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From YouTube: City of Charleston Committee on Human Resources 8/3/2022
Description
City of Charleston Committee on Human Resources 8/3/2022
C
Sure
I
ask
you
all
to
bow
your
heads
to
heavenly
father.
Please
bless
us
as
we
deliberate
the
employees
and
the
fine
service
that
they
give
to
the
citizens
of
our
city
and
and
help
us
in
our
deliberations,
as
as
we
do
always
tried
the
best
for
for
our
city
and
its
citizens.
In
god's
name,
we
pray,
amen.
B
B
A
D
D
I
think
the
first
thing
we
have
on
the
agenda
is
we
just
wanted
to
give
a
brief
update
of
our
plans
for
health
care
for
2023
we're
not
going
to
go
into
a
lot
of
detail
because,
to
be
honest,
we
don't
have
everything
finalized
yet,
but
it,
but
I
would
like
for
jolene
to
give
us
an
update
on
kind
of
where
we
are
this
year
in
the
budget
and
also
just
a
little
preliminary
ideas
about
what
what's
going
on
for
next
year.
Jolene.
D
Oh
yes,
yes,
sir,
we
we
are
self-insured,
which
is
very
different
from
being
fully
insured,
which
what
that
means
is
blue.
Cross.
Blue
shield
is
our
administrator,
but
we
pay
all
of
our
claims
dollar
for
dollar
and
jolene
jolene
deans
is
the
assistant
cfo.
She
she
helps
us
every
year.
She's
doing
a
lot
of
number
crunching
kind
of
like
ryan
does
for
employee
salaries.
D
Jolene
does
a
lot
of
numbers
estimates
for
our
health
care
plan
because
it's
important
to
try
to
estimate
what
those
costs
are
going
to
be,
and
sometimes
it
can
be
a
little
difficult
to
get
that
exactly
right,
but
I
think
she's
done
a
great
job
so
far
in
coming
pretty
close
to
what
those
costs
are
going
to
be
so
anyway,
with
that,
I
will
turn
it
over
to
you.
Jolene.
E
F
A
E
Oh,
that's:
okay!
That's!
Okay!
No
problem!
So
in
2022
we
budgeted
roughly
23.6
million
dollars
for
our
health
insurance,
and
so
it's
a
pretty
big
number.
I
work
with
the
actuaries
from
both
aeon,
who
is
our
broker
consultant
and
also
with
the
actuaries
from
blue
cross
blue
shield,
and
we
kind
of
come
up
with
that
number
together.
It
looks
like
that.
You
know.
E
E
We
have
a
better
gauge
of
what
we
think
we're
going
to
what
the
trend
is
going
to
be
for
2023
after
seven
months
of
claims,
so
we
usually
wait
until
like
about
august,
9th
or
10th
to
finalize
our
numbers,
because
at
that
point
we'll
have
the
claims
numbers
through
july.
So
with
that
being
said,
you
know
we
don't
really
have
an
update
yet
because
we,
you
know,
we
haven't
received
the
july
numbers.
E
Yet
we
are
probably
are
looking
at
a
different
plan
option
and
we've
been
working
with
a
on
and
blue
cross
blue
shield
to
kind
of
look
at
that
and
we're
trying
to
simplify
our
plan
a
little
bit
and
try
to
kind
of
keep
our
our
budget
increase
as
low
as
possible.
So
with
that
being
said,
you
know
also-
and
this
is
our
last
2023
will
be
the
last
year
for
this
five-year
contract.
E
A
E
We
have
a
couple
large
claims
out
there,
so
it's
probably
the
severity
of
the
claims
that
that
is
really
impacting
us.
This
year
we
kind
of
go
through
a
different
cycle.
This
will
be
the
23rd
year.
I've
done
the
budget,
and
it
kind
of
seems
like
that.
Every
about
fourth
or
fifth
year
we
have
a
just
a
run
of
bad
claims,
and
you
know
some
of
them
are
just
accidents.
Some
of
them
are
cancer
related.
Some
of
them
are
just
other
significant
health
issues,
so
you
know
we.
E
G
E
E
H
E
G
E
E
So
we
did
that
out.
We
bid
that
contract
out
every
five
years
as
well,
so
I
believe
they
will
follow
the
next
year.
You
usually
we
try
not
not
to
have
them
on
the
same
cycle
I
mean
I,
I
don't
have
that
right
in
front
of
me
because
yes
at
home,
but
but
I
believe
their
contract
comes
up
the
year
after
blue
cross
blue
shield,
because
they
get
us
through
the
rfp
process
and
then
we
go
ahead
and
bid
out
that
concept.
Joanne.
G
E
G
E
E
H
H
E
I
E
A
G
E
E
G
E
D
Thank
you.
Thank
you.
Jolene
all
right
appreciate
that
update.
I
guess
now
we
will
move
on
to
ryan,
has
some
a
lot
of
graphs
and
charts
for
you
guys
to
review.
He
had
update
on
our
current
vacancies.
What
that
looks
like
our
current
trend
as
far
as
turnover
where
we
are
and
he's
gonna
share
his
screen
with
you
and
go
through
those
numbers,
and
if
you
have
any
questions
along
the
way,
please
feel
free
to
to.
Let
us
know.
Thank
you
with
that.
I'll
turn
it
over
to
ryan.
J
J
So
to
kick
that
off,
we
have
some
numbers
to
show
you
on
our
actual
staffing
levels.
So
these
are
the
number
of
actual
employees
versus
the
number
of
budgeted
employees.
So
the
dotted
or
dashed
lines
are
budgeted.
The
salon
lines
are
actuals.
The
white
line
at
the
top
is
non-sworn.
The
blue
line
is
sworn
police,
so
that's
our
police
officers.
J
Red
line
is
sworn
fire,
so
that's
our
firefighters,
fire
suppression
staff
currently
non-sworn
has
about
283
vacant
ftes,
so
that's
full-time
equivalents
that
doesn't
necessarily
mean
283
positions.
It
might
actually
be
more
positions
than
that
recreation
tends
to
use
a
lot
of
part-time
so
that
283
might
represent
a
bigger
actual
number
of
positions.
J
So
beyond
actual
staffing
levels,
we
have
staffing
levels
as
a
percentage
to
kind
of
show
relatively
where
everyone
is
at
again.
Colors
are
the
same,
so
we've
we've
shown
versions
of
this
before
so
this
is
really
kind
of
an
update.
Since
the
last
meeting
in
may
non-sworn
we've
seen
we've
come
up
slightly,
but
we
are
still
at
about
a
75
staffing
rate.
J
Police
has
come
up
a
little
bit
so
they're
at
about
a
91
and
fire
has
come
up
or
actually
come
down
just
slightly
they're
out
of
92,
but,
as
you
can
tell
from
their
big
jumps
because
of
the
way
they
run
recruit
classes,
they
don't
have
an
ongoing
recruitment
cycle,
so
they
tend
to
have
a
little
bit
of
a
drop
before
recovering
and
climbing
up.
When
a
new
class
starts.
B
A
J
I
think
so,
okay,
so
I
mean
this.
This
graph
probably
does
give
the
best
idea
about
kind
of
relative
rate
just
because
we
actually
took
this
all
the
way
back
to
january
of
2014.,
so
fire
we
can
see
they
are
a
little
bit
lower
from
2014
they.
They
were
actually
kind
of
right
around
that
100
percent
they've
come
down
a
little
over
the
years.
