►
Description
City of Charleston Human Resource Committee meeting 6/3/21
B
B
Please
bow
your
head
with
me,
lord.
We
just
thank
you
that
we
can
trust
that
you
are
present
whenever
we
ask
and
we
always
do
help
us
to
pay
attention
to
your
wisdom,
help
us
to
listen
well
to
one
another
and
especially
to
appreciate
all
of
the
work
that
goes
into
making
these
meetings
productive
and
constructive.
B
B
B
B
B
D
E
B
D
B
D
D
We
have,
as
you
know,
musc
set
up
a
vaccination
clinic
in
the
old
dmv
site
over
on
lockwood
and
in
usc
graciously
allowed
us
to
schedule
our
employees
for
vaccinations
back
when
it
was
difficult
to
get
to
get
those
appointments.
We
were
able
to
assist
274
employees
in
getting
a
vaccination
appointment.
We
have
a
lap.
We
allow
two
hours
of
paid
admin
leave
per
shot
for
employees
to
to
encourage
them
to
get
their
vaccine.
We
also
provided
a
50
cash
incentive
for
employees
to
to
receive
their
vaccination.
D
We
have
now,
if
you
have
your
vaccination
and
you
sense
a
copy
of
your
vaccination
card
to
hr.
We
have
had
these
vaccination
verification
cards
printed
and,
as
you
know,
employees
who've
been
vaccinated
are
no
longer
required
to
wear
masks,
which
has
been
very,
very
popular.
I
know
I
enjoyed
it
not
continuously,
but
we've
had
881
employees
who
reported
that
they
have
been
vaccinated.
D
So
we're
just
a
little
over
50
percent
reported
vaccinated
employees
and-
and
to
be
honest,
I
know
that
number
is
a
little
bit
low
because
I
know
we
have
employees
who,
just
they
just
haven't,
sent
us
the
verification.
I
anecdotally,
I
would
say
we're
probably
more
at
60
percent,
which
I
think
is
pretty
good.
D
So
we
have
really
we've
pushed
very
hard
because
we
do
believe
in
cdc
cdc
guidance
and
the
information
coming
from
dhak
that
that's
the
only
way
to
that
we're
going
to
come
to
an
end
to
this
is
to
get
everyone
vaccinated,
or
at
least
I
guess
some
percentage
of
vaccinated
employees
will
get
to
some
type
of
herd
immunity.
So
we're
very
supportive
of
that.
We've
also
sent
out
a
lot
of
information
answered
a
lot
of
questions
for
employees
in
general,
we're
pretty
pleased
with
where
we
are
right
now.
D
We
know
that
we
could
do
better
and
I'm
still
getting
vaccination
cards
in.
I
got
one
this
morning
from
a
police
officer
who
had
been
vaccinated
a
month
ago
we
just
hadn't
sent
in
his
card,
so
I
expect
that
you
know
our
numbers
will
look
even
better,
but
I
don't,
but
I
also
wanted
to
share
with
you
just
if
you
look
at
the
chart
with
the
hours
of
leave.
As
you
all
probably
know,
federal
government
mandated
some
le
some
paid
leave
for
employees.
D
Different
types
of
personal
leave
and
excuse
me
caretaker
lead
child
care
leave
when
the
pandemic.
You
know.
First
became
a
reality
for
us
last
year.
The
chart
shows
you
how
many
hours
of
that
leave
employees
took
and
what
that
cost
us
to
provide
that
leave
that
lead.
That
mandated
leave
ended
december
31st.
We
fully
expected
them
to
extend
it
because,
obviously
the
pandemic
was
not
over
the
end
of
december,
but
for
whatever
reason
it
was
not
extended
by
the
federal
government.
D
D
B
B
D
H
D
Time
last
year,
so
we'll
move
on
now
to
the
the
next
slide.
The
next
topic
on
the
agenda:
employee,
demographics.
We
just
ryan,
compiled
these
numbers
for
us.
I
just
thought
it
might
be
interesting
for,
for
you
guys
to
see
kind
of
where
we
are
the
first.
The
first
chart
you'll
see
talks.
It
has
average
tenure
of
employees
based
on
non-sworn
sworn
the
police
department,
fire
department
and
grand
total
average
age,
the
average
annual
salary
and
the
median
annual
salary.
D
D
Workforce
and
and
then
the
chart
below
that
you
can
see,
we
break
it
down,
or,
I
should
say
ryan's
report
breaks
it
into
non-sworn
sworn
by
gender
and
by
ethnicity
and
and
and
where
you
see
below
the
double
line.
That's
the
current
stat
for
the
charleston
metro
area,
which
is
kind
of
what
you'd
like
to
compare
yourself
to,
because
your
workforce
should
be
reflective
of
the
stats
where
you
live.
So
we
feel
like
that,
we're
doing
for
the
non-sworn.
D
We
feel
like
we're
dealing
we're
doing
pretty
good
for
for
sworn.
I
think
there
there
is
some
work
to
do
and-
and
I
and
I
think
that
chief
curry
and
chief
reynolds
are
taking
this
very
seriously.
They
both
have
plans
in
place.
I
know
chief
reynolds
has
a
recruitment
team
working
on
it
and
carol.
As
I
shared
with
you,
when
we
talked
the
fire
department,
has
actually
created
a
recruitment
manager
position,
they
are
they've
hired.
Captain
kevin
week
he's
been
with
the
fire
department
for
some
time.
D
It's
an
african-american
captain
who
I
feel
like
we
feel
like.
He
has
good
ties
to
the
community,
or
at
least
that's
our
understanding
and
we're
hoping
he's
going
to
be
able
to
build
a
program,
so
we
can
start
working
on
some
of
the
numbers
in
that
department,
so
I
feel
like,
even
though
we
definitely
aren't
where
we
need
to
be.
I
think
that
we're
making
we're
taking
steps
and
we're
making
progress,
but
this
is
a
snapshot
of
where
we
are
right
now.
D
B
And
then
maybe
maybe
make
sure
that
we
see
the
pay
ranges
for
each
pay
grade
just
for
for
those
of
us
who
aren't
that
familiar
okay,
absolutely,
I
know
that
the
commission
on
women
would
love
to
have
that
kind
of
information
for
themselves
too.
