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From YouTube: Columbus Ga City Council Meeting 07 26 2022 B
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A
Mayor
skip
henderson
city
manager,
isaiah
hughley
pops,
barnes
district,
one
glenn
davis,
district
2,
bruce
huff
district
3.,
toya
tucker
district
4,
charmaine,
crabbe
district
5.,
gary
allen,
mayor
pro
tem
and
district
6.
mimi
woodson
district
7
walker,
garrett,
district
8,
judy
thomas
post
9
at
large
counselor
john
house
post
10
at
large
counselor
sandra
davis,
clerk
of
council
and
city
attorney;
clifton
fay,
columbus,
georgia.
This
is
your
city
council.
B
July
26
city
council
meeting
we're
delighted
to
have
you
join
us
as
we
conduct
the
city's
business.
We're
going
to
begin,
though,
as
we
always
do
and
that's
by
asking
god's
blessings
on
these
proceedings,
so
I'm
going
to
invite
to
the
podium
john
mabry,
mr
baber
welcome
sir,
come
to
this
one.
If
you
don't
mind,
thank
you
for
being
here.
C
Let
us
pray
father,
we
thank
you
for
this
afternoon.
We
thank
you
for
our
wonderful
city,
council
and
our
mayor.
We
thank
you,
lord,
for
the
many
steps
that
you've
allowed
our
city
to
take
forward
together
in
the
days
past,
and
we
pray
now
for
the
greater
things
that
you're
going
to
lead
us
into
in
the
days
to
come.
C
B
All
right,
members
of
council,
we
have
the
minutes
made
available
from
the
july
12
meeting
motion
and
a
second
to
receive
the
mean
the
minutes
with
no
edits
any
discussion
hearing
none
all
in
favor,
please
signify
by
saying
aye
any
opposed
all
right.
The
minutes
are
approved.
B
F
Well,
I
just
want
to
thank
everyone
for
coming
and
let's
just
do
a
moment
of
silence,
because
we
have
a
lot
of
people
that
share
my
my
thoughts
and
prayers
to
come
up
here
and
do
this
job
and
they'll
just
take
a
moment
to
pray.
You
know
silent
for
them.
They're
not
here.
E
Sir
welcome
welcome.
Welcome,
welcome
welcome
for
those
that
don't
know.
I
go
back
with
jesse
stanley
and
his
family
and
brothers.
We
all
grew
up
playing
ball
together
on
the
streets
of
downtown
columbus
and
all
over
btw,
all
out
to
the
ymca
all
around
town,
and
we
just
grew
up
being
boys
enjoying
life
getting
to
know
one
another,
but
in
this
situation
sometimes
we
have
someone
in
our
midst
that
has
done
a
lot
for
the
community
in
his
own
way,
and
a
lot
of
people
have
no
idea.
E
E
E
F
Well,
I
want
to
just
thank
the
lord
for
being
here
and
I
thank
you
all
for
coming
and
I'm
just
grateful
for
being
here,
but
on
august
october
the
24th
1920..
F
I
was
out
there
on
brookstone
field
running
at
the
best
at
a
football
field,
and
I
was
right
out
of
breath
shouting
into
grill.
I
was
playing
with
him
in
my
heart
dizziness
and
I
guess
I'm
kind
of
my
hard
head
I
kept
running
and
at
the
time
I
had
to
stop.
They
stopped
the
game,
and
at
that
time
I
was
perceived
for
having
a
heart
attack
and
didn't
even
know
it.
So
I'm
just
thankful
for
being
here
today
and
my
mind
is
good,
but
my
body's
right
now
it's
a
little.
F
You
know
you're
hurting.
So
now,
during
the
course
of
the
testing
mri,
I
have
a
heart
disease
called
amyloidosis,
so
they
forgive
me
not
wearing
green
and
gold
today,
because
I
want
everybody
to
know
the
sugar,
I
wear
and
support
my
heart
foundation
and
I
want
everybody
to
know
that
it's
a
heart
disease
that
it's
all
right,
I'm
gonna,
be
I'm
good.
I
thank
the
lord
for
being
here
and
I'm
gonna
be
able
to
make
it,
and
so
I
just
thank
everyone
for
showing
up
today.
B
Mr
stanley,
if
you
would
come
on
up
to
the
podium
and
I'll
present
you
this
proclamation,
but
first
let
me
tell
you
how
much
the
city
of
columbus
appreciates
all
you've
done
through
the
years
to
pour
into
youngsters,
as
they
were
learning
the
invaluable
lessons
that
you
can
only
learn,
sometimes
on
playing
field.
So
thank
you.
Congratulations.
G
Say
mr
jesse
is
fussing
at
me
and
the
message
is
to
tell
my
grandma
that
she's
supposed
to
be
in
his
and
right
here
as
a
spencerian
and
also
an
employee
with
mr
jesse,
mr
jesse
is
special
to
me
because
every
time
I
know
I
needed
him,
my
grandma
would
say:
ask
mr
jensen,
mr
jesse
hill,
so
on
behalf
of
julia
kate,
simmons
class
of
1960,
she
is
here
in
spirit
with
her
grandbaby.
B
All
right,
we've
got
a
one
more
comment:
miss
from
our
city,
city
manager,
isaiah
hugely.
Let
me.
H
Thank
you,
mr
mayor.
I
I
just
want
to
congratulate
jesse
stanley.
We
we
went
to
high
school
together.
Obviously
you
just
saw
members
of
the
greatest
high
school
ever
to
race,
columbus,
georgia,
spencer,
high
school,
but
congratulations
to
mr
stanley.
Thank
you.
B
All
right
well,
I
also
want
to
also
want
to
welcome
councillor
elect
joanne
kogel
to
the
to
the
chambers,
we're
pleased
to
have
you
with
us
tonight.
Ma'am,
I'm
gonna
call
up
to
the
podium
next
for
a
short
presentation,
our
river
safety
committee,
for
an
update
at
the
last
council
meeting.
I
Thank
you
so
much
mayor
and
city
council.
It's
a
pleasure
to
be
here-
and
I
have
with
me
today,
chief
shores
from
thomas
fire
and
ems
greg
castelli
from
the
department
of
natural
resources
and
gilbert
from
whitewater
express,
all
of
which
you
serve
as
a
part
of
our
committee.
The
committee
was
actually
the
river
safety
committee
was
actually
started
in
september,
7th
of
2017
and
on
that
committee.
I
As
you
can
see
where
the
were
the
initial
members
of
the
committee,
we've
had
some
changes,
but
the
organizations
themselves
have
remained
constant,
I'm
not
sure
how
to
change
the
slides.
I
Oh
okay,
all
right!
Thank
you!
So
one
of
the
first
things
that
we
did
after
we
convened
in
2017.
We
were
looking
over
the
data
to
see
you
know
what
was
causing
some
of
the
drownings
and
issues,
and
so
we
decided
to
put
together
a
community-based
event
that
would
educate
our
community
about
our
beautiful
river,
but
the
fact
that
it
does
need
to
be
respected
and
that
there
are
some
safety
measures
that
need
to
take
place.
I
So
in
july,
9th
of
2019,
the
mayor
convened
a
task
force
in
regard
to
river
safety,
and
then
there
was
a
subcommittee
that
came
from
that
task
force.
That
was
an
educational-based
subcommittee
that
was
in
july
of
2019,
and
this
subcommittee
formed
with
that
existing
river
safety
committee
and
we
continued
our
work
on
river
safety.
I
So
people
will
ask
me:
where
does
some
of
the
funding
come
from?
Our
funding
has
been
limited,
but
it
has
served
some
purposes
for
what
we've
been
trying
to
do.
As
I
mentioned,
the
kiwanis
club
was
a
funder,
the
seto
foundation,
I
wrote
a
grant
to
get
life
jackets
to
fund
our
life
jacket,
loaner
stations,
parks
and
rec
would
provide
some
funding
each
year
for
the
river
savvy
event.
Academy
sports
has
stepped
up
in
a
huge
way
and
provided
us
with
life
jackets
in
2022.
I
Their
biggest
give
yet
was
500
life
jackets,
nearly
10
000
gift
to
the
river
savvy
kids
event,
so
that
we
could
have
those
life
jackets
to
issue
to
our
community
and
our
loaner
stations,
uptown,
columbus,
georgia,
power
and,
of
course,
we
wrote
another
grant
with
safe
kids
worldwide
to
help
us
fund.
Some
of
the
initiatives
that
we
have
ongoing
operational
funding
continues
to
be
a
challenge
it
does
make
us.
It
makes
it
difficult
for
us
to
just
strategically
plan
and
way
in
advance,
but
we
feel,
like
we've,
had
some
considerable
accomplishments,
thus
far.
I
So
some
of
the
accomplishments
were.
We
have
a
multi-agency
river
safety
committee.
It's
comprised
of
area,
open
water,
subject
matter
experts
I
certainly
could
not
do
it
myself.
I
look
to
the
experts
to
help
us
vet
ideas
and
goals
and
objectives
for
our
committee
and
for
our
river.
We
do
have
the
annual
river
safety
education
event
that
happens
each
year
and
it
has
since
2017
2018.
I
We
have
a
swift
water,
rescue
expert
assessments
that
came
from
charlie
wallbridge,
and
that
was
the
other
thing,
david
brown,
david
brown,
sorry,
I
didn't
have
his
name,
so
they
actually
provided
us
with
some
very
expert
assessments
of
our
river
and
stated
that
we
have
one
of
the
safest
rivers
that
he's
ever
seen.
So
that's
that's
an
amazing
thing.
As
far
as
what
we're
doing.
I
As
far
as
I'm
trying
to
make
the
river
safer,
we
also
have
dnr
offers
voting
safety
courses
each
year
for
those
that
want
to
be
out
on
the
river.
I
I
We
have
the
numbers
that
are
marked
on
each
light
pole
on
the
river
to
identify
locations.
So
if
someone
is
in
trouble,
they
can
say
I'm
at
light
pole
number
whatever
it
is,
and
that
will
kind
of
help
identify
where
they
are.
We
have
an
outdoor
siren
system,
it
is
an
excellent
system
and
it
works
very
well.
So
when
the
water
is
being
released
from
georgia
power,
there
is
an
alarm
system
that
takes
place
at
that
time.
I
I
So
this
sign
just
made
to
stand
up
on
to
the
outdoors
and
continue
to.
This
is
just
two
of
the
examples
in
your
powerpoint.
You
have
a
better
listing
of
all
of
the
signage,
and
so
here
is
a
picture
of
some
of
that
signage.
That's
actually
hung
along
the
riverwalk.
I
We
chose
the
blue
heron
because
that's
a
bird
that's
frequent
or
that
frequents
our
area.
As
you
can
see,
we
have
three
main
messages.
We
have
decided
that
we
are
going
to
add
a
new
message
for
2022
that
talks
about
the
siren.
The
fact
that
it
exists
and
that
when
you
hear
it,
you
need
to
exit
the
wall
exit
the
water
for
your
safety.
I
In
addition,
we're
going
to
implement
spanish
messaging
on
the
signs
as
well,
that
will
have
to
be
funded.
We've
actually
been
gracious
that
our
josh
with
the
mayor's
office
has
helped
us
get
that
those
messaging
translated
into
spanish.
So
we
can
get
those
incorporated
in
the
current
signage
and
of
course
we
do
have
some
spanish
signage
now,
but
we
know
that
we
would
like
to
have
some
more.
I
We
also
have
seven
loner
stations
in
our
area
that
has
expanded.
Since
this
committee
has
been
developed.