There
was
this
big
job
in
2018,
but
that
was
also
because
they
had
we
had
budgeted
33
new
positions
for
them,
so
their
number
of
employees
didn't
drop.
J
A
number
of
budgeted
positions
increased,
but
they've
kind
of
recovered,
so
they're
kind
of
hovering
around
this
90
to
95.
police.
Same
thing,
they've
historically
been
a
little
higher
they've
come
down
over
the
years,
but
they're
they're
starting
to
make
some
gains
getting
back
up
to
those
numbers
they
used
to
be
at
non-sworn.
J
K
J
J
B
J
B
J
J
G
J
So
so
right
now,
public
service
does
have
about
a
70
staffing
level,
so
they're
they're
vacant
about
60
they're.
Definitely
on
the
lower
side,
some
of
our
lower
departments
right
now
tend
to
be
storm.
Water,
traffic
and
transportation,
public
service
parks
and
recreation
tend
to
be
kind
of
our
our
on
the
lower
side.
The
numbers
have
fluctuated
time
and
again,
just
depending
on
how
turnover
is
gone.
We've
seen
some
departments
drop
as
it
happens
for
for
a
brief
moment.
J
Our
clerk's
office,
actually,
I
think,
had
the
the
highest
vacancy
rate
in
the
city.
But
after
a
couple
of
months
we
were
able
to
recover
that
number,
but,
generally
speaking,
it's
been
traffic
and
transportation,
storm
water
and
public
service,
with
usually
parks
and
recreation
kind
of
right
behind
them.
On
the
low
end.
J
J
G
K
G
D
K
D
J
Yeah
I'm
trying
to
pull
the
last
ones
we
had
up
to
see
where
we
were
at
so
we
do
try
to
keep
track
of
that
generally.
What
we've
seen
is
so
police
and
fire
tend
to
stay
on
average
longer,
just
as
a
matter
of
course,
we
suspect
largely
due
to
the
pay
progression
their
plans
allow,
so
they
usually
have
at
least
a
couple
of
years
of
growth
so
that
incentivizes
them
to
stay
a
little
more.
Our
non-sworn
employees
don't
currently
have
that,
so
we
do
tend
to
see
them
lose,
leave
a
lot
quicker.
J
Our
firefighters
tend
to
last
about
looks
like
maybe
8.8
to
8.9
years,
so
they're
they're
tending
to
stay
on
average
kind
of
up
to
that
eight
or
nine
year,
where
our
non
swords
tend
to
leaving
around
four
years,
and
we
have
looked
at
that
by
pay
grade
rather
than
specific
position
just
to
see.
If
there's
some
relation
there
and
honestly,
we
usually
see
that
four-year
average
kind
of
kicks
in
across
all
grades.
J
It
hasn't
been
kind
of
specifically
tied
to
any
one
grade
and
again,
we
kind
of
suspect
some
of
that
might
might
kind
of
come
back
to
the
progression
because
kind
of
regardless
of
the
pay
grade
you're
in
we
currently
don't
have
a
system
to
really
advance
you
in
your
position.
So,
there's
not
always
a
strong
incentive
if
you're
not
dead,
set
really
on,
maybe
public
service
being
your
career,
you
might
have
incentive,
if
you're
looking
for
more
money
to
then
potentially
jump
and
look
somewhere
else.
B
So
we
don't
I
and
I
guess
what
you're
saying
is,
because
we're
we
don't
have
sort
of
performance
based
pay
similar
to
what
they
have
with
regard
to
the
steps
in
the
fire
department
could
be
a
factor
in
terms
of
why,
especially
at
the
lower
end,
where
there
is
no
career
ladder,
you
can
only
sort
of
wait
for
a
cola
or
an
overall
raise,
and
that's
it.
But
if
they're,
if
they
have
steps
or
performance
based
pay
or
something,
do
you
think
that
that
would
be
an
incentive
to
keep
people
longer.
J
H
K
K
But
you
know
when
you,
when
you
layer
in
city,
retirement
the
health
package
and
everything
else,
I
mean
it's
a
pretty
good
overall
total
comp
plan,
but
you
know
how:
how
do
we
communicate
that
two
dollars
an
hour?
You
know
16
more
dollars
a
day,
might
not
be
the
reason
to
jump,
but
folks
are
looking
at.
You
know
the.
I
A
G
G
G
Now
your
benefit
package,
I
think,
on
the
net
side,
is
more
than
what
you
take
home.
So
if
you
add
up
what
we
put
in
medical
match
on
retirement,
disability,
sick
leave
annually
that
on
a
net
basis,
is
more
than
with
a
lot.
A
lot
of
these
people
that
dig
ditches
and
you
know
in
the
sanitation
department,
carry
home
every
two
weeks.
G
G
And
the
private
sector
gets
them
on
the
cheap
because
they
don't
get
the
same
medical.
They
don't
get
the
same
pension
program.
They
get
a
401k
program
that
tells
them.
If
you
participate,
we'll
participate
most,
I'm
not
going
to
participate
and
end
up
getting
the
you
know
what
they
call
a
thing:
safe,
harbor
contribution,
which
is
a
three
percent
contribution.
G
I
G
D
You
are
correct:
councilmember
waring,
we,
we
do
have
a
a
a
very
rich,
very
good
benefits
package.
But
unfortunately,
you
know
if
you,
if
you
are
in
the
lower
tiers
and
you're
just
struggling
to
make
ends
meet
that
you
don't
sometimes
employees
just
don't
have
the
luxury
of
really
considering
the
benefits
they're.
Just
they
are
looking
at
every
dollar.
They
can
bring
home
in
their
checks.
You
you're
exactly
right
about
that.
I
Just
I
just
wanted
to
mention,
too
that
employees
aren't
required
to
take
the
health
insurance.
What
they
are
required
to
do
is
a
retirement.
They
have
no
option
for
that.
So
just
to
like
just
make
sure
we
understand
that
we
don't
require
people
to
take
the
health
insurance,
but
retirement.
Isn't
the
state
just
requires
that.
H
We
get
some
that
do
and
I
feel
like
a
lot
of
times
our
younger
workforce,
because
you've
got
the
ability
under
the
affordable
care
act
to
stay
on
appearance
and
children
insurance
until
you're
26
that
we'll
see
the
people
just
starting
in
the
workforce
will
sometimes
not
pick
it
up
and
then
others.
I
think
that
maybe
sometimes
have
options
through
military
will.
Keep
that
insurance.
J
J
So
the
charts
start
at
zero.
So
then
the
colored
numbers
to
the
top
represent
how
many
new
hires
the
yellow
numbers
at
the
bottom
represent.
How
many
separations
and
the
gray
line
in
the
middle
represents
essentially
cumulative
growth.
So
that's
since
january
1
2014,
how
is
our
staffing
level
compared
so
fire?
J
We
can
see
they,
they
kind
of
had
a
small
dip
2015
to
2017
or
really
through
2018,
but
in
2019
they
brought
on
a
very
large
class
and
they've
essentially
been
able
to
kind
of
maintain
that
level
of
staffing
kind
of
sense
police
in
the
middle.
They
had
a
we're
going
through
a
bit
of
a
drop
2014
to
2019,
but
since
then
their
numbers
have
been
starting
to
recover,
so
we're
seeing
them
kind
of
catching
up
and
really
kind
of
for
police
they've
had
about
the
same
number
of
staff.
J
So
really
we
we
would
want
to
see
them
either
around
zero
or
maybe
just
slightly
above
it,
because
that
shows
that
they're
really
replacing
people
fire
more
or
less
the
same.
