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From YouTube: City of Charleston Committee on Human Resources 8/20/20
Description
City of Charleston Committee on Human Resources 8/20/20
A
A
A
Why
don't
we
get
started,
and
hopefully
el
chapo
will
be
joining
us
soon?
I
am
I
I
will
open
with
the
prayer.
Please
allow
me
to
do
so.
Lord.
We
thank
you
that
today
is
a
day
that
you
have
made
and
that
we
are
here
to
serve
you
and
our
citizens
and
the
employees
of
our
city.
We
hope
that
we
will
have
a
conversation,
that's
pleasing
and
one
that
moves
the
ball
forward
in
your
name.
A
It's
a
it's
a
list
of
of
concerns
that
was
delivered
to
the
human
resources
committee
by
two
gentlemen
that
are
known
in
the
city
known
to
the
city.
Well,
as
former
council
members
and
basically
they
have
been
acting
as
facilitators,
for
I
think
two
and
maybe
there's
going
to
be
a
third
conversation
of
among
employees
of
the
city
who
work
in
our
environmental
services,
collection
teams.
A
And
so
we,
I
would
like
to
entertain
a
motion
to
amend
our
agenda
to
be
able
to
receive
this
document
for
the
record
and
then
call
on.
I
think
our
es
manager,
matt
altop,
wants
to
say
a
few
words
in
and
to
provide
additional
information
to
us.
And
then
I
would
like
the
motion
to
say
that
we'll
put
the
document
forward
to
the
human
resources
director
and
to
our
public
services
director
for
resolution.
A
A
A
Well,
I
I
personally
appreciate
that
councilmember
gregory
I
I
do
feel
like
this
is
a
way
to
bring
all
of
that.
If,
if
it's
important
to
bring
the
part
of
the
resolution
process,
I
I
think
we're
just
acting
as
a
conduit,
which
we
normally
do
as
a
human
resources
committee,
where
today
we
have
three
items
on
our
agenda
as
an
example
from
the
women's
commission
in
a
similar
way,
they're
making
recommendations
to
us
for
us
to
consider,
and
then
we
will
put
them
forward
to
the
appropriate
resolving
bodies.
E
A
E
A
G
Okay,
so,
according
to
that
document
that
you
sent
out
a
lot
of
the
the
stuff
that
was
in,
that
document
have
already
been
or
is
already
in
the
process
of
being
resolved,
a
lot
of
that
stuff
had
already
been
been
resolved,
so
it
was
a
shock
to
us
as
far
as
what
came
out
in
the
paper.
You
know,
ppe,
for
example.
All
that
stuff
is
on
hand
has.
H
G
Been
on
hand
from
safety
glasses
to
gloves
to
any
other
safety
concerns
that
they
need
and
have
asked
for.
We
provided
covid.
We
have
all
the
stuff
there
following
cdc
guidelines
and
working
with
with
heather
and
and
their
group,
a
bunch
to
make
sure
and
rick
markowitz's
group
to
make
sure
everything's
being
followed
there.
G
The
equipment
we've
had
18
pieces
of
equipment
the
last
three
years,
so
that
equipment
is
being
updated
yearly
and
as
far
as
the
supervisors
go,
you
know
we
have,
including
myself
there's
five
of
us
and
four
of
us,
four
of
them
are
african-american
and
two
of
them
are
female.
So
as
far
as
the
racism
part
of
that
goes,
you
know
that.
That's
I
I
want
to
say
hearsay
because
that's
not
true.
It's
inaccurate.
D
I
I
am
a
bit
hesitant
when
quote
unquote,
outsiders
come
into
our
emit
come
into
our
realm
and,
and
it
makes
it
appear
as
though
they're
rabble-rousing,
and
I'm
I'm
a
little
concerned
about
that,
because
we
do
have
a
protocols
in
place.
As
you
know,
when
employees
have
grievances
of
problems
or
issues,
the
employment
handbook
is
very
clear
that
they
should
first
lodge
those
issues
with
their
immediate
supervisor
and
take
it
up
the
ranks
that
was
not
done.
In
this
case.
D
A
A
I
I
And
the
other
thing
as
far
as
the
coping
19
hazard
pay,
you
know
the
city
of
north
charleston,
our
our
sister
to
the
north
very
early
in
this
process,
made
some
adjustments
to
allow
that
and,
as
we're
all
aware,
they've
had
a
recent
narrative
where
they're
talking
about
layoffs
and
furloughs
of
up
to
200
employees.
Our
mayor
and
our
financial
cfo
amy
wharton
are
working
diligently
to
make
sure
those
things
don't
happen,
and
our
police
and
fire
and
environmental
service
workers
who,
just
like
everybody
in
the
city,
has
worked
very
hard
during
the
copenhagen.
I
It's
just
it's
just
not
an
option
right
now
through
the
budgetizer
so
and
the
last
thing
I'd
like
to
say
is
after
getting
the
article
yesterday
morning,
matt
and
myself
met
with
a
gentleman.
I
don't
want
to
make
any
names,
but
who
is
one
of
the
kind
of
the
vocal
leaders
of
the
environmental
services
we
sat
down
with
him
and
a
couple
of
our
supervisors
yesterday
went
over
everything
and
I
think
we
had
a
very
excellent
meeting
in
the
end
of
it.
I
He
told
us
he
was
not
even
sure
he
would
even
participate
in
the
other
call
tonight
after
listening
down
with
us,
so
we
where,
as
matt
said,
we're
always
ready.
As
mr
gregory
councilmember
mcgrary
said,
anytime,
employees
have
any
concerns
or
issues,
and
one
thing
we
promised
the
employer
yesterday
he
said
well,
we
haven't
had
a
meeting,
I
said
well
as
a
result
of
coving.
I
We
could
not
have
a
meeting,
but
we
promised
them
is
next
week
we're
going
to
put
out
a
informational
letter
to
those
employees
to
allow
them
anybody
that
wants
to
meet
one-on-one
with
either
matt
or
myself
or
both
of
us.
We
will
afford
them
that
opportunity
to
go
with
any
concerns
they
have.
So
I
just
want
you
to
know
just
like
mr
greg.
We
were
kind
of
shocked
by
this
yesterday
and
after
looking
into
it,
I
feel
a
lot
of
it
is
very
unfounded.
A
Very
much
mr
o'brien,
I'm
gonna,
I'm
gonna
move
on
to
the
next
item
which
and
you
you're
welcome
to
stay
on,
but
you're
also
welcome
to
leave
the
meeting.
I
know
you
all
have
a
lot
to
do
we're
going
to
go
on
to
approving
the
minutes
and
follow
the
rest
of
our
agenda
that
was
published.
So
thank
you
for
adding
this
to
the
agenda.
E
J
K
K
The
city
of
charleston
is
self-insured,
which
means
that
we
don't
pay
a
straight
premium
to
to
blue
cross
blue
shield,
but
we
actually
pay
them
a
tpa
fee
for
them
to
administer
and
pay
our
claims
and
for
their
contracts
that
they
have
with
all
the
medical
providers,
but
we
actually,
the
city
pays
for
our
actual
medical
claims.
So
if
somebody
goes
into
the
hospital
we
actually
pay
for
that
cost,
so
we're
self-insured.
K
We
have
a
stop-loss
insurance
plan,
which
is
at
a
specific.
Our
current
is
is
at
250
for
a
specific
person
over
that
amount.
The
insurance
or
stop
loss
kicks
in
and
covers
the
rest
of
those
claims,
and
then
we
also
have
an
aggregate
total
as
well.
So
for
this
current
year
we
budgeted
17.4
million
dollars,
and
currently
we
are
under
budget
this
year
through
july.
K
K
K
Our
dental
claims
we're
also
going
to
be
pushing
some
of
our
dental
claims
into
into
2021,
so
there'll
be
a
small
increase
in
dental
claims.
A
lot
of
people
are
postponing
getting
their
cleans,
and
you
know,
probably,
unless
they
have
emergency
dental
needs,
are
really
not
going
to
the
dentist
as
much
this
year.
So
we
are
slightly
under
budget
in
our
dental
cost.
As
well
prescriptions
people
are
pretty
consistent
with
their
prescriptions
and
we
anticipate
still
receiving
about
a
million
dollars
back
in
rebates
our
vision
plan.
K
We
are
fully
insured
for
vision,
so
we
pay
premiums.
So
this
is
just
cal
calculated
based
on
our
our
rates
that
we
pay
for
our
vision,
premiums
and
it's
based
on
the
number
of
people
enrolled.
You
can
see
we're
not
proposing
any
plan
design
changes
this
year.
So
there's
no
no
change
here
and
our
administrative
costs
are
actually
I'll
flip
over
to
the
administrative
costs.
K
You
can
see
the
administrative
costs
right
here.
We
have
rate
blocks
for
most
of
our
benef
for
our
administrative
costs.
