wanted
to
just
you
know:
just
give
you
a
quick
update
on
kind
of
where
we
are
and
what
we're
doing
right
now.
D
Well,
listen!
Thank
you
so
much
for
out
of
box
thinking,
because,
again
that's
another
example
of
you
all
going
above
and
beyond.
I
actually
think
our
I
you
know
we
had
a
very
good
training
session
with
the
last
two
budgets
with
covet
budgets.
I
think
well,
we
all
got
additional
gray
hairs,
but
we
got
great
experiences
out
of
that
trying
to
find
money
sometime
on
the
rocks
you
know
and
applying
them
appropriately.
D
Now
that
the
economy
has
improved,
we
can't
let
our
gods
now,
not
not
you
all,
but
we
cannot
let
our
guards
down
and
think
happy
days
are
here
again.
We
have
to
continue
to
look
for
revenue
because
truthfully,
our
employee
staff,
in
my
opinion,
is
underfunded
and
we
have
to
find
additional
revenue.
The
mayor's
out
there
too
right
there
with
cpw
trying
to
get
additional
revenues
just
like
I
am
just
like
we
did.
There
are
other.
D
A
All
right,
demographic,
so
for
this
first
slide
we
have
just
kind
of
a
city-wide
snapshot.
This
is
a
lot
of
information,
so
if
there's
anything
in
particular,
we
want
to
take
out
take
a
look
at
feel
free
to
interrupt
to.
Let
me
know
so,
for
this
first
sort
of
city-wide
view
we
looked
at
every
department
by
employee
type,
so
that's
non-sworn
versus
sworn
just
to
report
at
least
preliminarily
total
count,
average
tenure,
average
age
and
average
and
median
estimated
annual
wage.
A
A
Just
to
the
bottom
of
that
we
have
a
little
chart
for
employee
gender.
So
we
we
are
a
bit
more
male
than
female,
but
that
does
generally
track.
We
have
some
slightly
more
male
dominated
fields
as
far
as
careers
in
the
city,
so
not
totally
unexpected
and
then
to
the
right
of
that.
We
have
an
employee
age
breakdown,
just
to
kind
of
illustrate
the
groupings
there
and
it's
a
lot
of
information
since
the
standard
is
to
use
sort
of
five
year
marks.
A
A
So
this
does
include
total
employee
population.
That
is
one
of
the
reasons
why,
for
example,
like
the
recreation
wage
numbers
you'll
see,
are
a
little
low,
that's
just
because
some
of
those
are
part-time,
they're,
not
actually
working
a
full
year.
So
this
is
this.
Is
every
employee
citywide?
Thank
you.
Yes,
sir.
A
So
next
up,
we
felt
this
was
a
little
more
deserving
of
its
own
slide.
So
we
have
employee
race
on
the
left
on
the
right.
We
have
our
2020
census
information
for
the
city
of
charleston
for
race,
just
to
try
to
show
that
comparison.
So,
generally,
first
look.
We
do
compare
pretty
favorably
we're
within
single
digit
percentage
points
on
basically
every
category,
so
we're
definitely
kind
of
coming
in
rather
representative
of
our
local
area
past
this
we
will
have
some
more
detailed
breakdowns
by
department
and
pay
grade,
so
we'll
move
on
to
those.
A
A
So
again,
nothing
that
necessarily
stands
out
is
immediately
concerning
this
kind
of
tracks
with
general
expectation.
So
you
see
you
know
some
of
our
divisions
toward
the
front.
Bfrc
clerk
of
council
executive
tend
to
be
a
little
more
administrative,
so
they
tend
to
have
a
higher
female
population,
which
is
the
blue
line
coming
down
from
the
top
versus
some
of
our
other
departments.
A
So
next
we
have
gender
again,
but
this
time
by
rank,
so
the
first
section
over
to
the
left
is
fire.
The
middle
section
is
police.
The
rightmost
section
over
here
is
not
sworn
so
again.
This
mostly
follows
with
the
same
general
trends
that
we
see
in
the
departments
for
fire
and
police,
so
fire
is
currently
has
a
very
high
male
population,
so
that's
reflected
in
their
rank
structure.