But
they
did
have
that
big
class.
So
we
would
have
expected
their
number
to
go
up
which
it
did,
but
then
on
non-sworn
we
see
the
number
was
going
up
slightly
kind
of
through
2018,
but
it's
been
on
a
downward
tick
and
21
and
22.
J
Our
cumulative
growth
line
actually
went
into
the
negative.
So
since,
since
2014
we
actually
now
have
fewer
staff
and
at
this
point
we're
actually
our
replacement
rate
is
kind
of
just
in
the
negative,
so
we're
having
more
separations
than
we're
having
hires
so
we're
not
quite
keeping
pace
with
the
people
that
are
leaving,
but
also
over
the
years
we've
added
positions
in
the
budget.
So
really,
we
would
have
expected
our
replacement
level
to
be
more
in
the
positive
to
keep
up
with
those
positions.
J
K
K
J
J
They
did
add
33
new
positions
here
in
2018,
in
effect
to
acknowledge
new
stations
coming
online,
which
it
did
take
a
little
time
to
fill
and
their
numbers
haven't.
It
definitely
hasn't
recovered
to
where
they
were
kind
of.
In
that
say,
97
range,
but
I
mean
it
has
been
relatively
stable
kind
of
really
since
2019.
J
So
so
I
can't
totally
answer
the
question
as
to
exactly
why
why
it's
coming
up
now
their
staffing
is
definitely
not
exactly
where
we
would
want
it
to
be.
But
really,
the
same
is
true
kind
of
across
all
three
of
our
our
groups
of
staff
police.
Same
thing
you
can
see
police
staffing
has
come
down
slightly
and
hasn't
totally
recovered
and
really
for
non-sword
as
well.
J
B
G
Well,
mr
chan,
let
me
follow
up
on
your
point.
What
I
hear
a
lot
is
compensation.
I
I
know
we
showed
up
study,
I
think
at
the
last
hr
meeting,
but
have
we
actually
gotten
has
anybody?
This
may
not
be
the
committee
for
this,
but
requested
from
the
I
guess.
I
asked
this
of
a
teckenberg
from
chief
courier.
G
C
C
Given
the
labor
market
today
is
that
we
we
need
to
increase
our
our
wages,
are
our
pay
for
our
for
our
employees,
both
fire
department
and
and
otherwise
it
seems
that
it
falls
into
two
categories.
Council,
member
one
is
the
starting
pay
and
in
fact
that
that's
what
kay
was
hinting
that
that
we'll
have
in
another
slide
or
two.
C
C
That's
based
on
both
longevity
and
performance,
I
think
is,
is
what
we
need
to
move
to,
and
I
know
mr
chairman
you've
been
talking
about
that
for
for
years.
It's
it's
time
for
us
to
try
to
start
that
next
year.
I
believe,
and
so
anyway,
that
that
that's
a
conversation
I
know
we're
gonna
have
throughout
the
budget
season.
This
fall
today.
We're
gonna
talk
about
just
some
some
some
additional
resources
to
help
us
on
the
on
the
very
starting
starting
salary
levels.
Thank
you.
I
F
Yes,
I
was
looking
through
our
slides
from
the
last
hr
committee
meeting,
and
so
it
seemed
like
the
bigger
discrepancy
was
not
with
the
sw
on
pay
discrepancy.
When
you
did
the
survey
comparing
us
to
other
governments
in
the
region,
the
bigger
discrepancy
will
lie
with
the
what
the
non-sworn
employees
than
the
sworn
employees.
Am
I
correct
in
saying
that
that's
correct,
so
they
we
kind
of
rank.
F
We
rank
a
bit
lower
on
compensation
and
non-sworn,
and
I
mean
I
think
that
shows
itself
in
this
trend
line
where
the
or
the
non-sworn
we
have
a
much
greater
vacancy
rate
there.
So,
as
I
mean
I
understand,
we
need
to
address
it
across
the
board,
but
it
seems
like
and
certainly
and
and
the
folks
I
talk
to
we,
the
vacancy
rates.
You
know
that's
a
big
problem
with
not
having
a
correct
number
of
folks
trimming,
trees
in
the
community
and
certainly
a
public
orcs
as
well.
D
D
D
We
have
some
recommendations
for
now.
We
also
have
you
know
some
preliminary
recommendations
for
next
year,
so
I'm
very
encouraged.
So
I
I
I
think
that
you
know
I
think,
we're
in
a
place
where,
hopefully
we
can
make
some
some
headway
and
maybe
next
time
ryan.
Does
these
brass,
hopefully
we'll
see,
see
a
little
bit
a
better
trending
up,
but
but
anyway,
thank
you
for
your
comments,
but
I
I
do
yes,
you
were
right.
That
is,
that
is
where
our
main
problem
is
right.
Now.
J
But
overall
this
has
been
consistent.
We've
talked
about
a
thing
called
conversion
rate
in
the
past,
about
the
percentage
of
people
that
end
up
applying
we're.
Seeing
that
trend
more
or
less
continue,
which
the
next
slide
will
talk
about
that
measure
specifically,
but
you
can
see
you
know
we
do
attract
at
least
a
reasonable
level
of
attention.
Apparently,
something
in
february
made
it
very
attractive
for
people
to
look
for
new
jobs,
so
we
kind
of
had
our
biggest
number
there,
but
those
numbers
again.
J
We
don't
have
a
lot
of
historical
data,
so
I
don't
can't
speak
to
trends,
but
at
least
gives
us
some
idea
of
how
many
people
are
looking
at
our
positions
and
then
in
blue
gives
you
an
idea
of
how
many
positions
we
have
posted
in
a
given
month.
So
this
isn't
necessarily
positions
that
are
posted
at
the
same
time.
It's
just
positions
that,
through
the
course
of
the
month
we
have
advertised
so,
for
example,
the
month
of
july
we
had
essentially
216
different
jobs
posted
at
one
time
or
another.
J
We
had
about
37
and
a
half
thousand
people
look
at
those
and
we
ended
up
with
essentially
487
applications
for
those
jobs.
The
next
slide
shows
a
little
more
detail
on
some
of
that
information.
So
we
tried
to
distill
it
down
into
two
measures:
average
applications
per
posting.
How
many
people
on
average
do
we
actually
get
to
look
at
and
then
conversion
rate,
which
is
really
telling
us
how
many
people
does
it
take
to
look
for
us
to
get
an
application?
J
So
the
number
in
orange
is
that
average
applications
per
posting
we
can
see
february.
We
had
a
lot
of
people
and
we
ended
up
with
a
lot
more
applications
for
posting,
but
even
in
february
we
really
had
a
total
of
five
so
for
any
any
average
job
that
was
posted.
Our
hiring
managers
had,
on
average
about
five
applications
to
review.
For
july
we've
seen
that
number
come
back
down
so
july.
We
hit
just
a
little
over
two,
because
the
average
applications
is
kind
of
a
function
of
how
many
people
we
have
looking.
J
We
also
look
at
the
conversion
rate,
how
many
people
actually
clicked
apply
after
looking,
and
we
can
tell
that
that
number
has
held
more
or
less
relatively
stable
july
was
one
and
a
third
april
and
june
were
a
little
higher
february
was
actually
a
little
lower.
Just
had
that
many
more
people
december
and
january
we're
about
one
percent.
Really
our
target
for
conversion
rate
is
closer
to
ten
percent,
so
we're
definitely
a
little
a
little
lower
on
that
end,
the
best
guess
of
kind
of
what
that
means.