So
really
the
change
in
the
administrative
costs
is
really
because
we
have
fewer
people
signed
up
for
the
plan
and
right
now,
with
the
hiring
freeze,
we
don't
anticipate
actually
we've
actually
reduced
the
number
of
people
we're
budgeting
for
last
year
we
budgeted
for
1620
members
and
that
next
year,
we're
budgeting
for
a
straight
600
members.
K
K
We
had
an
estimate
of
of
a
30
increase
and
I
we
we
got
back
the
the
renewal
for
the
stop-loss
and
for
a
250
000
increase.
It
was
going
to
be
significantly
more
and
but
if
we
reduce
our
deductible
from
250
250
000
to
300
000,
we
anticipate
that
this.
This
is
basically
what
the
renewal
would
be
with
blue
cross
blue
shield,
but
as
we
do
every
year
we're
having
a
on
market
the
stop
loss.
K
K
So
we
anticipate
bringing
the
stop-loss
contract
to
you
in
either
the
second
meeting
in
october
or
the
first
meeting
in
november.
But
given
that
open
enrollment
starts
in
the
beginning
of
october,
we'd
like
to
present
the
healthcare
budget
to
you
now,
so
we
can
so
hr
can
start
planning
for
for
the
2021
year.
K
So
going
back
to
the
budget,
you
can
see
this
kind
of
wraps
up
most
of
the
the
the
chunk
of
of
our
health
care
costs.
You
can
see
it's
about.
It's
a
7.8
increase
in
health
care
last
year.
If
you
look
at
it
by
the
members,
we,
if
you
take
the
total
cost
dividend
by
the
number
of
members
we
we
only
budgeted
a
1.1
percent
increase
last
year,
but
this
year
it
looks
like
that
our
increase
is
going
to
be
9.1
percent.
K
So
it's
a
significant
increase
in
in
our
claims
cost
for
2021..
Most
of
the
other
costs
is,
is
the
same.
I
I
just
want
to
point
out,
though,
for
vaccines.
You
know
we
always
pay
for
the
flu
shots
for
employees
every
year
and
we've
added.
I
don't
know
if
you
could
see
this
because
of
all
look
at
the
way
the
gallery
is,
but
I'll
turn
it
over
this
way.
But
we,
it
looks
like
that.
K
K
I
know
there
are
some
people
who
will
still
be
hesitant
to
on
getting
the
shot,
but
we're
we're
anticipating
that
we'll
spend
about
35
000
on
covet
19
vaccines
and
that
we
we
would
like
to
offer
those
to
employees
as
at
the
city
here
most
all
of
the
other
numbers
are
the
same,
and
the
only
other
I
think
increase
that
we
are
proposing,
though,
is
in
employee
premiums
and
so
I'll
point
out
the
premiums
too.
So
in,
let's
see
sorry,
let
me
get
this
across.
L
K
L
K
And
I
think
they're
included
in
your
packet,
I'm
not
sure
if
you've
had
a
chance
to
see
if
you
could
see
it
better
by
category
we're
proposing
for
basically
the
hsa
plan.
It's
a
it's
a
about
a
four
percent
increase
for
the
different
tiers
of
the
hsa
and
in
the
hra
it's
a
seven
percent
increase.
So
you
can
see
the
annual
increases
over
here.
Let
me
see
if
I
can
hide
some
of
these,
so
we
can
get
across.
K
So
you
can
see
the
categories
across
over
here
there
you
go,
so
you
can
see
the
hsa
premiums
if
you
are
a
smoker.
Your
rate
for
2021
would
be
140.50
per
pay
period.
So
that's
a
total
annual
increase
of
a
hundred
and
thirty
dollars
a
year.
An
hsa
family
with
a
non-smoker
discount
would
pay
ninety
nine
dollars
a
pay
period
and
they
would
have
a
104
dollar
increase
for
the
for
the
entire
year.
K
The
hra
is,
you
know,
that's
our
more
expensive
and
richer
plan,
so
the
highest
increase
for
employees
would
be
thirteen
dollars
a
pay
period
and
it
would
go
to
204
with
a
338
dollar
increase
for
the
entire
year.
You
know,
given
you
know,
given
that
our
we
have
such
a
huge
increase
in
our
claims
anticipated
claims
for
2021.
A
Are
there
any
questions?
I
I
don't
really
have
a
question.
I
think
you've
done
an
amazing
job
of
putting
it
on
paper
for
us
joey.
I
I
just
wanted
to
point
out
that
I
I
I
am
amazed
that
you
were
already
thinking
about
the
cost
of
covered
vaccines
and
that
that's
reflected
in
this
budget.
I
mean
it's
a
it's
a
small
number
overall
when
you're
dealing
with
22
23
million
dollars.
A
A
K
A
A
K
E
A
E
C
A
N
Council,
member
jackson,
I
provided
an
update
when
we
had
our
last
meeting
in
april,
so
I
thought
that
the
hr
committee
and
you
all
may
receive
some
of
this
data
but
thought
it
would
be
helpful
to
go
over
knock
on
wood.
We
currently
have
zero
positive
cases
as
of
this
week,
actually
midweek
cumulative
cases
since
march
119
positive
cases,
and
we
still
have
seven
people
waiting
for
results.
N
N
As
far
as
an
update
on
the
first
family's
coronavirus
response
act,
we
talked
some
in
the
april
meeting
about
that.
This
is
just
to
give
you
a
picture
of
the
usage
of
the
leave
in
the
last
10
pay
periods.
A
lot
of
that
is
highly
reflective
of
this
number
right
here
of
the
the
employees
tested.
So
567
employees
have
used
this.
N
This
leave
to
date
has
cost
369
thousand
dollars
for
covid19
symptoms
and
being
advised
by
a
healthcare
provider
to
quarantine.
We've
had
470
people
use
that
for
over
17
000
hours.
This
leave
equates
to
over
329
000..
88
of
these
were
people
with
covet
positive
symptoms
or
close
contact
to
a
positive
person
for
caring
for
an
individual
or
a
child.
N
In
2020,
we've
received
147
unemployment
claims
compared
to
all
of
2019.
Where
we
received
37
we've
appealed.
The
majority
of
these
a
few
of
them
were
things
that
would
warrant
unemployment.
Many
of
them
not
and
we've
participated.
So
far
in
11
appeal
hearings,
I'm
I
think
five
in
the
last
week
and
20
compared
to
2019
and
all
of
2019
three
appeal
hearings.
N
So
for
the
first
two
quarters
of
2020
we've
been
billed
86
0427
and
an
unemployment
cost.
The
most
of
that
was
in
quarter
two,
as
you
would
expect,
which
began
april
one.
They
did
reduce
our
balance,
which
was
over
seventy
four
thousand
to
thirty
seven
thousand,
and
this
was
a
result
of
funding
that
was
received
from
the
state
from
the
cares
act.
So
for
all
of
2019.
N
Just
to
give
you
a
comparison
to
what
would
be
sort
of
normal,
we
paid
a
total
of
34
000.
so
that
that
has
been
busy.
We've
cross-trained
another
staff
member
to
help
in
responding
to
these
claims.
So
we
can
respond
to
them,
timely
and
and
try
to
avoid
the
appeal
process
and,
as
we
talked
about
before,
we're
reimbursable
employer,
so
we're
paying
100
of
those
claims.
N
A
N
N
I
think
a
lot
of
employees
were
confused
when
they
filed.
Sometimes
they
were
filed
on
behalf
of
a
secondary
employer
and
and
the
employee
went
ahead
and
agreed
to
receive
the
claim
from
both
of
us.
So
I
I
think
some
of
that's
an
education
standpoint,
but
the
department
of
employment
and
workforce
has
been
sort
of
stern
on
that
it's
on
the
the
applicant
and
how
they
apply
and
and
that
they
need
to
be
careful
when
they're
they're
clicking
through
and
approving
and
agreeing
to
things.
L
A
A
B
B
All
right
so
we're
pleased
to
be
able
to
share
these
results
with
you
all
and,
and
you
might
recall
that
we
met
with
with
some
of
you
at
the
beginning
of
the
process.
Before
we
did
the
survey,
I
think
it
was
in
late
2019
before
we
administered
the
employee
survey.
So
there's
there's
two
pieces
of
our
report.
Today.
One
is
kind
of
the
workplace
workplace
profile.
We
did
this
a
couple
of
years
ago.
B
We
added
some
additional
slices
of
the
data
based
on
y'all's
requests
this
year,
but
we're
going
to
share
kind
of
the
the
2020
results
and
how
it
differs
from
2018
and
then
we're
going
to
go
into
the
employee
survey
itself.
My
colleague
josh
rouse
josh
is
a
senior
consultant
with
us
and
he
is
going
to
be
going
over
the
workplace,
workforce
profile
information,
so
josh,
I'm
gonna
be
clicking
the
screens
for
him.
So
hopefully
I
do
a
good
job.
H
Well,
no
worries
we
will.
We
will
play
it
by
ear
and
tag
team
it,
but
before
I
kind
of
dive
into
the
slides,
I
did
want
to
make
sure
we
acknowledge
all
of
the
city
staff
who
have
been
a
tremendous
help
to
us
through
this
process.