So
that'd
be
great
any
other
questions,
so
I
I
just
want
to
make
sure
that,
when
we're
we're
seeing
the
non-sworn
and
sworn
those
are
only
our
two
public
safety
departments,
right
pd
and
fire
department
and
then
city
wide
as
everybody
else-
is
that
the
way
we
should
think
about
it.
D
D
F
F
D
B
D
Great
okay,
good,
if
no
one
has
any
questions
about
those
slides,
we'll
we'll
move
on
to
employee
turnover
and
I'm
gonna,
I'm
gonna.
Let
ryan
kind
of
explain
to
you
because
ryan's
been
tracking
this
for
us
since
he's
been
here.
As
you
know,
we've
been
before
you
before.
With
these
you
know
these
same
charts
and
graphs.
F
F
We
have
seen
police
turnover
increased
a
bit
through
may
in
2020,
but
we've
seen
that
number
come
down
drastically
fire.
We
saw
a
small
drop
in
2020
we've
seen
that
number
come
up
a
little
bit
in
general
for
2020.
We
see
that
code
did
have
an
impact
on
our
turnover
for
most
departments.
We
saw
a
sort
of
generalized
decrease
for
police.
I
think
with
just
some
of
the
events
they
had
going
on.
F
They
saw
a
slight
spike
but
we're
seeing
their
numbers
kind
of
come
back
together,
but
this
increase
for
the
non-sworn
is
a
little
bit
of
a
concern.
It's
almost
a
percentage
point
higher
than
what
we
had
seen
through
may
and
for
the
next
slide.
So
for
this
we
have
voluntary
turnover
projected
through
year
end
so
for
2014
to
2020
it's
actual
turnover.
F
Our
2021
projection.
Similarly
has
us
coming
up
to
18
and
that's
with
the
caveat
that
the
projection
doesn't
always
handle
extremes,
particularly
well.
So
if
we
look
at
how
the
may
number
had
increased
our
projection
kind
of
conservatively
averages
that
back
down,
but
if
we
were
to
maintain
that
kind
of
a
trend
we'd
be
looking
at
non-sworn
voluntary
turnover,
likely
cresting
at
about
20
and
sort
of
the
two
years
where
we
have
seen
that
general
increase
2020.
We
saw
the
increase
with
cove
in
2019.
F
F
For
the
sake
of
mentioning
we,
we
typically
look
at
voluntary
turnover,
since
that's
the
one
that
we
have
more
control
over,
but
we
wanted
to
at
least
mention
the
total
turnover.
So
this
is
sort
of
all
combined
sources
of
turnover.
Again,
the
the
non-sworn
trend
is
a
little
bit
of
a
concern
in
that
we
are.
F
We
essentially
were
averaging
almost
20
percent
of
our
non-sworn
employees,
leaving
in
any
given
year,
and
our
projection
has
us
essentially
back
on
track
to
reach
almost
22,
so
we'd
be
looking
at
almost
just
one
out
of
every
four
non-sworn
employees.
That's
non-police
officers,
non-firefighters,
essentially
turning
over
this
year.
F
F
F
Yeah,
well,
we
can
skip
ahead
to
that
momentarily,
so
just
to
mention
on
the
exit
surveys.
This.
These
are
the
results.
We,
we
only
really
started
the
exit
surveys
more
in
earnest
at
the
end
of
2019,
so
this
data
is
from
january
1,
2020
to
current
the
three
most
common
reasons
for
leaving
our
family
circumstances,
which
is
this
great
column.
F
F
F
Around
two
percent
chose
to
go
back
to
school
full
time.
Instead
about
11
noted
communication
problems,
three
about
four
percent
noted
work
pace.
Then
we
have
the
no
room
for
growth
schedule
being
this
browner,
one
pay
again
in
the
higher
categories
about
eleven
percent.
All
said
it
wasn't
the
field
they
wanted
to
work
in
two
percent
being
workload.
F
F
Again,
we
see
family
circumstances
pay
room
for
growth,
since
they
were
the
top,
they
tend
to
be
the
top
ranked,
but
they
are
also
sort
of
overwhelmingly
the
top
ranked
so
pay
and
room
for
growth
are
all
trending
very
closely
family
circumstances,
kind
of
just
leading
the
way
and
then
a
very
steep
drop
down
to
work
environment,
which
was
ranked
usually
about
half
as
high
as
any
of
the
first
three
and
then
steadily
down
through
sort
of
going
back
to
school
workload.
Workpace
commute
benefits
being
sort
of
the
bottom
five
reasons.
F
So
we
do
not
have
it
at
a
department
level
to
sort
of
simplify
the
exit
survey
and
maximize
people
doing
it.
We
use
as
little
identifying
information
as
possible,
so
we
don't
necessarily
have
it
at
a
department
level
with
a
good
enough
response
rate.
We
would
probably
say
that
you
could
project
this
kind
of
response
across
most
departments.
B
F
So
so
it
does
tend
to
be
a
little
more
across
the
board.
The
city
historically
doesn't
have
a
ton
of
room
for
growth
and
a
lot
of
so
of
the
room
for
growth
category.
We
do
have
some
follow-on
questions
so
for
people
who
picked
room
for
growth
as
a
reason,
63
of
those
people
did
say
that
they
were
leaving
to
take
a
promotional
opportunity
somewhere
else
with
37
of
people.
So
just
over
a
third
of
people
saying
they
were
actually
accepting
a
similar
role
somewhere
else,
but
one
that
provided
more
growth
opportunities.
F
B
B
I
I
was
just
going
to
point
out
our
total
employment
number
is
about
the
same.
So
so
we
have
been
replacing
folks
when
they
leave
and
in
essence
I
would
say
the
freeze
is
over
folks
who,
who,
from
from
budget
finance
and
hr,
to
fill
a
position,
we're
we're
mostly
approving
those
to
go
forward.
So
I
I'll
admit
to
you,
you
know
we
have
a
dedicated
staff
and
and
when,
when
things
get
short
in
their
department,
they
they
step
up
to
the
plate.
They
get
the
job
done.
I
I've
heard
very
few
reports
of
you
know
us
falling
behind
and
that's
where
just
a
small
group
of
reviewers
maybe
serve
one
function
and
you
lose
one
guy
or
two
two
personnel.