It's
really
attractiveness.
J
It's
how
attractive
does
the
job
look
to
someone?
So
we
know
they're
clicking
on
the
jobs
to
look
at
them,
but
then
they're
not
necessarily
following
through
to
apply
so
one
percent
I
mean
really
doesn't
tend
to
get
us
a
lot
of
people.
I
mean
that
really
means
for
every
100
people
that
look
at
the
job.
One
of
them
ends
up
applying.
J
A
Sorry
about
that,
okay,
so
when
we're
posting
these
these
jobs,
I
mean,
are
we
posting
them
out
there,
I'm
trying
to
figure
out?
I
guess
if
a
lot
of
people
looking
at
these
are
actually
looking
for
jobs
or
are
these
just
people
just
kind
of
coming
across
this
cnn
or
or
is
this
somebody
that's
going
to
indeed
or
or
somewhere
like
that?
Where
are
these
showing
up
and
are
these
people
actually
looking
for
jobs?
I
guess.
H
A
J
They
have
made
it
to
the
page
that
really
has
the
apply
button
on
it,
so
they
they've
they've
gone
more
than
just
browsing
through
the
listing
or
browsing
through.
Indeed,
they
have
made
it
to
that
specific
job
in
some
form
or
fashion.
Okay,
thank
you
and
then
to
kind
of
build
off
of
that
idea.
We
did
want
to
mention
just
some
of
the
other
recruitment
initiatives
that
we
had
as
well.
H
So
we
have
done
in
addition
to
the
city
hosting
its
first
job
fair
in
april,
we've
done
a
number
of
job
fairs.
So
far
this
year
we've
participated
in
eight
job
fairs.
To
date,
we've
also
been
working
with
the
local
workforce,
re-entry
programs
turning
lee
or
now
called
turn
90.
we've
worked
with
them
for
a
number
of
years.
We've
also
reached
out
to
fresh
start,
and
we
are
going
to
communicate
with
second
chance,
which
is
another
re-entry
program
and
trying
to
identify
some
some
more
applicants.
H
We've
looked
at
adjusting
sign-on
bonuses,
so
some
positions,
we
had
sign-on
bonuses
for
our
cdls,
but
we've
increased
that
to
1500
and
that's
our
drivers,
and
that
includes
mechanics
that
require
cdl
for
those
positions
and
also
seasonal.
Lifeguards.
We've
done
that.
The
last
two
summers
addressing
that
with
sign-on
bonuses,
we've
increased
our
employee
referral,
bonus
from
150
to
300
and
we've
seen
more
referrals
come
in
a
good
money.
Since
we
made
that
adjustment
in
april
we've
also
been
advertising
on
various
things
that
we
own.
H
We
thought
that,
as
long
as
there
are
buildings,
our
fences,
ball
fields,
etc.
We've
made
banners
that
include
the
link
to
our
job
postings
to
promote
that
as
much
as
we
can
and
we've
reallocated
money
to
our
advertising
budget
for
recruitment,
we've
taken
it
from
3
900
to
20
000
and
we've
used
that
to
to
advertise
on
various
media,
including
social
media.
H
How
quickly
are
people
being
interviewed?
Are
there
other
places?
We
could
be
targeting
recruitments
for
those
departments
and
then
reviewing
with
them
also
the
minimum
posting
requirements
for
certain
positions,
because
it
may
make
more
sense
to
adjust
that
minimum
and
then
bring
someone
in
and
train
them
versus,
requiring
you
know
a
higher
level
of
education
or
a
good
bit
of
experience.
H
We've
worked
with
local
media
and
we've
been
featured
on
live
five
news.
We
did
that
with
the
mayor
a
few
weeks
ago,
with
the
win
working
wednesdays
and
next
week,
we're
going
to
be
on
fox
24,
promoting
our
city,
jobs
and
then,
lastly,
working
with
staffing
agencies.
So
I
know
we
had
talked
councilmember
wearing
had
mentioned
stormwater
positions.
We
have
worked
with
them
to
build
some
positions
and
people
coming
on
and-
and
I
think
within
the
next
week
or
so,
to
help
with
the
ditch
crew
also
grounds
custodians.
B
H
H
One
issue
we've
identified:
councilmember
gregory,
I'm
glad
that
you
brought
that
up
that
right
now,
because
the
job
market,
the
way
that
it
is
that
if
a
position
is
out
there
really
to
to
get
a
candidate
into
that
role,
you've
got
to
be
looking
at
those
positions
pretty
quickly
and
interviewing
people,
because
we're
finding
a
lot
of
times.
When
that
doesn't
happen,
you
get
to
the
offer
stage
and
they've
already
taken
another
job
right.
J
All
right-
and
so
then,
as
far
as
we're
talking
about
vacancies,
one
of
the
last
kind
of
pieces
of
the
puzzle
is
turnover,
so
we
do
have
an
update
on
turnover.
This
first
slide
is
just
a
reminder,
essentially
where
our
turnover
was
so.
This
is
2014
to
2021,
just
through
your
end,
again
really
just
kind
of
a
reminder
so
kind
of
see
where
we
were
at
and
then
as
far
as
where
we
are
through
the
year.
J
So
this
slide
we've
look
we're
looking
at
total
turnover
through
july
of
each
year,
so
this
is
january,
1
to
july
31
of
2014
all
the
way
up
through
2022.
So
over
that
same
time
period.
What
does
our
turnover
look
like
again?
It's
nothing
terribly
shocking
as
compared
to
our
previous
previous
meetings.
Non-Sworn
turnover
continues
to
run
a
little
bit
high.
So
through
the
end
of
july,
we'd
seen
about
15
15.3
non-sworn
turnover
fires
come
up
slightly,
so
they're
about
5.5
police.
J
Same
thing,
they've
come
up
slightly
over
last
year
for
about
4.9
generally
firing
police
over
this
period,
since
2014
they're
kind
of
still
hovering
around
their
average
fire
in
particular,
2020
and
2021
were
pretty
good
years
turnover
wise,
so
they're
definitely
coming
up
a
little
bit,
but
that
may
just
be
essentially
a
return
to
the
average
or
regression
to
the
mean
police
same
thing.
They
2021
was
a
better
year,
so
they're
coming
up
slightly
and
then
non
sworn
again.
J
2020
was
a
pretty
good
year
turnover
wise,
but
then
that
number
recovered
very
quickly
and
has
kind
of
continued
on
an
upward
trajectory
given
the
turnover
last
year.
It
basically
blew
all
of
my
prediction:
projection
models
to
shreds
so
we've
we've
tried
to
run
a
couple
different
ones
just
to
try
to
project
what
turnover
might
look
like
through
the
end
of
the
year.
So
our
first
projection
we're
looking
at
turnover
really
based
on
the
historical
trend,
so
we're
looking
really
2014
to
kind
of
2019..
J
How
did
our
turnover
tend
to
be
by
this
point
of
the
year
so
2014
to
2019
by
this
point
in
the
year?
We're
seven
months
through
the
year
our
turnover
has
tended
to
be
about
sixty
percent,
so
we
would
have
had
sixty
percent
of
our
turnover
by
now.
If
that
trend
holds
true,
this
chart
shows
you
where
we
would
be
so
fire.
J
This
is
just
a
projection
but
projection
based
on
historical
trend.
I
do.
I
think
it
is
worth
noting
that
if
our
2022
projection
holds
holds
true
or
even
if
it
is
just
a
little
high,
we
will
have
seen
50
turnovers
since
january
of
2021
in
our
non-sworn
employees,
so
really
lost
kind
of
one
out
every
two
people
and
then
not
to
end
on
a
super
positive
note.