Specifically,
you
know
folks
like
amy,
jolene,
kaye,
ryan,
landry,
the
finance
and
hr
groups,
and
anybody
I
may
have
left
out.
We
make
a
lot
of
very
detailed
data
requests.
H
When
we,
when
we
look
at
the
the
workforce,
snapshot
as
a
whole,
our
methodology
here
was
very
very
similar
to
what
we
did
in
in
the
last
study
report.
So
the
intention
here
is
to
provide
kind
of
a
snapshot
of
of
the
workforce
as
it
appears
or
appeared
earlier
this
year.
At
the
time
we
were
looking
at
this
data,
and
so
you
know
when
we,
when
we
kind
of
break
down
the
demographics
on
average.
This
is
among
all
city
employees.
Across
all
departments.
H
D
H
Yeah,
I'm
sorry,
it
might
be
a
little
bit
hard
to
see
on
the
slide
and
in
the
report
we
have
an
additional
breakout
as
well.
We
do
have
a
subgroup.
We
we
use
the
the
same
racial
ethnic
groups
that
the
u.s
census
bureau
uses,
so
we
break
them
out
at
a
high
level.
The
same
way
the
census
does,
for
the
purposes
of
the
slides.
Here,
we've
got
sort
of
the
caucasian
black
african-american
group,
and
then
the
remaining
groups
summed
up
in
that
percentage.
It's
on
the
top
right
of
the
slide
there.
H
H
They
are
a
little
bit
younger
about
average
age
is
about
37
years
old,
but
the
average
time
with
the
city
at
nine
years
and
average
years
until
retirement
eligibility
at
18
years
is
again
very
similar
to
the
organization-wide
average,
and
the
total
compensation
rates
here
as
well
are
are
highly
comparable
at
about
30
just
over
36
dollars
an
hour
and
then
with
respect
to
the
non-public
safety
workforce.
So
that
would
be
all
of
the
departments
aside
from
police
and
fire.
H
Absolutely
and
then
we
have
the
next
slide
here.
Yep
compares
back
to
2018.
There
is
a
quite
a
quite
a
bit
of
consistency.
I
would
say
between
2018
and
2020,
with
some
with
some
notable
movement
in
some
key
areas
so
again,
highly
similar
in
terms
of
average
age
years
working
for
the
city
retirement
eligibility,
things
of
that
nature.
H
One
of
the
one
of
the
key
trends
that
emerged
is
that
out
the
average
hourly
earnings
did
go
up
the
last
couple
years.
So
that's
a
sort
of
a
recognition
of
of
the
city's
progress
there.
We
also
saw
an
increase
in
average
hourly
benefits.
Part
of
that
is
because,
with
this
iteration
of
the
workforce
profile
staff
were
able
to
give
us
some
much
more
detailed
information
about
about
benefits
that
we
were
not
able
to
capture
in
the
last
last
effort
there.
H
So
we're
hopefully
a
little
bit
more
precise
in
in
this
study
effort
or
this
version
of
the
study
with
respect
to
some
of
the
total
compensation
estimates
there
and
then
with
respect
to
the
the
racial
ethnic
demographic
breakdowns
again
very
similar,
we're
talking,
you
know
a
percentage
point,
maybe
two
in
sort
of
either
direction
depending
on
on
the
group
overall,
and
they
split
then
on
a
gender
basis.
Male
female
again,
very
similar
to
2018.
H
But
a
couple
of
the
things
that
we
were
asked
to
look
at
in
more
detail
for
this
workforce
profile
included
employee
turnover
rates.
So
we
have
a.
We
got
some
against
really
detailed
information
from
staff
that
let
us
kind
of
dive
into
that
and
break
out
the
turnover
rates
on
a
citywide
basis,
as
well
as
a
public
safety,
non-public
safety
basis.
That's
kind
of
the
line
graph
you're
seeing
here
so
the
the
top
gray
line
is
the
non-public
safety
group.
H
The
light
blue
line
is
the
city-wide
average
and
then
the
dark
blue
line
is
the
public
safety
average.
The
notable
the
notable
I
think
take
away
here
is
just
that.
The
public
safety
group
actually
has
a
fairly
low
turnover
rate
compared
to
some
of
the
non-public
safety
groups
and
when
you
average
that
out
in
2019
average
turnover
rate
was
about
18
or.
H
H
And
then
the
other
key
question
we
were
asked
to
dive
into
in
some
detail
involved
earnings
by
a
demographic
group.
So
what
we
did
is
we
took
a
look
at
the
the
specific
pay
grades
that
the
city
that
the
city
classifies
employees
into
and
then
did
an
analysis
on
the
demographic
demographic
breakouts
within
each
of
those
pay
grades
and
among
the
pay
grades
as
a
whole.
The
key
findings.
There
are
really
just
that
within
each
of
the
different
pay
groups,
employees
are
generally
earning
about
the
same
regardless
of
their
race,
ethnicity
or
gender.
H
If
you
kind
of
zoom
out
and
look
at
the
patrons
on
a
macro
level
basis,
there
are
some
differences
in
race,
ethnicity
and
gender
between,
especially
on
the
non-public
safety
side.
What
we
tend
to
find
is
toward
julia's
earlier
point,
because
the
the
there's
a
difference
in
the
the
demographics
for
public
safety
and
non-public
safety
departments,
that
is
to
say
the
public
safety
departments,
have
proportionally
more
white
and
male
employees
that
that
accounts
for
some
of
the
discrepancies
we
see
in
in
the
earnings
data
and.
B
H
So
we
see
a
more
even
split
between
male
and
female
towards
some
of
the
mid-range
pay
grades
toward
the
top
some
pay
grades.
Actually,
I
think,
on
the
the
top
pig
rates
tend
to
have
more
males
in
them,
which
tends
to
skew
the
the
average
rate
then
up
a
little
bit
because
of
the
the
proportion
of
male
female
in
those
pay
grades
as
well.
B
So
hopefully,
those
addition
that
additional
information
is
something
you
found
responsive
and
in
overall
report,
and
I
know
it
was
something
that
you
were
interested
in,
so
we
wanted
to
provide
it
for
you,
so
I'm
going
to
go
ahead
and
jump
in
to
the
survey.
Employee
survey
results.
So
we
administered
the
survey
this
year
between
february
and
march,
and
the
questions
generally
ask
people
to
either
agree
or
disagree
with
a
statement
and
they're
all
framed
in
a
way
that
we
can.
B
We
allowed
for
paper
surveys
this
time
as
well,
so
people
could
fill
it
out
on
paper
and
they
were
mailed
to
us
and
so
that
folks,
who
didn't
have
access
to
technology
in
their
workplace
might
be
able
to
also
participate
this
year
in
greater
numbers.
So
we
did
have
quite
a
few
folks
that
took
advantage
of
that.
B
Around
employee
engagement,
there's
a
couple
of
things
and
we'll
get
into
some
of
the
the
category
changes,
but
one
of
the
things
just
to
you
know
kind
of
look
at
and
note,
I
think,
with
some
real
pride
for
the
city
in
terms
of
how
they
did
on
things,
there's
a
couple
of
key
questions
that
improved
pretty
significantly
in
2018.
One
of
the
lower
category
ratings
was
in
department
leadership
and
they
had
tremendous
improvement
in
that
area
this
year.
B
So
wages
and
benefit
were
also
a
very
low
category
in
2018,
but
it
was
better
this
year
and
I
would
say,
in
general,
communications
and
employee
wages
are
the
bottom
two
agreement
levels
in
any
organization
when
we
do
this
type
of
surveying.
But
the
progress
that
you
made
is
important
and
I
want
to
talk
about
it,
in
particular,
with
a
couple
of
departments.
B
So
these
are
all
the
categories
you
see
the
agreement,
this
nick
slide
breaks
it
by
department,
and
you
know
one
of
the
things
we
had
some
departments
that
also
made
incredible
strides.
You
know
kind
of
worse
to
first,
if
you
will,
in
terms
of
overall
scores,
and
so
we're
really
pleased
with
the
effort
that
the
the
city
made
to
change
the
results.
B
The
whole
idea
behind
doing
an
employee
survey
is
to
figure
out
how
you
can
move
the
needle
and
improve
employee
engagement,
so
a
couple
of
areas
with
minor
decline,
but
for
the
most
part
the
departments
went
up
overall,
with
some
increasing.
Quite
significantly,
I
think
new
leadership
in
the
fire
department
dramatically
increased
their
results
and
it
took
a
real,
serious
approach
this
year
to
addressing
some
of
the
issues
in
the
survey
as
well
as
planning,
and
you
see
those
things
you
see
the
results
in
this
survey
in
the
open-ended
responses.
B
We
ask
some
open-ended
questions
and
we
code
those
they
tend
to
fall
into
categories,
about
increased
wages,
enhanced
communication,
greater
use
of
technology
and
then
and
potentially
around
improving
coordination
and
communication
between
departments,
which
is
something
that
we
saw
as
a
lower
score
in
some
of
the
different
departments
that
that
tend
to
rely
on
each
other.
