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From YouTube: City Council Budget Workshop April 3, 2019 Clean Copy
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A
B
We
discussed
back
in
January
when
the
council
approved
the
calendar
for
the
budget.
We
would
have
three
workshops:
budget
workshops,
the
first
Wednesday
of
February
March
and
April.
We've
covered
a
number
of
topics
from
the
enterprise
funds
to
general
funds,
to
public
safety
and
today,
for
the
workshop,
we're
going
to
have
a
discussion
about
pay
practices,
retirement
comparison,
health
care
and
then
our
all-time,
favorite,
Financial
Partners.
What
I
will
say
much
like
the
public
safety
discussion
that
occurred
last
time.
B
A
lot
of
information
you
have
today
will
be
based
on
other
surveys
of
other
cities
and
how
we
compare
with
those
other
cities.
So
a
lot
of
times.
We
talk
about
salaries,
but,
as
Sheila
has
said
in
the
past,
it's
the
full
compensation
that
goes
into
how
we
attract
and
retain
talent.
So
what
that
said,
there
I
believe
I'm
supposed
to
turn
this
over
to
the
chair
of
the
budget.
C
D
You
thank
you,
city
manager.
The
only
thing
I
have
to
say
is
this
is
our
third
and
final
workshop
of
the
year
and
I
think
we
have
two
more
additional
meetings
that
we
all
have
a
chance
to
vet
some
things
and
get
some
things
going.
But
I
did
want
to
report
that
mr.
councilman
Eccleston,
that
city
is
gonna,
be
a
little
bit
late.
E
So,
first
we're
just
gonna
get
right
into
agenda.
First,
we
have
Sheila
Simpson
she's,
gonna
start
talking
about
a
general
employee
pay
practices.
Last
time,
if
you
recall,
we
talked
about
public
safety
firing
police
employees.
This
is
the
second
version
of
it.
Some
of
the
data
is
fresh
off
what
we
just
got,
so
they
were
still
crunching
numbers
late
into
last
week
and
then
we'll
move
into
retirement
and
again
there's
been
a
team.
That's
been
working
on
this
and
surveying
the
cities
throughout
the
country
with
our
comparisons.
It's
a
different
set
of
Pierre
City.
E
F
Good
afternoon,
mayor
and
members
of
City
Council
I
am
pleased
and
honored
to
serve
as
your
human
resources
director
and
honored
to
serve
the
City
of
Charlotte
employees
as
miss
joy.
How
you
said
I
am
here
to
review
the
compensation
information
that
we
received
over
the
past
year.
You
may
recall
that
last
year,
one
of
the
action
items
that
we
had
as
an
organization
was
to
go
out
and
do
a
comprehensive
review
of
compensation
practices
and
benefit
practices
across
our
peer
cities.
And
so
today
we
will
share
this
presentation
and
I
will
start
with
compensation.
F
The
City
of
Charlotte
is
an
employer.
Choice
is
seeking
to
become
an
employer
choice
and
basically
that
means
where
people
choose
where
they
would
like
to
be
and
spin
their
careers.
That
is
our
goal,
and
that
is
our
quest
in
the
HR
world.
That
means
we
look
at
the
recruitment
functions,
compensation
benefits,
professional
development,
employee
engagement
and
ownership
of
performance.
It
is
a
cycle,
and
all
of
that
together
will
help
us
become
an
employer
of
choice
today,
I'm
here
to
talk
about
the
compensation
elements.
F
So
the
purpose
today
is
to
review,
as
I
just
said,
the
practices
when
we
compared
ourselves
to
our
peer
cities-
and
we
are
going
to
specifically
talk
about
employee
retention,
data,
salary,
increased
compensation
comparisons
over
the
last
three
fiscal
years
and
to
present
to
you
a
2020
projection
of
salary
increases.
In
addition
to
that,
a
comparison
of
our
pay
systems.
F
Retention
data-
this
light
indicates
to
you
how
employees
retire
in
the
general
population.
This
excludes
public
safety
annually.
You
can
see
that
our
retirement
rate
is
on
average
91
employees
a
year
so
from
in
2014.
There
were
52
employees
in
2019
fiscal
year
2019
we
have
81
employees
and
that
is
not
including
Public
Safety.
F
In
terms
of
retirement
projections,
for
those
who
are
newly
eligible
to
become
retirees
when
we
started
the
years,
we
look
at
those
who
could
have
retired
any
at
any
point
in
time
they
became
l.joe
eligible
before
2020.
So
that
means
we
have
294
employees
in
the
general
population
who
still
work
with
us,
however,
are
fully
able
to
retire
in
2020.
That
number
becomes
90
employees
who
will
become
eligible
and
in
2030
you
will
see
that
number
goes
to
183
people
who
become
eligible.
F
In
terms
of
our
employee
retention
and
Charlotte,
we
benchmark
against
our
20
peer
cities.
You
will
see
that
our
retention
rate
without
retirement,
so
we
excluded
the
retirement
out
of
this
population,
it's
5.2
percent
and
we'll
compare
to
our
benchmark
organization.
The
median
is
slightly
over
5.6
percent,
and
so
we
are,
if
you
want
to
say
more
favorable
than
our
years
and
retaining
our
employees.
F
Now
move
it
into
the
compensation
areas
of
general
employee
pay
increases
for
the
hourly
workforce.
The
City
of
Charlotte
exceeds
our
Pierre
City
benchmarks
on
the
right.
You
will
see
that
over
the
past
in
FY
nineteen,
our
annual
increase
in
the
hourly
pay
plan
was
three
point:
five
percent.
We
are
there
with
three
other
peer
cities:
six
cities
worth
three
percent
for
cities
where
it
two
and
a
two
and
a
half
percent,
and
you
can
see
where
we
compare
ourselves
as
we
rate
for
our
hourly
work
force.
F
So
we
lead
the
pack.
This
slide
I
really
like
it
is
a
comparison
in
a
visual
way
to
indicate
our
hourly
employees
in
terms
of
the
three-year
average.
You
may
recall
that
three
years
ago,
we
transitioned
hourly
employees
into
a
traditional
pay
range.
In
that
year
those
employees
received
an
average
increase
of
7%
the
year.
After
that
the
increase
was
an
average
of
3%,
and
last
year
the
average
was
three
and
a
half
percent.
So
the
three-year
average
is
four
point:
five
percent.
F
This
data
is
regarding
our
salaried
workforce,
again,
the
same
same
peer
cities.
We
compared
us
ourselves
against
last
year,
city
council
approved
for
a
three
percent
merit
budget
and
Charlotte
was
among
six
other
municipalities
to
reward
something
in
the
same
area
of
three
percent.
There
are
two
cities
that
exceeded
three
percent,
both
of
those
are
in
the
west
coast
of
the
nation.
F
F
This
side
is
the
slide.
You'd
normally
see
at
this
time
of
year
that
we
present,
and
that
is
a
comparison
of
what
we
project.
Our
compensation
team
is
headed
by
d'alene
Honeycutt
and
her
team
surveys
folks
every
year,
and
then
we
also
get
information
locally
from
municipalities.
We
also
get
information
from
the
Employees
Association,
who
provides
Human
Resources
services
for
small
employers
in
the
Charlotte
community.
So,
as
you
can
see,
of
all
of
those
indexes,
3%
is
more
of
the
norm
and
the
employers
Association,
is
predicting
a
3.2
percent
and
again
they
serve
smaller
organizations.
F
The
city
of
charlotte
has
three
pay
plans.
We
have
an
hourly
pay
plan,
we
have
a
salary
pay
plan,
we
have
a
public
safety
pay
plan.
38
percent
of
our
workforce
is
in
the
hourly
pay
plan.
That
pay
plan
currently
has
a
pay
range
system
that
was
implemented
two
years
ago.
Two
and
a
half
years
ago.
Salary
employees
are
what
are
in
a
broadband
IPE
plan,
which
is
what
we
call
broadband
d
26
percent
of
our
workforce.
F
F
G
F
Now,
in
the
question
set
that
we
sent
out,
we
wanted
to
know
what
type
of
system
is
more
popular
for
our
benchmark
cities,
and
the
answer
came
back.
Traditional
range
systems
are
more
popular.
You
can
see
that
there
is.
There
are
excuse
me,
a
few
systems
that
use
a
hybrid
system
and
we
use
a
broadband
D
system,
but
I'll
go
further
into
why
we
recommend
making
a
change
to
that
system.
F
Here
now
in
the
broadband
D
system
versus
a
traditional
range
system.
The
way
I
like
to
describe
it
in
simple
words
is
that
a
broadband
is
wide
and
deep.
So
when
you
have
various
job
classifications,
they
all
fall
within
a
really
wide
and
deep
band.
When
you
put
in
a
traditional
range
system,
the
band
becomes
more
narrow
and
is
long.
However,
one
of
the
things
that
extremely
does
for
an
organization
and,
more
importantly,
for
the
employees
is
employees,
can
see
their
career
paths
better
inside
of
a
traditional
range
system.
F
This
slide
is
an
indication
of
how
we
pay
within
the
band
so
currently
the
City
of
Charlotte
to
be
competitive.
We
decided
over
time
we
got
here,
but
over
time
we
are
now
paying
people
90
percent
of
the
middle,
if
I
can
say
that
so
generally,
when
we
hire
we
try
to
hire
at
90
percent
of
the
middle
for
someone.
Who's
coming
into
a
job
may
not
have
as
much
experience
if
you're
very
Ariane's.
F
In
that
same
job,
we
may
hire
you
closer
to
the
middle
of
that
ban
on
the
top
end
is
a
hundred
and
fifteen
percent.
So
that
means,
if
someone
is
in
a
job-
and
they
may
have
been
here
longer
or
their
performance
is
truly
exceeding,
they
may
be
compensated
around
a
hundred
and
fifteen
percent
mark
of
that
same
band.
F
F
Again,
I
just
described
it
on
the
other
slide,
but
this
is
a
different
look
of
the
same
information.
The
city
of
Charlotte's,
minimum
band.
Hiring
rate
guideline
is
that
ninety
percent-
and
this
slide
shows
you
where
other
cities
are,
and
you
can
see
they're
predominantly
most
organizations
that
we
benchmark
against
use
the
seventy-five
percent
lower
end
of
the
middle
and
we're
using
ninety.
F
A
H
H
F
H
F
Every
year
we
actually
it
compares
well
short
answer
very
well.
We
benchmark
and
there's
a
slide,
I
think
coming
up,
we
benchmark
with
other
organizations
beyond,
but
we
also
get
local
information
and
we
get
information
from
private
sector
employees,
employers,
we
don't.
We
cannot
actually
share
their
names,
but
we
actually
benchmark
with
private
sector
organizations
that
compete
for
the
same
workforce
that
we
have
working
for
us.
So
we
compare
very
well
and
the.
H
Other
question
I:
have
we
dead
pass
as
a
council
under
previous
leadership,
the
pay
equity?
Where?
How
does
that
compare
sense?
You
know,
yesterday
women's
equality
equity
pay
day.
How
do
we?
How
are
we
looking
regarding
those
numbers
as
far
as
marking,
because
it
doesn't
break
out
in
here
where
we
are
pay
equity
wise
as
far
as
female
versus
male
okay
employees?
So
I
had
yes
that
in.
F
Here
somewhere,
that
is
not
in
this
information.
The
answer
is
when
we
did
that
it
is
a.
It
was
a
gender
equity
study
analysis
and
it
you're
correct.
It
is
done
by
job
classification
and
again
we
came
in
extremely
well
there
I
hated
to
from
my
recollection,
we
were
around
2%
that
may
have
had
a
pay
differential
between
genders,
and
that
is
extremely
good
because
we're
on
a
merit
system,
so
we're
not
on
a
system
to
pay
people
to
say.
Okay,
we
are
on
a
system
to
pay
people
from
merit.
F
C
H
G
I'm
just
trying
to
interpret
this
data
in
terms
of
not
just
what
the
increases
have
been
but
100
apples
with
apples
basis.
Our
levels
of
compensation
are
relative
to
other
cities.
Do
we
have
any
way
of
actually
taking
similar
jobs
or
people
in
similar
circumstances
and
looking
at
what
they
make
in
other
cities,
and
here
maybe
adjusted
for
a
local
cost
of
living?
That
kind
of
thing
yes,.
F
Inch
marks
that
does
that
does
not
include
Public
Safety
Public
Safety
is
around
62:5
Public
Safety
only
is
68,000
$476.
When
we
compare
that
geo
adjusted
to
the
cities
that
we
benchmark,
they
are
at
66
thousand
six
hundred
dollars
roughly,
so
we
are
within
range
there.
Yes,
now
our
cities
again
are
national
and
one
of
the
things
that
we
we
look
at
when
we
look
at
the
data
as
we
look
at
regional
data
and
national
data,
so
our
median
salary
being
56,000.
F
So
I
don't
have
the
metrics
to
to
share
with
you
today,
however,
I
will
tell
you
that
the
City
of
Charlotte
is
a
highly
sought
after
employer
generally,
we
receive
between
80,000
and
90,000
applications
a
year
for
positions,
and
most
often
we
are
hiring
because
people
are
coming
and
going
our
average
hiring
rate
is
around
500
to
540
a
year
so
highly
competitive
in
the
retention
area.
Inside
of
that,
we
obviously
do
have
some
challenging
areas,
and
police
is
certainly
one
public
safety
is
one.
F
Over
years,
we've
had
some
challenges
in
our
utilities,
technicians
areas,
so
we
put
in
concerted
efforts
to
to
do
something
differently,
they're
not
only
on
the
recruitment
side,
but
it's
also
a
retention
side.
So
you're
right.
So
we
continue
to
look
at
that
and
I
can,
if
we
can
probably
provide
data
to
help
answer
your
question
more
fully
after
today.
If.
C
A
C
A
D
F
A
great
place
to
be
we're
a
great
place,
B,
no
I'm,
being
serious
when
I
say
that,
so
when,
when
we
talk
with
our
employees,
one
of
the
things
our
long-term
employees
have,
is
they
really
love
what
they
do
for
this
community
and
when
you
can
see
the
value
of
your
work
in
the
lives
of
the
people
that
matter
they
continue
to
do
it.
They
love
what
they
do.
A
Okay,
I
I
would
like
to
follow
up
on
that
and
actually
have
the
data
I'm
in
terms
of
those
folks
eligible
in
terms
of
people
that
are
retired.
I
would
like
to
know
how
many
of
them
come
back
to
work,
okay
and
and
what
that
means
for
them
in
terms
of
you
know
how
they
are
able
to
maintain
what
their
salaries
are.
I
think
this,
but
fifty
percent,
or
something
an
amount.
The.
A
F
I
A
F
A
F
C
A
A
A
A
A
I
wondered:
is
there
a
time
on
slide
19,
but
you
know
we,
you
talked
about
broadband
and
traditional
have
use.
Is
there
a
shift?
That's
according
to
kind
of
like
the
economy,
you're,
a
recruitment
opportunities
are
these
kind
of
just
this
is
the
way
it
is
very
clean.