J
We
have
the
projection
using
the
prior
year
trend,
so
2021
was
really
weird
and
I
don't
know
if
I
don't
know
if
it
was
an
outlier
or
if
it
might
be
more
of
the
new
normal
again.
My
projection
models
are
totally
ripped,
shreds
by
2021,
so
this
projection
looks
at
what
what
happens
if
2021
is
the
new
normal
and
really
what
happened
in
2021
was
by
this
point
of
the
year.
Historically,
we
would
have
seen
60
turnover
in
2021
by
this
point
of
the
year.
We
saw
40
percent.
J
J
Police
would
come
in
a
little
over
13,
which
actually
would
be
their
highest
for
this
period,
and
non-sworn
would
be
a
the
highest
number
I've
ever
seen.
I'm
hoping
this
projection
does
not
at
all
come
to
pass,
but
again
last
year
was
just
so
weird
and
I
think
things
have
shifted
so
much.
I
don't
know
if
2021
is
the
new
normal
or
not.
I
hope
that
it's
not,
but
if
it
is,
this
is
potentially
what
we
could
be
looking
at.
J
It's
it's
always
been
very
hard
for
us
to.
I
think
there
are
some
studies
out
there
that
have
tried
to
ascribe
kind
of
an
average
dollar
amount
to
them.
I
can't
say
what
they
were
off
the
top
of
my
head,
but
we
we
can
go
back
and
pull
some
of
that
data
and
see
if
we
can
maybe
come
up
with
a
ballpark
figure,
but
it's
still
it
would
still
be
a
very
rough
estimate.
J
And
then
this
is
really
the
last
slide
I
have
as
far
as
just
purely
talking
about
job
vacancies.
I
know
there's
been
some
talk
about
recommendations,
so
we
do
have
some
of
those
coming
up,
but
at
least
to
for
the
sake
of
the
agenda.
We
kept
all
the
vacancy
information
kind
of
under
one
heading,
so,
barring
any
further
conversation
on
that,
we
will
move
forward
to
the
job
reclassifications.
D
Okay,
so,
as
I
alluded
to
earlier
in
the
meeting
we,
we
do
have
some
some
recommendations
for
and
where
we
know
this
is
not
going
to
fix
everything,
but
we
do
think
this
is
a
very
positive
step
in
the
right
direction
and
it
and
and
the
ideas
came
up
pretty
quickly.
We
were
able
to
to
talk
to
the
mayor
and
you
know,
get
amy's
support
and
and
councilman
gregory.
This
is
like
a
you
know,
great
follow-up.
From
our
conversation
on
friday.
D
We
we
know
that
we,
you
know,
should
you
know.
14
is
low
for
starting
pay
and
we've
been
trying
to
get
to
15
for
a
while,
so
we're
proposing
that
we
do
just
that
mid-year
as
soon
as
possible.
We
want
to
basically
eliminate
grade.
Six
is
right
now,
where
we're
starting
at
grade
14
roll
all
of
those
employees
who
are
in
grade
six
into
grade
seven.
That
will
also
require
us
to
move
some
of
who
is
in
seven
into
eight.
D
That's
still
going
to
give
us
just
a
little
more
compression
than
we
like,
but
we
think
that
you
know
the
the
benefit
from
that
is
worth,
maybe
having
a
little
more
compression
for
just
the
rest
of
the
year
and
then,
of
course,
we
would
have.
The
opportunity
to
you
know
address
that
in
the
budget
process
for
2023,
but
so
what
we're
proposing
is
everyone
in
grade
6
goes
to
15
an
hour
that
includes
your
construction
workers
in
stormwater.
That
includes
our
grounds
custodians.
D
Our
groundskeepers
also
includes
you
know
our
our
lifeguards,
our
recreation
leaders.
So
there's
there's
a
lot
of
employees
who
will
be
impacted
by
this.
We,
and
we
also
we're
really
hoping
it'll
help
with
our
recruitment
efforts.
With
that
we
also
when
we
did
the
survey.
We
noticed
that,
even
though
we
have
very
rich
pay
plans
in
the
police
and
fire
department
with
really
great
progression
with
all
the
steps,
our
starting
pay
had
fallen
just
a
little
bit,
because
some
some
people
around
us
have
taken
some
pretty
aggressive
moves
and
getting
their
pay
increase.
D
D
We
have
not
really
gotten
there,
I
mean
if
you'll,
remember,
ryan
did
throw
out
some
options
for
what
it
might
take
to
get
us
to
competitive
pay
rates
across
the
board,
but
I
think
we'll
well,
we've
got
a
little
more
work
to
do
putting
this
in
place.
It
obviously
takes
us
a
little
closer
to
where
we
want
to
be,
but
but
as
as
amy
you
know
said
this
morning
and
and
and
I'll.
I
Yeah,
so
whatever
this
cost
here,
what
we're
doing
we'll
have
to
move
forward
to
the
2023
budget.
So
what
we
would
basically
do
is
add
this
to
the
base
budget
for
next
year.
It'll
already
be
a
cost
that
everybody's
agreeing
to
take
on
for
2023,
there's
some
compression
issues
in
this,
and-
and
it's
like
minor
ones,
we're
taking
care
of
in
this.
I
I
mean
we've
all
talked
about
that.
We
need
to
do
something
bigger
for
our
employees
anyway,
so
I
don't
think
that
that
would
be
a
problem,
but
we
would
have
to
commit
also
to
fixing
any
major
compression
issues
that
we
see
by
by
collapsing
that
that
pay
grade
and
what
it
will
do
to
supervisors
that
are
really
close
to
their
to
their
employees
at
that
time
because
of
what
we're
doing
now.
So
just
so,
you
know
we
are
committing
to
funding
going
into
2023.
B
I
mean
it
and
it
answers
mine.
I
mean
it's.
I
just
think
that
it's
very
creative
and
it's
immediate
and-
and
I
do
think
that
the
the
kind
of
good
press,
the
lack
of
a
better
term
that
we
would
get
from
this-
will
go
a
long
way
it.
It
makes
us
a
bit
more
competitive
with
the
other
surrounding
jurisdictions.
A
F
Thank
you,
mr
chairman.
I
have
a
couple
of
questions
one
on
the
non-sworn,
so
starting
pay
goes
from
14
to
15
an
hour,
and
I
know
that
in
the
presentations
from
a
couple
of
months
ago
our
average
starting
pay
ranked
51
percentile
or
51st
percentile,
and
then,
when
you
factored
in
cost
of
living
it
was
we
were
in
the
69th
percentile.
F
J
I
don't
have
the
exact
number,
but,
to
be
honest,
it
does
not
move
the
needle
much
so
that
that
ranking
that
we
looked
at
was
the
average
really
across
all
of
those
positions
we
surveyed.
Okay,
this.
This
is
very
much
a
first
step,
we're
we're
really
addressing
we're
addressing
one
of
our
non-sworn
pay
grades
and
we
really
have
13
of
them,
so
so
we're
really
only
addressing
kind
of
1
13
of
our
starting
pay.
But
this
is
this
is
the
grade
where
we
have.
We
have
our
ditch
crew
workers.
F
But
I
guess
my
question
is:
have
we
looked
at,
I
mean
we've
got
all
these
vacancies.
Have
we
looked
at
reallocating?
I
mean
we're
not
going
to
get.