It
makes
a
big
difference
in
their
being
able
to
get
the
production
done
until
we
get
those
people
replaced,
but
but
overall
I'd
say
our
staff
just
done
a
remarkable
job
during
this
whole
pandemic
and
during
the
freeze
to
to
cover
where
they
were
needed,
and
it's
been
been
pretty
remarkable.
I
That
being
said,
I
would
love
to
be
able
to
propose
in
our
budget
next
year.
You
know
a
cost
of
living
adjustment
and
and
even
more,
but
also
see
where
the
numbers
come
in.
We
do
have
the
opportunity,
perhaps
to
do
you
know
with
some
of
the
federal
relief
we
had
to
to
to
do
a
small
bonus
this
year
in
order
to
make
up
for
the
fact
that
we
didn't
have
a
cola
this
year.
But
you
know,
council
will
have
to
weigh
those
priorities.
I
D
Councilman
gregory,
I
we
have
not
conducted
any
type
of
survey
that
would
include
morale
any
kind
of
measurement
of
morale.
The
last
thing
I
I
saw
that
we
did,
I
believe,
in
january
of
2020
know
that
released
a
full
survey
that
included
a
lot
of
issues
that
would
would
fall
under
with
the
morale
issue,
but
nothing
to
my
knowledge
has
been
done
this
year.
I
know
I'm
not
sure
if
novak
is
going
to
be
doing
that
for
us
again
this
year.
Amy.
Can
you
answer
that
question.
D
I
I
will
say,
as
far
as
you
know,
the
hiring
freeze,
the
mayor's
is
absolutely
right.
We
yet
there
is
a
hiring
freeze
and
that
departments
have
to
provide.
You
know
some
really
good
justification
to
build
a
position.
Having
said
that
budget,
you
know,
amy
has
been
working
with
departments
on
filling
positions
that
were
critical,
that
we
really
needed
to
have
done
so
because
we
have
been
hiring.
D
I
don't
know
if
you've
looked
at
our
postings
lately,
but
we're
we're
definitely
hiring.
So
it's
not
like
a
a
hot.
What
I
would
consider
a
hard
freeze
and
amy-
I
don't
want
to
you,
know,
speak
for
you,
but
it
appears
to
me
that
with
just
the
requisitions
we're
getting
approved
or
what
we're
feeling
you
know,
the
departments
are
not,
even
though
we're
having
this
turnover,
which
is
problematic,
because
it's
difficult
for
the
departments
it's
difficult
for
the
supervisors,
it
does
seem
that
we
are
feeling
the
critical
positions
that
we
need
to
continue.
G
B
G
G
D
G
D
Want
to
start
by
thanking
you
guys
for
approving
that
for
us,
I
think
it's
going
to
vastly
increase
our
ability
to
run
reports
on
our
recruitment
efforts.
I
think
it's
going
to
be
easier
for
departments
to
hire
it's
going
to
route
forms
there.
We
go
it's
going
to
route
paperwork
to
the
hiring
supervisors
and
hopefully
make
the
whole
process
easier
for
everyone
which
which
will
help
heather.
Do
you
want
to
talk
a
little
bit
about
the
door.
H
Ryan,
if
you'll
go
to
the
next
slide,
this
is
just
to
kind
of
give.
Oh
hang
on
back
up
one
just
an
idea
and
talking
through
kind
of
the
the
positions
as
people
are
leaving.
The
other
issue
that
we
are
facing
is
that
we're
not
getting
the
number
of
candidates
for
these
positions
that
we
had
previously.
So
if
you
look
over
the
last
five
years,
going
back
to
2017,
the
average
number
of
applicants
we
have
per
day
per
position
has
significantly
decreased.
H
We
experienced
that
within
our
own
office
within
the
last
few
months,
with
a
benefit
specialist
that
we
had
recruited
for
in
2017,
just
for
example,
back
in
2017,
we
had
19
applicants
per
day
for
a
total
of
95
applications
in
a
five-day
period.
This
year,
we've
received
1.6
applications
per
day
for
a
total
of
42
applications
in
a
25-day
period
and
of
those
really
only
three
even
were
remotely
qualified
for
the
position,
and
so
when
we
started
noticing
that
ryan
started
running
some
numbers
just
to
look
at.
H
H
There
will
be
tools
there
for
scheduling,
interviews
and
also
for
screening
applications
which
will
help
the
hiring
manager,
so
they
can
set
up
questions
on
the
front
end.
For
instance,
if
the
position
requires
you
to
have
a
valid
driver's
license,
or
maybe
a
cdl,
you
could
have
that
as
a
screening
question
depending
on
their
answer,
it
would
route
them
on
for
consideration
for
the
position,
which
would
help
in
kind
of
speeding
up
that
process.
H
For
the
hiring
manager
giving
them
more
time
to
focus
on
getting
interviews
scheduled
and
getting
somebody
on
board
and
also
dashboards,
reporting
and
tools
that
we
just
don't
have
that
capability
in
the
current
system,
current
system
is
much
more
focused
on
the
city's
website
and
kind
of
the
applicant
tracking
is
sort
of
a
secondary
product
they
have.
This
is
really
product
is
based,
focused
solely
on
applicant
tracking,
and
is
the
system
that
the
state
uses
and
most
other
local
governments
when
we
survey
them
about
their
jobs.
H
They
use
this
system
as
well,
and
it
will
also
allow
us
to
put
our
job
descriptions
online
so
that
everybody
can
access
those
either
at
home
or
at
work.
We're
using
our
onboarding
system
too,
which
we've
not
we've
struggled
with
this
to
be
honest
over
the
last
year
with
covet
and
not
doing
in-person
orientations.
This
will
allow
us
to
have
them.
Do
a
lot
of
the
paperwork
that
we
spend.
H
Instead
of
pushing
you
know,
50
pieces
of
paper
at
them
also
having
videos
online
online
orientation,
videos
that
they
can
watch
prior
to
coming
to
the
city.
So
we
think
that
all
around
this
will
be
a
much
better
system
for
both
the
hiring
managers,
the
applicants
and
for
the
people
who
touch
the
administrative
part
of
recruiting
our
office
budget
et
cetera,
and
we
plan
to
roll
this
out
in
august.
We
are
transitioning
from
our
old
system,
probably
starting
in
the
next
few
weeks,
and
would
like
to
have
a
goal
of
launching
this
in
august.