A
That's
nothing,
I
think
terribly
major
to
glean
from
this
information.
We
we
have
a
pretty
good
mix
across
the
city.
Again,
if
you
think
back
to
that
first
pie
chart
city-wide.
We
are
rather
representative,
so
some
departments
may
be
a
little
more
than
others,
but
they
tend
to
be
balanced
out
by
other
departments.
So
city
wide
we're
fairly
representative.
A
B
A
So
I
wouldn't
necessarily
say
that
this
is
purely
from
that
sort
of
global
sort
of
statistical
view,
but
this
is
one
of
the
reasons
why
we
we
do
have
this
information,
where
we
look
at
department
and
then
also
by
rank,
because
there
are
definitely
other
considerations
in
there,
but
at
least
purely
from
the
statistical
standpoint,
independent
of
position
and
department,
the
employees.
We
have
at
least
hugh
somewhat
closely
to
the
expected
percentage
of
representation.
We
would
see.
A
A
Yeah
so
generally,
our
goal
would
be.
We
would
want
to
try
to
see
ourselves
as
representative
of
our
local
population.
So
if
our
local
population
has
a
certain
percentage
make
up
in
the
different
racial
categories
as
city
employees,
we
would
hope
to
have
at
least
sort
of
equal
representation
to
that
number.
If
not
more,
we
want
to
be
representative
of
the
actual
makeup
of
the
city,
we're
in
essentially.
A
A
That
kind
of
trails
off
a
little
bit
we
do
have,
I
I
at
least
have
sort
of
a
vague
theory
on
the
trend
and
non-sworn
which
I'll
go
ahead
and
volunteer.
I
guess
so
our
my
best
guess
at
least
for
the
trend
we
see
on
the
non-sworn
side
is
tied
potentially,
and
this
is
just
simply
one
single
theory
and
a
great
many
other
issues
at
hand.
A
It
may
be
tied
to
educational
attainment
because
when
we
were
looking
at
our
2020
census
data
for
sort
of
racial
makeup
in
general,
the
census
also
runs
a
survey
called
the
american
community
survey
in
those
same
regions
and
one
of
the
things
that
that
survey
looks
at
is
educational
attainment,
and
so
my
best
theory
at
this
point
for
the
drop-off
in
diversity.
We
see
a
lot
of
some
of
our
non-sworn
drinks
may
be
tied
to
that
educational
attainment.
A
Our
higher
level
positions
tend
to
require
higher
level
education
due
to
the
nature
of
work
sort
of
at
those
division
and
department,
director
levels,
and
at
least
according
to
the
american
community
survey,
we
did
see
a
pretty
comparable
difference
in
educational
attainment
among
the
different
racial
groups,
as
reported.
So
that
is
simply
one
theory
as
to
part
of
the
difference,
there's
probably
a
lot
more.
That
goes
into
that.
As
far
as
some
of
these
numbers
go,
I
am
solely
a
statistician
and
don't
have
much
more
on
that.
A
But
to
the
end
of
the
statistics,
we
do
look
at
something
called
utilization.
This
is
a
term
we've
kind
of
borrowed
from
the
department
of
justice.
They
have
some
reports
that
we're
required
to
do
that.
Look
at
essentially
what
they
call
utilization
rates,
where
we
look
at
the
different
groups
of
employees
that
we
have
and
compare
that
to
again
that
kind
of
expected
result
of
what
is
the
makeup
of
the
city
that
we're
actually
in
as
far
as
utilization.
A
Some
of
our
departments
tend
to
be
a
little
smaller
I'll
pick
on
sort
of
clerk
and
council
on
housing,
so
a
single
employee
and
clerk
of
counselor
housing
represents
between
eight
and
nine
percent,
so
that
that
could
be
a
pretty
big
difference
based
on
any
one
person.
So
as
long
as
that
sort
of
became
our
margin
of
error,
as
long
as
a
department
was
below
that
it
was
something
we
did
not
report.