If
you
look
at
the
vacancy
rate
over
the
course
of
the
last,
what
eight
years
we're
never
going
to
get
to
100
have
we
looked
at
re-budgeting
those
positions
and
reallocating
that
money
to
the
salaries
or
or
pay
for
for
city
employees,
instead
of
instead
of
assuming
we're
going
to
get
100
percent
we're
going
to
do
more
with
less
but
we're
going
to
pay
our
people
more?
I
The
weird
thing
about
our
budget,
though,
is
we
we
always
we
always
budget
for
bake
for
salary
savings
based
on
the
vacancies,
so
when
you're
doing
that,
it's
like
for
us
to
reallocate
that's
not
going
to
really
save
us
a
whole
bunch
of
money
because
we're
already
budgeting
for
that
savings
amount.
If
that
makes
sense,
it's
always
a
negative
number
in
our
budget
and
something
that
we
use
to
help
us
balance
the
budget.
I
I
F
I
F
Yeah,
I
think
for
where
I
I
guess
where
I'm
coming
from
is
you
know.
I've
talked
to
jason
at
the
parks
department
about
you
know
we
don't
have.
We
don't
have
tree
trimming.
Crews
talk
to
matt
again,
we've
talked
about
the
ditch
diggers.
We
know
we've
got
huge
vacancies
in
public
works
and
it's
going
from
14
to
15.
I
So,
even
for
us
doing
this
right
now,
because
we're
predicting
that
our,
like,
I
said,
we
budgeted
six
million
dollars
in
salary
savings,
we're
predicting
that
we're
gonna
be
well
above
that,
because
of
what
our
salary
savings
is,
which
is
going
to
help
us
pay
for
what
we're
doing
this
year.
Okay,
but
we
I
mean-
we've
talked
with
departments.
We
have
been
doing
some
of
that
reallocation
and
trying
to
combine
positions
to
we've
been
doing
a
lot
of
that
as
well
in
certain
departments
anyway,
just
trying
to
get
get
them
what
they
need.
B
Amy,
if
I'm
correct,
I
mean
I'll,
get
and
get
back
to
you
mayor,
I'm
sorry!
If
I'm,
if
I'm
correct
what
you're
saying,
is
that
this
428
000
is
coming
from
vacancy
money.
Am
I
correct?
So
we
are.
We
are
doing
this.
This
is
the
test
greg
of
doing
exactly
what
you
said
on
a
bigger
scale.
Again,
I
think
we're
going
to
have
to
look
at
that,
but
this
is
the
test.
B
C
So
I
wanted
first
just
to
thank
ryan
and
kay
and
and
heather
and
amy
for
working
on
this
and
to
you,
mr
chairman,
I
I
think
your
inquiries
and
discussions
help
with
the
brainstorming
that
that
that
led
to
this
I'll
reiterate.
This
is
just
the
first
step.
We
we
need
to
do
more
for
next
year's
budget
to
address
the
compression
that
was
mentioned,
but
also
on
the
non-sworn
side,
particularly
to
have
more
of
a
pay
plan
and
some
incentive
or
performance
based
features
for
our
employees
for
our
non-sworn
employees.
C
So
but
again,
this
is
a
good
first
step.
It's
been
a
goal
of
ours,
as
you
all
know,
for
for
some
years
now
to
get
us
to
15
an
hour
and
frankly,
between
covid
and
market.
We
we
we've
been
a
little
behind.
So
it's
it's
it's
kind
of
past
time
to
do
this,
but
last
year's
budget
we
felt
like
we
did
what
we
could.
This
is
a
little
unique.
We
don't
normally
do
this
in
the
middle
of
the
year.
C
You
know
charleston
some,
some
of
the
other
jurisdictions
have
a
cal
fiscal
year
that
starts
july
1
and
so
so
they're
a
little
ahead
of
us,
and
this
is
playing
a
little
ketchup
as
as
a
matter
of
fact.
But
but
I
think
it's
an
important
first
step
and
it
also
addresses
that
that
issue
of
starting
paid
again,
not
just
for
non-sworn,
but
also
for
our
fire,
firefighters
and
our
police
officers
as
well.
C
So
I
believe
the
the
process
is
with,
with
this
committee's
recommendation,
that
we,
we
would
not
formally
have
a
a
budget
amendment
until
we
do
our
annual
budget
amendment.
We
normally
do
that
after
the
first
of
the
year
in
review,
but
I
would
like
to
respectfully
include
all
of
council
members
and
ask
that
we
take
this
to
our
ways
and
means
committee
for,
for
our
council's
approval,
at
our
upcoming
meeting,
ask
staff
to
put
it
in
effect
immediately
as
soon
as
possible.
K
Yes,
thank
you.
Thank
you,
mr
kevin.
I
just
want
to
ask
maybe
it's
a
naive
question,
but
how
do
we
avoid
getting
in
like
in
a
pay
arms
race
with
the
other
municipalities
in
terms
of
like
everyone,
starts
adjusting
pay
and
going
up,
and
it's
this
kind
of
revolving
cycle,
where
you
know
folks
might
move
from
one?
K
But
we
also
don't
want
to
be
escalating
pay
necessarily
if
we
don't
have
to
just
based
on
the
fact
that
you
know,
I
I
don't
think,
there's
any
police
officers
that
are
going
to
go,
be
security
guards
or
anything
you
know
on,
but
how?
How
do
we
maintain
that
like
to
make
sure
that
we
are
keeping
pace
with
our
peers,
but
not
trying
to
create
this
cycle
where
pay
is
just
exponentially,
increasing
necessarily
against
the
market?.
C
Well,
I
I
don't
mind
trying
to
respond
to
that
a
little
bit
councilmember
as
I
as
I
just
mentioned.
I
think
I
think
we're
a
little
behind
the
curve
to
be
honest
with
you,
and
this
is
just
playing
catch-up
and
the
thing
that
I
noted
ryan
from
your
presentation
a
month
or
two
ago,
they
kind
of
struck
me
and
a
member
brady.
You
just
referred
to
it-
that
a
police
officer,
as
you
mentioned,
is
not
likely
to
go
to
work
for
a
security
guard
service,
but
are
not
non-sworn.
C
It's
us
versus
you
know
trucking
companies
for
cdl
drivers,
or
you
know,
maintenance
companies
for
landscaping,
companies
for
our
landscaping,
employees
and
so
forth.
We're
really
up
against
the
job
market,
the
which
is
not
a
good
good
environment
right
now,
in
a
way
but
and
on
the
other
side
of
looking
at
it.
I
I
really
think
our
employees
deserve
it.
C
They're
the
hardest
working
overall
team,
major
team
mates
I
I'm
proud
to
serve
with
and-
and
I
think
I
think
we
we
need
to
be
adjusting
the
these
pay
rates
and
pay
plans
over
the
next
years.
So
I'm
not
scared
of
of
of
arms
race.
As
you
mentioned,
I
I
think
we're
playing
catch
up
to
a
little
bit
and
need
to
continue
to
do
that
for
the
next
year
or
two.
G
Let
me
ask
this:
if
I
were
to
ask
mr
fountain:
can
you
take
this
15
hour
and
hiring
ditch
tickets
on
people
in
stormwater
department?
What
would
be
his
answer?
I
know
he.
I
remember
when
I
think
we
had
seven
ditch
digging
crews
and
we
down
that.
I
think
three,
seven
persons
per
cruise
lap.
This
is
a
couple
months
ago.
I
spoke
to
him
about
it.
He
was
just
matter
of
fact.