For
for
collaboration,
I
want
to
make
a
comment
about
the
I'm
trying
to
go
back
to
to
this
the
question
around
wage
and
benefits.
I
was
you
know.
I
was
curious.
B
Your
earlier
agenda
item
today
receiving
that
that
information,
when
I
met
with
tom
o'brien
this
week
to
go
over
his
department's
results.
It's
it's
just
interesting
to
me
to
note
that
within
public
services,
which
is
where
environmental
services
is
housed,
they
the
questions
about
being
satisfied
with
the
city,
pay
and
benefits
you
see.
On
average,
the
level
of
agreement
was
64,
but
within
public
services
it
was
91,
so
a
full
19
better
than
the
rest
of
the
organization.
B
So
I
just
thought
that
was
an
interesting
kind
of
contrast
with
some
of
the
things
and
of
course
this
is
pre-pandemic,
so
I
realized
some
of
those
issues
might
be
pandemic
related,
but
I
thought
I
would
mention
that
today,
as
a
as
a
note
of
interest
for
you
all,
given
other
things
that
are
happening
in
the
city
again,
overall
themes
that
I
would
say,
employees
are
generally
they're
dedicated
and
engaged.
They
have
positive
relationships
with
their
co-workers
and
supervisors.
B
Compensation
is
always
the
womp
womp,
you
know,
it'd
be
nice
to
get
paid
more
and
communication
always
could
be
improved,
and
then
you
know
employees
on
on
the
whole
believe
that
the
city
values,
diversity,
and
what
we
like
to
point
out
is
that
those
of
us
who
are
white
tend
to
have
a
more
favorable
view
of
that
question,
so
white
m
than
than
non-white
employees.
So
I
just
you
know
like
like
us
to
keep
that
in
mind
when
we,
when
we
see
this
data,
just
a
note
too,
about
our
methodology.
D
D
Can
we
go
back
to
that
screen
for
a
second
absolutely,
and
I
think
it's
many
it's
the
third
bullet
many
feel
there's
an
opportunity
to
revise
compensation
for
more
and
blah
blah
blah
blah.
Did
you
break
that
down
by
salary
by
color
ethnicity?
Did
you
do
any
breakdown
there,
whether
or
not
there's
any
specific
group
that
might
have
more
concerns
than
the
other.
B
That's
a
fair
question:
council
member
and
my
my
recollection.
I
know
I've
gone
over
all
of
this
with
the
departments
at
a
department
level.
I
don't
think
I
have
a
demographic
breakdown
there,
but
that's
certainly
something
that
we
could.
I
think
we
could
do
right,
josh
and
just
in
terms
of
a
different
way
of
slicing
that
data,
so.
H
Yeah,
that's
that's
correct
and
I
think
that
the
finding
there
really
comes
out
of
both
people's
responses
to
the
the
the
survey
rating
questions
that
we
ask,
as
well
as
the
open-ended
results.
And
so
there
is
some
fuzziness
with
how
we're
able
to
break
that
out
demographically.
But
it's
something
that
we
can
explore.
B
Yeah,
you
know
what's
what's
interesting
and
so
just
as
a
a
conscious
council
member
too
I
mean
before
public
services.
91
were
generally
pleased
with
you
know
the
the
benefits
and
pay
offered
by
the
city.
So
that's
incredibly
high
level
agreement
on
the
compensation
question
given
64
percent
overall
and.
B
Yeah
exactly
and
then
in
other
you
know
in
your
public
safety
departments,
which
tend
to
be
paid
better,
their
score.
There
was
much
lower,
and
so
it's
it's
it's.
You
know
not
about
the
dollar
value
right.
It's
about.
You
know
people's
perception
of
contribution
and
worth,
and
I
also
think
that
there
was
a
real
movement
within
some
of
the
general.
B
You
know
governmental
services
because
of
the
effort
that
the
city
made
to
increase
some
of
those
low
salaries
and
people
recognized
that-
and
I
think
that
was
also
reflected
in
the
tone
of
some
of
the
comments
like
there
was
some
gratitude
and
appreciation
in
those
areas.
So
I
think
it's
important
to
note
that.
B
Well,
we
didn't
get
into
the
why
I
think
historically,
there's
a
lot
of
reasons
why
those
things
exist,
but
this
was
really
just
about
the
what
the
demographics
are
of
the
of
the
different
organization,
and
I
know
that
that's
a
it's
a
concern.
I've
met
with
the
fire
chief,
I
haven't
met
with
chief
reynolds
yet,
but
I
know
that
that's
a
concern
in
an
area
that
he's
focused
on
okay.
B
Thank
you
so
just
to
to
kind
of
remind
you
all
in
terms
of
methodology,
what
we
use
for
our
survey
methodology.
We
call
the
key
driver
analysis.
Basically
it
it
tells
us.
You
know
what
what
makes
a
happy
employee,
what's
the
secret
sauce
to
getting
those
overall
agreement
with
the
employee
engagement
questions,
so
they
were
slightly
different
between
2018
and
2020,
so
just
kind
of
want
to
make
some
note
of
that.
B
B
So
it
didn't
go
well,
I
I
would
probably
what
I
would
say
is
it
went
down
because
it
didn't
go
up
so
and
what
I
mean
by
that
is
that
in
2018
there
was
a
less
perception
that
the
relationship
with
residents
was
positive
and
I
think
it
was
more
positive
in
2020,
and
so
it
did
not
necessarily
have
that
impact
on
the
engagement
piece.
So
again,
these
are
the
things
that,
if
you
work
on
them
you're
going
to
improve
the
overall
level
of
engagement.
B
So
I
want
to
share
with
you
a
couple
of
the
key
driver
statements
that
you
know
that
are
related
to
engagement,
that
we
focused
on
so
one
2020
is
feeling
respected
in
the
workplace
by
department
leadership,
the
ability
to
make
a
change
if
something
doesn't
seem
to
be
working
and
getting
the
connection
between
my
individual
work
and
the
overall
goals
of
the
department.
So
slight
change
from
2018.
B
What
we
appreciated
you
know
it's
it.
We
appreciate
our
relationship
with
the
city
of
charleston
because
we're
there
with
you,
as
you
really
work
on
moving
the
needle
in
some
of
these
areas
and
one
of
the
things
that
the
the
mayor
and
his
team
took
very
seriously
was
the
results
of
the
2018
survey,
made
some
changes
and
I
would
say,
going
forward
continuing
to
work
on
those
relationships
between
employees
and
direct
service
supervisors.
That's
an
area
of
general
satisfaction
and
it
is
critically
important
to
employee
engagement.
B
The
value
among
diversity
and
inclusion
is
very
important
and,
I
think,
becomes
increasingly
important,
as
our
kind
of
our
country
is
in
this
big
crescendo
right
now.
Just
dealing
with
some
of
these
events
and
and
issues
in
a
more
straightforward
way
than
perhaps
we
have
before
helping
people
make
the
connection
between
their
individual
job
and
the
goals
of
the
broader
department
and
making
sure
folks
have
the
increase
the
information
they
need
to
do
their
jobs.
B
I
think
the
focus
on
innovation
and
creating
that
culture
of
innovation
is
gonna
provide
an
environment
where
people
are
more
comfortable,
taking
risks
and
so
continuing
to
do
that
in
a
measured
way
and
getting
more
feedback
from
employees
as
they
as
they
do
their
job
and
take
the
barriers
away.
So
they
can
contribute
in
a
positive
way.
So
again,
this
should
be
nothing
but
good
news.
I
think
for
the
city
this
year
and
we
can
all
use
a
little
bit
of
good
news
right
now.
B
L
I
just
need
to
sign
off
for
another
meeting.
I'm
sorry
I
gotta
leave,
but
I
wanted
to
thank
julia
for
their
work
with
us,
because
what
we're
trying
to
do
is,
I
think,
evident,
is
create
a
culture
where
we're
always
trying
to
improve
ourselves
and
improve
our
relationships
and
and
engagement
and
communication.
So
you
know,
even
though
this
is
a
good,
I
feel
like
it's
a
good
report.
It's
it's
just
about
weather
that
we
need
to
keep
up
these
efforts
for
improving
our
organization.
A
A
And
then
maybe
kaye
would
let
us
know
what
what
is
the
next
steps
for
the
report?
Do
you
do
you
have
little
focus
groups
among
the
departments
or
how
do
we,
you
know,
put
this
into
action.
The
things
that
julia's
telling
us
to
continue
to
work
on,
or
what's
your
game
plan
for
all
of
that
once
the
budget's
done.
I
know.
J
J
Just
given,
you
know
the
the
situation
that
we're
in
you
know
because
of
the
pandemic,
I
was
actually
looking
over
my
goals
and
objectives
that
I,
the
mayor
and
I
had
discussed
last
year
and
they're
very
different
than
what
they
they're
going
to
be.