C
If,
if
the
application
pool
is,
has
declined
that
much
and
it
sounds
like
it's
pretty
significant,
what
do
we
think
is
the
reason
for
it
is
it
that
people
perhaps
are
not
interested?
Are
our
pay
is
not
enough?
What
do
you?
What
do
you
think
it
is
that
our
pool
has
gone
down?
I
know
we're
in
in
in
covet
season,
and-
and
we
just
can't
blame
everything
on
that,
but
do
we
have
any
basis
for
why
this
is
happening,
and
is
this
happening
in
other
municipalities
as
well.
H
It
is,
we
have
seen
an
article,
and
I
think
it
was
in
governing
in
the
last
maybe
week
or
two
where
other
public
sector
or
may
have
been
ipma.
Other
public
sector
employers
are
struggling
with
this
as
well.
I
think
that
some
of
it
you
know
is,
is
based
on
pay.
I
think
I
don't
think
we're
necessarily
competitive
with
even
other
governments
and
ryan
I'll
talk
a
little
bit
about
this
on
the
next
slide.
H
You
know
accounting
positions
or
hr
positions
we
sent
the
to
them
to
post
on
a
board
for
the
workers,
who've
been
displaced,
and
so
just
kind
of
figuring
out
different
ways
to
to
touch
on
those
candidates
and
also
putting
things
on
linkedin.
We've
had
some
success
with
that,
where
people
might
not
even
be
looking
for
a
job,
but
they
might
be
somebody
who
actively
uses
linkedin
to
connect
with
other
people,
so
that
kind
of
coming
across
their
feed
as
well.
C
C
C
H
To
be
honest
in
those
kind
of
positions
we're
having
a
hard
time
finding
any
applicants,
I
think
for
one
of
the
engineer
positions
we
maybe
had
five
people
apply.
It's
just
very
very
few.
I
will
say
one
thing
that
we
have
used
recently
is
a
tool
called
handshake.
It
is
the
application
system
that
the
colleges
use,
and
so
we
have
posted
a
number
of
our
positions.
H
That
way
and
we're
able
to
you
know,
select
the
colleges
we
could
say
you
know
x,
number
of
colleges
within
you
know,
300
miles
of
charleston
or
colleges
within
south
carolina
to
try
and
attract
new
graduates,
because
I
think
in
some
cases
for
our
positions
we're
you
know.
Some
positions
may
have
required
experience,
but
we
are
looking
at
trying
to
get
somebody
on
board.
That's
maybe
getting
their
first
job
and
trying
to
train
them
in
those
roles.
B
Anyone
else
have
a
question
or
a
comment.
I
I'm
just
curious.
The
the
new
the
new
neo-gov
sounds
great,
and
especially
if
it's
comparable
to
you
know
what
other
recruiters
use
that
we're
familiar
with.
How
do
how
do
people
you
know
wanting
employment?
How
do
they
even
know
where
to
go
to
to
get
into
this
more
automated?
How
will
they
in
beginning
in
august
will
that
be
linked
from
the
city
website,
or
will
it
be
advertised
independently?
F
F
F
The
new
system
will
have
just
sort
of
slid
into
place
and
then
a
lot
of
our
jobs
also
get
posted
out
to
other
job
boards,
especially
things
like,
indeed
being
one
of
the
very
big,
more
common
options,
so
those
positions
will
still
be
posted
out
there
and
anyone
looking
to
apply
when
they
click
the
link.
That
will
then
send
them
through
to
the
new
system,
but
the
front-facing
parts
will
all
essentially
look
the
same.
D
Well,
the
next
topic
is
employee
compensation,
so
the
municipal
association,
just
in
the
last
few
weeks,
they
released
their
2021
salary
survey.
So
ryan
went
through
and
matched
up
like
positions
with
us,
so
we
could
kind
of
see
how
we
compare,
because
we
are.
You
know,
of
course,
trying
to
figure
out
why
you
know
why
our
turnover
is
higher.
Why
are
we
losing
employees
to
positions
that
pay
more?
D
So
we
thought
this
might
be
just
a
good
little
place
to
start
it's
other
municipalities
and
and
of
course,
we
also
are
losing
a
fair
amount
of
employees
to
private
sector.
So
this
doesn't
tell
the
whole
story,
but
but,
as
you
can
see,
we
we
really.
You
know
we
don't
we're
not
at
the
top
of
the
market
for
sure,
even
compared
to
some
of
these
smaller
municipalities
and
I'll.
Let
ryan
kind
of
talk
about
how
he
came
up
with
these
calculations.
F
F
F
On
average,
we
were
essentially
one
and
a
half
out
of
nine
respondents,
so
we
were
effectively
in
the
top
17
percent
of
wage
responses
for
those
matched
positions
for
pd.
Similarly,
we
matched
with
six
positions.
Average
rank
was
first
out
of
nine
with
us
overall
in
the
top
11
percent
for
non-sworn,
we
matched
across
44
different
positions
and
sort
of
on
average
ended
up
four
fourth
of
eight
putting
us
kind
of
squarely
at
the
50
percentile.
F
F
So
in
the
fire
department,
83
of
our
positions
were
in
the
top
third
of
the
salaries
for
their
positions,
which
is
the
highest
out
of
that
grouping
for
the
police
department.
We
again
had
83
in
the
top
three,
the
only
one
that
we
kind
of
surprisingly
fell
a
little
behind
was
north
charleston,
but
that
is
partially
due
to
the
way
they're
paying
entry
level,
police
and
fire.
F
So
the
blue
is
sort
of
a
visual
indicator
of
where
the
city
of
charleston
is
anything
in
orange
were
cities
that
had
more
positions
in
the
top
three
for
that
position
than
us
so
for
non-sworn
positions.
Essentially,
a
third
of
our
positions
were
even
in
the
top
three
salaries
for
that
type
of
work,
which
put
us
behind
greenville,
greer,
hilton,
head
north
augusta,
north
charleston
and
rockhill
and
kind
of
just
ahead
of
florence
nagin
of
those
we
typically
survey,
greenville
hilton
head,
north
charleston
and
rock
hill.
F
H
D
B
I
Mayor
and
first
let
me
thank
ryan
for
his
usual
great
work
with
statistics
and
information.