Or
do
you
see,
organizations
moving
back
and
forth
know.
F
What
the
trend
the
trend
is
easily
a
traditional
range
system,
the
City
of
Charlotte
deployed
a
broad
banding
system.
However,
when
we
deployed
it,
we
maintained
the
market
rate
structure
within
it,
so
my
words
would
be
we
deployed
it,
but
we
didn't
deploy
it
fully.
The
traditional
range
system
is
much
easier
to
communicate
to
employees.
The
traditional
range
system,
as
the
data
indicates
as
well,
is
a
structure
that's
most
commonly
used
in
the
market,
not
just
Charlotte,
but
then
within
the
market
and
many
of
our
peer
cities
use
it.
A
So
I
have
one
last
one
I
understand
what
you're
saying
about
stability
and
predictability
versus
performance
management,
which
I
just
I
understand
that,
but
one
of
the
things
that
I
wonder
about
are
there
categories
within
our
pay
plan.
I
know
that
police
and
firefighters
are
governmental
employees
generally,
but
is
it
more
of
a
practice
to
compare
those
places
where
we
are
competing
with
our
local
markets?
Are
there
places
in
our
organization
that
we
really
are
getting
out
of
the
90,000
people
that
apply?
A
Are
there
categories
that
are
applying
and
competing
within
our
market,
which
I'm
going
to
assume?
Is
our
region
like?
Do
people
live
in
Gastonia,
South,
Carolina,
correct?
Yes,
Lincolnton!
Yes,
we
have
debt
data.
Okay,
if
you
can
give
us
that
data
on
where
people
are
coming
and
one
of
the
other
things.
This
is
just
for
information
in
this
workforce
development
area.
We
use
the
automated
application
system
and
what
people
are
the
findings
around.
A
A
We
talked
about
the
gender
equity
I,
wonder
about
the
racial
equity
correct
and
how
we
bring
people
on
the
same
job,
and
you
know
what
race
or
ethnicity
they're
in
and
I
wonder
if
that's
something
that
you
could
provide
to
us
a
comparison
of
where
we
are
basically
at
entry-level
and
who
gets
at
the
top
pay.
We.
F
Can
conduct
it
that
is,
and
our
system
you're
right.
It
is
electronic.
However,
our
system
does
not
do
automatic
screenings,
so
we
those
systems
that
you
might
be
comparing
us
against
use
keyword,
screening
and
they
actually
scan
your
resume.
Looking
for
similar
skills
and
and
keywords
they
they
they
sort
off.
The
keywords:
our
system
is
screened
by
an
individual,
so
people
actually
reading
you.
F
Organization
we
we
have
eleven
HR
managers
in
City
departments
and
we
have
other
HR
managers,
and
so
we
have
a
system
that
does
sort
your
qualifications
by
how
you
keyed
in
information.
So
it
is
how
the
applicant
keyed
in
the
information
and
then
they
will
sort
the
applications
by
high
medium
low
in
terms
of
what
they're
looking
for
and
yes,
they
will
read
the
applications
we.
A
K
F
F
A
F
But
I'll
try
it
one
more
time.
If
I
may,
we
accept
all
applications,
then
the
computer
takes
that
information
and
identifies
based
on
the
content
of
that
information.
If
the
applicant
meets
job
qualifications,
so
it
will
put
a
word
next
to
it
meets
does
not
meet
I
apologize.
So
all
the
applications
are
still
in
the
database.
Then
individuals
will
go
in
and
go
through
those
applications.
So
the
computer
is
only
sorting
to
define
criteria
that
meets
job
requirements
and
criteria
that
does
not
meet.
We
do
not
have
a
system
that
takes
any
applicant
out.
Ok,.
A
F
B
I
think
what
the
mayor
is
asking
is
if
we
have
a
requirement
for
a
four-year
degree
and
that
four-year
degree
maybe
is
not
necessary
for
the
job
somebody
may
not
have
applied
in
the
first
place.
So
if
we
can
start
thinking
about
what
are
the
real
skills
that
a
person
needs
to
do
the
job,
we
can
start
thinking
about
even
the
front
end.
Yes,.
A
K
F
Peer
cities,
I
may
have
to
have
Phil
help
me
with
isn't
the
peer
cities
were
determined
by
dr.
taser,
and
there
was
an
algorithm
used
to
compare
like
organizations
that
were
like
us
in
many
ways,
including
geographic
indicators
that
were
statistically
valid
to
compare
to
the
city
of
charlotte,
and
I
can
have
ryan
give
you
more
specifics
about
how
that
was
done.
K
K
But
am
I
reading
the
data
correctly
on,
like
our
slides
of
20
21
22,
to
understand
that
we
are,
and
they
really
are
I
know
I
was
aren't
numbered
the
same,
but
yes
starting
there
and
then
the
next
two
that
we
put
ourselves
in
a
really
good
position
to
recruit,
but
not
a
great
position
to
retain
that's
kind
of
my
takeaway
from
those
three
slides.
Would
you
say
that's
fair
math.
F
K
F
It
does
it
does
mean
that
if,
if
I'll
go
to
this
slide,
this
slide,
it
means
that
in
general,
our
workforce,
when
you
look
at
the
median
of
any
job,
pick
a
job,
the
median
of
that
job,
the
salaries
of
our
workforce
falls
within
90
percent
to
a
hundred
and
fifteen
percent
of
that
job
value.
So
when
you
compare
that
bar
up,
you
can
see
that
most
employers
we
are
now
we
are
in
align
with.
We
would
like
to
expand
that
to
widen
that
to
about
a
hundred
and
twenty-five
percent.
A
K
And
I
guess
in
the
places
where
we
talk
about
my
final
question
is
we
talked,
it
looks
like
we
are
more
than
competitive
in
terms
of
our
increases
that
we've
been
giving
at
least
of
late,
do
our
employees
do
we
believe
that
our
employees
are
aware
that
we
are
more
than
competitive
when
it
comes
to
salary
increases?
Is
there
any
way
that
we're
messaging
that
or
that
we're
making
that
known
to
our
employees,
that
you
know
three
percent
might
not
seem
like
a
lot?
F
Personally
believe,
there's
a
great
deal
of
value
to
always
help
educate
all
of
us
around
our
total
conversation.
So
this
is
the
dollars
that
you
get
compensated
and
then
next
you're
going
to
hear
about
other
benefits
that
are
forms
of
compensation.
So
I
strongly
agree
that
it
is
very
difficult
to
articulate
the
total
compensation
that
you
receive
when
you
work
for
any
organization.
F
I
H
H
Regarding,
do
you
utilize
the
employee
survey
that
was
created
because,
hopefully,
that's
given
us
and
and/or
utilized
the
exit
interview
program?
Have
we
kept
truly
captured
some
of
that
information,
because
this
is
great
to
look
at
it
and
say
well
we're
an
employer
of
choice.
But
we
know
that
we
also
have
some
very
clear
concerns
that
are
happening
in
multiple
departments
that
are
outside
of
retirement
and
usual
attrition.
So
are
we
putting
any
energy
or
have
you
had
the
opportunity,
since
you're
still
creating
under
this
process,
under
your
leadership,
to
really
look
at?
H
B
Murmee
felt
I
like
to
take
the
first
shot,
then
chill.
If
I
miss
step
you,
let
me
know
so.
Yes,
we
have
taken
the
employee
survey
data
and
begin
talking
with
not
just
the
leadership
team,
but
the
Queen's
team
and
those
are
individuals
about
80
individuals
from
the
different
departments
that
are
nominated
by
their
peers.
We've
also,
we
call
it.
B
The
150
we've
talked
to
the
team
about
the
survey
and
some
of
the
issues
with
retention,
some
of
the
issues
with
supervisors
and
how
supervisors
treat
employees
some
of
the
things
that
would
allow
employees
to
feel
valued.
Some
of
the
issues
about
upward
mobility
within
the
organization,
Sarah
hazel
has
really
worked
hard
with
the
team
to
pull
together
information
from
those
work
groups
which
will
be
reflected
as
we
move
forward.
F
G
So
that's
a
plus
I
assume
you're
going
to
talk
about
this
90
to
100
15%
range,
because
I
do
think,
particularly
looking
at
it
in
a
more
Nouriel
way,
having
greater
scope
for
income
advancement
based
on
performance
and
time
and
service,
and
so
on.
We
see
this
also
in
the
public
safety
area,
right
where
people
bang
up
against
the
limit,
and
then
they
go
for
years.
So
I
think
we
probably
need
to
do
some
tweaking
and
and
I
hope
without
any
large
overall
budget
impact.
F
So
the
recommendation
is
to
take
our
current
system
in
the
salary
plan
and
make
it
similar
to
that
in
the
in
the
hourly
plan
and
then
take
both
of
those
and
start
to
have
a
system
where
the
entry
level
would
start
around
80%
of
that
mid
range
and
the
top
end
would
go
to
a
hundred
and
twenty-five
percent
of
that
mid
range.
So
that
is
one
of
our
recommendations
and
then
the
the
second
bullet
to
the
bottom
is
another
concept
that
you
also
in
terms
of
how
do
you
reward
the
compensation?
F
What
how
do
you
do
that?
So
in
some
discussions,
one
of
the
things
that
we
have
come
to
realize,
especially
when
you
have
a
3%
budget,
our
employees
are
saying
that
you
know
bread
and
you
know
milk
goes
up
and
so
they're
asking
for
a
way
to
be
compensated
for
increases
that
just
happen
in
life.
So
one
of
the
things
that
we
are
proposing
to
consider
is
when
we
receive
a
merit
budget
or
a
compensation
budget
I
would
probably
call
it
a
compensation
budget.
F
G
Anybody
see
a
decrease
in
their
income,
or
is
this
something
that
you
can
implement
in
such
a
way
that
it
just
unfolds
in
the
future
and
benefits
the
people
that
are
intended
to
benefit
correct
and
last
comment?
Private-Sector
comparisons
I
mean
I,
think
we
know
the
narrative
about
how
it
disparities
and
incomes
of
widened
and
incomes
that
the
lower
level
have
not
progressed.
G
C
A
D
So
so,
in
view
of
more
information
that
I
guess
the
committee
would
want
to
receive,
are
we
saying
then
that
these
recommendations,
this
recommendation,
are
we
gonna
I
mean
what's
the
process?
Are
we
gonna
be
acting
on?
This
I
mean
this
is
what
you
want
to
do
so.
Are
we
saying
we
have
to
wait
until
we
get
this
information
back
to
since
that
synthesize
it
and
make
a
decision,
or
are
we
ready
to
say
we
want
you
to
consider
these
things
and
move
forward
with
them
so.
B
Counselor
Phipps:
we
would
see
this
as
being
a
part
of
the
2020
budget
and
so
we're
bringing
this
to
Council
now,
because
it's
such
a
change
in
what
we've
done,
but
it
seems
to
be
consistent
with
what
we've
been
hearing
over
the
last
couple
of
years.
Is,
you
know
many
times
when
we
say
90%
of
the
median
and
90%
of
50
and
all
that
stuff
just
confuses
people?
Okay,
so
now
we're
starting
to
say,
we
want
to
ban
that.
We
can
still
recruit
people,
but
also
retain
them.
D
C
B
One
thing
that
Miss
Simpson
didn't
cover
but
I
think
it's
important.
So
we
talked
a
lot
about
apprenticeships
and
we
talked
a
lot
about
some
of
those
positions
that
maybe
they're
hard
to
find
the
particular
employees
and
so
I
just
want
to
just
let
everybody
know
that
I'm
so
proud
of,
what's
happening
between
Sheila
Brent,
Kegel,
Victoria
Johnson,
as
well
as
Anjali,
we're
looking
at
all
of
our
employees
and
not
just
airport
to
border.
B
But
are
there
some
systems
that
are
going
on
apprenticeship
systems
that
really
work
and
they
should
be
applied
across
the
entire
spectrum?
So
it's
one
once
again
trying
to
be
as
one
team
and
Brent
kegels
doing
a
great
job
of
coordinating
this,
and
we
would
believe
that
we
could
show
you
some
of
the
fruits
of
that
labor
in
this
upcoming
budget.
Also.
D
So
they
do
have
a
choice,
I
mean
so
how
many
opportunities
do
come
up
that
people
want
to
do
other
things
so
I,
don't
know
and
listen
to
some
of
my
colleagues
that
I'm
as
concerned
about
you
know
attrition
and
people
moving,
as
some
of
my
colleagues
have
expressed
today
in
this
meeting,
I
think
that
people
want
to
take
advantage
of
opportunities
and
they
do
and
we
got
other
companies
coming
in.
That's.
A
A
We
people
are
working,
but
we
were
asking
specifically
like
if
it
takes
us
five
years
to
get
a
Planning
Director,
then
maybe
there's
some
things
that
we
need
to
do
differently.
I
say
that
with
kind
of
like
that
back
lens,
but
there
might
be
areas
where
we're
not
getting
the
people
that
we
want
to
develop
in
certain
infrastructure
areas,
and
it
may
not
always
be
a
salary
person.
I
just
want
to
know.
Where
is
it
going?
Where
does
it?
Where
does
the?
A
F
A
A
Okay,
so
thank
you.
Thank
you.
I
I'm
gonna
say
this.
I'm
I
think
that
the
budget
is
the
managers,
recommend,
recommend
it
budget
and
to
make
sure
that
we
know
I
think
he's
trying
to
give
us
some
lines
of
where
he's
going,
but
at
the
end
of
the
day
it's
our
vote
at
the
end.
That
makes
those
that
final
decision.
So
thank
you
for
helping
us
understand
where
you're
leaning,
but
you
guys
know
that
we
will
come
back
and
talk
about
a
lot
of
this
again,
all
right.
Mr.
Jones
who's.
Next.
A
L
Good
afternoon,
I'm
gonna
talk
a
little
bit
about
retirement
and
the
comparison
we
did
to
peer
cities.
It's
part
of
the
same
study
that
you've
seen
for
public
safety
compensation
and
the
pay
practices
that
Miss
Simpson
just
went
over.
So
it
starts
through
the
same
fashion.
Looking
at
the
pathway
to
employer
of
choice,
this
particular
presentation
is
going
to
be
around
benefits,
specifically
retirement.
L
So
the
purpose
of
what
we
want
to
provide
to
you
is
a
little
bit
better
understanding
of
the
current
plans
available
to
Charlotte
employees,
including
what
type
of
plans
they
are.
You
may
hear
the
term
defined
benefit
defined
contribution,
so
I'm
going
to
explain
that
a
little
bit
and
then
we're
gonna
get
into
an
analysis
of
our
plans
compared
to
these
peer
cities,
and
we
did
use
an
actuary
for
that
data.
A
L
L
L
You'll
see
kind
of
an
example
of
each
our
firefighters
are
in
the
top
system
and
in
the
bottom
system,
are
the
rest
of
our
employees
and
so
just
to
make
sure
this
this
very
clear,
while
the
top
system
has
an
higher
annual
benefit,
they're,
then
not
going
to
get
any
income
from
Social
Security
from
their
time
with
the
city.