I
think
communication
is
something
that
we
need
to
conscribe
to
continue
to
improve,
not
something
that
generally
has
a
cost
to
it.
I
think
that's
something
that
we
we
should
try
to
to
move
forward,
and
I
think
that
you
know
there's
a
couple
of
things.
J
You
know
that
was
in
the
survey.
Employees
really
liked
flexible
work
schedules
working
from
home,
and
I
know
that
I
know
councilman
jackson,
that's
on
your
on
the
agenda
for
later,
but
I
think
that's
one
thing
we
can
also
do
is
continue
working
on
our
telecommuting
policy
and
and
try
to
streamline
that.
J
I
think
that
overall
employees
like
having
that
option,
so
I
think
there
are
some
things
we
can
do
to
hopefully
continue
to
you
know
to
promote
you
know
happiness
amongst
our
employees,
but
again
I
just
I
think
we
are
going
to
be
somewhat
limited
with
with
budgeting
with
funding
for
next
year,
more
so
than
I
thought
we
were
going
to
be
this
time
last
year,
but
but
anyway,
I'm
also
open
to
you
know
any
any
recommendations.
Julia
has
as
well.
J
She
did
on
councilmember
jackson
provide
some
what
I
thought
was
very
interesting
information
about
telecommuting
and
you
know
kind
of
what
you
know
best
best
practices
and
that
the
little
video
you
sent
me
julia
was
really
cute.
I
like
that
so
yeah.
I
think
that
there
I
think
that
once
we've
had
a
chance
to
really
absorb
it,
you
know
have
some
further
discussion.
B
Can
I
add,
on
just
a
little
bit
kay,
you
know
just
to
kind
of
going
back
for
the
you
know:
how
do
we
how
we
work
this
one
of
the
things
that
we've
done
is
we?
We
have
a
process
for
sharing
the
reports
with
the
the
council,
once
they're
shared
with
the
committee
as
they've
been
with
you
they're
available
to
the
full
city
council,
the
departments
all
have
their
results
and
we
work
closely.
B
You
know
our
partnership
through
the
mayor's
office
with
with
amy
and
susan
poteet
in
the
office
of
service
and
process
and
process
and
service
improvement,
kind
of
drives,
some
of
the
organizational
work
planning,
and
so
those
groups
own
it
for
the
organization,
so
k
doesn't
have
to
own
all
of
it.
You
know
she
plays
a
critical
role
and
I,
my
hat,
really
has
been
tipped
to
her,
because
the
improved
scores
in
communication
are
directly
related
to
them.
A
C
B
So
we
wouldn't
know
if
they
took
it
before
or
not.
All
all
we
know
is
the
difference
in
the
response
rate
from
18
to
20
20..
So
we
did
have
a
improved
response
rate,
so
you
would
assume
there
would
be
some
new
people
press.
You
know
general
attrition.
Obviously
the
turnover
that's
going
to
change
things,
but
74
response
rate
of
all
employees
is
incredibly
high
and
we
thought
we
did
great
in
2018
when
we
had
668
percent
response
rate.
So
we
look
for
anything.
B
A
B
Right,
I
think
the
you
know,
the
confidentiality
piece
is
something
we
try
really
hard
to
get
people
comfortable
with
it
comes
back
to
us.
We
can't
trace
it
back
to
any
individual,
and
so
it
increases
people's
comfort
level
when
they're,
when
when
we're
administering
it
and-
and
we
feel
really
good
about
that
connection
with
the
city,
even
even
the
paper
results
this
time,
knowing
that
they
were
coming
straight
to
us
and
we
coded
them
so.
D
D
There's
that
difference
and
the
reason
why
I'm
asking
it
is
three
dollars
an
hour
times.
40
is
120
a
week
and
if
I
keep
going
up,
it's
a
considerable
amount
of
of
a
difference
and
then
as
they
back
up
to
that
question,
do
we
have
a
comparison
of
the
hourly
rates
between
non-whites
and
whites,
regardless
of
the
department?
Be
it
be
it
public
safety
or
non-public
safety.
B
D
B
Yeah
so
lean
back
on,
there
is
the
the
data
that
we
looked
at
was
within
every
job
classification,
and
so,
if
us
job
classification,
whatever
it
is,
we
looked
at
pay
across
the
racial
and
gender,
and
what
we
found
was
that
an
employee
in
the
job
classification
made
same
amount
of
money
regardless
of
race
or
gender,
and
that's
a
that.
That
was
a
critical
finding
just
to
to
have
that
data
point
so
dependent.
D
B
B
A
Yeah
we'd
love
to
have
that.
Thank
you
so
much.
Thank
you.
I
hate
to
cut
this
short
because
I
I'm
I'm
always
interested
in
you
know
all
the
things
to
do
with
keeping
track
of
our
employees
and
how
we
can
better.
Their
engagement
in
their
job
engagement
seems
to
be
one
of
the
new
theme
words
that
we,
we
say
a
lot
these
days,
but
we
do
have
three
other
decisions
to
make,
or
at
least
consideration.
A
So
I
can't
say
enough
about
ms
alterman's
leadership
of
the
commission
on
women,
her
leadership
around
the
state
and
the
atlantic
seaboard
for
women
in
general,
she's,
former
chairman
of
the
women's
rights
and
empowerment
network,
former
executive
director
of
the
women's
center
here
in
charleston
and
now
she's,
happily
retired,
sort
of
to
wadmalov.
But
she
comes
to
the
city
to
to
do
her
thing
for
the
women.
So
please
introduce
the
topics.
Ms
alderman,
and
I
know
you
need
to
get
off
the
call
as
you
do
so
so.
Thank
you
very
much
for
being
here
well.
O
I
appreciate
that
very
much
council
member
jackson,
and
I
also
want
to
throw
kudos
at
the
hr
department
for
the
city.
Y'all
have
done
an
amazing
job
and
we
really
appreciated
it
several
years
ago
when
we
came
and
talked
to
you
all
about
short-term
disability
and
you
jumped
on
it,
and
you
got
it
done
so
today,
I'm
here
to
represent
the
commission
with
unanimous
votes
on
everything
to
present
three
items
to
you
own,
two
of
which
have
no
financial
impact.
O
The
third
has
a
huge
financial
impact
so
and-
and
I
understand
the
shortages
we're
looking
at
with
the
budget-
and
I
respect
that
the
first
is.
We
would
like
to
request
that
the
city
take
the
salary
history
question
off
of
the
job,
application
and
kay.
I
know
how
you
use
that,
and
I
I'm
a
former
hr
person
myself,
but
particularly
in
recent
years,
it's
been
shown
that
it
can
create
sort
of
a
an
implicit
bias.
O
Sometimes,
if
people
are
making
far
less
than
maybe
what
their
new
job
is
going
to
pay
and
that
affects
women
and
minorities
more
than
anybody
else
and
we
just
figured
it
would
help
level
the
playing
field.
And
after
listening
to
to
julia's
report,
I
think
it
can't
it
can't
do
anything
but
help,
and
I
hope
kay
you
know
you
can
agree
with
that
kind
of
thinking.
O
The
second
thing
is,
we
have
looked
as
a
commission
at
the
impact
of
the
pandemic
on
the
working
from
home
situation,
and
particularly
women
working
from
home-
and
I
understand
the
city
has
men
and
women
working
from
home,
and
your
temporary
policy
k
is
excellent,
absolutely
excellent
and
very
thorough.
We
would
like
to
make
one
recommendation
and
that
is
to
include,
within
your
best
or
within
your
policy,
that
employees
have
to
sign
on
log
on
and
log
off,
so
that
they
don't
leave
their
computers
open
on
the
dining
room
table.
O
O
Thank
you,
ryan,
landry
for
being
the
ultimate
patient
tutor
for
me
in
all
things
around
paid
leave,
but
we
did
come
up
with
a
staggered
approach
that
we
originally
wanted
you
to
consider
starting
in
january
of
2021.
We
realized
that
could
be
difficult,
but
because
the
whole
plan
is
laid
out
in
six
month
increments.
You
could
bump
it
until
you
get
to
where
you
can
start
that
funding,
and
I
don't
think
anyone
is
going
to
find
fault
with
that.
But
we
want
to
keep
it
on
the
table.
Definitely.
O
O
Went
up
to
six
weeks
and
then
we
you
know
we
did
it
incrementally
that
way.
So
it's
not
one
giant
hit
in
any
particular
budget
year
and
I
think
for
the
for
the
third
year
in
which
the
last
six
months
would
be
12
weeks
for
the
categories
it
was
still
under
a
million
dollars.
Am
I
right
ryan?
Does
that
ring
true.
A
N
N
Yes,
I
was
going
to
share
my
screen
and
just
show
you:
can
you
all
see
that?
No,
no?
Okay?
How
about
that?
Yes,
okay!
So
if
you
were
to
apply
for
a
city
job,
our
postings
are
done
through
civic
plus,
which
is
also
our
website,
and
this
would
show
you
kind
of
how
you
would
view
required
field.