Thank
you,
ryan
of
the
positions
that
we
rank
well
in
versus
those
that
we
don't
is
there
preponderance
towards
the
upper
level
management
versus
entry
positions
versus
any
particular
spec
part
of
the
spectrum,
where
we
need
a
particular
improvement.
F
No
sir,
the
responses
that
we
found,
we
found
positions
at
essentially
every
level
that
we
were
sort
of
down
on.
So
it
was
everything
from
sort
of
entry-level
construction
type,
work
to
mid-level,
paraprofessionals,
up
to
some
more
senior
manager
and
director
level
positions
that
we
were
coming
pretty
far
behind
on.
So
it
was
much
more
of
an
across
the
board.
We,
we
were
truly
kind
of
in
the
average.
So
more
often
than
not,
we
were
kind
of
sitting
at
a
fourth
or
fifth
out
of
eight
kind
of
level
for
almost
all
positions.
D
D
I
it
you
know,
I
don't.
It
is
much
better
to
come
to
have
these
meetings
and
report
great
news,
but
I
also
thought
we
thought
it
would
be
important
to
at
least
share
what
we're,
seeing,
especially
in
in
anticipation
of
the
upcoming
budget
process,
we're
hoping
that
there
could
be
some
considerations
to
you
know:
try
to
move
us
forward
a
little
bit
with
no.
B
I'm
I
I'm
teasing
for
the
record,
I'm
teasing.
I
I
do
think
that's
very
helpful
for
us
to
hear
the
truth
and
and
put
it
in
context,
especially
with
where
we
want
to
be
as
well
as
where
we
know
we
are
with
communities
that
you
know
are
also
very
attractive,
growing
areas
of
the
state.
So
it
is
what
it
is.
Mr
mayor.
I
Well,
madam
chair,
I
would
just
upon
that
this
isn't
all
bad
news.
Four
or
five
years
ago,
we
were
really
concerned
about
the
turnover
in
our
sworn
positions
and
it
seems
to
be
a
pretty
market
improvement
there.
So
so
now,
maybe
it's
a
little
whack-a-mole.
We
gave
a
little
more
attention
over
here.
We
have
a
little
different
pace
structure
with
with
police
and
fire.
I
D
I
was
just
gonna,
you
know
mayor,
I
I'm,
I
think
you
probably
remember
in
2019,
when
none
of
us
had
any
idea
what
we
were
getting
ready
to
get
hit
with.
You
asked
all
your
department
heads
to
put
together
a
list
of
goals,
so
I
you
know
I've.
I've
had
those
here
by
my
death
since
2019
and
kind
of
as
a
reminder
of
what
we
had
hoped
to
accomplish
in
2020.
D
D
Minimum
pay
and-
and
I
had
had
some
discussion
with
you
and
rick
and-
and
you
would
both
encourage
me
to
you-
know-
have
ryan
start
running
some
numbers,
some
proposals,
you
know
what
would
the
cost
be
to
get
there
we
had
originally,
you
know
planned
on
a
three-year
plan
in
2019.
We
were
hoping
to
get
there
in
2022.
D
I
you
know:
if
we
look
at
the
two
getting
there
in
two
years,
it
it
it's
pretty
expensive.
I
don't
know
that's
something
that
our
budget
will
be
able
to
absorb
for
next
year,
but
I
did
want
to
show
it
to
you
what
the
cost
would
be
to
attain
that,
and
that,
of
course,
is
with
the
increases
flowing
through
the
entire
non-sworn
pay
plan.
D
Also,
adding
you
know
a
pretty
significant
increase
for
sworn
positions
to
try
to
keep
them
up
where
they
need
to
be,
and
you
can
see
the
costs
going
from
a
two-year
plan,
three-year
plan,
four-year
plan
and
a
five-year
plan.
What
that
cost
would
be
in
year,
one
two,
three
four
and
five
to
get
to
that
goal
again.
I
know
that
right
now,
I
don't
think
none
of
us
really
know
what
what
our
budget
next
year
is
going
to
look
like.
D
I
know
it's
time
that
you
guys
will
be
meeting
the
budget
ad
hoc
community,
we'll
start
meeting
and
looking
at
things
and
trying
to
you
know
to
prioritize
the
funds
that
we
have.
But
I
I
guess
this
is
my
our
wish
list.
This
is
our.
We
would
we
would
love
to
see
a
schedule
a
15
hour.
I
mean
I'm
sorry
15
an
hour.
You
know
minimum
and
which
would
also,
as
I
said,
flow
through
the
whole
pay
plan,
provide
increases
it
would
it
would.
D
You
know,
I
think
it
would
significantly
help
us
with
our
turnover.
I
think
it
would
significantly
help
us
in
filling
positions
it
it
would
just
it
would
just
be.
It
would
be
a
very
positive
for
us
if
we
could,
if
we
could
implement.
Obviously
the
two
years
would
be
fantastic.
I
I
understand
that
may
not
be
doable,
but
if
we
could,
even
just
we
I'd
just
like
to
talk
to
you
and
get
your
thoughts
on
on
a
plan,
I'd
like
to
put
a
plan
in
place.
D
B
Yeah,
that's
that's
an
excellent
question,
especially
since
two
of
our
committee
members,
council,
members,
brady
and
del
chapo
haven't
been
part
of
this
pay
plan
evaluation
or
you
know,
decision
making.
So
I
do
think
it's
important
for
us
to
keep
sort
of
everything
in
context
that
that
you've
educated
us
about
over
the
last
several
years
on
what
this
would
look
like.
B
D
J
D
Don't
think
you
want
to
in
effect
devalue,
you
know
those
positions
by
by
compressing
them
right.
So
I
think
you,
you
know
really
how
you
know.
Having
applying
you
know
the
plan
to
the
entire
paid
matrix,
our
entire
pay
plan,
I
think
is
it
would
be
important.
Otherwise
I
think
you
would
you
would
cause
you
would
cause
issues
within
the
plan.
I
Thank
you,
so
go
back
one
slide.
If
you
would
to
those
percentages
compared
to
the
other
cities
and
ryan.
I
know
you
have
the
unknown
of
what
the
other
cities
would
do
over
the
next
few
years,
but
I'm
just
curious
could
could
you
apply
those
different
four
scenarios
and
and
and
come
up
with
how
we
would
stack
up
you
know
if
we,
if
we
put
each
of
those
scenarios
in
place,
does
that
make
sense?