So
it's
kind
of
designed
to
offset
beyond
defined
benefits.
There
are
three
main
other
types
of
pension
of
retirement
systems
that
are
out
there.
L
You
have
a
cash
balance,
Retirement
System,
so
a
few
cities
have
shifted
to
this.
So
basically,
what
this
means
is
all
of
the
risk
goes
on
to
the
employee
until
they
retire,
so
the
city
contributes
money
each
year,
however,
the
investments
go,
they'll
have
a
cash
balance
at
the
end,
and
then
that
is
converted
to
an
annual
payment
at
retirement.
The
second
type
is
a
401k
style
in
which
the
employee
takes
on
all
of
the
risk,
and
then
the
third
type
is
a
hybrid
system
which
will
give
a
lower
guaranteed
benefit
from
a
pension.
L
L
There's
the
words
are
chosen:
I,
don't
want
to
say
that
one
is
better
because
it
really
depends
on
investment
performance.
Certainly,
an
employee
is
going
to
probably
be
better
off
in
the
pension
systems,
but
when
the
employee
is
taking
on
all
the
risk
from
investment,
there
is
some
upside
to
that
as
well
and
you'll
see
here,
all
of
our
all
of
our
employees
are
in
the
top
two
tiers
of
plans.
L
So
we
have
two
systems:
our
general
employees
and
our
police
officers
are
in
Alger's.
Police
officers
are
in
Leo,
which
is
a
component
of
Alger's,
but
that
is
all
state
controlled.
We
have
no,
we
have
no
say
in
that
other
than
through
the
elders
board,
and
then
our
firefighters
are
in
a
local
retirement
system.
The
Charlotte
firefighters,
Retirement
System,
and
we
do
have
a
local
board
with
representatives
from
both
firefighter
members
and
the
city.
L
There's
a
lot
of
data
on
this
slide,
comparing
general
employees,
fire
police
and
the
systems
they're
in
I
did
highlight
a
few
key
distinctions.
The
first
one
is
that
in
fire,
they're
able
to
retire
at
25
years
of
service
and
age
50,
so
that
is
a
little
bit
unique.
The
other
plans
would
be
either
age,
55
or
age
60
with
25
years,
but
more
common
30
at
any
age.
L
There
is
a
little
bit
of
a
unique
thing
that
North
Carolina
does
with
a
separation
allowance
that
only
police
get
and
I
will
explain
that
a
little
bit
more
detail
when
we
get
into
the
comparisons
and
then
finally,
the
401k
contributions.
So
this
is
separate
from
the
plans
from
the
pension
plans.
This
is,
in
addition,
the
city
does
3%
for
general
employees
and
fire
that
that
is
a
city
decision
and
for
law
enforcement
officers.
It's
5%,
that
is
a
state
mandate.
L
G
G
A
A
L
L
Right,
so
what
what
the
state
of
North
Carolina
did?
Is
they
added
the
separation
allowance?
What
it
basically
does,
is
it
simulates
Social
Security
until
Social
Security
age,
so
it's
done
at
a
multiplier
of
0.85
percent
when
added
to
a
pension,
it
brings
it
very
close
to
what
the
true
Social
Security
payment
would
be,
so
it
basically
smoothes
their
annual
income
from
retirement
past
Social
Security.
So
it's
like
a
bridge
I'm.
A
K
Do
we
have
looked
flip
through
real,
quick
and
I?
Didn't
see
it?
So
if
I
missed
it,
let
me
know:
do
we
have
an
apples-to-apples
comparison
of
going
between
these
two
slides
the
employee
contribution
for
elders,
a
6%?
The
employee
contribution
for
leo
is
6%.
Fire
is
employees
contributing
twelve
point,
six
five
percent,
then
there's
obviously
the
difference
with
putting
into
or
drawing
out
of
Social
Security
and
then
on
the
next
slide.
K
It
shows
that
the
fire
annual
pension
is
higher,
but
do
we
have
a
way
to
look
and
see
over
the
lifetime
of
their
career?
The
comparison
of
what
they've
put
in
versus
what
they're
taking
out
is
is
the
fifty
four
six
for
fire
at
the
annual
pension,
because
they've
put
in
a
proportionately
larger
amount
over
the
lifetime
of
their
employment
or
not
so.
L
Let
me
answer
that
a
couple
ways:
the
first
is
you're
talking
about
the
employee
contribution.
So,
while
firefighters
have
a
higher
contribution
here,
they
do
not
pay
into
Social
Security.
So
when
you
net
out
the
cost
of
Social,
Security
plus
Medicare
Medicare,
sorry
plus
employee
retirement,
firefighters
are
contributing
14%
and
the
others
are
contributing.
Thirteen
point
six,
so
it's
very
close
as
far
as
the
contribution
once
you
factor
that
in
and
then
moving
to
the
next
slide.
L
What
I
can
tell
you
is
that
using
the
same
pay,
it's
designed
so
that
the
law
enforcement
officer
and
the
elders
they're
very
close
once
they
get
to
Social
Security.
So
in
this
example,
a
quick
Social
Security
estimate
would
be
about
17,000
at
age
62,
which
puts
it
very
close
to
a
firefighter
pension.
The
advantage
to
the
firefighter
is
that
they
get
it
at
age
50,
rather
than
waiting
until
Social
Security.
So
they're
very
close.
Once
you
get
past
Social,
Security
age,
it's
the
it's!
They
do
get
the
advantage:
firefighters
before
Social,
Security
age,.
K
L
A
Evens
out
after
Social
Security,
does
that
mean
like
if
I'm
at
the
fire
department
I
get
the
benefit
of
the
same
amount,
but
as
a
police
officer
with
the
local
separation
allowance?
You
have
that
time
frame
if
you're
50,
if
you're
50
and
you
can
retire
as
a
police
officer
and
you
can
collect
Social
Security
at
62
I'm,
just
asking
so
that
I
understand.
Do
you
get
that
equal
amount
at
the
same
age,
with
the
same
determination
like
two
people,
a
firefighter
at
50
retiring
and
a
police
officer
at
50
retiring?
L
So
these
aren't
designed
to
be
identical
or
anything
they
just
happen
to
be
very
close.
So
the
easiest
way
to
explain
it
is
that
start
with
the
general
employee.
So
in
this
scenario
they
retire
after
30
years,
they're
gonna
get
37,000,
we'll
say
they're,
55
years
old,
so
from
from
55
to
62.
That's
what
they
get.
L
Then
they're
gonna
pick
up
about
17,000
from
Social
Security,
which
gets
them
to
about
55,
so
firefighters,
while
they
can
retire
at
50,
which
is
an
advantage,
but
let's
say
they
retire
at
55
in
this
they're
going
to
get
55
thousand
all
the
way
through,
and
then
police
officers
they're
going
to
start
at
the
37,
but
also
immediately
get
a
$17,000
separation
allowance,
so
they're
also
going
to
get
the
55
thousand
from
55
all
the
way
through.
So
they
end
up
being
relatively
similar
yeah.
G
L
The
overtime
overtime
is
included
in
all,
so
the
impact
on
police
and
general
employees
is
a
little
bit
less
because
it's
spread
over
four
years,
so
you'd
have
to
work
a
lot
of
overtime
over
a
longer
period
of
time
with
fire.
They
see
a
little
bit
more
of
an
impact
because,
when
you're
close
to
retirement,
you
can
work
as
much
over
time
as
possible
for
two
years
and
it
can
really
increase
their
pension.
So
when
I
mentioned
the
fire,
Board
is
talking
about
some
changes.
B
So
mayor
members
of
council
so
Ryan's
to
make
sure
that
reading
is
the
correct
way,
you're
making
no
assumptions
about
overtime
for
anybody
here.
But
you
could
have
a
scenario
where
someone
is
getting
a
good
amount
of
overtime
in
the
last
three
years
over
the
last
two
years
and
that
would
have
an
impact
on
their
time
right.
L
So
this
top
four
years
salary
is
everything
it
doesn't
specify
what's
base
or
what's
overtime.
So
if
you
say
that
sixty-five
thousand
is
the
base
salary,
you
may
have
one
employee
that
does
it
work
much
overtime
very
similar
to
this,
and
you
might
have
another
employee
who
works
a
lot
of
overtime
over
the
last
two
years,
which
can
substantially
increase
their
pension
and.
A
That's
what
I'm
asking
are
we
making
sure
that
that
is
being
done
with
oversight?
I
would
not
want
to
read
in
a
newspaper
a
trend
that
designates
certain
categories
of
employees.
Getting
certain
categories
of
income
that
really
monumentally
affect
pensions,
I
think
that's
not
what
the
antennas
of
this
and
so
I'm
just
making
sure
that
and
it's
not
one.
It's
every
person
looks
at
that
overtime
budget
and
it's
justifiable
for
work
purposes
not
for
building
increased
opportunities,
agreed.
B
Mayor
so
I
would
say
if
you
read
an
article
today
and
I,
couldn't
tell
you
with
certainty
that
you
wouldn't
read
an
article
that
was
a
bad
one.
So
there's
this
one
that
chief
Johnson
is
working
through.
These
is
something
that
the
Retirement
Board
understands
and
everybody's
trying
to
work
through
this,
so
that
this
doesn't
become
the
practice
and.
A
J
J
L
J
E
Of
the
standardization
of
hrs,
the
city
is
morphing
away
from
the
siloed
approach.
That's
something
that
HR
is
concentrating
on
consistent
pay
practices
throughout
city,
and
how
can
we
ensure
that?
Yes,
right,
there
are
some
outliers
and
if
there
is
a,
what
we
both
asked
HR
to
do
is
look
at
consistent
overtime
youths
and
if
there
is
a
consistent
issue
with
overtime,
then
that's
a
workload
issue,
and
so
you
should
be
looking
at
whether
or
not
to
add
more
positions.
E
What's
the
workload
doesn't
need
to
be
split,
there's
this
more
analysis
that
needs
to
be
done.
I've
always
said
over
time
becomes
a
leadership
and
management
issue,
except
in
terms
of
emergencies.
When
we
have
storms
so
I.
Imagine
if
we
did
the
analysis
this
year,
we've
had
several
storms.
We
may
see
a
little
bit
of
a
spike,
but
we
will
do
the
analysis
this
year.
I
agree.
A
With
you,
it
is
a
management
issue
and
and
when
you
get
to
a
place
that
it
certainly
requires
more
people
to
do
the
job,
it's
better
to
do
that,
one.
We
don't
want
people
in
working
80
hours
a
week,
especially
in
a
number
of
the
jobs
like
whether
you're
you
know
you're
out
there
on
that
backhoe
in
the
middle
of
the
night,
which
I
have
seen
Charlotte
water.
Doing
that
that's
not
a
safe,
that's
not
a
safe
situation.
A
L
So
this
this
answers,
the
question
from
earlier
on:
are
there
pension
plans
for
general
holders
that
replaced
social
security?
The
answer
is
yes
out
of
this
peer
group
of
20
cities.
There
are
three,
so
we
have
it
broken
out
here
between
general
employee
fire
and
police
and
the
one
with
the
yellow
is
where
Charlotte's
employees
currently
reside.
So
our
actuary
was
able
to
do
an
analysis
actuarial
analysis
to
compare
with
an
each
of
these
groups,
so
the
the
peer
group
for
general
employees
would
be
11
for
fire,
10
and
4
police
7.
L
You
will
note
here
at
the
bottom,
for
general
employees,
there
are
6
cities
that
have
shifted
away
from
a
retirement
plan.
That's
a
little
bit
riskier
for
the
employees
and
more
stable
for
the
city.
Charlotte
has
not
done
that
in
any
of
its
plans.
It's
a
little
less
common
in
police
and
fire,
but
there
are
a
few
cities
there
that
have
done
so
so
the
comparison
by
the
actuary,
what
they're
doing
is
they're
putting
pay
at
the
same
level
across
all
plans.
L
So
this
is
in
no
way
trying
to
show
what
pay
is
amongst
these
cities.
So
there's
no
cost-of-living
adjustments.
This
is
simply
the
value
of
the
pension
for
the
same
rate
of
pay.
So
what
we're
doing
is
we're
taking
a
25
year,
a
year
old,
employee
who's
retiring
at
55,
which
is
the
first
retirement
age
and
most
of
these
plans.
L
A
L
L
L
So,
moving
on
to
firefighters,
so
I'm
gonna
show
firefighters,
two
different
ways
to
be
fair:
I'm
gonna
show
them
at
30
years
like
this,
but
then
the
next
slide
is
gonna
show
them
at
25
years,
a
comparison
of
25
years
across
since
they're
able
to
retire
at
that
age.
So
they
start
off
a
little
bit
behind
the
median
at
30
years.
L
L
So
moving
on
to
police
police
start
slow.
This
is
before
the
separation
allowance,
so
I
will
show
that
the
impact
of
that
in
a
second
but
it
starts
low.
It
has
a
employee
contribution
equal
to
the
median,
it's
one
of
three
out
of
seven
that
do
a
401k
contribution
which
would
increase
it.
But
then
we
look
at
the
same
slide
factoring
in
the
separation
allowance
and
it
does
increase.
It.
I
have
an
example
here
of
how
the
separation
allowance
is
calculated.
L
It's
your
final
space,
salary,
the
years
of
service
and
then
a
0.85%
multiplier,
so
that
is
a
temporary
payment
from
whatever
age
you
retire
at
until
age
62,
and
so
you
have
to
work
30
years
to
be
eligible
for
that,
but
it
does
increase
Charlotte
a
little
bit.
I
would
say
that
while
we
can't
do
the
apples
and
oranges
comparison,
even
if
you
only
took
the
cash
401k
contribution
and
assume
no
interest,
it
would
actually
push
the
police
plan
above
the
media.
H
We
have
an
example
out
there
where,
since
we're
looking
at
it,
three-year
average
we've
seen
where
people
have
worked
overtime
and
that
overtime
changed
their
base,
salary
for
that
window,
so
I
think
what
I
heard
you
mentioned
earlier.
Is
that
we're
looking
to
try
to
put
some
specific
parameters
around
that
to
help
address
that.
So
looking
at
this
again
example
moving
forward.
H
L
G
L
L
Our
elders
in
leo
is
92%
and
our
firefighter
is
87.6%
so
because
our
funding
status
is
very
solid,
which
is
sixth
out
of
31
on
Algiers
and
eighth
out
of
31
on
the
firefighter
side,
because
they're
solid,
the
employer
contribution
hasn't
increased
a
whole
lot,
but
in
this
past
year
it
from
FY
19
to
FY
20,
like
you
referred
to
it's
going
to
go
up
by
1.2
percent,
which
is
a
three
million
dollar
impact
to
the
general.
So
it's
it's
very
significant
and
it's
at
least
in
the
Budget
Office.
L
L
G
G
L
I
think
what
we
were
trying
to
do
is
when
you're,
looking
at
a
total
benefits
comparison,
total
compensation
and
benefits
comparison
for
all
employees,
we've
kind
of
showed
on
the
pay
side,
where
we
stack
up
we're
going
to
show
where
we
stack
up
in
health
care
and
some
other
benefits.