We
started
off
with
just
a
couple,
and
now
we
have
seven
in
total,
that's
four!
On
the
georgia
side
and
three
on
the
alabama
side,
the
loaner
stations
are
on
flat
water,
so
the
the
life
jackets
are
designed
for
lake
type
action,
not
necessarily
white
water,
but
white
water
does
require
a
very
specialized
life
jacket
in
order
to
help
you
stay
afloat
in
those
types
of
rapids
and
then
we've
actually
conducted
over
the
years.
I
Several
media
campaigns
we've
had
billboards.
We've
had
campaigns
where
we've
received
the
life
jackets
from
from
partners,
and
we've
also
had
some
campaigns
talking
about
the
upcoming
educational
community
event
that
we
are
going
to
have
in
our
community.
So
the
committee
has
been
heavily
working
since
2017,
we're
so
proud
of
what
we've
done:
we're
tracking
what
we
you
know
who
who
is
who
gets
in
the
water
who
gets
in
trouble
in
the
water?
I
What
do
we
need
to
do
as
far
as
trying
to
make
an
educational
message
that
will
help
people
when
they
approach
our
river,
but
we
do
also
believe
that
it's
personal
responsibility
as
well.
I
mean
it's
really
important
that
if
you're
going
to
approach
the
river,
you
don't
just
open
up
your
car
door
and
end
up
at
the
river's
edge,
you
have
to
make
your
way
to
the
river's
edge.
So
we
want
people
to
be
empowered
with
information
and
knowledge,
but
also
to
have
personal
responsibility.
I
J
Pam
mentioned
that
we
had
two
national
experts
come
in
over
the
years
to
evaluate
what
we're
doing
here
in
columbus,
and
what
struck
me
is
both
of
them
came,
they
came
into
separate
times
and
they
both
said.
They
haven't
seen
this
happen
anywhere
else
in
the
country
where
the
community
came
together,
so
in
such
a
great
way
to
try
to
ensure
safety
on
the
river
and
I'll.
Tell
you
from
our
standpoint,
we're
on
the
front
line,
obviously
out
there
on
the
water.
J
From
our
standpoint,
we
have
never
white
water
express,
has
never
felt
like
we're
out
there
alone.
We
feel
like
this
river
safety
committee
is
excellent.
The
city
of
columbus
has
our
backs
whenever
we've
needed
anything
and
that's
very
important.
I
also
think
the
river
safety
committee-
you
know
we
don't
come
together.
Just
when
there's
an
accident
or
just
when
there's
great
successes,
we
come
together.
Monthly
pam
sends
out
these.
J
These
things
saying
come
in
you
know,
and
and
we
do
it
and
we
come
in
and
and
we
discuss
it,
it
is
great
to
have
the
fire
department
dnr
everybody
at
the
table.
Just
often
nothing's
happened
in
particular,
but
we
can
put
our
heads
together
and
say:
hey
what?
What
else
could
we
do?
J
We
do
this
on
a
regular
basis,
and
the
other
thing
I
would
like
to
add
is
that
there
are
great
things:
we're
talking
about
tragedies
and
problems
on
the
river
there's
great
things
that
happen
every
day
on
the
river
last
saturday
we
had
about
a
thousand
people
from
around
this
region
of
the
country.
Come
go
down
the
river,
and
I
thought
it
was
great.
I
I
happened
to.
I
was
out
there
all
day
and
we
had
one
young
one
boy
who
was
out
there
who
couldn't
walk
and
he
couldn't
speak.
J
He
had
the
probably
the
best
day
of
his
life.
It
was
just
wonderful
experience
for
him.
The
river
was
a
great
equalizer
and
we
also
the
same
on
that
same
trip.
There
were
three
people
that
could
not
see
so
there
people
just
have
a
great
time
out
there
every
day
and
we
wanted
to
be
safe.
K
I
just
want
to
say
how
much
I
appreciate
pam
when
she
reached
out
to
us
to
form
the
committee.
She
is
spearheaded
all
of
the
mitigation
efforts
and
we
appreciate
her
reaching
out
to
us
and
gaining
the
knowledge
that
the
rescue
teams
have
obtained
through
having
to
go
in
the
water
after
our
citizens
and
designing
her
mitigation
strategies,
and
we
really
appreciate
your
effort.
Thank
you
all
right.
B
That's
it.
We've
got
a
few
comments:
counselor
tucker.
G
Yes,
thank
you
for
the
presentation.
I
hate
to
ask
these
questions
in
reference
to
statistics.
Are
we
tracking
the
amount
of
incidents
that
occur,
whether
it's
you
know
someone
fell
in
and
you
had
to
rescue
or,
unfortunately,
someone
passed
away?
Do
we
have
that?
You
know
data.
I
We
absolutely
do
we
track
it
on
multiple
levels
and
chief
shores
is
the
one
that
does
that
for
us
right.
So.
K
For
some
time,
the
department
has
been
tracking
all
the
demographic
information
on
those
individuals
that
we
rescue,
but
the
ones
that
also
perish
to
include
some
mapping
models
that
we're
working
on
right
now
to
determine
point
last
scene
where
we
wound
up
finding
that
person.
So
we
also
feel
it's
important
to
look
at
the
associated
negative
behaviors.
K
What
was
taking
place
on
that
scene
that
led
to
this
incident
so
we're
looking
at
it
on
several
different
levels,
to
make
sure
that
we
craft
these
mitigation
strategies
in
a
meaningful
way.
It's
not
simply
enough
just
to
put
a
message
out.
We
want
to
understand
just
like
in
fire
safety,
what's
causing
the
problems
and
causing
the
disaster,
so
that
we
can
best
create
that
program
to
have
maximum
effectiveness.
K
Yeah
sure
so
we
can
provide
that
information
to
you.
Certainly
it's
a
lot
of
excel
data
and
a
lot
of
numbers.
So
if
you
don't
mind
going
blind
looking
at
it,
we
look
at
how
many
times
we
enter
the
water
we're
also
gathering
data
from
piedmont,
because
we
have
found
that
in
the
past
we
don't
always
become
notified
of
a
water
emergency.
That's
taking
place
then
always
call
the
fire
department
out.
K
Pam
doesn't
always
find
out
about
it,
but
sometimes
the
hospital
has
that
information
and
they
they
track
these
data
points
as
well,
so
working
together,
the
river
safety
team,
the
white
water
vendor
the
fire
department.
We
get
a
holistic
look
of
really
what's
going
on
in
our
city
and
how
we
can
best
mitigate
these
these
tragedies,
so
they
don't
take
place
again
in
the
future.
Thank.
L
L
Yes,
thank
you
very
much
pam
and
to
your
team.
Can
you
tell
me
when
is
it
that
you
host
the
three
cans
each
year?
That's.
J
Your
white
water
yeah,
it's
summertime,
that's
when
kids
are
out-
and
these
are
focused
on
on
young
people,
so
we've
had
we've
had
three
this
year.
One
was
last
week
and
two
in
june
and
then
we'll
host.
We
have
the
world
cup
coming,
which
will
be
very
exciting
for
the
city
that
comes
in
october
and
during
the
world
cup.
We'll
have
another
camp
that
stretches
the
whole
11
days
of
the
world
cup,
teaching
young
people
how
to
be
safe
and
how
to
use
that
resource.
Well,
so
that'll
be
for
this
year.
I.
L
Have
a
couple
more
questions,
I
have
a
request
to
when
the
camps
are
scheduled.
Could
you
come
and
let
us
know
do
a
presentation
so
that
the
committee,
the
community,
can
see
in
case
they
want
to
participate.
L
J
L
I
agree:
where
are
your
seven
life
jacket
loading
stations
at
around
the
river.
I
I
So
we
have
the
lake
harding
neighborhood
association,
that
services
every
friday,
those
loaner
stations
replenishes
the
life
jackets,
make
sure
everything's
good
to
go
as
far
as
functioning
and
the
right
type
of
life
jacket
and
then
also,
we
have
18
27
real
estate
in
harris
county
that
that
services,
the
two
up
in
harris
county
or
the
three
now
and
then
we
have
the
kiwanis
club
of
columbus
that
services
the
one
at
lake
oliver.
So
they
do
that
every
friday.
L
Okay,
I
just
had
another
request
and
the
reason
I'm
saying
this
is
because
I
know
for
myself-
and
I
know
tucker-
does
it
too
because
we're
friends
on
facebook
so
every
time
we
know
of
an
event
or
something
we're
posting
it,
because
everybody
don't
watch
the
same
news
or
the
same
media
or
things
like
that.
L
So
I
had
a
suggestion
that
before
the
summer
comes
just
before
the
kids
are
let
out
to
school,
maybe
a
campaign
or
something
to
the
schools,
the
boys
and
girl
scouts,
the
ymca,
even
our
parks
and
rec
after
school
program,
so
that
parents
and
students
know
about
this
activity,
so
they
can
participate
and
understand
it's
fun
to
be
in
the
water.
But
you
need
to
be
responsible
in
the
water
and
sometimes
you
know
columbus.
You
know
columbus
is
a
wonderful
place.
It
has
a
lot
to
do.
People
just
don't
know.
L
You
know
where
to
look
or
what.
But
when
we're
talking
about
our
children,
I
think
our
biggest
resources
is
going
right
to
the
school
before
the
summer
ends
because
then
the
word
will
get
out
and
if
not
you
know
to
somebody's
organization
where
parents
are
working
and
don't
get
the
information,
the
kids
never
bring
it
in
their
book
bag.
Sure
they
never
do.
L
Mine
didn't
either,
but
I
I
just
think
we
need
to
get
the
word
out
more,
because
I
see
all
these
great
activities
and
I'm
like
man,
I
would
have
loved
to
go
to
that.
Go
to
that
so.
I
We
do
post
it
on
social
media
and
I
will
say
this:
I
love
your
idea
because
we
actually
use
peach
jar
with
the
muskogee
county
school
district
and
I
believe
that
this
activity
well
peach
jars
placed
on
the
river.
The
free
life
jacket
event
is
placed
on
peach
jar,
but
we
could
also
put
the
loaner
stations
for
the
summer,
both
in
harris
county
schools
and
muskogee
county
schools,
and
that
goes
to
every
parent
in
those
schools.
L
And-
and
I
don't
know
how
I'm
just
thinking,
I'm
listening
and
looking
and
saying-
that's
really
good
and
the
reason
I
asked
about
that
is
because
I
walk
my
dog
a
lot
on
the
river
and
we
always
go
over
there.
We
sit
in
that
little
island
and
have
a
little
picnic
over
there
and
watch
everybody
in
white
water.
So,
and
I
didn't
see
those
so
that's
the
reason
why
I
asked
where
did
I
have
them
at?
I
never
see
them,
but
now
I
know
thank
you
very
much.
J
I
might
add
to
that
I
think
that's
a
great
suggestion
and
with
the
world
cup
coming
up
in
october,
we
we
are
we're
actually
starting
that
right
now
we
we're
working
with
schools
in
both
phineas
city
and
columbus
to
have
it
have
them
gather
in
the
auditoriums
we're
going
to
go
and
tell
them
about
what's
coming
up
on
the
world
cup
and
also
use
that
as
a
teaching
time
to
begin
teaching,
kids
about
wearing
pfds
and
how
to
approach
the
river
so
and
that
will
take
place.
This
september
awesome.