Would
we
end
up
coming
up
to
50
60
70?
I
F
I
D
Yeah
they
had
a
changeover
in
hr
directors.
I
don't
know
if
you
guys
knew
that
that
that
could
be
the
reason.
I
know
they
had
some
turnover
in
that
position,
so
that
could
be
part
of
the
reason
why
maybe
they
didn't
respond,
I'm
not
sure
about
colombia,
but
we
certainly
we
could
try
to
reach
out
to
them
individually.
They
just
didn't
respond
to
the
municipal
association
survey.
We
could
try
to
get
that
same
information
from
them.
C
C
C
C
D
Ryan,
you
want
to
go
to
the
next
slide.
We
can
talk
a
little
bit
about.
We
don't
really
have
a
lot
to
tell
you
about
our
health
care
plan.
We
do
have
jolene
is
with
us.
Today,
though,
she
can
give
you
an
update.
She
she
routinely
tracks
how
our
self-insured
plan
is
running.
So
I
did
ask
her
to
give
you
you
guys
a
brief
update
on
where
we
are
jolene.
A
Yes,
good
good
afternoon
everyone,
so
I
I
have
only
the
data
through
april
and
we
get
that
information
in
the
lag.
So
I
don't
have
anything
only
through
april
and
we
are
currently
around
650
000
under
budget.
The
majority
of
that
budget
and
the
the
savings
that
we
have
there
so
far
is
from
our
usage
in
january,
when
we
were
pretty
still,
you
know
still
going
through
a
lot
of
positive
cases
in
the
coveted,
and
so
I
feel
like
that.
A
A
lot
of
people
were
still
maybe
not
going
to
the
doctor
for
elective
type
situations,
and
so
I'm
not
sure
if
that
savings
will
last
throughout
the
year
or
people
will
start
getting.
You
know
things
like
their
mammograms
and
their
colonoscopies
and
things
you
know,
maybe
that
they
put
off
from
2020
and
and
still
didn't
do
anything
about
it
in
january.
A
So
with
that
being
said,
you
know
I
mean
it's
really,
you
know
four
months
is
really
not
enough
data
to
tell
how
the
rest
of
the
year
is
going
to
end
up,
but
definitely
by
you
know
when
we
have
another
one
of
these
meetings
in
august
or
september.
I
definitely
will
have
a
better
idea
of
where
we're
going
to
be
for
for
the
rest
of
the
year.
A
I
don't
anticipate
doing
any
really
land
design
changes
just
because
you
know
we
are
in
a
financial
situation
where
we
can't
really
add
benefits
at
this
time.
Hopefully
you
know
we'll
be
in
a
situation
where
we
can
keep
premiums
the
same
as
well,
though,
so
I
guess
that's.
My
goal
is
to
not
make
any
changes
for
next
year,
but
we'll
see
what
we
need
to
do
and
and
where,
where
we,
where
we
end
up,
does,
does
anybody
have
any
questions
about
the
health
care.
J
Carry
over
to
my
primary
that
this
I
apologize
that
I'm
one
hour
late,
but
I
know
that
councilman
waring
has
mentioned
this
before
people
that
we
have
insured
on
our
health
plan
that
are
over
65.
I
don't
know
how
many
we
have
there,
but
having
that
they're
eligible
for
medicare
I
mean,
would
there
be
something
that
we
could
look
at?
That
could
be
a
savings
for
us,
and
I
know
he's
mentioned
that
you
know
in
some
of
these
budget
meetings
and
things.
A
Well,
if
you're
a
retiree
and
you're
over
65,
you
do
go
on
to
on
to
medicare.
We
we
don't
cover
those
retirees,
but
if
you're
an
employee,
we
do
cover
you
and
by
law,
we're
required
to
cover
you.
So
there's
really
not
not
anything
that
we
could
do
there.
We
are
having
aeon
look
at
some
some
options
that
if
your
spouse
is
eligible
for
another
health
insurance
plan,
what
what
other
incentives
we
can
offer
to
to
split
off
your
spot
or
to
incentivize
your
spouse
to
split
off
our
plan?
A
D
D
So
you
you
cannot
penalize
anyone
who's
medicare
eligible
for
being
on
on
our
plan.
Now
we
could,
we
could
implement
a
surcharge
for
spouses
who
have
the
option
of
being
on
a
maybe
their
employer's
plan.
You
could
you
could
implement
a
surcharge,
you
could
you
could
say
you
could
put
a
rule
in
place
that
they
can't
that
they
can't
be
covered
under
our
plan.
D
B
D
D
B
No,
I'm
not
talking
about
an
incentive,
I'm
just
talking
about
helping
educate
people
that
would
have.
Can
they
make
it
an
option
if,
if
you
know,
if
I'm
I'm
so
if
I
were
on
the
city
plan-
and
I
decided
that
I
would
save
money,
because
I
could
sign
up
for
medicare
plus
a
medicare
gap
that
I
that
I
I
would
pay
for
compared
to
what
I'm
paying
for
as
my
share
of
the
city's
health
care
plan,
and
then
it
would
be
my
choice
to
not.
H
What
we
found
in
talking
with
people
who
are
retiring-
that
are,
you,
know,
65
or
older,
at
the
time
of
retirement
and
they're,
going
on
to
medicare,
because
they
don't
have
the
option
for
our
retiree
insurance
that
they,
it
is
more
expensive
because
you
do
have
to
get
medicare
plus.
You
need
some
sort
of
supplemental
plan
with
that
as
well.
A
We
we
have,
I
mean
when
you
go
out
and
shop,
our
health
insurance.
Our
our
plan
is
it's
very
rich
in
terms
of
you
know,
it
gives
great
benefits
and
it's
fairly
inexpensive
compared
to
going
out
on
the
out
into
the
market
on
the
open
market,
so
I
mean
nobody's
gonna,
go
out
and
get
other
insurance.
I
I
don't
think
I
mean
I.
I
can't
imagine
that.
B
B
D
But
we
are,
we
are
asking
aeon
to
look
at.
You
know
other
options
for,
for
you
know
other
spouses.
That
said
we
might
be
able
to
offer.
Maybe
because,
because
years
ago
we
did
offer
an
incentive,
if
your
employer,
if
your
spouse
elected
to
take
their
insurance
instead
of
hours,
we
paid
the
employee.