So
this
was
kind
of
the
missing
piece
for
retirement
for
a
better
understanding.
Even
though
there's
no
action
to
be
taken
on
for
counsel
right.
G
G
E
I
Looking
historically,
though,
from
a
benefits
perspective,
our
strategy
from
around
1994
to
2017
was
one
of
moderate
income
protection,
so
middle-of-the-road
benefits
and
I
think
we
were
successful
in
achieving
that
in
2017,
we
started
to
look
at
that
a
little
bit
differently
and
begin
talking
about
how
we
could
be
more
of
an
employer
of
choice
through
our
benefit
offerings.
So
in
reflection
of
that
we're
looking
to
provide
employees
access
to
different
types
of
benefits,
we
have
a
very
diverse
workforce
and
what
one
person
needs
may
not
be
what
someone
else
needs.
I
So
we
do
that
through
a
choice
of
plans
as
well
and
then
layering
on
different
types
of
value
adds
so
that
employees
can
pick
and
choose
with
a
little
head.
So
if
you
look
at
this
slide,
this
will
tell
you
I'm
kind
of
an
overview
of
what
types
of
benefits
that
are
offered
to
city
employees.
There
are,
as
you
can
see,
dozens
of
benefits
offered
we're
primarily
going
to
talk
about
healthcare
today,
but
on
the
left-hand
part
of
this
slide.
I
So
this
ranges
from
medical
to
prescription,
drug
life,
insurance,
our
wellness
program,
diabetes
program,
our
401k,
our
457
and
then
on
the
right-hand
side
to
the
voluntary
benefits
such
as
hospital
indemnity
and
critical
illness
and
the
457
plans,
so
very
robust
overall
package,
we'll
focus
at
this
point
on
healthcare
and
I'm
gonna,
run
through
some
trends
just
to
catch
everyone
up
to
speed.
We
had
some
conversation
and
the
budget
effectiveness
committee
meeting
around
the
healthcare
piece.
So
we
want
to
share
that
with
the
full
council,
so
that
you
can
see
where
we
are.
I
This
slide
shows
you,
the
medical
and
pharmacy
trend
over
time
for
the
City
of
Charlotte.
The
lighter
green
color
is
the
national
trend
both
for
medical
and
pharmacy,
and
then
the
darker
green
color
is
the
city's
trend.
You'll
see,
we've
had
some
good
years
and
we've
had
some
bad
years
over
time.
Most
importantly,
though,
the
last
few
years
have
been
very
positive
years
for
the
city
based
on
trend.
That
is
primarily
in
part
due
to
the
my
clinics
and
to
the
pharmacy
rebidding
that
happened
in
2017.
J
I
K
I
A
E
E
G
I
So
this
slide
will
show
you
based
on
our
projections.
We
have
to
project
premiums
about
a
year
and
a
half
in
advance,
so
we're
looking
at
FY
or
20
calendar
year,
2020
already
at
this
point
and
we're
only
in
2019,
so
our
projections
are
very
far
in
advance,
but
what
this
is
showing
you
based
on
what
we
project
that
far
in
advance.
Historically,
what
our
actuals
end
up
being
are
very
close
together.
I
This
slide
will
show
you
how
our
personal
have
a
city's
cost
for
medical
and
pharmacy
claims
on
a
per
employee
per
month.
Basis
have
started
to
trend
down
since
the
implementation
of
the
clinic,
so
you
can
see
that
upper
twin
trend
and
then
in
2016
that
is
starting
to
come
down
and
again.
That
is
a
positive
impact
both
for
the
employee
and
for
the
city.
I
This
slide
demonstrates
the
overall
cost
of
our
expenses
for
medical
and
pharmacy
and
the
portion
that
the
city
is
paying
overall
in
the
city
and
the
portion
that
the
employees
are
paying
overall.
So
you
can
see
here,
we've
consistently
had
around
a
70/30
split,
even
with
the
plan
design
changes
that
happen
in
2018.
In
fact,
the
city
picked
up
a
larger
portion
of
the
share
of
the
total
cost.
Last
year.
I
This
information
shows
you
the
percent
of
our
plan
members
and
the
amount
of
the
cost
that
they
are
driving.
So
on
the
left-hand
side,
you
can
see
the
membership
employees
make
up
about
forty
nine
point.
Six
percent
of
the
membership
spouses
make
up
about
fifteen
and
a
half
percent
of
the
membership
and
children
then
make
up
the
remaining
about
thirty
five
percent.
On
the
right-hand
side.
I
It's
showing
you,
what
are
the
percentage
of
their
claims
cost,
so
employees
are
half
the
population
and
they
make
up
over
about
half
of
the
spent
on
the
on
the
medical
and
pharmacy
spouses,
on
the
other
hand,
are
about
fifteen
percent
of
the
claims,
call
or
excuse
me,
fifteen
percent
of
the
membership
and
they're
making
up
about
twenty-six
percent
of
the
cost,
and
then
children
historically
I
mean
this
remains
true.
Here
there
are
forty
percent
of
the
membership,
but
they're
only
making
up
seventeen
percent
of
the
cost,
so
children
don't
cost
very
much.
I
The
reason
this
is
important.
This
is
how
this
has
this
breakdown
has
been
for
years.
This
is
what
drove
some
decisions
in
2018
to
change
the
premium
structure,
because
employees
and
employee
children,
the
two
areas
that
are
not
the
highest
cost
were
subsidizing,
employee
spouse
and
employee
families,
because
spouses
are
costing
a
larger
percentage
of
the
total
cost
than
they
make
up.
A
I
That
shows
you
some
overall
terms
of
where
we
are
one
of
the
strategies
that
we
have
implored
to
to
combat
that
or
to
mitigate
that
or
to
provide
benefit
to
employees
is
one
through
the
my
clinic
so
I'll
share
with
you
at
this
point.
Our
strategy
to
use
the
my
clinic
to
provide
free
health
care
to
our
plan
members-
that's
employees,
spouses,
children
and
retirees.
So
we
brought
this
idea
to
City
Council
back
in
2015.
I
I
My
clinic
provides
a
variety
of
services
from
primary
care
to
urgent
care,
sick
care,
a
full
wellness
suite
with
coaching
diabetes
supplies.
They
offer
medications.
I.
Think
the
medication
piece
is
one
that
employees
very
much
like,
because
there
are
about
150
medications
on
that
formulary
and
most
of
them
are
free.
They
do
provide
pediatric
care
and
then
also
on-site
labs.
Again,
these
services
are
free
to
those
that
are
on
our
plan.
I
A
H
You
man,
oh
man,
so
when
we're
looking
at
this
under
I'm
thinking
more
so
a
wellness
I
recently
learned
that
for
women
it's
considered
seeing
a
specialist
to
go
to
a
gynecologist
through
my
clinic
seem
like
that.
A
gynecologist
will
fall
under
wellness
care,
not
as
a
specialist
which
creates
the
specialist
copay
amount,
not
either
free
or
the
basic
copay
amount
so
somewhere
not
today,
but
somewhere.
It
would
be
helpful
to
understand
how
that
change
was
made,
because
that's
part
for
any
woman.
H
I
That
decision
is
not
a
city
decision.
Gynecologists
are
considered
special
to
specialists
in
the
field
of
medicine.
Now,
if
you're,
using
that
as
a
if
you're
going
to
your
gynecologist
for
a
well
woman
visit,
and
that
is
your
annual
physical
as
long
as
you're,
within
the
scope
of
what
the
Affordable
Care
Act
deems
as
a
preventive,
physical
and
that's
set
by
the
government,
then
that
is
covered
at
a
hundred
percent.
I
Now,
if
you
continue
to
go
to
that
specialist
for
something
else
or
if,
during
your
annual
physicals,
something
else
occurs,
I'm
sure
you've
seen
a
sign
when
you
walk
into
your
doctor's
office.
That
says,
if
you
talk
about
anything
other
than
what
you
came
here
for
we're
gonna
charge
you
a
copay
at
that
point.
It
does
then
revert
to
a
specialist.
G
J
I
If
you
go
to
your
provider-
and
you
have
a
lab
ordered
so
they're
gonna
draw
blood,
that's
typically
sent
out
to
a
lab
and
that
will
pay
based
on
copay
or
coinsurance,
depending
on
the
plan
that
you're
in.
If
you
take
that
lab
order
to
my
clinic
and
have
your
labs
there,
they
will
draw
those
labs.
Send
your
results
to
your
physician
and
there
will
be
no
charge
to
you.
J
I
I
So,
when
we
embarked
upon
this,
we
asked
for
questions
to
draw
a
performance
and
outcomes
for
this,
and
the
first
is:
if
we
make
the
investment,
will
people
use
the
clinic,
they
absolutely
will
use
the
clinic.
We
have
about
80%
employee
utilization
of
the
clinic
about
50%
of
our
spouses
are
using
the
clinic
and
about
35%
of
our
retirees,
which
is
an
increase
over
last
year.
So
that's
an
area
we're
going
to
continue
to
drive
utilization
if
they
use
it
will
they
have
a
superior
experience?
I
I
can
confirm
that
as
well,
because
the
utilization
has
steadily
increased
year
over
year
if
people
use
it
and
have
a
good
experience
or
the
Health
metrics
improving.
That
too
has
come
to
fruition,
and
we
can
see
that
through
that
claims,
data
and
trends
data.
As
you
know,
cost
are
going
down,
folks
are
getting
healthier
and
then,
if
the
health
metrics
are
improving,
has
there
been
a
savings?
We
expected
this
to
take
about
three
to
five
years,
a
little
past,
the
three-year
mark.
I
We
were
able
to
provide
some
outcomes
which
I'll
share
with
you,
so
you
can
see
in
the
top
chart
here.
This
is
the
impact
of
my
clinic
on
medical
plan
cost
to
the
health
plan,
so
the
clinic
cost
in
2016
we're
about
3.8
million
dollars.
You
can
see
over
time
they've
grown
to
about
4.5
million
dollars.
The
health
plan
cost
avoidance.
I
This
is
saying
if
we
had
taken
85%
of
the
services
that
were
completed
in
my
clinic
and
we
had
run
them
through
the
BlueCross
BlueShield
plan
and
they
had
been
paid
out
into
the
community.
This
is
what
it
would
have
cost
the
plan.
The
reason
that's
not
at
a
hundred
percent
is
because
we
know
some
people
go
to
the
clinic
who
otherwise
wouldn't
have
sought
care,
but
I
do
think
it's
a
very
conservative
estimate
and
is
likely
higher.
I
So
you
can
see,
with
the
plan
avoided
about
3.3
million
dollars
of
since
16
4.4
million
and
17
at
4.7,
almost
in
2018,
with
the
net
savings,
the
first
two
years
we
were
having
to
pay
in
to
the
clinic.
It
wasn't
solvent
yet,
but
we've
shown
that
in
2018
it
is
flat.
The
bottom
slide,
though
I
think,
is
more
compelling.
This
is
what
the
clinic
is:
saving
employees
and
out-of-pocket
cost.
I
I
Those
are
the
$30
co-pays
that
we've
collected
for
the
sick
care,
so
the
cost
avoidance
here
is
similar
is
above
for
those
that
had
gone
to
the
clinic.
This
is
what
they
would
have
paid
and
co-pays
deductibles
coinsurance
prescription
drugs.
If
they
had
sought
services
out
into
the
health
plan.
This
is
money
out
of
their
pocket.
So
then
that
net
savings
bringing
us
to
2018
of
1.4
million
dollars
to
employees.
K
A
D
I
Great
question,
so
the
clinic
is
a
shared
employer
clinic.
The
intent
was
that
other
organizations
would
join
into
the
clinic
and
it
would
expand
the
network
this
year,
Mecklenburg
County
joined
into
the
clinic,
so
that
is
going
to
provide
an
expansion
of
ours
and
within
the
five
clinics
that
we
have.
Harris-Teeter
is
also
coming
on
board
for
a
portion
of
their
population
and
then
there's
a
portion
of
the
belt
population
that
has
joined
the
clinic.
So
at
this
point
we've
got
expansion
of
providers
and
ours.
I
G
You
mayor
I
just
wanted
to
point
out
how
much
better
this
is
than
the
proposal
that
was
actually
initially
adopted.
You
remember
we
looked
at
this
and
the
expectation
was
that
the
capitation
costs
would
exceed
that
cost.
The
health
cost
avoidance
by
a
substantial
amount
for
a
couple
of
years,
and
we
basically
came
out
in
the
black
from
year.
One
and
I've
seen
this
huge
surplus
now
that
it's
created
so
I
just
want
to
congratulate
everybody,
who's
involved
in
this
initiative,
and
it
has
provided
non-financial
benefits
in
the
form
of
convenience
and
just
employee
satisfaction.
A
M
You,
along
those
same
lines,
I
think
when
we
saw
this
last
year,
update
on
this
I
didn't
understand
how
we
kind
of
got
here
and
now
I
guess,
seeing
this
in
year,
two
getting
a
SAN
chance
of
to
really
say
this
is
this
is
really
amazing
when
you
have
an
80%
clip
of
participation,
that's
pretty
good,
that's
very
good
you're
totally
out
of
the
red.
That's
that's
great!
Is
it
you
talk
about
these
expansions
or
adding,
in
other
other
employers
and
other
groups
like
Megan,
Burke,
County
and
Harris
Teeter?
I
Well,
we
will
be
recontacting,
so
we
have
a
five-year
agreement
with
our
health
and
as
part
of
that
agreement,
where
we
are
instrumental
and
facilitating
employers
joining
into
the
clinic
network,
we
have
reduce
our
annual
escalation
so
because
we
were
integral
in
bringing
on
Mecklenburg
County,
they
waive
the
6%
escalation
into
19.
I
was.
M
H
Home
my
question
was
on
the
same
line
with
just
a
little
more
clarification,
because
you
said
that's
for
2019
I'm,
hoping
when
we're
negotiating
we're
negotiating
long
term
and
trying
to
figure
out
how
to
monetize
each
new
partner.
So
we
mentioned
going
into
the
market
and
them
coming
to
the
table,
because,
ultimately,
staff
doing
that
extra
work
should
be
to
the
benefit
of
not
only
the
City
of
Charlotte,
but
the
staff
of
the
city
of
Charlotte
and
having
a
one-year
versus
that
five-year
contractual
agreement.
M
Are
we
getting
a
I
appreciate
that
the
graph
around
in
percentage
of
members
participating
dependent
spouses
and
the
percentage
of
claims
that
we
is,
that
is
that
percentage
of
claims
data
get
more
detailed
and
what
the
claims
are
like?
Why
are
people
seeking
care?
Is
it
more
emergency
care,
or
is
it
more
for
wellness
visits?
That's.
I
We
actually
reduce
our
emergency
room
utilization
year-over-year
with
the
implementation
of
the
clinic,
so
that
has
gone
down.