So
over
here
name
address
zip
code.
N
Really
all
of
these
fields
are
optional
and
it
will
let
you
pass
through
some
people.
Some
will
submit
an
application
and
they
also
attach
a
resume,
and
sometimes
they
don't
even
complete
these
fields.
So
it's
definitely
not
a
required
field.
There
is
a
starting
rate
and
a
final
rate,
but
just
to
let
you
know
when
somebody
does
include
that
information,
how
that
falls
into
our
process.
N
So
the
beginning
of
the
process
is
a
job
requisition,
and
that
goes
to
budget
for
approval
right
now,
they're,
not
approving
very
many,
because
we're
in
a
hiring
freeze,
but
but
this
was
one
that
was
approved.
I
think
in
january
maybe
budget
would
assign
a
salary
range
that
you
can
see
over
here
on
the
left
side
authorized
hiring
range,
that's
going
to
start
at
the
minimum
for
the
grade,
and
then
it's
going
to
go
to
a
range.
N
And
then
at
no
point
is
the
current
salary
reviewed
and
a
salary
offer.
So
I
know
that
in
the
private
sector-
and
maybe
in
some
other
governments,
they
may
use
that
salary
as
a
basis
or
a
starting
point
and
saying
if
somebody
makes
fifty
thousand
dollars
we're
going
to
need
to
pay
them
more.
That's
really
not
the
case
here
and
often
times
we
may
be
paying
them
less
than
where
they're
coming
from,
because
we
want
to
make
sure
we're
maintaining
equity
within
the
city.
N
So
two
things
that
we
keep
this
this
field
and
the
information
we
receive
is
for
helping
us.
Sometimes
we
may
receive
an
application,
and
it
may
be
somebody
who
is
working
in
a
similar
position
in
another
government
entity.
It
may
be
one
of
our
fellow
local
governments
and
it
helps
give
us
an
idea
if
salary
is
a
good
bit
higher
than
our
other
employees.
N
It
gives
us
a
starting
point
to
have
a
conversation
with
budget
and
looking
at
that
that
maybe
we're
not
competitive
with
the
market
and
sometimes
we're
also
taking
that
into
consideration
with
how
long
the
position
has
been
vacant.
The
difficulty
we've
had
filling
that
position,
but
we
would
not
just
simply
hire
the
person
based
on
their
current
salary.
We
would
take
a
look
at
other
employees
as
well,
and
if
we
made
adjustments,
we
would
make
adjustments
to
that
group
and
then
also
we
I've
used
this
honestly
in
in
the
last.
N
You
know
six
months
someone
may
put
on
their
application
that
they're
currently
making
eighty
thousand
dollars
someplace
else,
and
maybe
I
posted
a
range
of
53
to
57..
That
gives
me
the
opportunity,
as
a
hiring
manager,
to
start
the
conversation
about
salary
to.
Let
them
know
that
currently
the
job
we
have
posted
has
this
range,
I
think
a
lot
of
times
in
other
organizations.
Maybe
that
hiring
range
doesn't
mean
as
much
and
it
looks
like
just
a
starting
point
for
negotiation
with
the
city's.
N
You
know
financial
situation,
the
way
that
we
use
this
and
budget
uses
this
is
that
is
what's
budgeted,
so
anything
going
outside
of
that
is
going
to
require
a
good
bit
of
review
by
budget.
So
we
normally
would
have
a
conversation
with
that
applicant
and
let
them
know
this
is
the
hiring
range.
This
is
what
we
have
budgeted.
I've
noticed
that
you're
currently
making
thirty
thousand
dollars
more
than
that.
Do
you
still
want
to
be
considered
and
move
forward
in
the
process,
and
then
sometimes
people
places
people
will
say.
Yes,
I
want
to
I'm.
N
N
They,
when
we
got
to
the
point
of
making
that
offer,
they
were
seeking
a
position
that
made
30
000
more
and
then
that
delayed
our
process
and
delayed
us
and
moving
on
to
the
second
candidate
which
sometimes
might
make
you
lose
a
candidate
if
you've
got
a
little
bit
of
lag
time
there.
So
that's
just
to
let
you
know
how
we
use
the
information
and
and
the
benefits
from
what
we
see.
A
J
And
councilmember
jackson,
I
would
just
like
to
add
that
you
know
I'm
the
mayor,
absolutely
values.
You
know
the
hr
committee
and
council's
recommendations
and
I'm
sure
he
would.
You
know
really
want
to
know
how
you
feel
about
this
question,
but
I
I
would
just
like
to
share
with
you.
This
is
more
of
an
administrative
type
issue.
I
don't
it
doesn't
really
require
an
ordinance
or
you
know
anything
quite
that
formal.
The
first
year
the
mayor
was
in
office.
J
He
called
me
and
asked
me
there
was
a
movement
to
remove
that
question
on
the
application
about
criminal
history,
and
he
called
me
and
asked
me
how
I
felt
about
it,
and
I
said
I'm
absolutely
fine
with
removing
it.
It's
you
know
because
we're
whoever
we
select
we're
going
to
do
a
background
check
on
all
that
really
does
is
prevent
hiring
managers
from
screening
people
out
automatically
without
at
least
giving
them
the
opportunity
to
maybe
get
an
interview
and
maybe
talk
to
them
and
maybe
explain
what
happened.
J
You
know
maybe
there's
a
there's,
a
reason
for
what
that
is
whatever
it
was,
so
I
removed
it
the
same
day.
So
it's
you
know,
so
if
you
know
again,
if
you
all
recommend
to
the
mayor
that
you
want
the
question
removed
and
if
is
in
agreement,
you
know
we
don't
feel
really
strongly
about
it.
We
do
use
the
information,
we
absolutely
do
not
use
it
in
a
negative
way.
We
do
think
there's
some
benefit
to
us
again.
This
is
you
know.
F
F
You
know
someone
may
make
eighty
thousand
dollars
somewhere
else
and
the
job
here
may
be
fifty,
but
when
you,
if
I'm
making
eighty
thousand
dollars
in
manhattan,
that's
a
whole
lot
different
than
80
000
in
charleston,
and
so
you
don't
know
people's
different
situations,
and
things
like
that-
and
this
honestly
gives
you
like
a
conversation
starter,
that
it
wouldn't
otherwise
afford
you.
So
there's
no
there's
no
downside
to
it.
There
are
potential
upsides
to
it
in,
in
my
mind,
thank
you.
A
I
mean
that
is
the
same
way
of
getting
to
the
to
the
same
early
early.
I
think
I
think
that
you
know
what
what
impressed
me
about.
Heather's
explanation
to
us
is
that
you
don't
want
to
keep
people.
You
know
on
the
line
fishing
for
something
that
that
won't
work
out
for
for
both
parties
reasons.
So
I,
as
a
as
an
early
indicator,
I
can
see
the
wisdom,
but
I
I
do
feel
like.
I
know
that
ms
alderman
could
speak
to
the
reasons
that
the
commission
on
women
came
to.
A
This
is
a
unanimous
recommendation
to
us.
Is
you
know
we
plan
a
much
bigger
universe
these
days
and
to
have
stigma
is
probably
too
hard
a
word,
but
to
have
that
reputation
that
we
are
trying
to
you
know
protect
our
own
interests
as
an
employer
compared
to
widening
the
net
for
people
that
might
not
normally
come
to
the
city
to
apply
for
for
a
position.
A
J
This
is
kay
yes,
we
always
post
a
range
and
it's
usually
a
fairly
narrow
range.
I
mean.
Sometimes
it
can
be
a
little
broader
depending
on
the
position
and-
and
I
know
that
you
would
think
that
you
know
someone
would
look
at
that
salary
range
and
think,
oh
well,
you
know
I
definitely
want
more
than
that,
so
I'm
not
going
to
apply,
but
that's
not
always
been
our
experience.
J
J
A
I
would
say,
if
we're
talking
about
this
as
a
communication
tool
device,
I
I
really
am
sort
of
warm
to
the
idea
of
the
expected
salary.
I
mean
that
takes
the
the
you
know
the
stigma
out
of
it
in
terms
of
what
we're
trying
to
get
at
and
and
but
also
would
serve
sort
of
the
same
purpose
or
maybe
identically
the
same
purpose.
So
what
do
you
think
about
that?
Should
we
make
that
recommendation
to
the
mayor?
I.
A
D
J
I
mean,
and-
and
I
do
have
a
meeting
coming
up
in
a
few
weeks
with
him
I'll-
be
happy
to
ask
him
and
actually
share
that
recommendation
with
him
and
and
and
I'm
I'm
I'm
very
open
to
that-
I'm
very
open
to
to
just
asking
that
question
and
and
I'm
happy
to
talk
to
him
and
see
how
he
feels.
As
I
said,
it's
not
a
it's,
not
a
difficult,
you
know
change
to
make
and
it's
and
it's
not
something
that
you
know
I've
like.
I
said
I
don't
feel
that
strongly
about
it.