We
said
you
can't
hire
anybody
at
1350
an
hour
to
do
that.
What
would
his
answer
be?
G
G
A
D
Well,
councilmember
waring.
I
I
don't
think
that
any
of
us
know
exactly
what
this
is
going
to
do.
We
I
do
I
I
think
it
will
certainly
help.
I
don't
think
that
storm
water
is
gonna
all
of
a
sudden
go
to
being
a
hundred
percent
staffed
in
the
next
30
days,
but
I
do
think
that
we
will
get
some
more
employees
and
at
least
as
important,
we're
also
increasing
the
pay
of
the
ones
we
have
now.
So
I
think
it's
also
going
to
help
us
retain
the
the
ones
we
do
have
by.
D
No,
we
we
did
not.
We
did
talk
to.
We
did
talk
to
both
chiefs
chief,
reynolds
and
chief
curry
today,
because
what
we're
doing,
because
they
have
such
formal
pay
plans,
set
up
with
all
the
steps
it,
it
impacts
them
a
little
differently.
I
can't
imagine
anybody
would
be
opposed
to
their
employees
going
from
fourteen
dollars
an
hour
to
fifteen.
G
Miss
go.
Let
me
say
this:
that
department
has
the
highest
vacancy
rate,
so
I
think
the
person
who
has
an
integral
part
of
running
that
I
think
you
all-
should
take
his
opinion
into
account
and
we
need
to
adjust
from
there
because
back
to
ms
walton's
point,
we
getting
this
basically
salary
savings
from
positions
that
were
not
filled.
If
we
don't
fill
them,
it
would
stay
in
that
same
category
just
be
at
15
an
hour.
G
I
think
I'd
like
to
listen,
I'm
going
to
support
this,
but
I
don't
know
whether
that's
sufficient
to
put
a
dent
and
storm
water,
and
you
know
public
services
in
that
area,
because
the
mayor's
right,
our
competition,
isn't
necessarily
the
city
of
north
charleston,
not
pleasant.
It
is
the
private
sector.
So
some
of
the
very
people
that
we
are
contracting
to
do
work
for
the
city,
you
know
tried
it
tried
in
industries,
I
mean
they.
G
They
came
to
my
neighborhood
the
other
day,
picking
up
trash
where
it
used
to
be
a
city,
charleston
truck.
So
I
I
almost
feel
like
some
of
this,
and
I
really
don't
want
to
offend
anybody
with
this,
because
I
know
a
lot
of
work
went
into
this,
but
the
person
who's
out
there
on
the
firing
line,
knowing
that
what
they
need
to
get
the
production
done
for
this
city.
That
head
should
have
been
in
that
huddle
coming
up
with
these
numbers.
So
that's.
I
I
K
Well,
I
I
think
councilmember,
your
your
point
is
very
valid.
You
know
I
I
was
just
thinking
of
the
15
an
hour
of
starting
pay.
I
mean
there's
fast
food
restaurants
that
are
starting
somewhat
higher
than
that
you
know.
So,
if
you're
looking
at
kind
of
a
more
manual
labor
job
that
the
city
is
offering
at
fifteen
dollars
an
hour
versus
you
know
a
restaurant
industry
style
job,
especially
in
the
quick
service
sector.
K
I
Councilmember,
I
just
want
to
say
that
a
lot
of
this
happened
when
we
were
looking
at
this
was
because
of
the
construction
workers
when,
when
ryan
was
looking
at
it
to
see
what
we
could
do
to
help
get
those
positions
hired
and
looking
at
it
is
why
this
this
this
kind
of
happened.
I
let
ryan
or
kay,
speak
to
that
a
little
bit
more
in
terms
of
looking
at
it
and
saying.
Okay!
I
But
we,
I
think
we
all
know
that
this
isn't
going
to
do
exactly
what
we
need
it
to
do.
You
know
so
we're
like
my
staff,
and
I
were
talking
or
thinking.
Okay,
if
you
have
10
vacancies,
that
might
this
might
get
us
to
get
two
or
three
people
out
of
it,
whereas
you
know
we
were
getting
zero
before
it's
not
great,
but
it's
it's
at
least
a
little
bit
of
a
step
to
help
us
for
the
rest
of
the
year.
It
was
really
at
the
thought
process.
G
G
A
G
I
think
we're
going
to
do
it
number
two.
I
understand
the
compression
issue,
but
I'm
wondering
how
many
of
these
job
descriptions
can
be
redone
because
I
gotta
I
said
that
to
the
councilman
gregory.
If
I
am
in
recreation,
I'm
doing
I'm
riding
on
the
lawn
okay
and
I
have
the
this
is
a
hypothetical
I
may
be
incorrect
on
this,
but
miss
cross.
G
D
I'm
wearing
I'd
I'd
like
to
just
to
just
make
a
comment:
if
you,
if
you
would
allow
me
to,
I
think
I
think
if
you
talk
to
jason
kronsberg,
I
think
you,
you
know
you
might
get
a
better
idea,
it's
our
because
our
groundskeepers
are
not
just
riding
lawn
mowers.
In
fact,
he
had
a
groundskeeper
last
year
that
got
bit
by
a
cottonmouth,
so
our
groundskeepers
encounter
a
lot
of
wildlife,
snakes
and
everything
else
on
a
daily
basis,
needles
in
the
parks
I
mean
they,
they
they
don't
just
ride.
Lawn
mowers,
they're.
My.
G
D
G
B
I
G
I
I
Yet
we
keep
telling
you
that
we're
matt
and
I
keep
telling
you
we're
gonna
work
on
that
and
then
we
get
busy
and
we
don't,
but
we
we
have
done
a
lot
of
realignment
in
stormwater
and
we've
done
a
lot
of
it
in
parks
as
well.
Brian,
maybe
recreation
a
little
bit
too,
where
we
see
some
of
these
positions.
So
we
we
do
do
that.
G
G
B
And,
and
and
and
before
you
got
on,
I
did
talk
about
my
sort
of
going
to
various
department
heads
along
with
the
chairman
of
those
committees,
to
have
some
of
the
same
kinds
of
discussions
that
you
just
articulated,
and
I
think
I
mentioned
to
you
that
my
necks
will
be
with
with
matt
you
and
amy,
and
we
may
also
have
k
in
that
discussion
as
well.
I
think
we
should
yes,
so
my
my
next
meeting
will
be
with
matt
similar
to
what
we
had
with
the
police
chief.
B
J
If
we
bump
one
position
up
a
pay
grade
in
almost
all
of
our
departments,
there's
somebody
else
in
a
position
in
that
pay
grade
already,
and
so,
if
we're
trying
to
maintain
anything
like
a
similar
valuation
for
these
people,
this
is
that
problem
we're
running
into
where
we've
said.
We
need
to
fix
everybody,
because
if
we
try
to
fix
any
one
group,
stormwater
is
a
great
example
because
they
have
seven
or
eight
positions
that
are
literally
stacked,
one
right
after
another
pay
grade
by
pay
grade.
J
So
if
you
bump
the
bottom
person
up
well,
now
they
overlap
with
the
person
above
them.
Do
you
need
to
bump
that
person
up?
And
if
you
do
that,
do
you
need
to
do
the
next
person?
And
this
is
where
we've
we've
really
kind
of
compressed
this
thing?
As
probably
tightly
as
we
can,
and
that's
that
really
kind
of
impacts,
our
ability
to
reclassify
anything
more
because
again,
if
we,
if
we
bump
one
person
up
they're,
going
to
overlap
with
somebody
else
that
we've
valued
higher
and
the
only
way
for
us
to
really
truly
fix.