I
think
what
was
it
doing?
25
or
50
a
pay
period.
A
That
was
just
yeah,
but
I
think
when
we
first
implemented
the
affordable
health
care
act,
we
were
we.
We
had
to
stop
that
because
they
they
said
that
it
was
against
against
the
law.
Then
to
do
that
so,
but
I
think
there's
been
a
few
changes
and
a
couple
different
interpretations,
so
there
are
so
some
options
that
we
have
now.
So
we
can
we're
re-looking
at
that
and
we're
trying
to
see
what
the
options
were
and
to
see
how
much
money
we
would
save.
D
And-
and
it's
interesting,
I
think
we
would
have
to
have
to
actually
exclude
the
the
spouses
who
are
medicare
eligible.
I
don't
think
we
could
even
offer
them,
even
if
they
wanted
the
the
incentive
you
know
so.
We'd
have
to
carve
them
out.
You
know
or
we'd
risk
violating
that
law
so
which
is
out
for
you.
B
D
I
just
you
know
counselor.
I
just
wanted
to
mention-
and
I
and
I
mentioned
this
to
you
on
our
call,
but
the
we
are
having
a.m
shop-
market,
our
voluntary
products,
our
life,
insurance,
disability,
whole
life,
so
we
will
be.
When
we
come
to
you
and
you
know
to
this
committee
in
august
or
september,
we
will
have
to
be
making
recommendations
right
now.
Cigna
has
our
life
disability.
We
have
various
companies
that
have
our
accident
whole
life
insurance.
We,
you
know
we
have
unum
aflac
different
companies,
so
we
are.
D
B
D
D
As
you
all
know,
the
city
made
the
decision
several
years
ago
to
pay
the
premium
for
short-term
disability
for
all
our
employees.
We
do
we
didn't.
We
had
a
lot
of
employees
who
were
not
electing
it
because
they
didn't
believe
they
could
afford
it
and
if
the
ones
that
did
elect
it
were
not
electing
a
maximum
benefit,
so
we
now
cover
all
of
our
employees
everyone's
covered
at
60
of
their
salary,
and
I'm
I'm
going
to
let
kelsey
kind
of
just
talk
to
you
about
these
cases.
D
E
E
E
E
E
We
had
a
relatively
new
employee
go
out
from
our
planning
preservation
sustainability
department,
who
only
had
enough
sick
time
to
get
them
through
the
eligibility
period
to
for
the
short-term
disability.
This
was
an
employee.
You
know
who
had
not
signed
up
for
a
short-term
disability
policy
because
they
had
come
after.
E
Previously,
this
employee
had
been
paying
200
207
annually
for
a
300
a
week
benefit
under
our
current
policy.
You
know
this
employee
received
145
more
per
week
for
a
total
benefit
of
445
dollars,
and
it
allowed
them
just
you
know,
be
able
to
focus
on
you
know
they
got
their
payment.
They
were
able
to
focus
on
getting
better
rather
than
worrying
about
their
their
monetary
situation.
E
So
it
does.
You
know,
aside
from
giving
them
this
monetary.
You
know
you
know
benefit.
It
also
is
allowing
cigna
to
kind
of
do
the
brunt
work
for
the
employee,
it
contacts
their
department,
you
know
contacts
their
physician
rather,
and
it
allows
the
employee
to
focus
more
on.
You
know
getting
better
and
returning
to
work.
B
D
D
D
Icon
with
the
with
the
family
leave,
as
you
know,
we
you
had.
I
still
have
a
what
what
you
guys
do.
The
commission
on
women
had
proposed
if
they
didn't
plan
for
the
family
leave
ryan
has
calculated
two
different
options.
Just
so
you
could,
you
know
just
you'd
have
something
to
kind
of
look
at
as
as
we
you
know,
enter
into
this
discussion
option
a
is
what
you
had.
D
You
guys
had
recommended
for
2021
the
four
weeks
maternity,
four
weeks,
parental
on
the
two
weeks,
caregiver
option
we
did
and
and
we're
calculating
these
numbers.
It's
important
to
note.
These
are
calculated
based
on
just
the
people
who
actually
took
leave
using
their
leave
or
going
on
unpaid
leave.
I
I
think
it's
reasonable
to
assume
these
numbers,
given
a
paid
benefit
will
be
higher,
but
there's
really
no
way
for
us
to
know.
D
Another
reason
we
wanted
to
show
that
is
we
really
the
federal
government,
we
really
believe
is
gonna
implement
a
federal
program
which,
of
course,
if
they
do,
nobody
really
knows
exactly
what
that's
going
to
look
like
when
it's
going
to
be
implemented.
I
know
it's
still
very
much
in
the
discussion
stage,
but
I
also
think
there's
a
lot
of
bipartisan
support
for
a
program
like
that.
So
once
they,
when
they
do
that,
I
think
we
would
probably
want
to
transition
to
that
program.
D
Just
because
you
know
it
wouldn't
really
make
a
lot
of
sense
for
us
to
pay
for
this
100.
If
the
federal
government
is
going
to
come
in
and
use,
I
guess
taxpayer
dollars
to
pay
for
a
leave
program,
but
that's
that's
still
kind
of
an
unknown,
so
the
costs
have
increased
a
little
bit
over
over
what
we
looked
at.
But
it's
you
know
neither
one
of
these
costs.
B
So,
thank
you
kay.
Maybe
we
should
just
take
a
a
little
step
back
to
remember
that
as
a
committee
and
and
our
membership
as
a
committee
has
not
changed
since
a
year
ago
that
we,
as
the
human
resources
committee
of
the
council,
agreed
with
the
recommendations
or
the
the
way
that
this
was
laid
out
to
be
an
incremental
leave
benefit
that
would
that
would
increase
a
little
bit
every
year
until
we
got
to
a
full
set
of
12
paid
weeks.
B
I
think
over
three
years
for
each
of
the
categories
that
are
eligible
and
so,
as
a
committee,
we
recommended
to
the
full
council
that
we
go
forward
on
that
kind
of
incremental
to
full
game
plan,
and
then
we
also
agreed
as
a
committee
that
we
would
recommend
that
we
not
institute
the
first
year
of
this
coverage
until
2022
budget
that
we're
currently
looking
at
to
be
working
on
at
the
end
of
the
summer.