We've
identified
emergency
room
utilization
that
is
within
the
operating
hours
of
my
clinic,
and
we
do
targeted
mailings
around
that
and
then
also
targeted
mailings
to
those
who
are
using
the
emergency
room
inappropriately,
even
if
that's
off
hours.
So
we
do
try
to
outreach
around
emergency
care
or
emergency
room
utilization.
I
G
Growth
when
we
talked
about
it
initially
was
expected
to
lead
to
more
locations.
On
the
other
hand,
there
were
questions
about
whether
or
not
if
the
population
served
went
up
the
performance
metrics
in
terms
of
time,
the
waiting
times
things
like
that.
So
how
was
that
unfolded?
We've
seen
the
same
level
of
service
that
we
did
in
the
beginning.
We.
I
Are
we
are
it's
still
early
into
this
particular
year,
where
we've
seen
a
large
increase
in
membership
within
the
full
clinic
network,
because
Mecklenburg
County
just
came
on
one-one?
We
have
not
seen
in
the
first
quarter,
you
know
increased
complaints
or
wait
times
or
appointments
that
could
not
be
met
and
we
do
have
in
our
performance
guarantees
metrics
for
wait
time,
appointment
time,
those
types
of
things
and
they're
still
on
target.
But
we
are
closely
monitoring
that,
with
the
increase
of
participation.
A
D
On
mr.
Drake's,
this
point,
I
can
recall
when
we
first
got
the
presentation
on
to
my
clinics
and
I.
Think
the
mayor
was
there
too
then
the
tenor
of
the
discussion.
The
presentation
I
didn't
think
that
it
was
gonna
it
did.
It
came
off
as
a
rocky
start,
it
didn't
seem
like
it
was
gonna
go
anyway,
almost
like
it
was
gonna,
be
torpedoed
almost
until
they
went
back
to
the
drawing
board
and
brought
it
back,
and
now
we
have
a
success
story.
So
it's
really.
It's
really
a
it's
really
taking
off
I.
Think.
A
I
In
addition
to
my
clinic,
the
other
change
that
we
made
to
our
strategy,
besides,
access
is
choice.
So
if
you
go
back
to
2017,
we
had
two
health
plans,
one
of
which
was
frozen,
so
new
employees
could
not
get
into
that
plan.
So
I
like
to
tell
folks
we
had
one-and-a-half
plans,
but
we
only
had
one
you
could
really
get
into,
and
that
was
that
basic
plan,
and
so
due
to
the
diverse
nature
of
our
workforce
and
the
needs
that
they
have.
I
We
wanted
to
provide
a
lineup
of
plans
to
view
options,
options
for
coverage
options
for
premium
points,
options
for
ways
to
pay
for
your
health
care
now
and
in
the
future.
So
we
went
to
a
five
plan
lineup
to
provide
that
choice.
Offering
two
health
savings
account
plans,
one
PPO
with
a
health
reimbursement
account
and
then
to
traditional
PPOs.
I
The
impact
that
that
had
was
that
most
employees
had
an
opportunity
to
reduce
their
premium.
At
the
same
time,
most
employees
had
an
opportunity
to
choose
a
plan
with
a
higher
value
than
they
previously
had.
Access
to
these
new
plans
provided
employees
a
choice
of
deductible,
so
they
could
choose
based
on
their
health
care
needs
and
then
those
health
savings
accounts
provided
and
opportunities
for
employees
to
pay
for
their
current
and
future
retiree
medical
expenses
since
the
the
loss
of
retiree
medical.
I
Those
are
great
because
they
can
help
you
pay
for
expenses
now,
but
they
can
also
help
pay
for
things
that
aren't
covered
by
the
plan.
They
can
pay
for
dental
and
vision
expenses.
They
have
a
variety
of
things
that
they
can
be
used
for
to
increase
the
value
of
your
health
plan.
We
also
introduced
voluntary
benefits,
so
the
accident,
critical
illness
and
hospital
indemnity
insurance.
These
benefits
pay
you
cash.
I
So,
instead
of
taking
a
traditional
approach
and
just
looking
at
deductibles
and
plan
design,
which
only
impact
an
employee
when
they
use
services
these
types
of
plans,
not
only
can
they
help
pay
that
deductible
and
out-of-pocket
and
medical
expenses,
they
can
also
help
pay
your
other
expenses
due
to
your
hospitalization
or
your
injury.
So
it
provides
a
bigger
benefit
when
married
to
a
medical
plan
and
then,
through
the
wellness
program.
Helping
folks
get
healthy
and
stay
healthy
again
has
an
overall
impact
on
cost.
I
So
now
that
you
know
where
our
strategy
has
come
and
where
we
are
today,
the
next
piece
of
this
is
looking
at
our
comparison
to
the
pier
cities.
Here
are
the
20
pier
cities.
These
are
the
same
20
cities
that
have
been
referenced
in
the
two
earlier
presentations
today
we
did
include
Mecklenburg,
County
and
Raleigh
in
the
comparison,
so
that
we
we
could
see
where
we
benchmarked
against
those
them
as
well.
I
I
will
tell
you
one
city
declined
to
participate
and
another
city
does
a
defined
contribution,
so
they
give
you
$10,000
and
you
can
spend
it.
However,
you
want-
or
you
can
take
it
in
pay,
so
we
did
not
include
their
information
in
this
study,
so
the
comparison
methodology,
it
was
one
using
actuarial
values
when
comparing
medical
plans,
it's
comparing
apples
and
oranges.
I
Quite
frankly,
because
again
there
are
a
lot
of
different
plan
designs,
different
layers
of
benefits
that
you
can
add,
there's
narrowed
Network
strategies
where
you
limit
choice,
but
that
can
increase
the
value
of
the
plan.
There's
the
strategy
that
we
took
to
provide
free
healthcare
through
the
clinic,
so
the
actuarial
value
is
how
you
get
down
to
the
best
comparison
that
you
can
get
of
medical
plans
just
based
on
plan
design.
I
So
what
this
means
is
they're
taking,
on
average
a
health
plans
total
benefit
and
comparing
it
to
another
health
plans,
total
benefit
in
terms
of
what
it
would
pay.
So
one
plan
may
pay
ninety
percent
of
the
total
cost.
Another
plan
may
pay.
Eighty
percent
of
that
total
cost
another
plan,
70
or
60
percent
of
the
total
cost.
But
again
it's
only
talking
about
the
plan
design,
deductibles,
coinsurance
co-pays.
It's
not
talking
about
any
of
the
other
components.
That
could
add
value
to
a
plan.
I
What
I've
provided
for
you
in
the
middle
here
is
the
Affordable
Care
Act
tiers.
Just
to
give
you
some
point
of
reference
so
on
the
health
care
marketplace,
those
plans
are
evaluated
by
their
actuarial
value
and
they
have
a
bronze
silver
gold
and
platinum
status,
based
on
the
value
that
they
have.
So
the
bronze
plan
out
there
on
the
exchange
are
ones
that
are
providing
minimal
level
of
benefits
but
essential
benefits.
I
So
you
can
see
here
the
city's
five
plans
for
2018
and
the
corresponding
actuarial
value
so
plan
a
is
at
74
percent
plan
B
at
86
plan
C
at
75
plan
D
at
70
and
plan
E
at
80.
So
all
of
our
plans
fall
within
the
ACA
silver
or
gold
tiers
on
the
exchange.
There
were
some
planned
enhancements
that
were
made
in
2019
that
increased
the
actuarial
value
of
plan
D.
For
the
purpose
of
this
study,
only
2018
plans
were
compared,
so
some
enhancements
were
made
in
19,
which
would
improve
our
position
at
this
point.
I
What's
not
included
is
that
free
health
care
that
you're
getting
at
the
clinic?
What
also
isn't
included
is
the
hospital
indemnity
and
accident
plans
that
will
help
you
pay
your
deductible
and
your
medical
expenses
and
then
the
fact
that
our
plans
have
broad
networks.
So
many
of
the
plans
that
were
reviewed
have
narrowed
networks.
You
can
only
go
to
one
Hospital.
You
can
only
go
to
this
group
of
providers.
I
I
So
if
you
look
at
the
overall
actuarial
value
of
the
plans
for
those
20
peer
cities,
you
will
see
on
the
PPO
plans
that
are
our
plans
fall
slightly
below
the
median
of
the
peer
cities.
However,
if
you
factor
in
that
additional
my
clinic
value,
that
brings
us
up
much
closer
to
the
medium
on
our
HSA
plans.
Plan
B
is
right
there
at
the
meeting
and
then
plan
a
is
lower.
I
When
you
look
at
the
cost
share
for
the
PPO
plan,
so
cost
share
is
the
percentage
of
the
premium
that
weekly
amount,
that
employees
are
paying
the
percentage
that
the
city's
paying
and
the
percentage
the
employees
paying.
So
this
slide
shows
you
the
percentage
that
the
city
pays.
So
when
our
employee
only
PPO
plans,
the
city
is
paying
about
83
to
86
percent
of
the
total
cost
for
those
plans,
we're
right
below
the
median
on
plan
c
and
d
and
slightly
below
on
plan
e.
So.
A
Let
me
ask
if
I'm
reading
this
chart
correctly,
that
if
I
had
an
employee-
and
we
were
at
the
85%
employee
only
and
yet
the
family
was
not,
that
the
family
under
C
and
D
is
at
70
that
we
have
a
disparity
in
terms
of
the
financial
that
that
the
employee
family
is
getting
less
value
for
a
higher
cost.
Am
I
saying
that
correctly?
Well,.
A
I
So
you
can
see
here,
you
know,
on
the
employee,
only
side
on
the
left,
many
of
the
employees
are
paying
eighty
five.
Ninety
a
couple
of
them
are
paying
a
hundred
percent
of
the
employer
or
the
the
cost
of
insurance
for
employee
only
coverage
on
the
family
side.
You
can
see
that
cluster
then
because
it
goes
under
80%.
So
the
employer
is
expecting
that
if
you're
going
to
cover
your
family
members
you're
going
to
pay
more
towards
the
premium
for
that
coverage,
and
that
is
industries
that
is
industry
standard.
Yes,.
A
I
G
I
M
M
I
Is
a
fair
comparison
to
these
peer
cities?
Yes,
okay,
so
the
next
slide
shows
you
is
the
same
thing
for
the
HSA
plans,
so
this
is
the
portion
that
the
employer
or
the
city
is
paying
the
premium.
On
these
plans
on
the
HSA
plan,
you
can
see
the
median
right.
There
is
about
90
percent
on
plan,
a
employee,
only
the
city's
paying
more
than
that
on
plan
B
employee,
only
the
city's
paying
less
than
that
on
the
family
plans.
I
The
median
is
around
that
eighty-five
percent
and
plan
a
and
B
the
city
is
paying
less
than
that
sure
and
again
on
the
family
plans.
This
was
a
strategic
decision
related
back
to
that
slide.
That
I
showed
you
where
spouses
are
a
smaller
percentage
of
our
population.
However,
they're
driving
more
of
the
cost.
I
So
the
value
enhancements
that
were
made
in
2019
that
were
not
a
part
of
the
study
are
that
there
were
no
increases
to
employee
premiums
in
2019.
The
deductible
out-of-pocket
max
on
plan
D
was
changed
that
improved
the
value
of
that
plan
by
five
percent.
The
family
premium
on
E
was
also
reduced
by
ten
percent.
I
L
M
H
K
I
A
short-term
disability
this
provides
income
to
employees
that
will
would
be
out
of
work
due
to
extended
sickness
or
injury
that
is
non-work-related.
The
typical
duration
of
this
is
about
26
weeks.
Charlotte
pays
a
hundred
percent
of
the
premium
for
this
benefit,
so
employees
are
provided
this
as
a
benefit
to
them
and
we're
only
one
of
three
cities
that
are
paying
the
full
cost
of
this
benefit.
Our
current
benefit
in
2018
during
the
study,
was
that
it
was
50%
of
weekly
earnings
and
now
in
2019,
has
been
enhanced
to
60%
of
weekly
earnings.
C
I
Basic
life
insurance
benefit
is
also
paid
at
a
hundred
percent
by
the
city.
Nineteen
cities
in
the
study
also
pay
a
hundred
percent
of
that
basic
life
benefit.
Our
2018
benefit
was
two
times
annual
salary.
You
can
see
here.
There
are
three
that
offer
two
times
annual
salary,
with
eleven
offering
less
and
five
offering
a
flat
amount
on
vacation
leave.
I
You
can
see
the
median
at
the
top
and
in
Charlotte
right
there
underneath
so
the
first
line
is
showing
you
the
hours
that
you
accrue
when
you
start
employment
with
the
city.
So
when
your
first
year
of
an
employment,
you
would
accrue
eighty
hours
at
the
10-year
mark,
you
would
accrue
144
hours
and
then
for
the
city
at
the
14
year
mark
you
would
begin
accruing
160
hours.
I
We
are
off
from
the
median
here,
however,
what
was
not
looked
at
was
what
was
the
max
accrual
time
period
so
for
some
of
these
cities
you
would
hit
the
max
at
20
years
or
25
years.
The
other
thing
that
was
not
looked
at
with
these
cities
is:
is
there
a
max
payout,
so
the
impact
to
the
organization
when
you
leave
whether
that's
termination
or
retirement
we're
paying
out
your
vacation?
So
that
may
be
one
reason
why
this
has
been
set:
one-sixty
ma'am.
H
Yes,
ma'am
clarification
on
this.
Are
we
also
looking
at
some
companies
have
basically
use
it
or
lose
it
at
the
end
of
the
year.
You
get
maybe
three
more
months
into
the
next
year
to
complete
that
vacation
time,
but
I
believe
I,
don't
know
if
it's
all
over
the
city
or
just
some
departments
where
you
can
accrue
vacation
and
that's
where
it
can
be
a
challenge.
H
I
You
can
only
carry
over
two
and
a
half
times
your
accrual,
so
there
is
a
cap
on
it.
Okay,
anything
that's
beyond
that
then
converts
to
sick
leave,
so
you
don't
lose
it
completely,
but
we
don't
pay
out
sick
leave
for
a
mass
payment,
so
your
sick
leave
then
can
be
used
for
towards
service
credit
at
the
time
of
retirement.
I
H
E
I
A
Okay,
I
read
this
article
about
the
companies
that
are
no
longer
saying
you
have
vacation
time.
It's
take
as
much
as
you
want
and
they
found
out
that
people
weren't
taking
very
much
at
all.
That's
after
giving
them
unlimited.
They
worked
all
the
time.
Instead,
it's
human
behavior.
It's
amazing
that.
I
So,
moving
on
to
sick
leave
within
the
comparison
cities,
you
can
see
here
we're
in
that
tall
block.
Here
there
are
13
cities
that
provide
12
days
of
sick
leave
annually,
so
we're
well
within
range
on
parental
leave.
We
provide
a
six-week
paid
benefit
per
calendar
year.
We
are
again
in
the
tall
block
here
of
the
seven
cities
that
provide
at
least
or
that
provides
six
week
of
paid
parental
leave
with
some
cities
below
in
some
cities.