L
You
know
loving
yourself
learning,
you
know
looking
at
your
future,
but
then
on
saturday
they
had
like
a
big
party
and
the
kids
were,
and
you
can
see
the
excitement
of
the
kids
when
they
looked
at
the
speakers
about
the
things
that
they
were
learning
about,
and
that
is
the
reason
why
I
suggested
those
organizations,
because
the
more
activities
we
have
that
children
can
be
around
the
less
crime
we're
going
to
have
because
they're
not
going
to
be
involved
in
it
absolutely
totally.
Thank
you.
Thank
you.
B
B
Kind
of
recreational
opportunities
I
mean
most
of
it's-
god
made
right
so
so
we
just
were
very
fortunate
to
be
living
where
we
live,
and
because,
though
it's
so
close,
we
lose
sight
of
the
fact
that
it
is
a
it
is
nature
and
we'll
never
make
that
river
safe,
but
because
of
folks
like
these
they're
making
it
safer
a
little
bit
safer
with
everything
they
do.
So
thank
you
for
being
being
attentive
to
what's
going
on,
and-
and
I
can't
wait
till
when
is
that
it's
october.
J
B
Yeah
we're
we're
we're
the
world's
going
to
be
watching
us
so.
J
Let
me
add
this
real
quick.
Today
we
had
two
polish
athletes
sign
up
for
the
world
cup.
This
fall
work,
their
site,
we've
had
irish
they're
signing
up
from
all
over
the
world,
so
it's
gonna
be
a
real
treat.
H
Thank
you,
mr
mayor,
I'm
going
to
ask
hr
director,
rita
hollowell,
to
come
to
the
podium
along
with
mark
holcomb
with
evergreen
solutions,
consultants.
H
N
Yes,
today,
we
wanted
to
have
a
consultant
here
with
evergreen
who
has
completed
the
study
on
our
classification
and
compensation
plan,
as
you
all
might
recall,
and
I'll
have
a
timeline
of
where
we
go
from
here.
We'll
briefly
talk
about
that
and
send
it
to
you
all
electronically
on
tomorrow,
but
we
onboarded
the
consultant
contracted
with
the
consultant
in
january
of
this
year
and
based
on
the
timeline
that
the
consultant
said
that
they
could
conduct
and
finish
up
the
study.
N
They
said
we
can
get
it
done
in
about
six
months
and
so
we're
right
at
that
six
month
time
period
and
the
consultant
is
here
and
he
is
ready
to
present
the
full
report
of
what
they
have
done
in
terms
of
the
study
and
the
analysis
as
well
as
the
recommendation,
and
then
I
want
to
finish
up
with
just
a
timeline
so
that
that
gives
us
all
a
guide
in
terms
of
where
do
we
go
from
here,
but
without
any
further
delay
I'll
ask
mark
holcomb.
N
He
is
the
project
lead
on
this
particular
project.
He
with
evergreen
solutions.
He's
been
just
at
our
beck
and
call
really
in
terms
of
doing
this,
we
have
regular
communication
with
him
and
his
team
and
they've
just
been
really
really
great
to
work
with,
and
so
he's
going
to
present
the
make
the
presentation
tonight
and
then
certainly
be
able
to
answer
and
respond
to.
O
Good
evening,
everybody-
and
thank
you
so
much
for
having
me
here
to
present
these
findings
and
and
some
recommendations,
and
you
know
all
the
good
information
we
have
on
this
competent
class
study
that
we've
been
engaged
in.
As
we've
said
for
the
last
several
months,
many
many
hours
gone
into
this.
What
we
want
to
talk
about
today,
we
do
have
study,
goals,
project
phases,
that'll
be
a
little
bit
of
recap
of
you
know
what
we
did.
O
Oh
thank
you
that'll
be
a
little
bit
of
recap
over
what
we've
done
up
to
this
point:
the
phases
that
we
took
the
steps
in
the
engagement
to
get
us
to
this
point.
We
will
recap
some
of
the
findings
that
we
had
from
employee
meetings,
so
we
came
out
in
person.
We
met
with
employees
and
we
did
get
some
feedback
from
employees
on
some
of
their
thoughts.
Their
concerns,
the
things
they
they
like,
the
things
they
don't
like,
and
so
we'll
share
some
of
that
with
you
today
as
well.
O
We
do
have
the
current
system
findings
that
do
talk
about
your
current
compensation
system.
So
where
did
we
see
things
that
needed
to
be
tweaked,
updated
things
that
we
noticed
before
we
ever
went
out
to
the
market?
We
sort
of
said
hey,
based
on
what
you're
doing
now
we
we
see
some
items
or
some
areas
that
we
may
want
to
update.
We
do
have
the
market
results
again
to
share
with
everybody
to
talk
about.
O
Where
do
you
find
yourself
currently
and
and
what
are
we
projecting
for
the
future
as
we
get
into
the
recommendations,
so
the
recommendations
we
will
talk
about,
we
do
have
a
recommendation
for
updating
salaries,
for
updates
to
the
compensation
and
classification
systems
that
you're
using
we'll
have
some
costs
to
talk
about
with
you
as
well,
and
then
some
next
steps
and
again
read
through
share
some
of
that
as
well
about
the
the
timeline
sort
of
the
next
things
coming
up
in
the
in
the
order.
O
So,
with
a
compensation
and
classification
study
like
this,
we
do
want
to
emphasize.
There
are
a
couple
main
goals
that
we've
kept
in
mind
throughout
the
entire
process.
So,
throughout
you
know,
looking
at
job
titles,
looking
at
salary
ranges
looking
at
a
pay
scale,
we
do
want
to
make
sure
that
your
system
has
as
high
degree
of
internal
equity
as
possible
is
one
of
the
main
goals.
O
So
internal
equity
refers
to
how
your
positions
relate
to
one
another,
and
so,
if
you
have
two
different
employees
in
two
different
positions
and
they're
working
at
a
similar
level
of
leadership,
they
have
similar
levels
of
complexity,
they're
working
in
job
duties
and
tasks
at
a
very
similar
and
similar
level.
You'd
want
to
make
sure
you're
able
to
compensate
them
at
a
rate
that
is
comparable
to
one
another.
O
We
also
want
to
keep
in
mind
external
equity,
though
so
when
you're
looking
at
an
employee
here
within
the
city
versus
what
they
could
make
elsewhere.
That's
another
thing
we
absolutely
had
to
keep
in
mind
because
it's
not
just
how
you
compare
to
your
your
co-workers
here.
Of
course,
we
know
there
are
other
employers
here
in
the
area
employees
to
go
to
work
too.
Of
course
they
could
move,
certainly
with
the
rise
of
remote
work
as
well.
O
They
may
not
have
to
move,
they
may
able
to
be
able
to
stay
here,
enjoy
the
the
wonderful
columbus
life
that
that
river
we
just
heard
about
and
still
work.
You
know
remote,
and
so
those
are
definitely
two
of
the
main
things
we
wanted
to
keep
in
mind.
O
O
So
when
we
came
out
in
person
again,
we
did
meet
with
the
council
at
that
time
got
a
little
bit
of
feedback
from
from
you
all.
In
a
couple
different
groups,
we
met
with
employees,
we
met
with
department,
directors
and
leaders
and
really
tried
to
to
make
sure
we
were
on
the
right
track,
collecting
all
the
information
that
we
could.
That
led
us
into
phase
two
phase.
O
Two
being
that
internal
analysis,
reviewing
all
the
data
we
just
collected
so
again,
reading
through
job
descriptions
and
current
pay
plans,
but
also
reviewing
the
employee
surveys,
each
of
the
employees
here
had
the
opportunity
to
submit
a
job
survey
to
us
to
tell
us
about
what
they
did
and
what
their
current
job
responsibilities
entail.
O
Those
surveys
not
only
went
to
the
employees.
The
supervisors
had
an
opportunity
to
look
at
those
and
make
sure
that
we
had
the
complete
and
accurate
information
all
the
way
up
through
the
department
head,
so
that
survey
process.
There
was
a
lot
of
information
for
us
to
look
at
and
review,
and
we
did
that
in
phase
two
of
the
engagement.
O
The
assessment
of
current
conditions
is:
is
our
name
for
a
set
of
analyses
that
we
run
again
looking
at
things
like
compression,
which
we'll
talk
about
looking
at
your
current
pay
skills
and
making
sure
that
we're
comfortable
again
with
with
how
you
are
currently
administering
compensation
and
identifying
those
recommendations
when
we're
not
phase
three
then
takes
us
to
the
market,
and
so
after
we're
pretty
comfortable
with
your
current
system,
we
start
making
comparisons
with
your
current
system
to
your
peers,
to
see
what's
going
on
outside
and
seeing
what
your
peers
are
doing.
O
So,
with
the
compensation
survey,
we
do
look
at
market
positioning
for
different
positions
for
the
city
as
a
whole
for
different
departments
and
areas
and
job
families,
and
so
we
did
want
to
make
sure
again.
We
had
a
very
thorough
understanding
of
how
you
relate
to
that
market,
bringing
everything
back
together
to
phase
four:
that's
the
solution
with
some
recommendations,
implementation
options
and
then
reporting
included
in
that
reporting
would
be
presentations
like
today.
O
So
with
the
employee
meetings,
as
I
mentioned
before,
we
had
a
lot
of
comments.
We
had
a
lot
of
positive
comments
and
we
had
some
concerns
as
well,
so
we
boiled
them
down
to
just
really
the
most
important
or
the
most
impactful
comments
we
receive,
sometimes
by
many
many
employees.
O
As
far
as
the
positive
things,
the
the
things
that
employees
responded,
we
said
what
do
you
like
about
working
here?
You
know
why?
Why
do
you
enjoy
your
job?
Why
do
you
come
back
day
after
day?
There
were
a
couple
things
that
were
mentioned.
You
know
multiple
times
many
times
benefits
was
one
of
them,
so
employees
did
mention.
Look.
We
have
a
pretty
good
benefits
package
if
I
went
elsewhere,
I
don't
know
if
I'd
get
the
same
level
of
benefits
that
I
get
here.
O
Employees
mentioned
specifically
time
off
health
care
and
work
life
balance.
So
again
they
understand
it's
not
just
about
the
salaries.
It
is
about
that
total
compensation
package,
and
that
was
something
that
employees
did
mention
as
a
major
positive.
Another
was
the
culture,
and
so
the
the
culture
at
the
city
involves
not
only
the
people
they
work
with
that
they
did
mention
their
co-workers.
Many
of
them
mentioned
their
direct
supervisors
and
said,
look
I
feel
respected.
I
feel
like
I'm
in
a
good
place.
O
I
can
use
my
talents
because
of
the
team
around
me,
but
they
also
mentioned
the
service
oriented
mission
of
the
city,
so
so
employees
did
mention
look.
Maybe
I
could
make
a
little
bit
more
if
I
was
in
a
private
sector
company,
but
it
wouldn't
be
the
same.
I
wouldn't
be
serving
my
community,
I
wouldn't
be
serving
the
area
and
the
citizens
that
I'm
working
here
for-
and
that
was
something
that
was
mentioned
a
lot
and
then
the
schedule
as
well
so
again
talking
about
the
things
they
enjoyed.
O
Many
employees
mentioned
as
compared
to
you
know,
of
course,
retailer
shift.
Work.
They've
got
a
very
defined
set
schedule,
many
of
the
employees
who
do
have
that
schedule.
You
know
mention
over
and
over
again
they
like
the
the
nine
to
five,
the
eight
to
five.
You
know
typical
schedule.
They
felt
that
it
gives
them
the
opportunity
for
that
work.
Life
balance
by
having
weekends
off
by
having
you
know,
evenings
with
their
family
and
then
the
paid
time
off
as
well.