A
So,
on
the
higher
end,
we
have
fire
sworn,
which
has
four
groups
that
are
potentially
underutilized.
We
have
a
handful
of
departments,
kind
of
around
zero
on
the
high
end
for
the
racial
groups
that
are
potentially
sort
of
underutilized
one
of
the
leading
groups.
There
is
hispanic
or
latino,
which
is
down
a
little
more
than
a
couple
people
in
some
in
about
seven
departments.
So
again,
these
are
just
areas
of
potential
improvement
where,
if
we
were
to
increase
our
diversity
in
any
way
that
would
at
least
bring
us
back
more
to
that
statistic.
A
F
Thanks
ryan,
simply
the
information
from
the
fire
department
was
provided
directly
by
the
department,
but
they
shared
with
us
that
they
have
been
having
several
rounds
of
meetings
with
the
stations
to
solicit
feedback
on
diversity,
hiring
and
and
culture
within
the
fire
stations.
They've
been
working
in
partnership
with
high
schools,
the
technical
colleges
and
the
colleges
to
promote
careers
in
the
fire
service.
F
They
shared
with
us
that
they
have
established
long
and
short-term
talent
streams
through
internships
and
college
college
partnerships,
and
they
shared
some
of
the
schools
there.
That
they've
been
working
with
citadel
clemson,
usc
michigan
state
and
the
hbcus,
and
then
they
have
been
really
successful
as
one
of
the
first
agencies
in
the
country
to
use
the
department
of
defense's
skill
bridge
program
and
that
targets
people
separating
from
the
military
and
looking
for
their
next
career
and
getting
them
engaged
and
on
board
with
the
police
department.
F
And
then
with
the
non-sworn.
Some
of
these
things
you
all
are
aware
of,
but
we
appreciate
your
support
in
the
last
meeting
and
getting
our
lowest
grade
increase
to
the
15
and
being
able
to
adjust
those
rates
and
adjust
those
postings
as
well.
We
have,
like
the
other
department's,
been
able
to
participate
in
a
number
of
job
fairs
this
year
and
reallocated
some
of
our
budget
in
order
to
to
make
that
happen
and
also
to
advertise
our
positions.
F
So
we've
done
eight
so
far
and
we
are
participating
in
the
college
charleston
spare
in
in
october
and
then
we've
hosted
booths
at
both
the
charleston
black
expo
in
the
city
of
charleston
small
business
opportunity
expo.
We
have
increased
our
sign
on
bonuses.
I
think
k
referenced,
this
1500
for
cdl
all
cdl
positions
and
then
500
for
the
heart
of
hard
to
fill
entry
level
positions.
F
We
talked
a
little
bit
earlier
about
stormwater,
also
working
to
fill
one
out
of
three
requisitions
for
parks
with
a
with
an
agency,
temp
public
service
phil,
one
of
one
request,
brown's
custodian
and
then
also
the
cart
audit,
that
they're
doing
we
filled
one
out
of
two
positions
there
with
agency
temps
another.
We
were
able
to
look
at
a
light
duty
assignment
where
somebody
could
fill
in
that
role
for
us
and
working
primarily
with
alternative
staffing
to
get
more
attempts
in
those
areas.
B
B
So
I'm
just
trying
to
wonder
what
can
we
do
out
of
the
box
to
try
to
get
the
minority
representation
at
a
minimum?
You
know,
based
upon
upon
from
what
you
used
to
measure
at
the
17
percent.
Prior
to
this,
it
should
have
been
26
percent
if
we,
if
we're
using
the
percentage
of
minorities
in
the
population
as
the
as
the
barometer
for
how
many
should
be
represented
per
department.
B
B
B
Okay,
and
I
know
you
showed
us
a
graph
okay,
where
minorities
fall
within
the
various
salary
categories,
I
mean
you
might
have
shown
us
a
graph
on
that,
but
that
graph
didn't
give
me
the
kind
of
picture
that
I'm
looking
for.
Okay,
I'm
looking
for
raw
numbers.
Just
tell
me,
okay,
how
many
african-americans
are
at
the
six?