Above.
I
I
I
So
the
overall
study
findings
show
that
Charlotte
does
have
some
healthcare
plans
that
are
near
the
median
and
some
that
are
below
the
study.
Design
did
not
include
that,
my
clinic,
which
would
increase
those
values
right
off
the
top
it
of
about
4%.
It
also
did
not
include
our
plan
enhancements
or
the
value
adds
from
our
network
and
other
programs
that
we
have
our
other
employer
paid
benefits.
I
So
our
considerations
for
2020
first
is
to
look
at
enhancing
the
value
of
that
HSA
plan
a
so
that
was
the
outlier
plan
on
the
Avs
to
mitigate
medical
plan
premium
increases,
so
this
would
again
help
that
cost
share
piece,
eliminate
Plan
C,
due
to
a
lack
of
participation
in
that
plan.
That's
that
middle
plan.
It
only
has
about
200
people
enrolled
in
it.
At
this
point,
we're
also
looking
at
enhancing
the
dental
plan
options
that
we
have
and
making
enhancements
within
the
plan.
I
So
looking
at
adult
orthodontia,
for
instance,
we're
exploring
a
hearing
loss
benefit
to
add
to
our
lineup
reviewing
the
city's
leave
incentive
for
unused
sick
leave,
as
well
as
looking
at
additional
voluntary
insurances
for
employees
and
then
finally,
a
529
college
plan
payroll
deduction
program.
Mr.
A
K
I
K
I
I'll
tell
you
from
my
experience
and
talking
with
employees
who
are
in
that
plan.
This
includes
a
retirees.
Many
of
the
folks
in
that
plan,
don't
understand
how
that
plan
works
and
so
they've
gotten
into
a
plan
where
they
thought
they
had.
First
dollar
coverage
like
a
PPO
would
have,
but
this
plan
has
a
health
reimbursement
account,
and
so
they
end
up
calling
us
mid-year
wanting
to
change
plans
and
they
can't
because
they
misunderstood
how
that
plan
worked.
I
K
I
The
last
time
we
did
a
full
Ben
Bell
for
benefits
was
around
2011,
so
it's
been
about
eight
years
and
that
was
looking
at
the
private
market
around
Charlotte,
along
with
a
couple
of
the
competing
municipalities.
You
know
this
study
was
designed
to
look
at
the
peer
cities.
I
think
you
know
I
think
at
this
point
the
conversation
becomes.
Where
do
you
want?
The
strategy
go
and
the
comparison
to
be
looked
at.
H
Yes,
ma'am,
okay,
so
we
have
a
slide
that
you
don't
have
up
there
that's
in
here
and
that's
that
breakdown
of
other
benefits.
That's
like
that's
the
one
I
was
in
the
stories.
Thank
you.
So,
looking
at
this
breakdown
of
other
benefits,
the
longevity
pay
so
question
is
these
other
benefits.
Are
these
some
of
the
things
that
we're
considering
because
I
didn't
Sara
Lee,
see
them
in
the
findings
and
considerations
as
far
as
moving
forward
or
you
just
letting
us
know.
H
This
is
what
some
other
cities
and/or
individuals
do,
but
that
doesn't
mean
we're
necessarily
looking
at
it
because
I'm
looking
at
the
child
care
programs
and
subsidies,
that's
something
that
is
definitely
a
major
benefit
and
I
think
Darla,
possibly
Darla
and
some
other
cities
have
looked
at
some
of
this,
so
I'm
trying
to
figure
out
how
this
page
space
fits
into
fighting's
and
considerations.
So.
I
This
particular
slide
is
just
intended
to
demonstrate
additional
benefits
that
the
twenty
peer
cities
have
and
whether
or
not
we
have
them
or
not.
So
we
have
not
looked
at
this
to
say
we
want
to
offer
this
or
we
don't
want
to
offer
that
I
would
say
the
longevity
pay
we
used
to
offer
and
that
program
was
discontinued
back
in
the
80s.
The
childcare.
I
Yes,
ma'am
the
childcare
piece
we
actually
are
looking
at
this.
One
of
the
benefits
analysts
on
my
team
has
started
a
comparison
of
options.
You
know
similar
to
what
Starbucks
is
doing
and
a
couple
of
other
employers
that
are
doing
around
childcare,
so
we're
analyzing
that
data
to
provide
recommendations
but
they're
not
currently
complete.
For
this,
it.
H
Will
be
helpful
if
in
the
next
update,
if
you
can
share
that
you
shared
it
a
little
bit
so
the
transit
pass
have
in
there.
That
is
including
Charlotte
tuition
reimbursement.
So
it
would
be
helpful
if
we're
looking
at
more
than
one
a
tour,
the
others
just
also
have,
in
parentheses,
doing
a
comparison
or
comparing
just
so
that
we
can
get
an
idea
of
the
direction
prior
to
it
coming
before
us
in
a
full
recommendation.
Knowing
that
we're
considering
some
of
these
things
well,.
I
A
So
you
see
the
list
that
was
there
that
the
manager
is
basically
saying
all
of
this
is
on
the
table.
I.
Think
for
me,
it's
one
of
those
ideas
of
by
implementing
changes.
Are
we
making
things
more
meeting
our
benchmark,
making
them
more
equitable
for
the
employees
or
helping
us
with
our
recruitment
or
retention?
A
Some
of
these
things,
if
they
particularly
apply
to
me,
would
make
sense
if
we
find
out
that
we've
got
a
group
of
people
not
coming
in
because
of
whatever
these
are
I,
don't
see
anything
that
comes
to
mind,
but
I
certainly
know
and
understand
the
value
of
529
college
plans
as
compared
to
the
loans
on
the
other
side.
Much
further
have
add
that,
as
their
option
versus
having
to
try
to
deal
with
dealing
with
employee
debt
from
college,
so
I
do
think
that's
something
we
really
look
at
seriously.
A
A
A
O
Around
coming
around
the
table
is
a
copy
of
the
presentation,
but
I
also
want
to
highlight
that
there's
a
thicker
packet
of
information
that
describes
financial
partners
and
describes
each
of
the
agencies
that
applied
for
the
partner.
So
if
there's
not
specific
information
on
a
slide,
it
very
well
may
be,
maybe
in
the
more
detailed
document.
O
All
right,
so,
just
to
start
this
wide,
miss,
Wyman
and
I
are
going
to
give
you
an
overview
of
the
financial
partner
process,
specifically
we're
going
to
highlight
the
agencies
that
applied
to
four
financial
partner
funding
and
we'll
review
the
agency
requests,
but
I
want
to
sort
of
make
clear
and
on
the
forefront,
we're
not
making
a
recommendation
today
we're
just
providing
you.
The
information
of
the
agencies
that
applied
the
recommendation
will
come
back
as
a
part
of
the
city,
manager's
budget
recommendation
in
May.
So.
O
Let's
just
start
in
level
set.
What
are
financial
partners
in
financial
partners
are
agencies
that
the
city
is
contracted
with
specifically
to
provide
services
that
support
key
areas
of
focus
for
the
city,
so
they're
like
providing
an
extension
of
services
for
the
city,
they
contribute
to
the
community
enrichment
and
in
this
Whiteman's
case,
you'll
talk
about
partners
that
support
department
of
service
needs
as
well.
We
generally
categorize
these
in
four
categories.
These
categories
are
around
funding
sources,
and
so
we
have
financial
partners
that
fall
under
the
general
fund
discretionary.
O
The
process
that
out-of-school
time
partners
go
to
in
a
later
part
of
the
presentation
so
generally
in
October
financial
partners
are
made
aware
that
that
it's
time
to
apply
for
financial
partner
funding
and
and
so
we
provide
a
link
on
our
website,
we
send
out
letters
to
fight
intra
partner,
our
current
financial
partners.
We
also
notify
financial
partners
that
have
had
interest
in
the
past
and
and
we've
had
financial
partners
that
have
been
referred
to
us
from
Council
members
and
we
reach
out
to
them
as
well.
O
Those
applications
are
generally
due
in
December
this
year
we
asked
we
actually
extended
the
deadline.
We
had
some
some
things
come
up
that
required
an
extension,
and
so
we
did
that
for
all
of
them
and
then
in
April
we
come
back
to
City
Council
like
we
are
today,
and
we
give
you
a
summary
of
the
partners
that
have
applied
and
and
then
the
recommended
funding
will
be
in
the
managers.
A
recommended
recommended
budget
and
in
June
council
would
vote
on
a
budget
which
would
include
financial
partner
funding.
O
So
just
to
summarize,
in
the
general
fund
discretionary
portion,
our
category
of
financial
partners,
we
had
nine
agencies
apply
for
financial
partners.
Six
of
those
agencies,
our
existing
financial
partners.
We
have
three
new
agencies
and
you
can
see
the
Arts
and
Science
Council
applied
the
Charlotte
regional
Business
Alliance,
which
was
formerly
the
Charlotte
regional
partnership
applied.
The
community
business
initiative
applied
safe
alliance
tree
Charlotte,
the
YMCA
of
Greater
Charlotte,
which
is
administering
the
my
brother's
keeper
program,
and
then
we
had
in
tech
foundations,
Junior
Achievement
and
with
women's
business.
B
H
C
H
Need
clarification
on
that
because,
historically
yes,
there
will
be
an
add
and
delete
segment
where
we
would
have
to
make
our
case
on
why
we
want
to
add
or
delete
something
having
something
presented
to
us
with
names
and
no
background
and
a
dollar
amount,
and
no
background
is
a
little
unusual.
So
you.
H
A
H
H
We
can
all
under
so
receiving
a
packet
right
now,
ain't
doing
me,
no
good.
While
we
having
this
conversation,
what
I'm
saying
is
before
it
even
got
on
this
yeah
before
anything,
was
printed
on
any
paperwork
with
any
name
associated
with
any
dollars.
There
should
have
been
a
conversation
with
counsel
to
even
know
opposed
to
being
presented
with
okay,
here's
our
recommendation
so
therefore
I'm,
just
asking
prior
to
you
presenting
us
with
the
budget.
H
When
do
we
have
a
chance
as
a
council
to
have
a
discussion
about
not
only
these
increases
but
also
a
discussion
regarding
new
funding
requests?
Since
not
everyone
is
familiar
with
these
new
funding
requests
or
the
additional
request.
Like
Charlotte
regional
business
lines,
it
might
seem
like
a
small
amount,
but
we
had
conversations
about
the
fact
that
we
fund
the
one
not
to
other
y'all
combine
it.
We
already
gave
you
money.
Are
you
coming
back
for
more?
We
asked
that
question
sure.
N
H
H
A
A
G
N
So
I
I
agree
with
Councilman
Mayfield
on
what
we
need
more
justification
and
not
a
not
a,
not
a
first
time
hearing
it,
but
also
maybe
some
way
to
work
through
some
some
kind
of
Q&A
and
then,
if
there's
a
process
and
there's
a
legitimate
need
and
stuff
like
that.
That
should
be
getting
routed
through
something
now
not
like.
When
we
see
there's
an
opportunity-
and
we
remember-
we
like
this
one
organization
throw
it
out,
like
literally
if
we
avoid.
A
K
All
of
them,
including
my
own
pet
projects,
just
on
principle,
if
we
couldn't
fund
them
all,
how
are
you
NIT?
How
are
you
splitting
hairs
between
a
bunch
of
phenomenal
organizations
that
we
would
love
to
help
all
of
them,
and
so
I
I've
got,
and
maybe
it's
a
fix
for
the
next
budget
process,
but
and
I,
don't
know
how.
K
A
K
I,
just
think
that
this
there's
got
to
be,
because
you
know
new
funding
requests
and
then,
when
these
are
laid
out
as
well,
they're
now
requesting
X
percentage
of
dollars
more
than
they
used
to.
If
we
were
to
not
give
them
that
that
will
be
portrayed
by
many
as
a
cut,
even
though
it
wouldn't
be
a
cut
to
their
former
funding
side.
K
It
creates
a
lot
of
situations
where
people
are
put
in
a
spot
where
they
look
like
they
have
to
like
they're
cutting
money
from
a
very
deserving
nonprofit
or
they're
picking
one
over
the
other
and
I
agree.
That
was
my
least
favorite
part
last
year
was
us
all
debating
each
other
on
which
ones
should
get
money
and
which
ones
shouldn't.
D
Say
is
these
represent
the
application
process
that
the
partners
presented
and
their
raw
requests
right?
So
this
doesn't
mean
that
this
is
what
you
might
eventually
decide
and
your
recommended
date
and
your
recommended
budget.
What
you
think
that
that
we
should
go
with
right
correct.
So
this
is
just
a
result
of
them
applying
putting
their
wish
list
down,
and
this
is
their
raw
list,
but
it
hasn't
been
vetted
through
you.
D
Yet
in
terms
of
you've
looked
at
it
and
you
decided
that
hey,
my
recommendation
is
going
to
be
something
less
than
this,
and
then
it
comes
to
us
correct,
so
I
don't
know
where,
unless
we
want
to
take
over
the
application
process
from
the
beginning
at
that
point
and
try
to
vet
these
raw
numbers,
I
mean.
Is
that
what
we're
saying.
A
P
A
A
P
H
For
clarification,
if
we're
saying
that
these
are
all
the
applications
that
we'll
receive-
and
here
are
all
the
potential
requests-
that's
one
conversation.
If
what
is
being
said,
it's
here
is
some
that
we've
identified
at
the
funding
level.
I
am
still
going
to
say
according
to
what
we
have
in
the
language
in
this
bigger
book,
that
there
was
a
step
that
was
missed,
and
that
was
the
step.
What
counsel
talks
about
these,
remembering
where
our
focus
areas
are
so
I
just
pulled
up
one
of
these
organizations
that
submit
it
that
we
have
listed
anytime.
H
We
City
put
a
name
next
to
a
number
on
anything.
As
far
as
the
community's
concern.
As
far
as
the
organization
is
concerned,
it
looks
as
if
it's
a
done
deal
but
those
that
have
been
around
this
diets
for
any
period
of
time.
You
have
seen
where
things
have
been
listed,
and
then
it
became
a
broader
discussion
when
it
came
time
for
us
to
dialogue,
whether
or
not
it
was
if
I
was
in
the
add
and
deletes,
and
the
expectation
that
this
is
a
done
deal
some
of
these
things.
H
It
will
be
helpful
to
understand
how
something
that
clearly
should
fall
into
CMS
or
potentially,
the
county
is
something
that's
becoming
a
line
item
for
the
city.
Well,
we
have
had
conversations
in
the
two
years
that
you
have
been
in
this
role
about
refocusing
our
focus
areas
and
getting
back
into
the
business
of
this
city,
because
the
county
is
in
a
very
different
financial
position
than
it
was
a
few
years
ago.
Cms
is
in
a
different
position.
H
They
have
some
pasta,
some
responsibilities,
that's
there's
that
we
just
borrow
we
just
stepped
in
to
assist
them
with
there's
a
time
that
we
can
give
them
back.