O
So
with
that
being
said,
all
the
positive
comments
we
did,
of
course
have
some
concerns
as
well.
External
equity
was
was
probably
one
of
the
biggest
concerns
along
with
the
next
one
internal
equity,
but
the
the
external
equity
piece
from
employees.
Mentioning
specific
examples
of
hey,
I
feel
like
I
could
make
more.
If
I
worked
at
this
place-
or
I
know
of
one
person
at
another
place
making
more
to
others,
just
saying
look,
I
don't
think
we're
keeping
up
with
the
market.
I
feel
like
our
rates
are
too
low.
O
I
don't
think
this
is
what
people
are
paying
elsewhere.
Of
course
we
do
have
to
recognize
the
time
that
we're
doing
this
study.
You
know
the
market
is
moving.
There's
inflation.
Employees
are
aware
of
that,
and
certainly
that
was
a
big
concern
that
people
said
look.
This
is
something
that
we'd
like
to
see
address,
we're
doing
a
compensation
study.
We
want
you
looking
at
that
external
market
and
making
sure
that
we
get
it
right.
O
Internal
equity
was
another
concern.
We
did
have
a
lot
of
employees
saying
things
like
you
know:
hey
I've
been
here
for
10
years
and
I'm
making
the
same
amount
as
a
new
hire.
Somebody
who
started
last
year,
they're
making
the
same
amount
I'm
making
you
had
concerns
about
people
saying
hey.
Am
I
making
enough
as
a
supervisor
to
account
for
the
additional
work
that
I'm
responsible
for?
We
will
talk
about
those
compression
pieces
later,
so
I
don't
mean
to
gloss
over
it
now.
O
But
again
we
will
come
in
more
detail
in
a
couple
slides
to
address
this
point.
Specifically,
workload
is
the
last
one
that
employees
mentioned
so
with
workload.
There's
a
few
different
ways.
They
mentioned
it.
Some
of
them
said:
hey,
my
job
has
evolved
and
maybe
the
pay
hasn't
kept
up
so
so
I'm
still
getting
paid
the
same
amount.
I
was
you
know
a
few
years
ago,
but
I'm
doing
a
whole
lot
more
now
than
I
used
to
some
employees
felt
like
because
of
vacancies.
O
You
know
if,
if
your
department's
supposed
to
have
10
people
and
you're
working
with
six
there's
still
the
work
that
10
people
are
supposed
to
be
doing,
you
just
have
to
cover
it
with
fewer
people.
So
that
was
some
examples.
Employees
mentioned
as
well
and
then
some
said:
hey
our
job
descriptions,
really
just
don't
capture
everything
we
do.
O
So,
with
the
current
system
findings,
we
do
have
some
strengths
and
some
weaknesses.
This
is
where
we
get
into
sort
of
our
assessment
of
current
conditions.
This
is
looking
internally
at
your
current
system.
This
does
not
involve
the
market
yet,
but
on
this
internal
system,
what
we
do
see
is
you
do
have
a
well-designed,
simple
and
easy
to
understand
pay
structure.
You
know
you've
got
the
step
in
grade
system.
I
think
employees
are
able
to
look
at
that
and
say
hey
if
I'm
a
grade
14.
O
If
I'm
a
step
g,
you
know
they
understand
what
that
means.
They
know
where
they
should
be
and
they
can
also
look
at
hey.
Where
would
I
like
to
be
if
I
move
up
a
couple
steps
or
a
couple
grades,
they're
able
to
look
at
that?
There
is
a
very
consistent
design
to
the
plan.
So
again
we
like
that
as
well
with
the
consistent
progression
between
grades,
as
well
as
between
steps
moving
up
the
plan.
O
O
The
the
design
of
the
pay
plan
combined
with
you
know,
the
availability
of
finances
has
not
led
the
city
to
grant
step
increases
that
kept
up
with
employee
expectations,
and
so
what
you
find
is
if
an
employee
comes
in
and
they're
on
their
third
step
of
their
of
their
grade,
they're
on
step
c
they're
not
advancing
year
after
year,
they
would
expect
to
move.
You
know
each
year
to
a
higher
step.
O
It
has
not
happened,
and
that
has
led
to
some
compression
and
so
we'll
show
you
a
couple
exhibits
to
talk
about
that
compression
in
a
moment.
But
again
we
did
identify
that
compression
a
couple
notes
before
we
move
on
to
it.
More
than
80
percent
of
employees
are
below
the
midpoint
of
their
pay
grade,
and
so
again
you
would
expect
new
hires.
You
would
expect
employees
who
don't
have
as
much
experience
to
be
below
the
midpoint,
but
but
in
most
systems
we
look
at
again.
O
O
Lastly-
and
this
is
what
we'll
show
in
an
exhibit
in
just
a
moment-
there
is
some
compression
between
employees
and
supervisors,
and
that
can
happen
again
when
supervisors
aren't
receiving
increases
as
they've
been
at
the
city
for
for
a
number
of
years,
and
so
moving
forward
into
some
of
these
exhibits.
I
do
have
two
different
exhibits.
I
want
to
share
with
you
one
on
range
compression
and
one
on
rank
compression,
and
so
we'll
start
with
the
the
rank
compressions.
O
What
we're
going
to
share
first
talking
about
rank
compression
that
refers
to
employees
and
their
supervisors
not
being
significantly
or
excuse
me
sufficiently
differentiated
in
pay,
and
so
that
means
you
might
have
a
supervisor
who
supervises
five
or
ten
people.
They
have
extra
complexity,
extra
duties,
extra
responsibility
and
their
pay
may
only
be
five
percent
higher
than
their
employee.
We
would
call
that
some
compression
that
you
typically
wouldn't
want
to
see
this
graph
here
shows
the
compression
among
pay
grades.
Anybody
in
green
there
we
would
say
they're
in
a
pretty
good
position.
O
You've
got
at
least
20
spacing
between
the
employee
and
the
supervisor,
those
in
yellow,
that's
where
we
want
to
start
looking
at
that
and
saying
hey.
It
may
not
be
as
big
of
an
issue
as
some
of
the
others
yet,
but
but
we're
getting
a
little
bit
too
close
for
comfort.
You've
got
employees
between
you
know
20,
but
all
the
way
up
to
percent
below
their
their
employees
there
with
the
supervisors.
O
So
you
do
see
that
yellow
in
some
pay
grades,
it's
up
to
30
or
40
percent
of
the
pay
grade,
I'm
showing
those
people
getting
a
little
bit
closer
than
we
would
typically
like
to
see,
but
beyond
the
yellow.
You
do
have
that
orange
and
blue
at
the
top,
and
that
shows
the
places
where
employees
are
making
within
five
percent
of
their
supervisor
salary.
So
so,
maybe
an
employee's
making.
You
know
fifty
thousand
supervisors
making
51
that'd
be
an
example.
O
O
Sometimes
it
may
be
appropriate,
but
again,
looking
at
those
orange
and
blue
colors
looking
at
how
far
they
go
into
the
pay
grades,
you
do
see
in
some
areas
up
to
you
know,
five
percent
mini
grades
and
some
grades
more
than
ten
percent
of
the
employees
are
making
as
much
or
more
than
their
supervisors.
So
certainly
something
we
wanted
to
address.
O
The
other
type
of
compression
we
wanted
to
talk
to
you
about
is
the
range
compression,
and
so
that
shows
employees
not
moving
through
their
pay
ranges
at
the
rate
they
would
expect,
and
so,
when
you
look
at
pay
range
compression
again,
as
I've
stated
before,
a
brand
new
employee
might
expect
to
be
on
pay
grade.
One
excuse
me
step
one.
So
it's
okay
to
be
on
step,
one
if
you've
got
no
experience
if
you've
just
been
hired,
but
the
expectation
is
after
you've
been
at
the
city
for
10
or
15
years.
O
O
Where
would
you
expect
to
be,
and
if
you're
below
that
rate
again
you're
showing
up
here
in
that
orange,
that
blue
color,
so
with
the
internal
piece
discussed
and
and
reviewed?
Let's
move
this
clicker
there
we
go.
Let's
move
to
the
market.
Let's
start
talking
about
the
external
piece,
then
we'll
bring
them
both
back
together
for
our
recommendations.
O
So
with
the
market
we
did
go
out
and
survey.
You
know
a
large
group
of
peers.
We
wanted
to
make
sure
we
were
able
to
understand
what
the
local
market
looked
like,
but
also
what
the
market
looked
like
throughout
the
state
and
what
the
market
looked
like
for
similar
organizations.
You
know
throughout
the
region
we
added
a
few
of
those
piers
as
well,
so
you
will
notice.
O
Of
course,
we
understand
that
it's
not
necessarily
appropriate
to
look
at
a
salary
somebody's
being
paid
in
downtown
atlanta
versus
which
are
being
paid
in
columbus,
but
that
being
said
again
with
the
cost
of
living
adjustment,
we
can
say:
does
your
salary
here
compare
to
the
spending
power
that
somebody
would
have
with
the
same
salary
elsewhere,
be
it
atlanta
or
another
state
or
or
even
across
the
river?
Looking
at
the
the
spending
power
employees
might
have,
we
looked
at
more
than
125
different
positions.
O
We
did
return
more
than
seven
matches
per
position
and
again
many
positions
had
15
to
19
responses.
The
the
more
common
positions
you
would
expect
to
see.
Some
of
the
more
specific
individualized
positions
were
only
able
to
pull
a
few
matches
for,
but
again
with
this
data,
we
did
consider
this
an
excellent
market
response
and
definitely
gave
us
what
we
needed
to
be
able
to
make
a
statement
on
your
market
positioning
with
the
market
response.
O
The
actual
you
know
the
the
unadjusted
results
that
we
returned
do
show
you
almost
10
behind
the
market
at
the
minimum,
so
so
an
eight
percent
of
the
minimum
and
six
and
a
half
percent
of
the
maximums.
You
catch
up
a
little
bit
versus
your
peers
towards
the
maximum
of
the
range.
But
that
being
said,
of
course,
we
want
to
put
it
in
terms
of
spending
power
that
that
an
employee
would
have
here
in
the
city
of
columbus.
O
You
still
find
the
city
falling
about
five
percent
behind
the
market
at
the
minimum
of
the
range
so
4.6
at
the
minimum
of
the
range
that
does
show
again
that
the
city
has
fallen
behind
the
market
and
as
I
referenced
in
the
beginning,
when,
when
talking
about
the
employee
comments
and
sort
of
what
time
period
we
in
we
are
in
right
now,
we
know
the
market's
not
standing.
O
Still
many
of
your
your
peer
organizations
that
that
we
looked
at
in
the
study
and
outside
of
the
study
are
advancing
their
pay
scales,
five,
ten
or
even
sometimes
more
than
ten
percent,
so
seeing
a
five
percent
gap
there.
I
do
want
to
to
mention
hey
you're
in
an
okay
position.
You
know
you're
a
little
behind,
but
we
can
make
some
strides
to
make
sure
you
stay
with
that
expected
market
movement.
That's
what
we'll
talk
about
with
the
recommendations.
O
The
first
thing
that
we
wanted
to
recommend
really
is
the
thing
that
you
have
to
look
at
first,
in
order
to
make
some
of
the
other
things
happen,
adopting
an
adjusted
pay
scale
and
pay
plan
that
will
allow
you
to
administer
compensation
more
fairly
and
equitably
in
the
future.
So
we
did
think
it
was
important
after
again
conversations
with
city
leadership.
After
looking
at
how
the
pay
scale
has
been
administered
in
the
past,
we
wanted
to
reformat
the
step
systems
a
little
bit.