B
B
I
just
want
to
know
where
minorities
and
women
in
particular
fall
within
the
salary
ranks,
and
this
chart
may
be
telling
me
this
okay,
but
I
can't
really
see
it.
Okay
in
the
in
the
various
salary
ranks.
How
many
african
americans
are
department
heads,
okay,
how
many
minorities
and
women
are
deputies
and
what
their
salaries
are
and
so
forth
and
so
forth,
and
so
forth?
That's
going
to
give
me
the
picture.
A
C
B
F
B
F
B
Yeah,
I
mean
because
one
one
would
assume:
okay
based
upon
history,
where
minorities
are
with
regard
to
the
salary
ranges
without
even
seeing
it,
and
the
question
for
me
is:
why
are
they
all
concentrated
there
and
not
dispersed
throughout?
Do
we
have
any
african-american
engineers
and
planners
and
all
that
kind
of
stuff?
B
A
B
Six,
maybe
let's
use
six
as
an
example,
or
even
seven
or
eight
okay.
When
I,
when
I
read
the
chart,
the
the
blue
represents
black
slash
african
americans
right,
that's
correct!
Okay!
So
if
I
look
at
six
okay,
what
am
I
looking?
Where
are
we
saying
that
at
the
blue,
which
is
line,
what
80
or
something.
A
So,
let's
see
if
I
can
get
this
to
work,
so
no,
the
highlighter
does
not
work,
so
the
blue
line
starts
at
approximately
40
percent
and
then
rises
all
the
way
up
to
almost
that
100.
So
in
that
pay
grade
that
court
category
represents
about
40
to
50,
total
and
again
the
part
of
the
problem
is
it's.
It
is
simply
a
lot
of
data
and
trying
to
put
the
numbers
on
here,
unfortunately,
just
wasn't
terribly
feasible,
but
we
can
provide
the
detailed
breakdown
of
of
the
actual
numbers
these
colors
and
bars
represent.
B
And
it
might
be
something
that
I
just
want
to
know.
So,
just
a
meeting
or
discussion
between
you
and
kay
and
I
might
be
sufficient,
I
mean,
but
it's
just
information
that
I
need
to.
I
really
need
to
to
know
so
that
I
can
understand
the
color
of
of
this
city
and
and
where
people
are
in
the
city.
But
I
it's
hard
for
me
to
tell
from
this
chart.
Yes,
sir.
That's
it
and.
A
B
C
Thank
you,
mr
chairman.
I
apologize.
I
need
to
run
in
a
minute
to
go
to
the
ad
hoc
rules
committee
meeting.
It
starts
at
5.,
but
the
other
part
of
your
question
was
about
fire
department,
and
I
know
that
chief
courier
has
made
some
personnel
changes
in
his
recruiting
personnel
and
also
you
saw
the
list
of
things
that
heather
mentioned.
B
And
and
all
due
respect
to
the
chief
we've
had
those
discussions
already
in
one
of
those
department
head
meetings
that
I
have,
and
I
do
understand
some
of
what
he's
doing
in
terms
of
having
a
diversity
officer
and
and
and
that
that
sort
of
thing,
so
I
I'm
aware
of
it:
okay,
yeah,
I'm
aware
of
it,
and
I
appreciate
it.
I
appreciate
what
he's
trying
to
do
yeah
sure,
I'm
just
hoping
that
it's
going
to
be
enough
to
get
the
kind
of
results
that
I
think
we
should
have
amen.
Thank
you.
B
E
B
B
E
I
don't
think
so,
sir.
I
think
that
I
mean
I
am
going
to
have
a
lot
of
information
that
I'm
going
to
be
bringing
to
you,
as
I
said,
just
rolling
out
a
whole
new
plan.
So
you
know
for
non-sworn.
Employees
for
pay
progression
is
going
to
be
it's
going
to
be
a
lot
involved
with
that.
So
I'm
I'm
going
to
you
know.
I'm
definitely
going
to
you
know,
be
you
know,
looking
to
you
guys
for
your
input
and
your
support.