So
it
will
be
helpful
again
because
when
you
put
it
on
paper,
some
of
these
organizations
might
be
under
the
impression
that
hey
this
is
done.
We
have
done.
J
J
J
A
A
A
The
regional
partnership
was
something
that
we
fund
it,
but
what
does
the
Alliance
mean
Arts
and
Science
Council,
we've
always
funded,
but
I.
Don't
think
that
the
staff
could
come
in
to
you
and
say
well,
we
got
three
new
requests
and
not
telling
you
so
mr.
Jones
I
think
the
question
is:
what
do
you
do?
A
B
Absolutely
so
two
counselors
Mayfield's
point:
this
is
everything
these
are
all
the
applications.
Nothing's
been
screened
out,
nothing's
been
ranked
our
go
step
back
mayor.
There's
nothing
I
could
do
to
stop
what
happened
last
year
last
year.
It's
to
the
point
that
I
guess
mister
Eggleston
mentioned
people
started,
throwing
things
on
the
table
that
has
happened
every
year.
I've
been
here.
What
we
tried
to
do
was
say
that
the
only
way
to
get
into
the
game
this
year
is
to
apply.
So
if
everybody
agrees
with
this,
there
are
no
new
additions.
K
Anybody
who
received
funding
last
year
and
tell
me
if
that
was
beyond
that
to
but
anybody
received
funding
last
year
through
whatever
method
of
our
process,
was
informed
that
the
new
process
required
this
application.
Absolute.
Nobody
could
come
now
and
say
well,
I,
didn't
know
absolutely
I
had
to
go
through.
B
A
Then
I
think
what
mr.
Jones
is
saying
is
that
if
there's
criteria
beyond
the
council
priorities
for
him
to
consider-
and
you
met
the
deadline
which
his
recommendation
will
come
forward
based
on
the
council's
priorities
and
without
those,
if
we
don't
have
that
agreement,
we
we
need
to
give
him
some
guidance.
D
A
A
H
A
J
A
Need
to
pull
out
any
list
that
says
here's
the
criteria
that
the
council
approved
and
have
that
as
the
criteria
that
the
manager
has
and
if
it's
three
years
is
three
years.
Okay,
all
right
so
I,
don't
know,
I,
actually,
I.
Think
the
summary
on
the
page
is
enough:
I,
don't
know
that
we
need
to
walk
through
I
mean
all
of
us
can
read
what
these
people
are
saying
and
I
guess,
maybe
the
ones
the
only
ones
that
we're
not
familiar
with
would
be
I.
Don't
know
what,
as
got
on
with
my
brother's
keeper.
C
A
Had
one
or
two
meetings
and
I
know
that
other
people,
the
council,
have
gone
to
meetings
and
I'm,
not
sure
I
saw
Michael
Duvall
yesterday
he
says
I
need
to
get
you
up
to
date
on
my
brother's
keeper,
so
that
might
be
one
that
we
need
to
really
learn
more
about
and
actually
have
some
information
in
tech
foundation.
I
think
the
question
is:
do
you
want
staff
to
go
through
the
ones?
If
this
is
the
window?
Are
the
people
that
passable
do
you
want
to
walk
through
each
of
these
as
a
council?
What's.
K
A
G
P
A
D
O
Right
so
so
councils
familiar
with
Arts
and
Science
Council.
They
are
our
agency
that
supports
and
advocates
for
cultural
community
they're,
asking
for
an
additional
request
of
$250,000
and
specifically
their
application
listed
that
they
wanted
to
enhance
their
cultural
vision,
grants
that
they
offer
to
the
community.
They
wanted
to
support
studio
345
and
they
wanted
to
apply
the
$250,000
to
their
general
operating
support.
A
Quickly,
Marcus
and
I
had
a
conversation
with
Dina
and
the
chair,
and
they
are
doing
a
poll
on
the
quarter.
Cent
sales
tax
that
the
Arts
and
Science
Council
has
asked
the
county
to
put
before
a
bond
referendum
and
they're
going
to
actually
do
a
poll
to
see
if
the
community
wants
to
do
a
referendum
on
that
Dina
said
that
poll
will
come
out,
it
will
be
transparent,
presented
through
arts
and
science
counsel
present
it
to
the
commissioners.
We'll
have
a
chance
to
see
what
the
polling
results
are.
A
It's
a
polling
results
say
that
it's
not
going
to
win.
The
commissioners
have
to
deal
with
whether
or
not
they're
going
to
put
it
on
the
ballot.
If
the
polling
results
say
yeah,
this
is
the
greatest
thing.
That's
another
thing,
and
then
we
all
know
that
the
1/2
1/4
cents
would
raise
50
million
the
arts
and
science.
So
let's
ask
for
20
million
of
it
and
then
there'd
be
30
million
dollars
left
that
the
county
could
utilize
for
funding
that
they
would
have
I.
A
M
A
A
Apply
it
would
not,
and
that
was
the
other
comment
I
wanted
to
make
aside
from
that
polling.
The
funding
would
not.
They
would
not
be
able
to
collect
that
money
for
this
upcoming
year.
So
all
we
are
still
being
asked
to
provide
this
as
well
as
an
increase
I
think
the
question
is
for
me
as
we're.
Looking
at
this,
we've
always
supported
the
Arts
and
Science
Council.
I.
Just
don't
know
enough
about
what
this
application
is.
I,
don't
know
the
new
structure.
I,
don't
know
very
much,
but
miss
Mayfield
is
on
the
board.
A
She
represents
us
on
the
board,
so
I
think
that
if
we
could
just
find
out
the
status
by
asking
Robert
or
the
executive
director
to
provide
adequate
information,
I
think
that
I
would
be
looking
for
if
the
county
had
approves
the
quarter,
half
syns
quarter
sales
tax.
What
is
the
transition
plan
if
the
county
does
not
put
the
quarter
cent
sales
tax?
What
is
their
actual
plan
to
go
forward
as
a
council?
Those
are
the
two
options.
A
G
O
B
Council
member
Drake's
I
know
that
the
Arts
and
Science
Council
had
problems
with
meeting
the
requirements
of
the
previous
funding
stream.
So
I
don't
know
if
this
is
designed
to
do
the
same
program
but
not
have
the
restraints
or
the
constraints
of
the
previous
of
Pam.
Can
you
help
me
out
with
what
happened
with
studio.
Q
O
G
B
Mayor
members
of
council,
so
Phil
one
of
the
things
I
think
it
was
important.
Last
year
when
there
was
the
conversation
around
the
out
of
the
studio,
3:45
was
how
much
of
this
was
going
towards
operating
support.
How
much
of
this
was
going
directly
to
a
program?
So
let
us
work
on
that
to
make
sure
we
can
provide
for
you
and
one
of
the
QAS
how
much
of
this
is
really
operations
and
how
much
of
this
is
the
3:45
I.
H
Got
a
question
directly
on
this,
so
you
council
sits
on
a
number
of
different
boards.
Those
boards
may
or
may
not
come
before
us
for
a
recommendation
for
financial
support.
We're
in
these
conversations-
and
this
isn't
something
that
new-
we
just
never
done
it
we're
in
the
conversations
do
we
have
the
conversation
as
the
board
representative
regarding,
what's
going
on
prior
to
having
it
in
the
larger
room
with
other
the
manager
or
the
manager
in
the
mayor's
office,.
A
I
think
that
that
ought
to
be
with
the
manager
in
the
budget
office
right
now,
you
know
in
the
past
when
I
was
on
council
I.
Remember
Julie
was
on
the
board
and
she
was
to
come
in
and
she'd
say
that
Arts
&,
Science
Council
is
going
to
ask
for
$500,000
more,
and
this
is
what
there
are
going
to
propose.
I
I
think
it's
some
of
this
is
initiative.
We
don't
never
had
a
formal
process,
but
I
think
it
would
be
completely
appropriate.
A
A
J
J
With
you
know,
Arts
and
Science
Council,
you
may
feel
you
you're
involved
in
those
discussions
with
this
all
of
the
changes
and
just
to
let
us
all
know
I
think
is
really
helpful.
So
my
brother's
keeper
I
know
mr.
Mitchell
and
mr.
Winston
have
been
really
involved,
but
I
have
no
idea
what
they're
doing
okay.
A
M
M
Do
we
also
or
if
we're
also
looking
into
that-
and
maybe
we
know
the
answer
already
and
we
look
at
these
funding
requests,
whether
it's
a
new
group
or
an
existing
group
that
likes
a
firm
Wyant
that
we've
been
funding
for
years?
Do
we
have
any
policy
around
what
percentage
of
their
operating
budget
or
their
agencies
total
budget?
You
know
just
a
certain
maximum
that
we're
funding
so.
B
I
would
say
a
counselor
at
Harlow
vets,
a
part
of
the
budget
analysis,
so
in
other
words,
it's
easier
with,
let's
say,
CDBG
funds
where
you
know
how
much
should
be
overhead.
So
when
we
start
to
analyze
this,
you
I
think
as
a
council,
you
don't
want
the
city
to
be
putting
money
towards
an
organization
that
you're
you're
fully
funding
all
of
their
stamps.
So
that's
a
part
of
this
internal
review
process
and
we
could
talk
to
you
about
the
different
lenses
and
criteria
that
are
applied.
Doing
the
evaluation.
A
Alliance
used
to
be
called
victims,
assistance
and
they've
been
around
for
twenty
years
and,
yes,
we
have
funded
our
property
taxes
that
as
an
aligned
as
aligned
with
our
Police
Department,
so
I,
don't
think
that
we
have
any
rules
for
the
general
fund
ones.
Like
you
said
it's
CB
DG.
There
are
a
lot
more
rules
because
of
the
amount,
the
restrictions
and
all
of
that
in.
O
There,
if
I,
could
add,
if
you
look
on
page
7
of
the
larger
document,
you
will
see
the
policies
that
this
or
that
a
previous
council
and
I
think
there
are
some
of
the
provisions
that
miss
Mayfield
talked
about,
but
they're
specific
to
out-of-school
time
partners.
So
I
think
the
mayor
is
correct
when
it
comes
to
these
general
fund
discretionary
financial
partners,
these
policies
don't
necessarily
apply,
and
in
this
policy,
if
you
look
at
the
second
bullet,
you'll
see
the
30,
the
33%.
O
M
For
the
discretion
of
a
thought,
I
mean
the
intent
one
that
you
know
is
a
brand-new
request
right
and
in
the
larger
packet.
You
know
the
total
operation
budget
is
had
it's
like
240
and
there
that's
25
percent,
or
so,
if
they
were
out-of-school
time
partner
to
be
under
the
33.
But
there's
no
there's
no
matter,
there's
no
set.
You
know
there
that
we
use
for
those
discretionary.
There.
O
M
A
H
A
H
Mad
I
believe
we
also
have
an
opportunity
here
to
rethink
general
fund
and
request.
So
we
spent
a
lot
of
time
in
committee
in
2015
on
getting
us
to
where
we
are
with
out-of-school
time.
One
that
there's
no
organization
should
depend
cuz.
We
had
some
organizations
where
80%
of
their
funding
was
coming
from
the
city
right,
so
that
is,
we
went
back
and
forth
and
Economic
Development
Committee
to
have
a
real
conversation
regarding
one.
H
How
sustainable
are
you
as
an
organization
so
that
you're
not
depending
on
government
dollars
and
also
giving
you
a
window
where
government
dollars
will
be
reduced
in
order
to
help
you
with
your
funding?
This
right
here
feels
more
like
work
around
some
of
these
requests
that
we're
seeing
by
coming
through
general
fund
dollars,
because
some
of
these
just
initially
looking
at
them,
couldn't
have
gone
through
out-of-school
time,
but
because
of
the
parameters
of
out-of-school
time
they
apply
and
it
went
into
this
other
area.
H
A
That's
a
great
point
and
a
great
idea:
we
just
need
to
figure
out
when
we
can
do
it
and
if
we
can
do
it
when
I
look
at
this
list,
arts
and
science,
the
partnership
is
like
the
Alliance.
You
can
decide
whether
you
want
to
count
it
in
that
way
or
not.
Safe
alliance
is
completely
a
link
to
the
work
that
we
do
with
the
police
department.
A
Trees
Charlotte
has
been
around
and
some
in
several
years
my
brother's
keeper
was
the
first
time
was
last
year
for
planning
and
the
other
three
are
completely
new
arts
and
science
has
been
since
nineteen.
Seventy
something
white
and
they've
always
had
that
money
go
to
their
general
fund
for
operations.
They've,
never
until
recently
haven't
segmented
them
out.
I
I
would
still
say
you
guys
are
gonna
have
to
do
a
little
bit
more
on
each
page
and
each
one
of
these,
but
let's
continue
to
go
through
them.
A
D
D
We
have
in
view
we've
been
the
conversation
which
we
haven't
said.
We
have
a
policy
requirement
that
if
you
serve
on
on
one
of
these
boards,
where
we
have
a
council
representative,
that
there
is
an
expectation
that,
during
their
request,
an
application
that
they
would
get
with
the
council
representative
to
explain.
What's
going
on
so
we'll
be
in
a
better
position
to
be
able
to
discuss
or
vet
their
request.
In
a
session
open
like
this.
A
We
need
to
ask
that
question
if
other
places
do
it,
if
you
feel
like
we
ought
to
do
it.
Some
people
have
said
that
we
shouldn't
have
council
members
on
those
boards,
because
it
then
becomes
their
responsibility
to
carry
the
water
for
that.
Come
that
organization
and
I
I,
just
don't
know
the
answer
to
that.
So
there's
what.
A
Before
and
I,
don't
think
it
ever
landed
anywhere.
Okay,
all
right,
so
we
got
Arts
and
Science
Council.
We,
the
question
was:
what
is
studio
345?
What
is
that?
What
is
general
operating
support
and
what's
the
status,
a
transition
plan,
if
they
do
the
quarter
since
and
what's
their
plan?
If
they
don't
do
it
any
other
questions
on
art
anything
else,
this
may
feel
we
ought
to
be
talking
about.
Okay,
let's
go
to
the
Regional
Business
Alliance.
A
O
The
Regional
Business
Alliance
is
obviously
the
merging
of
Charlotte
Chamber
and
the
Charlotte
regional
partnership,
and
in
this
case
they
are
requesting
a
hundred
and
sixty
one
thousand
five
hundred
twenty-six
dollars,
which
is
an
increase
of
three
thousand
two
hundred
seventy-six
dollars.
That
increase
is
based
on
their
traditional
formula.
It's
based
on
population
and
I,
think
we
pay
30
cents
per
and
so
population
is
increasing,
and
so
that's
where
that
three
thousand
comes
from.
And
of
course
this
group
does
regional
business
development
of
marketing
and
again
the
funding
is
based
on
population
growth.
So.
G
H
G
B
A
part
of
so
when
Ernie
regal
came
by
a
part
of
this
first
year
was
a
lot
of
people
had
questions,
because
now
that
you
have
a
bigger
group
and
you're
merging,
you
know
two
entities.