O
One
of
the
problems
that
we
identified
with
the
current
step
system
is
that
the
steps
were
two
and
a
half
percent,
which
is
very
expensive.
So
every
single
year
the
city
was
left
in
a
position
to
say:
can
we
advance
employees
by
a
full
two
and
a
half
percent?
Yes
or
no,
and
I
believe,
every
year
or
if
not
almost
every
year?
The
answer
was
no,
that
the
city
was
not
advancing
steps.
O
That's
how
you
have
situations
where,
where
you
know
well,
as
the
graph
showed
with
the
compression,
that's
how
you
have
that
situation
with
80
percent
of
employees
below
the
midpoint
and
50
of
employees
in
quartile.
One
down
below.
Excuse
me
next
to
the
minimum
of
the
pay
grade
is
because,
if
you
come
in
at
step,
you
know
c
or
d,
you
expect
to
move
if
you're,
not
granting
movement,
that's
where
that
compression
comes
from.
O
So
we
did
break
up
the
steps,
make
them
a
little
bit
smaller
to
give
the
city
the
flexibility
to
advance
a
pay
step
every
single
year
and
the
ideal
would
be
to
advance
two
pay
steps.
So
what
we've
done
is
we've,
given
you
one
percent
one
percent
movement
between
steps,
so
now
we're
using
a
numeric
system.
If
you're
on
step
two,
you
would
expect
to
go
to
step
three
or
four
next
year,
so
the
city
has
the
ability
to
advance
multiple
pay
steps
per
year,
depending
on
the
availability
of
finances
and
funds.
O
O
So
if
you
take
this
new
pay
skill
system,
if
you
don't
advance
steps
next
year,
the
year
after
the
year
after
that,
it's
going
to
be
the
same
situation
where
you
have
employees
and
supervisors,
making
the
same
amount
10-year
employees
and
one-year
employees
making
the
same
amount.
So
I
do
want
to
emphasize
that
that
was
the
big
change
that
we
made
right
off
the
bat.
The
next
thing
we
did
because
we
did
go
to
a
new
pay
plan,
a
new
system
we
had
to
assign
positions,
assign
job
classifications
to
that
pay
scale.
O
So
we
use
the
market
data
that
we
collected.
We
use
the
internal
analysis
that
we
looked
at
and
we've
assigned
positions
to
an
equitable
placement
on
the
pay
scale
and
so
employees,
it's
not
going
to
be
the
exact
same
numbering
system
that
they're
used
to
so
the
the
g9
g12
g14
is
not
going
to
be
the
same
system,
but
we
did
assign
again
each
classification
in
the
city
to
a
new
pay
grade
that
we
believe
puts
in
a
market
competitive
as
well
as
internally
equitable
position.
O
Lastly,
and
something
we
want
to
get
a
little
bit
further
into
now
with
the
recommendation
is
going
to
be
the
recommended
recommended
implementation
methodology
to
actually
place
employees
into
their
new
pay
ranges,
and
so,
in
order
to
address
the
compression,
we
had
to
do
something
to
to
space
out
employees
within
the
pay
scale.
And
so
we
do
have
a
couple
details
to
share
with
you,
followed
by
the
cost
for
the
recommended
implementation
methodology.
O
So
the
first
thing
we're
recommending
is
for
general
employees.
We
are
recommending
you
space
out
employees
within
the
pay
scale
based
on
a
zone
based
methodology,
and
so
the
the
zone
based
methodology
we
looked
at
is
for
all
of
your.
You
know
new
hires
that
have
been
here
from
zero
to
three
years.
You
look
at
them
in
one
way
in
one
zone
for
the
employees
who
have
been
here
between
three
and
six
years,
and
this
is
based
on
the
implementation
date
right
now.
O
The
the
costs
are
projected
for
october
1st,
but
that
can
be
updated
depending
on
when
that
implementation
happens.
Employees
who
have
been
here
between
three
and
six
years
would
go
into
zone
two.
They
would
receive
or
receive
a
placement
in
the
pay
scale
further
along
that
those
in
zone
one
employees
who've
been
here
between
six
and
nine
years,
of
course,
would
be
in
zone
three
and
so
on
and
so
forth,
and
so
what
this
does
is
it
looks
at
how
long
employees
have
been
in
their
job
title.
O
It
gives
them
credit
for
the
time
that
they
have
spent
in
their
current
classifications
and
it
spaces
them
out
through
the
pay
range
based
on
that
time.
So
this
implementation
again
will
address
some
of
your
compression
issues
that
you're
having
it
will
reduce,
essentially
that
orange
and
blue
color
that
you
saw
in
those
graphs
to
make
sure
that
that
employees
are
spaced
out
within
their
range
now.
O
An
important
thing
that
I
do
want
to
mention
is
is
while
we
mentioned
all
employees
in
zone,
one
are
recommended
the
same
placement
in
that
zone
and
zone
two
and
zone.
Three
no
salaries
would
be
reduced.
So
if
you
are
an
employee,
let's
say
if
you're
a
hypothetical
employee
and
you've
only
been
in
your
classification
title
for
two
years,
but
for
for
some
reason,
you're
one
of
the
exceptions
to
that
compression
you're
at
the
midpoint.
You
would
not
be
recommended
to
decrease.
You
would
keep
your
same
current
salary,
so
nobody
would
receive
a
decrease.
O
Almost
everybody
would
be
receiving
increases
and
then
again
it
would
place
you,
based
on
your
time
in
classification
for
public
safety
employees
that
was
the
general
employees
of
that
zone
based
approach
for
public
safety
employees.
We
are
recommending
a
different
placement
methodology
for
them.
What
it
would
do
is
it
would
be
a
longevity
based
approach.
It
is
similar,
but
it
would
actually
grant
one
step
for
every
single
year.
O
So
it's
not
a
zone
based
approach,
but
every
single
year
that
you
spent
in
your
rank
or
in
your
classification,
you
would
receive
a
step
additionally
that
longevity
increase
would
kick
in
for
every
one
of
the
longevity
milestones,
essentially
that
you
hit.
So
if
you've
been
in
your
classification
three
years,
you
would
get
an
additional
step.
Five
years,
you'd
get
another
additional
step.
O
The
the
adjustments
that
we
made
for
the
public
safety
positions,
in
particular
based
on
the
the
public
safety
market
that
we're
in
right
now,
based
on
the
significant
vacancies
that
you
have
right
now
and
based
on
the
city's
desire
to
ensure
that
you're
able
to
address
those
issues,
we
are
recommending
pay
ranges
for
for
the
public
safety
employees.
That
would
be
above
and
beyond
quote
unquote
what
we
received
in
the
market
and
so
the
market
data
that
we
received
when
we
came
back
with
that,
we
looked
at
that.
O
Even
when
we
projected
out,
we
looked
at,
you
know
going
between
five
and
ten
percent
above
the
market
data.
We
really
felt
like
that
may
not
address
all
the
the
concerns
that
you're
having
with
recruitment
retention,
and
so
we
are
recommending
the
public
safety
positions
I'll
share
the
exact
rates
in
a
moment
for
those
entry-level
ranks.
We
are
recommending
that
they
would
be
placed
essentially
at
an
above
and
beyond
market
position
to
address
the
significant
concerns
that
we
have
there.
Lastly,
we
have
for
position
for
classifications
requiring
a
cdl.
O
I
need
to
talk
to
you
about
our
positions,
cdls,
that's
what
we
hear
over
and
over
again,
so
we
are
looking
at
pegging
those
positions
to
a
market
placement
of
twenty
one
dollars
an
hour
at
the
minimum,
and
that
would
be
based
on
your
internal
structure
and
hierarchy.
So
for
some
example
positions
we
have
would
be
bus
drivers,
fleet
tech,
twos,
motor
equipment,
operator,
threes,
etc.
Positions
at
that
level
in
the
internal
analysis
would
start
at
a
rate
of
21
dollars
an
hour
so
for
for
the
whole
job
family.
O
Then
some
of
the
positions
would
start
slightly
lower.
So,
for
example,
you've
got
a
motor
equipment
operator.
Three,
your
motor
equipment
operator
2,
would
start
slightly
below
that,
but
the
entire
job
family,
all
of
those
cdl
positions,
would
be
looking
at
receiving
significant
increases
to
address
that
recruitment
retention
concern
you
have
with
that
very
in-demand
license
that
those
positions
are
required
to
have
some
positions
again
would
go
a
little
bit
above
that
so
for
your,
your
senior
fleet,
techs
and
and
positions
like
that
they'd
be
slightly
above.
O
So
a
little
bit
of
detail,
as
I
mentioned
on
those
public
safety
positions,
we
are
recommending
again
that
the
police
officer
sheriff
deputy
and
firefighters
start
at
45
000..
That
is
before
the
olaf
supplement
that
they
would
keep,
and
so,
with
that
ola
supplement,
the
starting
pay
for
police
officers
would
be
above
50
000
a
year.
That's
coming
in
with
no
education,
no
experience
that
would
be
the
minimum
of
the
range
for
a
starting
police
officer.
The
olaf
supplement
for
the
other
classifications
referenced
above
again
would
take
to
48
000
121.
O
and
again
that
that's
people
coming
in
without
advanced
degrees
or
significant
experience
or
education
from
elsewhere.
That's
your
entry
level
starting
pay
for
those
pay
reform
is
factored
in
to
the
new
structure.
So
again,
all
employees
would
keep
their
current
pay
reform.
Nobody
would
lose
any
salary
or
lose
anything
they've
attained
at
this
time,
but
there
would
be
a
new
longevity
adjustment
as
I
referenced
before.
O
That
would
replace
that
in
the
future.
So,
while
employees
keep
the
pay
reform,
they
have
they're
going
to
use
that
longevity
system
under
this
recommendation,
and
so
again,
if,
if
you
hit
year
three,
if
you
hit
your
5
7
10,
15
20,
whatever
step
is,
is
granted
by
council
that
year
those
public
safety
employees
would
receive
that
additional
step
to
account.
For
longevity,
in
this
system
we
did
look
at
a
comparison
based
on
the
current
system
and
pay
reform.
O
That's
in
place
right
now
in
this
longevity
system-
and
this
does
come
out
ahead
for
public
safety
employees,
the
the
idea
was
to
make
sure
we're
rewarding
those
positions
adjusting
for
the
market,
making
sure
that
you're
you're
going
to
be
able
to
fill
those
positions
not
have
the
vacancies
that
you're
seeing
right
now,
and
so
that's
the
new
system
that
we're
recommending
for
the
public
safety
so
with
the
total
cost,
then
we're
showing
a
minimum
cost
there.
O
Just
so
you
have
a
reference
of
of
what's
going
into
the
pay
scale
adjustment,
but
what's
going
into
the
compression
adjustment
as
well,
we
are
recommending
the
the
parity
zone
approach
and
the
longevity
zone
approach
that
are
listed
on
the
bottom
and
so
the
cost
there
that
we're
looking
at
again.
These
are
the
total
reoccurring.
Salary
only
cost,
so
it
doesn't
include
benefits
or
anything
else
extra
there.
O
But
you
are
looking
at
a
cost
of
for
general
employees,
of
a
little
more
than
6
million
600
000
and
again
public
safety
slightly
fewer
employees,
but
would
be
about
6
million
200
000
there
as
well.
It
does
represent
again
a
significant
cost.
We
know
that,
but
that
that
total
cost
then
bringing
you
to
almost
13
million
that
that's
the
new
cost
based
on
the
most
current
salaries.