J
F
J
I
I
think
that
the
recommendation
of
of
having
employees
turn
their.
You
know
log
off
their
computer
when
they
walk
away
from
it,
I
think,
is
a
good
one.
I
think
that's
a
good
addition
to
the
policy
and
I
and
I
think
we
have
a
good
basic
temporary
policy,
but
but
having
said
that,
I'd
like
to
have
a
little
more
discussion
with
department
heads
because
I've
gotten
a
little
bit
of
mixed
reviews
on
how
the
telecommuting
has
gone.
I
think
there's
ways
we
could
improve.
L
J
A
That
that
I
mean
I
think
that
is
the
bigger
recommendation
this
cross.
I
didn't
mean
to
confuse
the
topic
that
the
women
the
women's
commission
has
made
the
recommendation
to
us
and
to
you
and
to
the
mayor
that
we
would
make
permanent
what
is
currently
the
temporary
work-at-home
policy.
So
that's
a
big
recommendation:
how?
How
do
you
structure
it,
for
you
know,
fine-tuning
it
after
you've
talked
to
the
department,
heads
and
things
like
that
which
would
be
of
interest
to
us,
but
the
big
recommendation.
D
D
A
You
know
a
better
fit
to
the
overall
city
way
of
of
wanting
this
policy
to
become
permanent,
but
I
I
do
think
that
maybe
it
would
be
helpful
since
the
mayor
couldn't
be
with
us
during
this
conversation,
if
we
at
least
took
a
vote
to
say
we're
in
support
of
crafting
a
policy
that
will
become
permanent
on
january
1st
and
then
and
then
allowing
the
department,
heads
and
and
the
hr
department,
to
put
it
together.
How
does
that
sound.
F
I
do
kind
of
a
I
guess
kind
of
how
chronologically
this
goes.
So
if,
when
you
go
and
speak
with
the
department
heads
kay,
I
assume
then
that
this
a
telecommute
work
from
home
policy
is
not
going
to
be
blanket
for
the
entire
for
all
employees,
but
I
I
wouldn't
have
to
kind
of
flex
based
on
what
your
position
within
the
city
is.
I
mean
obviously
there's
some
positions
where
they
would
not
be
able
to
telecommute,
so
we'll
gain
some
clarity.
Regarding
that
correct.
J
Oh
absolutely
and
you're
correct,
and
I
think
that's
you
know
been
it's
the
hardest
part
of
telecommuting
is
that
it's
every
position
is
not
a
fit
right
and
in
some
departments
I
think
that
has
caused
some
unhappiness
with
some
employees
who
can't
and
they
see
other
employees
who
are
able
to
do
it
and,
as
you
stated,
councilmember
gregory
you're
absolutely
right.
You
know
people
love
it.
I
mean
employees
like
to
do
it
and
it's
just
it's
a
little.
J
It's
unfortunate
when
you
have
someone
who
wants
to,
but
they
that
they
can't
just
by
the
nature
of
their
job,
but
there
may
be
workarounds
there
may
be
employ.
Maybe
they
could
do
it
a
few
days
a
week?
Maybe
they
could
do
it
one
day
a
week,
maybe
they
could
flex
their
hours
where
they
could
work
some
hours
from
home
and
some
hours
in
the
office.
I
mean,
I
think,
that
every
department
is
going
to
have
to
figure
out
because
our
operations
are
so
diverse.
J
As
you
know,
I
think
every
department
is
going
to
have
to
kind
of
figure
out
what
works
for
them.
I
mean
the
way
I
was
envisioning
and
approaching
it
was.
I
was
going
to
ask
tracy
mckee,
who
I
don't
know
if
you
know
this,
but
we
have
department
head
meetings
once
a
month
that
she
has
they're
called
ace
team
meetings
and
there's
an
agenda
for
every
meeting
and
we
can
take
topics
and
all
the
department
heads
can
weigh
in
on
them
and
discuss
it.
J
And
you
know
you
can
get
different
view
and
I
think
they're
very
helpful,
but
so
I
I
was
thinking
that
the
next
one
we
have.
I
would
ask
tracy
to
put
that
on
the
agenda
and
just
kind
of
open
it
up.
I'd
like
to
get
a
a
better
feel
for
how
departments
are
how
their
what
their
experience
has
been
and
if
they
have
any
concerns
going
forward.
J
Everyone
who
is
telecommuting
now
has
signed
the
telecommuting
agreement,
so
we
have
a
signed
agreement
on
five
for
everyone
he's
pulling
us
where
everyone
understands
whether
what
he
should
be
doing
and
how
it's
working.
But
I
would
also
like
to
just
add
the
one
thing
that
hampers
us.
A
little
bit
is,
as
you
know,
we
are
you.
J
J
D
A
D
D
I
mean
it's,
it
helps
with
traffic,
it
helps
with
a
number
of
things,
and
I
think
that
the
the
city
should
start
considering
these
kinds
of
approaches
and
get
into
the
21st
century
as
quickly
as
possible,
because
when
you
think
about
it,
if
you
do
telework,
we
don't
need
as
much
space
as
we
are
renting
right.
Okay,
there's
there
are
a
number
of
things
that
that
that
could
affect
us
in
a
very
positive
way.
If
we
do
the
telecommuting-
and
we
do
flex
time.
J
D
J
They
can
pick
up
their
children
because
they're
leaving
a
little
early
for
my
office
having
someone
here
at
7
30,
maybe
working
till
six
or
even
seven-
that
just
expands
my
area
of
time
that
someone's
here
and
available
if
the
department
needs
someone.
So
I
have
people
coming
in
my
office
different
times
of
the
day
because
it
works
it
works
for
us
again.
I
realize
every
department's
a
little
different,
but
I
do
think
that
some
departments
are,
you
know,
kind
to
trying
to
be
more
open-minded
about
flex
time.
J
A
Why
don't
we
go
ahead
and
take
our
vote
then
that
we
would
like
to
see
a
permanent
policy
in
place
to
the
liking
of
the
department,
heads
and
the
hr
and
the
mayor,
and
hopefully
we'll
we'll
hear
it
reported
back
to
us
and
if
we
can
include
flex
time
as
as
an
official
part
of
that
same
policy
or
develop
a
little,
you
know
flexible
flex,
time
policy
that
that
doesn't
even
really
need
to
be
in
writing.
Then
we're
all
in
favor
of
that
too.
So.
C
A
I
do
think
that
you
know
we
should
discuss
it
seriously
because
the
budget
is
going
to
be
you
know
going
forward.
This
will
probably
be
our
last
meeting
before
the
ad
hoc
committee
budget
committee
puts
the
full
set
of
parameters
to
the
to
the
overall
budget.
So
I
doubt
if
we'll
have
a
chance
to
have
another
fight
at
this
apple,
and
I
I
would
entertain
a
motion
to
consider
this
recommendation
from
the
women's
commission
and
then
we
can
discuss
it
in
and
potentially
amend
it
or.
E
F
C
I
I
I
like
the
idea-
and
I
like
the
incremental
thing.
I
worry
about
the
timing
right
now.
We
don't
know
what
the
future
is
going
to
hold
and-
and
I'm
I'm
a
little
concerned
about,
even
with
the
incremental
putting
this
out
at
this
time.
I'm
just
worried
about
the
timing
and
all
the
decisions
we
don't
know
when
we're
coming
out
of
this
situation.
C
M
Okay,
so
this
is
amy,
I
just
want
to
say
I
I'm
not.
The
incremental
will
work
right
honestly
doing
it.
Six
months
to
six
months,
I
mean
it's
hard
for
us
to
implement
anything
that
way,
and
especially
heather
and
kay
can
help
me
out
with
this
with
with
leave
and
things
like
that,
how
difficult
that
makes
it
for
us
to
do
it
that
way.
M
J
The
fmla
leads
into
to
try
to
administer
fmla,
that's
you
know,
has
different
parameters
during
the
same
calendar
year
would
would
be
problematic
for
us.
So
I
you
know
we
would
you
know
whatever
this.
You
know
the
the
city
decides
to
do.
We
would
we
want
it
to
be.
You
know
calendar
year,
because
that's
that's
how
our
budget
year
works
and
that's
how
you
know
as
far
as
tracking
it.
J
It
would
just
make
extremely
difficult
for
us
to
do
it
the
way
it's
laid
out
and
while
you
know
we
do
support
you
know,
you
know,
certainly
maternity
paternity
leave.
I
I
love
I
mean
you
know.
I
know
that
there's
only
one
municipality
in
south
carolina
that
actually
provides
this
now
I
I
certainly
love
being
just
I
love
being
able
to
say
the
city
of
charleston
is
the
only
municipality
in
the
state
that
offered
that
we
actually
pay
for
all
of
our
employees
to
have
short-term
disability.
J
We
are
the
only
one,
including
rock
hill.
They
don't
offer
that
we
pay
280
000
a
year
for
our
employees
to
have
it
so
believe
me,
I
love
being
able
to
add
anything
to
our
benefit
package
to
make
working
for
the
city
more
attractive.