Is
there
an
opportunity
for
some
of
the
localities
to
pull
back
and
universally?
We
say
it:
let's
not
pull
back
on
that
first
year,
even
more,
so
they
were
going
to
use
some
of
the
money
for
more
marketing
and
branding
of
the
region.
B
J
Just
want
to
put
out
there
that
I
agree
it's
hard
to
measure
it
when
it's
their
first
year,
but
considering
we've
pulled
in
you
know
a
lot
of
the
economic
development
for
Charlotte
in
house
I'll
be
very
I'll,
be
very
anxious
to
see
I
mean
because
now
we
have
a
lot
more
of
a
demand
on
our
own
resources
internally,
and
you
know
we
have
to
think
about
that
with
what
we're
being
asked.
I
wouldn't
be
surprised
if
they're
asking
for
more
next
year,
and
we
have
to
look
at
what
our,
what
we're
getting
from
it.
A
Have
to
say
the
Honeywell
recruitment,
the
chamber
staff
we're
right
there
along
the
way,
and
you
know
what
we're
doing
is
a
little
bit
of
a
difference.
I'm
not
so
sure
we're
recognized
yet
for
that.
I
agree
with
the
framework,
but
I
think
that
they
have
been
adding
value
to
every
recruitment
that
we're
doing
there
in
the
room.
So.
C
J
H
It
will
be
helpful
to
know
clearly
what
they're
doing
I
personally
was
hoping
that
this
number
would
have
come
out
at
the
same,
not
with
any
increase
until
we
clearly
know
what
is
their
goal
versus
was
our
role
and
partnership.
We
already
have
a
staff
person,
that's
putting
a
low
a
whole
lot
of
energy
and
time
into
helping
with
what
they're
doing
that's
funding
of
government
dollars.
Here's
a
request
for
additional
funding
of
government
dollars.
A
G
B
A
B
I'd
just
like
to
put
one
thing
in
the
room
that
when
we
start
to
think
about
this
regional
alliance,
these
are
all
over
the
country,
and
so
somewhere
in
here.
We
have
to
understand
that
when
there
are
some
economic
development
opportunities
that
come
to
regions
throughout
the
country,
they
come
through
these
regional
alliances.
So
to
just
assume
that
we
could
not
be
a
part
of
this
is
something
I,
just
caution
us
as
caution
you,
as
a
council.
G
A
O
Thousand
they're
not
requesting
a
funding
increase,
and
this
is
a
group
that
has
worked
hard
to
build
capacity
within
individuals
and
and
organizations
to
become
a
more
inclusive
and
equitable
community,
and
you
can
read
the
things
that
they
do
so
again.
They're,
not
they're,
not
asking
or
requesting
a
funding
increase.
O
Safe
alliance,
safe
alliance,
is
a
group
that
you
can
see
their
mission
statement
to
provide,
hope
and
healing
to
those
impacted
by
domestic
violence
and
sexual
assault.
Their
FY
2020
request
is
four
hundred
forty
five
thousand
six
hundred
thirteen
dollars,
and
this
is
an
increase
of
sixty
three
thousand
sixty
one
dollars
from
FY.
Nineteen,
specifically
what
they're
trying
to
accomplish,
with
the
increases
to
add
an
additional
attorney
to
their
staff,
to
provide
additional
legal
services
to
their
clients.
D
A
Ought
to
make
sure
that
people
know
that
we've
been
working
with
them
with
this
idea
of
support
and
I.
Don't
think
that
this
covers
that.
But
what
I
have
said
is
that,
if
we're
going
to
do
the
Family
Justice
Center,
it
has
to
have
the
correct
governance,
it
shouldn't
be
a
place
where
you
just
put
people
into
the
office
building,
because
the
office
building
is
there.
A
We've
seen
that
with
the
Children's
Center
that
did
not
work
because
they
didn't
do
the
governance
before
they
got
there
and
therefore
the
building
is
basically
an
office
building
where
everybody
pays
rent,
not
to
say
that
proximity
doesn't
bring
around
good
relationships,
but
it
certainly
didn't
reach
its
ultimate
or
optimal
goal.
So
any
questions
on
an
additional
questions.
Besides
the
numbers
on
safe
alliance,
okay,.
O
So
councils,
familiar
with
what
tree
Charlotte
does
specifically
they
they
really
organize
volunteers.
Around
tree,
plantings
and
they've
been
an
essential
partner
to
helping
this
city
achieve
its
50
by
50
goal.
They
are
asking
for
a
hundred
and
fifty
thousand
dollars,
which
is
an
increase
of
50
thousand
dollars
over
last
year's
budget.
O
Specifically,
this
fifty
thousand
dollars
is
to
help
them
plant
seven
thousand
trees
throughout
her
community.
They
their
application.
It's
not
on
the
slide.
Their
application
said
that
they
would
purchase
three
thousand
seven
gallon
trees,
there's
the
size
of
the
tree
with
this
additional
money,
and
so
again
they
they
are
linked
to
our
50
by
50
goal.
H
Mr.
manager
I
asked
last
year
regarding
tree
charlotte
and
attempted
to
have
a
very
different
conversation,
so
it
will
be
helpful
again
to
look
at
the
breakdown.
What
are
the
salaries,
the
staff
as
far
as
the
breakdown
of
funding,
because
our
language
allows
clear-cutting,
we
have
dead
trees
in
older
neighborhoods,
where
especially
our
seniors
and
those
that
are
under
80%
ami
area.
H
Median
income
can't
afford
to
remove
these
trees,
so
the
idea
of
adding
additional
money
to
plant
trees
when
we're
not
having
a
real
conversation
of
what
is
the
tree
canopy
we're
losing
it's
a
challenge.
It
will
be
helpful
to
know
outside
of
that
number
that
we
threw
out
there
by
a
certain
period
of
time.
H
B
A
H
B
H
B
H
D
J
About
the
pots
of
money,
because
I
know,
I've
sent
a
couple
pictures
to
the
arborists
of
some
trees
that
were
concerning
and
they're.
You
know
with
dead
limbs
hanging
out
over
the
road
and
in
fact
a
tree
next
to
it,
I
happened
to
be
behind
a
car
where
a
limb
did
come
off
and
went
through
the
people's
windshield.
H
B
Again,
I
won't
put
Michael
on
the
spot,
I
know
at
some
point.
They
came
up
last
year
and
we
accelerated
funds
in
order
to
to
reduce
that
backlog
or
make
it
go
away.
I
will
see
where
we
are
with
that
and
to
make
sure
that
we
are
trying
to
align
the
funding,
that's
appropriate
in
order
to
address
that
backlog.
A
Okay,
the
next
one
is
my
brother's
keeper.
Neither
mr.
Mitchell
nor
mr.
Winston
are
here
they've
been
working
with
Mike
Duvall
and,
as
I
said,
I'm
I
came
in.
They
came
to
see
us
and
said
that
they
were
still
working
under
the
auspices
of
the
administration
of
the
foundation
for
my
brother's
keeper
and
when
I
saw
him
yesterday,
he
said
I
need
to
come
and
see
you,
but
I
don't
have
any
other
information
than
that.
B
O
So
my
gross
keepers,
their
mission,
really
is
to
improve
the
outcomes
of
boys
and
young
men
of
color
and
they
requested
250,000
dollars.
That's
a
$200,000
increase
from
last
year
and
their
their
their
application
described
three
three
benefits
from
the
program
and
what
they're
really
trying
to
accomplish
they're
trying
to
accomplish
access
to
high-quality
learning
environments,
they're
trying
to
accomplish
reading
at
grade
level,
and
they
emphasized
high
quality
college
and
career
pathways.
A
A
A
But
it's
it
made
me,
we
need
the
growth,
but
it
needs
to
be
coordinated
with
what
we're
doing
so.
I
I'm,
just
not
sure
that
we've
had
any
conversations
around.
How
do
we
do
internships
and
how
we're
doing
all
of
these
apprenticeship
programs,
it's
just
something
I,
know
nothing
else
about
what,
except
what
I,
really
okay,
yeah.
H
O
A
H
D
So
so
it
seems
like
we're
saying:
okay,
I,
don't
know,
it
seems
like
we're
saying
we
want
you
to
make
a
cut
before
you
bring
it
to
us
on
these.
Instead
of
bringing
us
the
raw
information
that
which
you've
gotten
it
we
don't
want
seems
we
seem
to
be
saying
we
don't.
We
want
you
to
make
some
decisions
prior
to
even
bringing
this
list
to
us.
D
I
think
that
I
think
that
the
manager
is
doing
is
given
us
the
total
population
of
what's
been
presented,
but
it
hasn't,
he
hasn't
made
a
decision
yet
or
whether
or
not
that
these
are
gonna,
be
in
the
final
analysis,
what
he
recommends
to
us
he's
just
given
us
the
benefit
of
what's
been
out
there.
The
population.
H
That's
making
an
assumption,
because
the
whole
point
of
us
having
this
conversation
is
to
clarify
hey.
Is
there
opportunity
for
us
to
rethink
how
we're
moving
forward?
And
if
you
have
any
application,
do
we
have
partners?
That's
already
out
there
doing?
That
work,
of
course,
are
creating
yet
another
line
item
or
creating
the
support.
Another
organization
that
eventually
will
be
fighting
for
the
same
limited
funds:
okay,.
A
J
O
J
Almost
feels
like
we
need
to
look
at
is
the
last
three
or
four
of
these
have
all
been
workforce:
development
type
programs.
It's
almost
like
we
need,
as
a
council,
need
to
say
we
want
to
put
a
certain
amount
of
side
for
Workforce,
Development
and
prioritize
it.
You
know,
and
then
I
don't
know.
Maybe
we
I
think.
A
J
J
K
Liked
koh-sama
Maritimes
idea
there
at
some
point.
Maybe
we
consider
a
certain
amount
of
money
for
each
of
our
priority
areas
and
then
we
can
we're
able
to
debate
how
to
split
the
money
for
the
economic
development
button
or
the
neighborhood
sustainable,
neighborhood
development
bucket
or
whatever
it
community
say
the
initiatives,
because
we
don't
want
to
end
up
spending
three
quarters
of
our
money
on
one
of
our
priority
areas
and
across
a
dozen
different.
A
D
I'm
getting
back
to
Junior,
Achievement
I
thought
I
didn't
think
that
was
new
I
thought
that
would
last
year
we've
made
some
budget
appropriations
for
the
move
to
the
Graham,
Street
and
I
thought
part
of
that
was
to
facilitate
the
the
Junior
Achievement
programs
and
things
like
that
am
I
wrong
on
it.
So.
B
Councilman
Phipps,
initially
there
was
a
request
around
the
table
during
the
straw
vote
time
for
Junior,
Achievement
and
and
I
do
not
believe
that
there
was
any
did
not
get
the
vote
related
to
it,
but
they
came
back
this
year
on
the
front
end
and
they've
asked
specifically
for
this.
This
amount
I
would
like
to
mention
mayor
members
of
council.
This
is
very
helpful
to
us.
B
I'm
talking
to
Sabrina
we'll
get
answers
to
your
Q&A
by
this
time
next
week,
I
will
say
that
the
first
time
out
of
the
gate
I'm
very
surprised
by
how
few
of
these
we
had,
but
there
may
be
a
day.
We
would
like
the
councillors
start
to
think
about
this
process,
because
if
we
had
70
of
these,
it
would
be
weeks
to
get
through
them.
So
so
the
more
feedback
we
can
get
from
you
to
entrust
us
to
use
your
key
lenses
and
evaluating
these.
It
would
be
better
going
for.
A
B
O
A
B
B
A
Q
Yes,
ma'am.
Thank
you
all
just
to
go
very
quickly.
What
I'll
do
is
present
your
housing,
Neighborhood
Services
partners.
You
will
see
here,
crisis
assistance
ministry.
They
are
funded
100%
with
local
funds.
They
do
have
a
an
increase
in
their
change.
Carolina's
care
partnership,
those
that's
funded
with
your
hopeless
housing
for
people
with
AIDS
and
HIV.
That's
a
federal
grant
that
they
are
funded
with
in
terms
of
your
the
Charlotte
Mecklenburg
Housing
Partnership.
They
are
funded
partially
through
two
different
federal
programs
and
a
portion
of
your
local
dollars.
Q
The
first
one
that
you
see
is
their
affordable
housing
contract.
They
are
requesting
an
increase
as
well
and
then
the
second
one
that
you
see
there.
They
administer
your
house
Charlotte,
downpayment
assistance
program
and
so
there's
an
increase
requested
there
as
well
crisis
assistance
ministry.
There.
They
have
a
request
of
an
additional
request
of
four
hundred
and
seventy
five
thousand
dollars
there.
Their
services
I
think
we
all
know
them.
Well,
they
focused
on
preventing
homelessness.
They
provide
emergency,
rent
and
utility
assistance,
and
then
they
also
have
their
store
where
they
provide
clothing
and
household
goods.
Q
Q
A
Going
back
to
that
one,
that
is
the
one
that
I
would
really
like
to
understand.
We,
when
we
had
no
other
developers
in
the
process,
we
actually
needed
a
developer
that
we
could
work
with,
and
it
was
and
they've
been
doing
this
for
many
many
years,
but
we've
subsidized
that
and
considering
the
number
of
requests
that
they
have,
that
will
go
through
our
affordable
housing
part
plan.
I
was
just
wondering
if
what
is,
if
they're
getting
developer
fees
and
they're
going
to
be
doing
the
development,
what
are
we
subsidizing
now?
C
A
You
like
fine,
okay
and
I'd
like
to
have
that
conversation
for
you
to
have
that
conversation
with
them.
I
just
don't
know
enough
about
it
to
make
a
decision,
but
I
think
that
we
ought
to
know
from
our
subsidy
when
before
they
were
fees
now
that
their
fees,
what
is
our
subsidy
needed
to
accomplish
in
detail,
or
is
it
needed?
Yes,.
Q
Q
Our
partners
have
said
this
helps
them
plan.
We
also
I
would
say
in
evaluating
those
proposals
when
we
receive
them.
I
really
want
to
point
out
here
that
we
have
community
participation.
You
can
see
who
the
members
are
I
want,
or
the
organizations
represented
here,
I
won't
read
it
to
you,
and
I
would
also
remind
you
that
we
use
our
federal
CDBG
program.
We
use
our
public
service
cap
to
fund.
These
are
out-of-school-time
partners
here.
This
just
outlines
our
process.
Basically,
we
start
in
October.
We
started
in
October
of
2018
we're
at
the
process.
Q
Now
the
manager
will
will
bring
back
his
recommendations
in
his
budget
and
then
they
will
start
their
programs
once
they're
funded
again
in
in
September,
and
this
is
just
detail
about
who,
who
we
funded
and
what's
been
requested.
This
year,
we've
already
talked
about
arts
and
science,
so
I
won't
go
there
again,
and
so
you
can
kind
of
just
see
what
the
requests
are.
I
think
that
the
takeaway
is
that
we
have
more
requests
than
we
did
last
year.
Overall,
okay,.