I
believe
it's
it's
as
of
I
believe
it's
as
of
july,
15th
or
or
somewhere
thereof.
O
So
it
does
include
the
recent
two
percent
adjustment
that
was
granted.
That's
the
information
that
I
did
want
to
share
with
you
all
tonight,
so
about
the
cost
about
the
recommendations
and
some
of
the
specifics
diving
into
the
methodology
there.
O
This
information
again
we've
been
working
very
closely
with
hr,
as
well
as
finance,
to
ensure
that
it's
something
that
you're
going
to
be
able
to
afford
that
you're
going
to
be
able
to
maintain-
and
certainly
we
understand,
the
expense.
We
don't
recommend
that
that
expense
slightly.
But
we
know,
as
I
mentioned
before,
you
know,
your
peers
are
moving.
O
You
do
have
a
small
market
gap
right
now.
You
do
have
some
some.
You
know
not
not
a
small
compression
problem,
and
so
we
did
want
to
mention
and
recommend.
Essentially
what
we
believe
will
put
you
in
an
equitable
position
going
forward
both
internally
as
well
as
externally.
Either.
Do
you
want
to
give
an
update
on
the
timeline
first
or
to
answer
questions
now?
What's
the
preference.
B
We've
got
a
few
questions,
questions.
O
G
Have
a
question
in
reference
to
the
public
safety:
when
you
talk
about
the
old
law
supplement
in
reference,
so
the
police
officer,
starting
pay,
would
be
fifty
thousand
one
hundred
and
twenty
one
dollars.
D
G
O
It
was
referencing,
the
other
ones
specifically
mentioned
right
above
in
the
previous
bullet,
not
not
every
other
classification
at
the
bottom
there
there
is
that
table
in
that
chart.
That
essentially
shows
the
specific
classifications
that
we're
referencing
there
with
those
recommended
starting
salaries
again,
the
starting
salaries
that
we
have
there
are
base.
So
you
would
need
to
add
the
old
austin
to
that.
The
police
would
receive
that
5100
and
the
others
would
get
that
3
000.
does.
G
O
That
wouldn't
so
the
first
bullet,
you're
you're,
absolutely
correct.
The
correctional
officers
would
come
in
slightly
below
that
at
the
recommended
rate
there,
so
you're
correct
the
the
other
could
have
been
more
clear
with
my
language
there
just
referred
to
that
first
bullet,
saying
the
the
sheriff's
deputy
the
firefighter.
Thank
you,
okay.
Thank
you.
G
L
L
O
O
Absolutely
so
we
do
have
market
date
on
that
information,
and
we
we've
got
that
information
to
include
as
well.
We
don't
have
a
specific
recommendation
to
share
tonight
on
that,
but
again
in
general,
in
terms
of
what
the
benefits
and
the
specialty
pays,
we
didn't
find
it
to
be
nearly
as
concerning
and
nearly
as
high
of
a
priority
as
these
internal
external
concerns
that
we've
shared
tonight
as
well.
It,
of
course,
will
not
have
nearly
the
fiscal
impact,
so
that's
why
we
did
just
decide
and
want
to
focus
on
the
priorities
like
this
tonight.
O
J
L
B
L
N
Yes,
as
mark
stated,
council
woodson
that
information
as
it
relates
to
specialty,
pay
or
differential
pay
will
be
included
in
the
consultant's
final
report,
as
well
as
the
ordinance
that
will
be
approved
by
council.
It
would
allow
for
differential
pay
and
one
of
the
reasons
I
think
you
know
there's
not
as
much
information
on
that
right
now.
Some
departments
already
have
forms
of
specialty
pay,
but
that
is
something
that
has
to
also
be
developed,
but
in
each
individual
departments.
N
What
do
you
consider
to
be
special?
That's
something
that
needs
to
be
worked
out,
but
it
it
provides
it
an
umbrella
so
that
it
could
be
added
at
one
point
if
it's
not
added
now,
if
the
police
department
or
another
department
decided
that
this
is
something
that
works.
If
it
comes
up
through
the
chain,
the
city
manager
approves,
it
comes
before
council,
that's
something
that
can
be
included,
and
the
plan
allows
for
that.
L
N
Is
something
really
that
has
to
be
again?
Each
department
makes
a
recommendation
in
terms
of
whether
they
believe
differential
pay
is
something
that
will
benefit
their
department
is
something
that
will
help
them
recruit
and
retain
their
employees.
So
that's
something
that
just
like
what
we
have
career
ladders.
As
an
example,
a
department
could
have
a
position
that
has
a
career
ladder.
That's
something
that's
born
within
the
department.
The
department
develops.
That
criteria
makes
a
recommendation
to
human
resources
and
is
approved
by
the
city
manager.
That's
the
way
this
would
work
as
well
have.
N
But
can
we
do
that?
Yes,
this
week,
this
will
be
the
department's
opportunity
when
they
meet
with
a
consultant
this
week
and
see
what
the
recommendation
is
for
their
particular
department.
They'll
have
an
opportunity,
if
that's
something
that's
of
interest
to
them,
that's
something
that
they
can
bring
up
for
consideration.
L
Are
they
aware
of
that,
because
you
know
I
understand
that
you're
saying
they're,
if
that's
their
interest,
but
at
the
moment,
when
the
consultant
go
talk
to
them,
they're
going
to
be
focused
on
that
pay
and
then
later
on,
they're
going
to
come
back
and
probably
say
so
we
can
tackle
all
of
it
at
one
time.
I
would
prefer
that
so
I
would
suggest
that
we
send
out.
L
L
Okay,
all
right.
Thank
you.
I
just
think
that's
very,
very
important
because
it's
been
brought
to
my
attention
by
a
couple
officers
and
then
it's
been
brought
to
my
attention
by
a
couple
of
general
employees
and
that's
why
I've
been
harping
on
it
so
much
because
it's
been
brought
to
my
attention.
That's
why
I
wanted
you
to
come
back
or
or
have
that
conversation,
because
I
want
them
to
know
that
you
know
I
heard
them
and
I
made
the
request.
B
M
Mr
holcomb,
on
the
slide
that
shows
the
the
last
one
that
you
had
up
there:
the
the
salaries.
M
That
one
you
have
correctional
officer,
I
want
to
make
sure
that
I
that
we're
using
the
same
terminology
is
this
correctional
officer,
the
correctional
officer
who
works
in
the
muskogee
county
jail
or
is
it
the
correctional
officer
that
works
at
muskogee
county
prison.
O
N
N
This
is
something
that
we
have
talked
to
them
about
for
months
now,
and
they
have
been
expecting
to
see
something.
I've
talked
to
employees
often,
and
they
say
well.
When
are
we
going
to
see
something
about
the
pay
and
compensation
study
that
you
all
are
doing?
So
we
want
to
be
able
to
provide
a
timeline,
and
this
is
a
draft
that
gives
us
a
guide
in
terms
of
when
this
can
actually
be
implemented.
N
Once
it's
adopted
by
council
and
human
resources,
finance
and
I.t
gets
a
chance
to
actually
get
the
documentations
that
we
need
from
the
consultant
and
start
it
start
that
process
so
that
employees
see
something
in
their
paycheck.
So
the
timeline
looks
like
this
in
terms
of
what
you
have
there
on
the
screen.
I
wanted
to
go
back
to
july
5th,
where
we
did
meet
with
the
chamber
of
commerce
and
our
private
sectors
of
our
community.
N
They
have
been
a
tremendous
partner
for
us
in
this
process
of
this
classification
and
comp
study,
and
they
are
also
kind
of
our
check
if
you
will,
in
terms
of
how
we're
doing
as
it
relates
to
the
business
community
and
what
we're
trying
to
accomplish
here.
So
we
met
with
them
on
july
5th
to
brief
them
in
terms
of
the
status
of
the
classification
and
comp
study.
Now
this
was
not
our
first
engagement
with
the
chamber
of
commerce.
N
H
N
Absolutely
okay!
Yes,
thank
you
for
that
clarification
and
then,
after
we
met
with
those
business
leaders,
we
also
met
with
department
directors
so
that
they
could
provide.
We
could
provide
an
update,
a
status
report
to
them
in
terms
of
you
know,
what's
coming,
this
is
what's
coming,
so
we
met
with
them
on
july
14th,
but
we
also
met
with
employees
to
give
them
a
high
level
briefing
to
say
this
is
what
it
looks
like.
This
is
what
we've
been
looking
at
from
an
internal
external
perspective.
N
You
know
what
you
can
potentially
expect,
so
that
was
very
interesting.
Not
only
did
we
meet
with
employees
on
july
14th,
we
also
posted
information,
a
recording
of
what
was
given
on
our
website.
We
sent
it
out
to
our
employees
and
that's
and
they
had
an
opportunity.
This
was
a
live
briefing.
They
had
an
opportunity
to
ask
the
consultant
questions
as
well,
so
we
were
glad
to
be
able
to
do
that
and
then,
of
course,
today
we're
meeting
with
council.
N
The
consultant
has
presented
to
you
the
full
report
and
recommendations
for
the
for
implementation
of
the
class
income
study.
So,
what's
going
to
happen
after
today,
well
this
week
the
we
have
scheduled
four
employee.
Excuse
me,
department
meetings
with
each
department
head,
the
consultant
will
meet
with
each
department
head
and
they
will
share
specific
information
with
the
department
head
about
their
department
and
the
employees
in
their
department
and
what
is
being
recommended.
N
Look
at
it
talk
with
their
employees
about
it
and
then,
if
they
still
have
questions
of
the
consultant
they're,
not
sure
of
something
they
want
to
change
something.
Maybe
they
want
to
talk
about
differential
pay
for
certain
positions
in
their
department
or
specialty
work?
That's
done!
They
can
talk
about
that.
But
then,
if
they
still
have
questions,
they'll
get
a
chance
to
come
back
on
august,
3
and
4
and
individually
meet
with
a
consultant
again
follow
up
with
any
questions
and
those
sorts
of
things
that
they
may
have.
H
So
if
I
may
so
when
the
consultant
meets
with
department
heads
this
week,
yes.
H
H
N
Yes,
what
their
proposed,
what
their
current
pay
grade
is
their
current
position
title
and
then,
what's
being
recommended,
their
recommended
paid
title
and
recommended
pay.
So
yes,
that's
the
information
that
will
be
given
today.
Excuse
me
this
week
and
so
then
they'll
have
an
opportunity.
As
I
said
on
august
three
and
four,
that
they
have
follow-up
questions
want
to
get
some
more
information
on
three
and
four.
N
The
departments
can
again
meet
with
the
consultant
and
then
on
august,
2nd
we've
got
another
meeting
scheduled
with
the
business
community,
those
people
who
are
involved
with
the
chamber
but
have
a
interest
in
what
we're
doing
and
want
to
help
support
the
effort
of
ensuring
that
employees
that
work
for
the
city
are
fairly
paid
fairly
compensated,
so
we'll
meet
with
them.
N
On
august,
the
2nd
and
then
there's
another
council
meeting
that
I
inserted
there
on
august
9th,
and
we
should,
by
this
time
I
think,
have
all
the
feedback
that
we
that
from
employees
from
from
departments,
then
on
august
23rd,
we
expect
to
have
an
ordinance
on
first
reading
to
adopt
the
classification
in
comp
study
that's
being
recommended.
So
that
will
be
on
august
23rd
first
reading
and
then
we'll
come
back
again
on
august
30th
for
a
second
reading
of
that
ordinance.
After
that,
then
that
gets
approved.
N
Then
it
gets
handed
off
to
human
resources,
to
finance
into
I.t
to
get
the
work
done
of
trading
a
path
to
getting
this
pay
plan
implemented
and
an
employee's
paycheck.