You
know
till
till
the
end
of
the
year,
till
the
full
council
votes
votes
on
the
budget
in
december.
C
I
I
D
I
would
agree
with
that
mayor.
I
I
do
think
that
it
again.
I
I
mean
I
I
mean.
Maybe
I'm
wrong,
but
I've
just
been
I've
been
reading
a
lot.
You
know
and
again
there's
no
details,
but
I
think
that
you
know
we
eventually
will
have
a
a
federally
funded
leave
program
and
then
again
I
I
don't
think
it's
gonna
happen
next
year.
I
think
there'll
be
something
that'll
be
coming
next
year.
D
I
don't,
I
don't
think
it's
going
to
be
exactly
what
we
had
in
mind,
but
I
do
think
there
is
going
to
be
a
federally
funded.
I
think
it's
going
to
be
using.
I
think
what
I
read
is
they're
planning
on.
I
think
the
one
percent
highest
earners
in
the
in
the
country
funding
that
program-
I
don't
know
I'm
sure,
that's
going
to
be
a
lot
of
discussion
about
that
before
it
actually
gets
gets
realized.
But
I
I
really
do
like
the
idea
of
having
a
lead
program.
D
You
know
funded
that
way,
rather
than
us
trying
to
have
to
you
know,
find
money
for
it
every
year.
I'm
not
I'm
not
opposed
to
this,
but
I
hope
that
you
know
maybe,
hopefully
our
budget
situation
will
work
out
to
where
we
can
maybe
take
a
first
step,
but
rather
than
having
to
go
through
all
of
the
phases
of
the
transition
I'm
hoping
by,
then
the
federal
government
will
come
through
for
us
and
and
there'll
be
a
you
know,
a
universal
benefit
that
everyone
will
be
able
to
to
take
advantage
of.
J
I,
I
guess
just
a
question.
Okay,
thank
you.
I
I
guess
just
a
question.
I
mean
when
we're
when
we're
looking
at,
I
don't
know
our
exit
interviews
or
even
when
we
are
trying
to
bring
in
people.
I
I
guess
it's
a
situation
I
know
in
in
my
small.
I
don't
compare
anywhere
near
the
city,
but
a
lot
of
times.
J
D
Counselor
sheila
we
we
did
go
over
some,
some
really
interesting
stats
prior
to
getting
to
hear
what
I
can
do
is
ask
ryan
to
send
you
this,
this
complete
powerpoint
presentation,
so
you
can
view
it
because
we
do
have
some
information
on
exit
survey
information
on
why
employees
are
leaving
what
the
top
reasons
are,
and
I
I
I
think
it's
it's
good
information
it
is.
It
is
mostly
pay.
D
It's
also
lack
of
ability
to
to
to
move
forward
in
the
organization
and
then
family
circumstances
which
I
did
talk
to
to
ryan
about
those
seem
to
be
mostly.
My
spouse
got
another
job,
and
so
now
I
have
to
move
to
louisiana
or
you
know
very
family
circumstances.
You
know
really
kind
of
encompasses
a
lot
of
different
things,
but
those
are
the
top
three
reasons,
and
you
know
I
can
tell
you
just
from
my
own
experience.
You
know
I've
lost
just
you
know.
Within
the
past
you
know
year.
D
D
D
It's
it's
been
an
issue,
so
you
know
not.
We
didn't,
of
course-
and
I
know
we
couldn't
have
done
a
cola.
We
were
very
fortunate
not
to
have
had
a
layoff.
To
be
honest,
I
mean
we,
I
think
we
came
pretty
close,
but
we
did
it.
We
held
it
together,
but
we
weren't
able
to
give
any
increases.
We
weren't
able
to
get
them
costly
or
you
know,
really
do
anything
with
pay,
so
we're
just
kind
of
starting
to
slide
back
a
little
bit.
D
B
Yeah,
thank
you
this
cross.
I
I
really
I
I
think
all
of
us
would
benefit
from
having
this
entire
set
of
slides
just
to
remind
ourselves
of
all
the
good.
You
know,
data
that
you're
that
you're
contributing
to
us-
and
I
guess
in
in
in
the
frame
of
wanting
to
get
to
our
final
discussion-
and
I
do
want
to
vote
on
whether
we're
going
to
put
this
resolution
forward
to
the
full
council.
B
Okay,
good
and
then
let's
do
go
on
to
the
final
topic
under
new
business.
I
don't
we
don't
have
any
old
business.
So
this
should
be
the
final
topic
for
us
today
and
unless
someone
has
old
business
to
bring
up
that,
we
have
been
delivered
a
resolution
and
it
came
through
the
nonprofit
organization
alpha
and
I
apologize.
I
meant
to
look
up
the
full
term
that
alpha
stands
for,
but
essentially
it's
for
in
support.
B
B
C
So
it's
not
as
if
the
city
of
charleston
has
not
been
doing
things
in
that
area.
I
don't
know
whether
or
not
it
would
be
appropriate
to
put
it
in
the
resolution,
but
I
just
wanted
the
record
to
reflect
that.
The
city
of
charleston
over
the
years
have
been
strengthening
its
non-discrimination
provisions
to
be
more
inclusive.
B
I
I
think
it's
very
fair.
You
know
comment,
I
I
agree
that
it
probably
was
not
written
specifically
to
what
the
city's
history
has
been
in
these
types
of
decision
making
and
asking
you
know
our
state
to
go
along
with
us
in
our
in
our
principles
and
philosophy
of
human
rights.
So
I
I
I'm
sure
we
could
agree
that
if
we
put
this
forward,
we
could
ask
ask
the
providers
or
do
it
ourselves
to
add
a
couple
more,
whereas
statements
that
would
be
a
little
more
specific
about
our
own
history.
B
B
B
Yes,
yes,
thank
you.
Thank
you
good
suggestion,
so
we
we,
we
took
a
preliminary
vote
to
approve
the
minutes
a
year
ago,
august
2020,
and
we
made
it
clear
that
for
any
public,
that's
listening
to
us
that
this
this
committee
meets
as
as
needed,
and
primarily
at
the
request
of
our
human
resources
or
other
groups
that
want
us
to
take
some
sort
of
decision
or
recommendation
in
in
our
human
resources
mission
on
behalf
of
the
city,
council
and
the
city.
So
I'm
a.