But
I
I'm
also
a
little
concerned
because-
and
I
don't
know
as
far
as
how
it's
laid
out
and
I
I
would
prefer
that
if,
when
we
do
or
when
it
is
taken
to
council,
you
guys
vote
on
it,
I'm
not
sure
about
the
12
weeks.
I
I
need
to
just.
J
I
just
need
to
be
honest
with
you
that,
after
that
meeting
at
council
there
were
many
department
heads
who
expressed
a
concern
to
me
that
giving
this
much
leave,
especially
the
caregiver,
leave
part
of
it.
That
is
just
really
very
open-ended,
and
it's
very
very
different
than
what
other
organizations
who
do
offer
leave,
because
even
the
federal
government
they're
starting
their
maternity,
paternity
leave,
october
1,
but
they're
not
offering
any
caregiver
leave
so,
and
we
can't
find
anybody
in
the
country.
J
So
I
would
like
before
we
you
know,
get
to
that
level
where
we're
talking
about
giving
our
employees
that
much
paid
leave
in
addition
to
the
sick
leave
the
annual
leave
and
all
the
other
leave
they
already
have.
I
just
I
just
think
that's
another
thing
that
perhaps
we
should
have
some
discussion
with
department
heads
about
to
see
kind
of
how
they
feel,
because
I
know
that,
no
matter
what
we're
going
to
expect
them
to
do
their
jobs
and
run
their
departments.
D
D
D
We
clearly
understood
that
it
might
raise
some
issues
with
respect
to
management,
but
I
think
that
you
know
if
council
has
voted
on
it.
I
think
that
what
we
need
to
do
now
is
to
figure
out
how
we
can
make
it
work.
The
timing
is
something
different,
but
I
do
think
that
council
has
already
voted
to
do
it
and
I
think
that
we
need
to
honor
it,
particularly
as
as
as
a
committee,
because
the
body
of
the
whole
voted
for,
and
I
think
it
was
unanimous.
D
J
I
understand
sir,
and
I
and
I
do
I
do
appreciate
that
I
just
I
just
want
I
would
like
for
department
heads
to-
I
don't
know,
feel
better
about
it
feel
like
they
at
least
had
a
voice
in
this
since
they're
the
ones
who
are
going
to
be
tasked
with
keeping
their
departments
running
once
this
is
implemented.
I'm
not
saying
we
shouldn't,
do
it
or
should
do
it,
but
again,
I
know
at
least
11
apartment
heads
have
expressed
some
concern
to
me
that
they
thought
this
would
be
detrimental
to
their
operations.
J
D
That's
fair
enough,
but
once
we
start
talking
telework
flex
work,
there's
a
lot
of
things
that
they're
going
to
have
to
have
to
really
deal
with
as
managers.
I
mean
I
had
to
deal
with
it
as
a
manager,
and
I
really
didn't
like
teleworking
on
some
of
those
kinds
of
things,
but
you
just
have
to
deal
with
it
if
it's
the
mandate
from
those
above.
E
E
You
know
maybe
holding
off
a
year
and
re-examining
coming
the
next
budget
year,
because
I
just
think
it's
bad
to
you
know
have
the
deficit
that
we
currently
kind
of
have
and
we're
trying
not
to
lay
off
employees
so
then
going
into
the
next
year
and
trying
to
provide
a
new
benefit
and
figuring
out
how
we're
going
to
fund
it.
And
I
don't
know
the
the.
I
don't
know
that
I
can-
and
I
and
I
agree
you
know
I.
I
really
want
this
to
happen,
because
I
think
it's
a
moral
imperative.
E
You
know
there's
only
two
countries
in
the
world
that
don't
provide
paid
maternity
leave
at
the
national
level
and
that's
the
united
states
and
papua
new
guinea,
and
so
I
think
for
us
to
show
the
leadership
if
our
state
government's
not
going
to
do
it.
You
know
just
like
a
lot
of
the
stuff
going
on
in
the
coven
crisis.
That's
getting
shoved
down
to
municipal
government.
A
A
Having
had
to
be
in
charge
of
implementation,
things
like
this
or
ongoing
systems
that
that
would
have
the
complications
that
they're
pointing
out
to
us.
So
could
we
talk
about
that
for
a
minute
how
about
if
we
propose
that
in
the
incremental
approach
that
we're
looking
at
that,
we
would
either
agree
to
go
only
to
the
lower
level
for
the
first
year
or
we
could
split
the
difference
between
four
weeks
and
six
weeks
on
the
maternity
paternal
side.
A
So,
basically
we
would,
you
know,
have
a
five-week
maternity
fraternity
benefit
and
a
three-week
caregiver
benefit
that
we
would
propose
as
the
opening
year
of
an
increment
and
then
keep
on
going
like
that.
I
can.
Can
we
agree
that
that
respecting
the
requests
of
both
our
hr
and
our
finance
office
makes
sense
to
make
it
only
one
set
of
weeks
every
year.
F
F
M
Can
I
ask
a
question:
this
is
amy
yes,
so
if
we,
if
we
say
you
know
we'll
both
postpone
until
2022
the
implementation
of
this,
do
we
really
need
to
say
the
number
of
weeks
that
we
start
out
with,
because
you
don't
know
how
long
this
this
is
going
to
last
the
financial
impact
of
this
is
going
to
be,
and
maybe
maybe
in
22,
we
bounce
back
and
we're
we're
good.
But
why
do
we
have
to
decide
on
the
number
of
weeks
right
now
that
we
would
implement
is
my
question.
D
A
C
A
Sir,
what
I'm
asking
is
is
that
a
decision
for
the
human
resources
committee
to
make-
or
should
we
put
it
forward
to
the
full
council
or
the
budget
committee
who
will
recommend
a
a
complete
budget
pretty
much
up
or
down
to
the
council?
The
council
has
a
chance
to
amend
it,
but
by
the
time
it
leaves
the
budget
committee.
It's
it's
a
it's
a
it's
a
budget
that
we
want
to
vote
yes
or
no
to
without.
D
D
A
All
right,
so,
the
motion
is
from
council
member
brady
seconded
by
gregory
that,
rather
than
put
any
document
in
front
of
the
current
year
that
the
budget
committee
that's
planning
for
the
budget
committee,
that's
planning
for
the
2021
budget
year
that
we
take
a
vote.
That
will
defer
that
that
that
submission,
until
the
middle
of
2021
to
be
considered
for
the
fy
2022
year.
D
C
A
I
would
make
one
follow-up
suggestion
and
I'm
happy
to
do
that
as
the
chairman
of
this
committee,
that
because
this
was
voted
on
at
the
full
council
as
councilmember
gregory
was,
you
know
correct
to
remind
us.
I
do
think
that
we
should
give
an
answer
to
the
current
council
for
it
for
this
coming
year,
so
we
need
to
have
a
memo
that
would
go.
D
J
California,
well,
yes,
go
ahead,
let's
press
just
to
close
out
with
just
one
thing:
you
know,
since
we're
not
going
to
be,
I
guess
considering
this
for
next
year
because
of
you
know
the
budget
issues
we
have,
but
I
I
just
wanted
to
remind
you
all,
because
I
don't
know,
since
you
guys
don't
accrue,
leave
you
don't
accrue
sickly,
even
and-
and
so
I
just
wanted
to
remind
everyone.
I
I
just
did
some
quick
calculations,
because
I
just
didn't
want
you
to
think
that
our
employees
don't
have
any
leave
available
to
them.
J
I
kind
of
went
right
in
the
middle.
You
accrue
more
the
longer
you're
here,
I'm
in
five
year
increments,
but
so
I
just
kind
of
took
a
slice
out
of
the
middle.
If
employees
been
here
for
10
years
between
the
annual
leave,
they
accrue
the
sick
leave,
they
accrue
the
paid
holiday
time.
That's
two
months:
two
full
months
of
paid
leave
that
they
have
access
to
not
to,
in
addition
to
short-term
disability,
does
cover
maternity
which
we
pay
for
which
we
make
sure
every
employee
has.
So
I
just
I
just
don't
want
you.
J
I
just
want
you
guys
to
understand
that
you
know
our
employees
do
have
leave
available
to
them.
They
do
have
short-term
disabilities.
So
I'm
not
saying
that
we
shouldn't
enhance
that.
I'm
not
arguing
that
we
shouldn't
have
a
family
leave
policy
and
include
additional
leave
additional
maternity
paternity
leave.
But
I
just
don't
want
you
to
think
that
our
employees
are
not
without
anything
because
they
they
do
have
a
good
benefit
package.
A
A
A
L
A
Other
business,
any
other
business
that
doesn't
come
under
the
category
of
new
or
old
I've.
I
don't
know
what
that
is,
but
all
right,
then
I
think
we'll
be
adjourning
the
meeting
and
thank
you
so
much
and
I'm
sorry
that
it's
a
long
time,
but
I
think
we
accomplished
a
lot
today,
so
I
really
appreciate
it.
Thank.