Now
that
is,
is
a
little
bit
difficult
to
say
that
it's
going
to
be
october
1st
or
it's
going
to
be
november
1st
or
it's
going
to
be
january
1st
our
goal
is
to
have
it
done
as
quickly
as
we
possibly
can.
N
I
october
1st
is
probably
not
gonna
happen,
but
you
know
certainly
by
january
1st,
but
if
we
can
have
a
november
1st
we'll,
I
think
that
we
we're
going
to
work
toward
that,
but
we
don't
know,
but
we
feel
like.
Certainly
by
january
1st,
we
will
have
it
implemented.
Employees
will
see
it
in
their
paycheck,
but
the
goal
is
to
get
it
before
january,
1st,
but
certainly
no
later
than
that.
N
So
that
is
the
timeline
in
terms
of
our
efforts
to
where
we
go
from
today
and
get
this
plan
adopted
and
implemented.
That's
all.
I
have
steve.
B
Thank
you
and
you
know
I've
been
I've.
I
applaud
the
efforts
of
the
consultant
and
and
the
staff,
because
I
know
the
original
statement
was
to
have
it
by
january.
1St
and
they've
really
been
working
hard
and
and
very
closely
together
to
try
to
get
it
as
early
as
possible
as
soon
as
that.
As
soon
as
the
mechanics
of
that
can
be
entered
after
it
is
approved,
we're
going
we're
going
to
give
folks
paid
absolutely.
H
And
so
mayor,
of
course,
you've
seen
the
timeline
and
there
will
be
more
communication
with
the
mayor
and
council
between
now
and
first
reading.
H
You
know
we
want
to
make
sure
that
we
share
with
you
how
we
pay
for
this,
how
we
sustain
it
and
and
so
in
in
in
the
next
few
meetings.
We
will
communicate
further
with
you
how
we
pay
for
and
sustain
and
then
more
information
about.
H
B
Q
R
B
Q
B
Before
excuse
me
before
we
go
any
further,
I've
forgotten
to
announce
this,
but
I
want
to
make
sure
everybody
knows
that
counselor
barnes
is
present
for
this
meeting
he's
joining
us
virtually,
so
he
will
be
participating
in
votes
and
he
will
be
able
to
hear
any
of
the
presentations
that
are
made.
So
thank
you.
I'm
sorry
to
interrupt.
S
Oh,
my
name
is
johnny
general
367,
olson
avenue
columbus,
georgia
319
was
seven.
I
owned
the
building
over
at
776
terminal
court
and
I
acquired
that
building
from
the
company.
I
did
contract
work
with
southeast
enterprise
and
they
had
asked
me
to
give
them
the
building
a
vacant
and
they
had
a
fire
there
sometime
and
they
had
asked
me
about
doing
a
demo
there
and
I
went
over
and
gave
them
an
estimate
on
it
and
the
owner
didn't
want
to
invest
any
more
money
in
the
property.
S
S
Unfortunately,
after
january
the
23rd
of
2020,
I
was
sick
with
kobet
from
march
to
march
the
7th
up
until
right
about
the
last
week
of
july,
and
from
that
point
we
I
think
we
were
going
through
the
pandemic.
S
The
lockdown
I
met
with
the
city
about
this
property
and
told
me
what
I
needed
to
do
until
I
was
got
to
a
point
where
I
could
rehab
it.
They
told
me
to
just
keep
it
clean
and
to
put
a
talk
over
it
because
of
the
the
hole
that
had
burned
in
one
unit.
It's
a
quarter
plex
unit,
it's
a
building
that
has
four
two
bedroom
units
in
it.
S
The
very
first
unit
was
damaged
with
fire
and
the
other
three
units
were
just
smoke
damaged
and
from
where
the
fire
department
pulled
holes
in
the
ceiling
to
make
sure
there
was
no
hot
spots
there,
and
so
between
that
time
and
the
time
that
I
met
with
the
city
in
that
area,
there,
the
building
was
vandalized,
they
went
in
and
they
pushed
holes
in
all
of
the
walls
to
take
the
copper
out
of
it
and
they
were
stealing
all
the
the
metal
and
the
hot
water
heaters
and
the
units
out
of
it
and
the
unit
was
boarded
up,
and
my
wife
is
a
dialysis
nurse
of
31
years
at
dciu
folder
and
after
that
point.
S
Unfortunately,
every
time
she
has
to
quarantine
being
in
the
same
house
with
her,
I
have
to
quarantine,
and
so
that
kind
of,
through
2020
up
to
2021
kind
of
occupied
a
lot
of
my
time
and
took
me
out
of
the
line
of
work
where
I
was
doing
this.
I'm
a
licensed
carpenter
contractor
myself
licensed
here
in
columbus
since
2009,
and
that's
why
I
was
not
in
here
to
look
for
other
contracts,
because
my
plan
is
to
do
the
work
myself.
S
The
only
thing
I
have
to
do
is
find
a
general
contractor
to
pull
a
permit
for
the
roof
to
have
that
section
of
the
roof
reframed,
because
it
is
commercial
and
I'm
not
authorized
to
pull
a
permit
on
the
commercial,
and
I
do
have
some
proposals
for
that,
and
I
did
the
paperwork
to
show
the
cost
of
what
it
would
cost
to
rehab
this
building
and
I
had
interest
in
it
because
I
want
to
rehab
this
building.
S
I
know
that's
a
low
income
area.
I
know
it's
a
high
crime
area,
but
I
do
feel
that
everybody
deserves
a
decent
place
to
live,
and
I
understand
that
the
plight
that
columbus
is
dealing
with
with
all
of
this
trash
and
illegal
dumping
and
these
sites
and
some
of
my
time
was
actually
devoted
for
three
or
four
months.
I
have
three
other
sites
that
was
very
popular
with
illegal
duncan
and,
unfortunately,
I'd
take
up
a
lot
of
my
time
to
get
those
sites
clean.
S
I've
called
in
and
reported
several
times,
but
without
any
proof
of
who's
doing
it.
I
actually
found
mail,
but
I
was
informed
that
unless
I
can
get
them
on
camera
because
nothing
can
be
done
so
it
took
up
a
lot
of
my
time
and
I
wasn't
able
to
give
the
time
I
need
to
these
properties
and
I'm
also
an
ordained
minister
and
with
covet
and
when
it
got
around
that
I
was
free
to
do
funerals
in
southeast
georgia
and
southwest
georgia.
S
S
We
live
in
morris
georgia
and
we
have
a
residence
here,
it's
closer
to
my
wife's
job
and
you
follow
when
we're
there
and
they
mailed
their
notice
to
the
wrong
address-
and
I
just
got
this
notice
about
two
weeks
ago
and
since
I've
gone
in
and
started
doing,
the
work
on
the
building.
I've
already
cleaned
every
unit
out
and
I
did
pictures
so
I
could
show
that
the
work
has
started.
S
I
went
in
and
started
the
demo
process
for
the
repairs
I
was
able
to
clean
all
of
the
buildings
out,
got
everything
cleaned
out
and
it's
secured.
The
building
is
clean
from
the
outside
inside
is
clean
and
remove
any
hazards
that
may
have
been
there
and-
and
I
would
respectfully
ask
that
the
council
would
grab
me
an
opportunity
to
to
see
this
project
through
and
I
do
have,
and
I've
had
two
potential
buyers.
I
have
one
contract
here
that
was
emailed
to
me
of
a
guy
who's
already
purchased
five
buildings
in
that
area.
S
I
think
his
name
is
mr
ronnie
leon
he's
already
purchased
buildings
over
there
and
started
rehabbing
he's
interested
in
purchasing
this
building
from
me.
At
any
point
that
I
decided
I
want
to
pull
out
on
it
and
I
have
another
potential
buyer
of
dr
giadi,
who
is
the
owner
of
heritage
property,
he's
also
interested
in
the
building.
If
I
could
get
to
a
point
where
I
don't
want
to
continue,
they
would
like
to
purchase
it.
So
I
I
don't
want
the
unit
to
be
demo.
S
That's
why
I
didn't
demo
it
myself,
I'm
licensed
demo
here
in
columbus
to
do
demolition.
The
building
has
potential,
and
I
want
to
you
know,
put
the
time
and
effort
and
I
do
have
the
financial
means
to
to
rehab
this
building
and
I've
spoke
with
andrea
winston
out
at
new
horizon.
S
She
even
expressed
her
interest
that
if
the
building
meets
their
standards,
she
can
use
it
to
put
some
of
her
folks
in
through
rehab
program
and
and
that's
what
my
entries
are
in
this
building
is
to
rehab
it
and
to
take
the
time
out
to
make
sure
this
building
is
up
to
city
standards
and
city
code,
and
I
just
want
to
get
the
opportunities
to
say.
S
If
I
have
to,
I
did
bring
the
proposals,
I
did
bring
the
cost
material
costs
and
I
did
bring
all
the
pictures
that
I,
where
I've
started
the
work.
I
brought
all
that
in
case.
I
need
to
show
it
and
I
just
want
to
be
heard,
and
I
thank
you
all
for
giving
me
an
opportunity
to
speak
and
like
say
it
would
be
my
wish
that
you
will
grant
me
the
opportunity
to
finish
this
project
for.
S
I
I
stripped
it
all
the
way
back
down
to
the
studs,
because
I
didn't
want
first,
I
noticed
a
lot
of
smoke
damage
there
and
most
of
the
walls
had
already
been
busted
out
in
places
where
they
was
taking
the
copper
out
of
every
outlet
and
rather
than
try
to
patch
that
and
give
a
patched
up
looking
job
I'd
rather
just
start
it
over
and
just
do
it
new.
B
Well,
miss
general.
I
I
understand
I
know
you've
been
ill
too
and
had
a
lot
going
on
a
lot
of
folks
have
with
this
pandemic,
but
I
and
I'm
not
trying
to
speak
for
counsel,
but
typically
council
is
also
very
keenly
aware
of
the
fact
that
for
two
years
the
neighbors
in
this-
as
you
pointed
out,
it's
a
very
poor
part
of
town
they've-
had
to
live
next
door
to
this
for
for
two
years
and
that
that
weighs
on
council's
mind
as
they
make
a
determination.
B
So
in
the
past
I
know
that
council
has
allowed
on
occasion
somebody
a
specific
amount
of
time,
typically
not
a
lot
right
that
they
had
to
provide.
They
did
have
exactly
what
you
said.
They
had
to
prove
that
the
resources
were
available,
that
you
did
have
a
general
contractor
that
could
over
they
could
pull
the
permits
and
do
what
you
need
to
do
and
that
you
have
regular
checks
of
it.
The
danger.
J
B
Is
is,
we've
had
folks
that
try
to
take
an
opportunity
to
fix
it
up,
they
stumble
into
more
problems,
they've
invested
more
money
in
it,
and
then
it
comes
down.
So
I
I
just
we
got
a
couple
counselors
that
want
to
make
a
comment,
but
I
just
I
just
want
to
kind
of
let
you
know
what
I
have
observed
council
being
willing
to
do
and
what
they
require
if
they
are
willing
to
do
it,
council
crab.
P
R
So,
mr
general
has
kept
up
the
property
as
far
as
the
grass
and
keeping
it
clean,
which
is
more
than
some
of
our
other
property
owners
have
done.
But
we
have
not
seen
any
significant
progress
on
the
structure
itself
and
we
started
this
case
under
the
previous
owner
in
december
of
2019,
and
the
first
conversations
we
had
with
mr
general
were
in
the
fall
of
2020.