J
That
is
to
do
something
through
pretty
much
the
entire
plan.
Because
that's
that's
really.
The
situation
we're
in
in
almost
every
department,
as
they've
got
positions
stacked
one
grade
after
another.
In
almost
every
grade
we
have,
and
so
it's
it's
really
just
constricted
our
ability
and
that's
part
of
why.
We've
really
talked
about
that
idea
of
trying
to
do
the
whole
plan
as
much
as
possible.
We're
squeezing
every
bit
of
spare
room
out
of
this
plan
and
to
do
anything
more
than
that,
we've
kind
of
again
kind
of
constricted
our.
I
B
C
J
So,
barring
any
other
discussion,
we
have
just
a
couple
of
slides
on
the
last
item
for
new
business,
employee
paid
discussion,
so
we've
kind
of
talked
about
some
of
these
items
already,
but
we
wanted
to
give
you
kind
of
a
a
visualization
on
when
we're
talking
about
progression
for
some
of
our
different
positions.
What
does
that
look
like?
So
that's
what
this
chart
is.
So
this
chart
is
looking
at
estimated
annual
compensation,
so
this
is
for
for
all
of
our
full-time
staff.
J
If
you
work
all
the
hours
you're
scheduled,
what
would
your
earnings
for
the
year
be
as
with
every
chart?
I
do
there's
a
couple
of
lines
and
a
lot
of
colors
blue
is
police.
Red
is
fire.
We
have
two
for
fire
because
they
have.
They
have
an
advancement
path
where,
if
they
essentially
learn
to
drive
a
fire
engine,
they
can
move
into
an
assistant
engineer
position
which
is
a
non-competitive
process.
It's
just
a
thing
that
they
can
essentially
do
so.
The
red
line
is
that
the
dotted
red
line
is
their
progression.
J
So
that's
the
yellow
line,
and
then
we
see
solid
red
line
is
the
fire
with
advancement
it
breaks
off
into
the
dotted
line
without
advancement.
The
dotted
white
line
is
just
our
non-sworn
employees,
median
earnings.
So
that's
that's
median
earnings,
including
both
our
minimum
employees,
as
well
as
our
department
heads.
Where
does
that
median
actually
end
up
and
again,
this
is
just
we
wanted
to
give
a
better
visualization
of
really.
J
What
does
our
pay
progression
look
like
when
we
talk
about
pay
progression
and
again,
particularly
for
this
white
line,
especially
as
we
look
at
our
lower
grades?
You'll
notice,
it's
it's
very
much
just
a
flat
line,
because
we
currently
really
don't
have
a
progression
for
them
in
the
same
way
that
fire
or
police
might
so,
and
this
is
really
just
to
provide
that
visual
visualization
provide
some
additional
information
and
then,
finally,
again
just
kind
of
a
reminder.
J
This
is
our
compensation
survey
results
for
police
and
fire
looking
at
just
the
high
school
education
level,
so
we
do
provide
education
incentives
which
aren't
reflected
in
these
measures
and
then
non-sworn
all
with
that
cost
of
living
factors.
We've
previously
discussed
the
biggest
difference
in
the
slide.
This
time
is
a
number
of
the
other
organizations
have
asterisks
next
to
their
name,
and
these
are
all
organizations
that
we've
been
able
to
confirm
have
made
some
kind
of
pay
change
since
completing
the
survey.
J
So,
frankly,
whatever
number
we're
at
in
these
charts,
it
would
be
safe
to
assume
we
are
a
little
lower.
Now
most
of
this
most
of
these
organizations
aren't
a
july
fiscal
year
so
that
that
tended
to
be
why
they're
passing
their
budget,
usually
in
may
for
a
july
start
and
that's
kind
of
where
they
they
got
us
a
little
bit.
J
But
for
the
sake
of
the
reminder
and
just
to
clarify
again,
they
they've
all
everybody
in
an
asterisk
has
done
something
so
we're
probably
even
a
little
lower
on
these
numbers
than
we
were
at
the
time.
These
were
just
both
informational
for
this
last
agenda.
Item
of
the
employee
pay
discussion,
so
I
don't
really
have
anything
else
in
the
presentation.
D
D
I
think
I
think
it's
a
step
in
the
right
direction
and
I
think
I
hopefully
I
will
have
all
of
your
support-
we're
going
to
be
working
to
create
some
type
of
mechanism
for
our
non-sworn
employees
to
move
their
pay
grades,
much
like
sworn
police
and
fire
dukes.
I
think,
if
you
look
at
the
turnover
to
me,
it
seems
very
clear
what
you
know.
What
the
biggest
issue
is
is
that
our
non-sworn
just
simply
do
not
have
any
way
to
advance.
D
D
So
that's
really
what's
caused
the
biggest
issue,
and
so
I'd
like
to
start
something
in
january
and-
and
I
know
I'm
probably
making
ryan's
head
explode
but
we've
we've.
We
really
have
got
to
create
something,
even
if
it's
just
a
beginning
process
that
we
maybe
work
on
next
year
and
enhance
and
improve.
I
really
think
it's
important
to
take
that
first
step.
So
I
hope
I
can
count
on
all
of
you
to
support
me.
We'll
be
we'll,
be
developing
and
plan
for
that
and
coming
back
with
you
soon.
G
G
To
say
workshop
because
we
have
enough
of
those
already,
but
but
I
mean
looking
at
the
overall
finances
of
the
city.
I
may
mention
this
before
amy,
maybe
about
a
month
or
so
ago
as
to
miss
cross.
The
will
to
do
it,
I
think,
is
amongst
almost
all
13
voters
around
the
council
table.
I
mean
everybody
can
speak
for
themselves,
but
then
it
becomes.
Where
does
the
revenue
come
from?
Okay,
so
much
we
can
do
for
tax
increases.
G
G
I
guess
some
rocks
out
there
if
we
were
to
look
underneath
them,
but
I
I
remember
the
last
meeting
we
had.
I
think
we
need
somewhere
around
17,
not
quite
18
million-
to
bring
the
pay
raisers
up
to
the
information
that
we
we
talked
about.
When
I
look
at
the
23
budget
thinking,
you
know,
where
is
this
approximately
18
million
going
to
come
from?
You
know
you
a.
G
B
I
don't
think
we
have
a
choice
but
to
identify
identify
more
revenue
streams.
I
I
totally
agree
with
you.
Councilman
we've
got
to
identify
additional
and
I
do
think
that
we
need
to
look
at
senate
bill
233,
okay,
as
a
possible
way
of
doing
that,
because-
and-
and
I
agree
with
you
councilmember
waring-
we
better
take
advantage
of
it
before
everybody
else-
figures
it
out
and
it
goes
away
because
I
still
think
that's
the
potential
of
increasing
some
revenue
for
the
city.
G
G
G
The
state
saw
wait
a
minute
too
many
people
doing
that
they
came
back
and
they
they
stopped
it.
Okay,
charles
I
happened
to
be
on
charleston,
county
board
of
economic
advisors
at
the
time,
and
our
school
district
did
get
full
or
450
million,
but
man
greenville
spartanburg
was
way
ahead
of
us
before
they
severed
that
the
councilman
gregory
is
right.
Ross
appel
was
not
only
a
councilman.
Appel
has
brought
this
up
this
additional
fee
income
aspect
that
the
general
assembly
approved,
I
hope
to
help
municipalities.