P
My
my
suggestion
would
be
to
just
work
out
arrangements
like
we
have
in
the
past
and
if
there's
progress
being
made,
but
I
still
think
we
need
to
keep
it
on
the
list.
T
Mr
general,
as
as
counselor
crab
and
the
mayor
said,
this
is
something
we
have
been
consistent
about
with
people
who
have
hundreds
of
millions
of
dollars
to
rehab
their
properties.
We
have
said
it
has
to
stay
on
the
list,
but
I
promise
you
that
director
pruitt
is
very
nice
to
work
with,
and
I
know
many
people
who
we've
voted
for
the
demo
list
and
if
they
show
him
consistent
progress,
it
has
to
be
consistent.
Progress
forward
progress.
T
We
have
a
lot
of
homes
to
demolish,
so
your
home's
not
going
to
be
the
first
on
the
list,
but
we
can't
stray
from
the
standard
because
we've
had
so
many
people
have
asked
us
for
extensions
and,
as
far
as
I
can
remember
that
this
entire
at
least
the
last
12
months,
we
have
not
grant
any
time.
Extensions.
We've
just
said
work
with
ryan
administrative
administratively,
but
if
you
show
him
progress,
he
does
work
with
people.
T
So
if
you
do
what
you're
planning
on
doing
it's
still
going
to
be
on
the
demolition
list,
so
if
the
progress
isn't
made,
we
can't
help
you
on
that.
But
if
you
show
progress,
he
certainly
doesn't
want
to
demolish
something
that
you're
actually
trying
to
rehab,
but
you've
got
to
show
progress
month
after
month.
It
can't
there
can't
be
any
delays,
but
just
communicate
all
of
your
progress
to
director
pruitt,
and
that
is
the
best
way
you
can
handle
it.
I
mean
we
just.
We
simply
have
not
grant
any
extensions
across
the
board.
S
What
I
I've
done,
the
progress
that
was
made
is
is
on
the
inside
sure
I
haven't
done
any
outside
work
yet
because
they're
structural
and
I
didn't
want
to
be
in
violation
without
having
a
gc's
pull
up
permit
sure.
But
at
the
last
meeting
I
spoke
with
them
and
they
and
I
don't
think
it
was-
may
have
been
you.
I
think.
T
Well-
and
that's
that's
great
news
for
you,
know
director
for
it
to
know
about
just
keep
emailing
him
about
your
progress,
whether
it's
exterior
interior
and
I
mean
I
promise
you
he
doesn't.
We've
got
plenty
of
properties
that
need
demolishing
if
we
can
get
one
off
the
list
that
you're
going
to
fix
yourself.
We
certainly
want
that.
T
B
S
Yes,
as
I
said,
I
considered
all
of
that,
and
I
looked
and
I
weighed
those
options,
and
you
know
I
had
the
opportunity
to
to
actually
just
make
the
sale
right
on
the
property.
But
you
know
I
considered,
and
I
looked
at
everything
spoke.
You
know
talking
with
my
wife
about
all
the
financial
stuff
that
we
go
through
and
and
that's
we
decided
to
go
ahead
on
and
go
with
it
and
actually
one
of
the
reason
I
decided
to
go
along
with
it
to
keep
it
for
myself
as
a
residual
income.
S
Eventually,
is
that
my
wife,
a
couple
of
weeks
ago,
were
diagnosed
with
the
degeneracy
of
this
disorder
and
and
that's
probably
going
to
force
her
into
an
early
retirement.
S
And
so
considering
that
you
know
I
decided
I'd
best,
just
go
head
on
and
just
try
to
you
know
get
this
property
up
to
date,
and
and
and-
and
I
appreciate
mr
pruitt-
they
have
been
very
patient
with
me
and
working
with
it.
They
have
worked
with
me
and
if
I
think
I've
met
with
them
twice
and
they
have
been
very
very
understand-
very
patient
with
me
on
this,
and
but
I
I
am.
B
U
B
I
understand
and
I
we've
got
a
couple
more
counselors
counselor
crab.
Thank.
P
E
General,
yes,
sir,
you
said
you
have
four
units,
there's
four
two
bedroom
units:
okay,
get
with
mr
pruitt,
director
pruitt
and
the
mass
director
pruitt.
What's
what's
a
timeline
for,
if
he's
working
on
the
exterior
first,
what's
the
timeline
as
far
as
him
completing
each
one
as
far
as
what
you
need.
R
Well,
as
council
craft
mentioned,
we're
mainly
concerned
with
the
exterior,
you
know,
condition
and
the
to
qualify
for
the
demolition
list,
the
cost
to
repair
it
has
to
be
50
or
greater
than
the
property
value
or
the
value
of
the
structure.
So
if
the
repairs
were
made
to
the
outside
with
the
roof
fixed,
you
know
all
of
that
complete.
You
know
it
would
be
off
the
list,
even
if
the
carpet
paint
wasn't
done
on
the
inside,
because
it
would
be
under
that
50
percent
value.
R
E
S
Of
the
reasons
I
started
the
inside
there
was
so
much
stuff
in
there.
The
contractor
couldn't
get
in
to
do
an
assessment
yeah,
and
so
that's
why
I
had
to
come
in
and
get
all
that
stuff
out
of
there,
because
when
the
fire
happened,
all
of
the
belongings
that
people
had
was
still
there
in
the
home,
and
so
I
had
to
get
this
stuff
out
so
that
he
could
actually
go
in
well.
E
Q
Q
The
ordinance
proposed
for
amendment
is
this:
is
article
7
of
chapter
13
dealing
with
junk
motorized
vehicles.
This
revises
a
complete
section
in
that
article,
mr
pruitt.
You
want
to
go
through
a
couple
of
the
high
points
and
we'll
see
if
there
any
questions.
R
R
The
first
change
is
to
actually
change
the
definition
of
what
a
junk
vehicle
is
so
currently
in
order
to
be
a
junk
vehicle.
You
have
to
have
two
of
these
conditions.
You
have
to
have
an
expired
tag
or
missing
tag
flat
tires
no
longer
operational.
All
these
things
you
see
listed
here.
You
have
to
have
two
currently
under
our
current
ordinance.
The
proposal
is
to
change
that
to
one.
R
So
if
you
have
any
one
of
these
conditions,
it
would
be
considered
a
junk
vehicle
and
that's
proposed,
because
right
now
we
see
cars
that
literally
will
sit
for
years
and
years
and
years.
All
the
people
have
to
do
is
air
up
the
tires
to
bring
them
into
compliance.
We
we
can
never
catch
the
people
at
home,
so
we
can't
ever
prove
or
disprove
that
the
car
can
run.
But
it's
been
there
for
10
years
the
tires
go
flat.
We
go
out,
leave
a
warning.
R
R
The
second
change
is
establishing
a
process
to
allow
the
city
to
remove
junk
vehicles
from
private
property
similar
to
the
processes
we
have
for
weeds
and
solid
waste.
R
Basically,
what
we
have
to
do
is
put
a
notice
on
the
junk
vehicle,
as
well
as
send
a
certified
letter
to
the
property
owner,
give
them
a
30
days
notice
that
they
need
to
fix
this.
Once
all
that's
come
back.
If
the
vehicle's
still
there,
we
actually
have
to
go,
get
an
abatement
order
signed
by
recorders
court
judge
they
review
everything,
make
sure
that
everything's
in
line
then
they
would
sign
that
order
which
would
allow
us
to
contract
with
the
towing
company
to
go,
remove
that
vehicle
from
private
property.
R
R
B
We
do
have
one
question:
councillor
house.
Thank
you,
mr
mayor.
D
R
Q
Well,
the
notice
and
the
opportunity
to
be
heard
doesn't
go
on
forever,
so
we
you
can
meet
due
process
by
giving
notice
and
advertising
if
you
have
to
and
get
the
owner
notices
at
the
last
known
address,
and
then
we've
got
specific
police
power
measures
here.
These
things
endanger
public
safety
and
welfare,
and
you
can
take
this
action.
You've
got
the
power
to
remove
it
now.
Q
Q
V
B
M
Council
meetings,
I'm
sorry
a
couple
of
council
meetings
ago,
one
of
the
one
of
the
buildings
that
you
brought
to
our
attention
was
on
9th
street
and
I
think
about
5th
avenue
and
we
had
talked
about
having
that
boarded
up
or
somehow
or
another
do
whatever
needs
to
be
done
to
keep
that
people
from
being
able
to
go
in
there.
I've
driven
by
there
several
times,
and
it
doesn't
look
to
me
like
it's-
been
boarded
up.
I'm
real
concerned
about
our
liability.
So
do
you
you're
shaking
your
head?
R
Talking
about
608th
street,
they
actually
demolished
it
saturday.
So
it's
down
now.
Q
Okay
and
then
the
last
comment
on
the
jump
vehicle
ordinance,
there
are
graduated
fines
that
increase
starting
from
five
hundred
dollars
all
the
way
up
to
a
thousand
dollars
for
a
third
and
subsequent
offense
within
a
30-day
period.
But
we'll
bring
this
back
for
a
vote
in
two
weeks
and
mr
pruitt
appreciate
all
your
work
on
that
with
ms
chef
doll.
Also
in
our
office
maya.
That's
all
we
had
listed
tonight.
H
B
Motion
in
a
second
to
approve
thorough
court,
any
discussion
hearing-
none,
please
cue
it
and
counselors.
When
on
your
screen,
you
can
register
your
votes.
Please.
B
H
You
know-
and
this
is
to
apply
for
a
second
year
of
funding-
it's
approximately
thirty,
eight
thousand
one
hundred
ninety
eight
dollars.
H
B
Are
there's
a
motion
second
for
item
three
and
I
beg
forgiveness,
because
we
had
been
asked
last
meeting
to
read
these
prior
to
the
time
the
votes
are
cast
so
we'll
hold
that
motion
in
a
second
and
if
you
would
please
read
through
with
that
idea,.
H
Yeah,
and
this
is
an
application-
it's
an
annual
application
and
you
know
we
usually
used
to
make
available
more
than
seventy
four
thousand
nine
hundred,
but
it's
down
to
seventy
four
thousand
and
hundred
at
this
time
a
portion
of
the
74
900
will
go
to
the
various
public
safety
agencies.
H
Fire
ems
is
getting
a
portion,
the
mcp,
the
sheriff
and
police
and
homeland
security.
All
getting
a
piece
of
this.
Seventy
four
thousand
that
dollars,
and
so
that's
what?
Okay,
if.
H
I've
got
a
state
criminal,
alien
assistance
program,
grant.
That's
fifty
eight
thousand
three
hundred
dollars
and
motion.
B
Second,
to
approve
the
alien
assistance
program,
grant
applications
we'll
hold
that
mr
city
manager,
if
you
finish
reading
what
that
item
is.
H
Yeah
but
it's
58
300
and
it's
for
the
sheriff's
office
they're
eligible
to
receive
these
funds,
there's
no
local
match,
but
it's
the
state
criminal
alien
assistance
program
grant.
B
B
H
Again,
we
have
a
primary
and
secondary
for
a
lot
clearing
and
solid
waste
removal
when
we
have
to
go
out
to
these
sites-
and
you
saw
some
examples-
I
believe-
of
some
sites
today,
then
we've
got
roofing
services
at
a
metra,
lower
maintenance
shop,
it's
319
thousand
700.
Of
course
you
know:
that's
federal
funds
pay
a
portion
of
that.
I've
got
the
vending
machine
services
and
it
is
to
provide
snack
and
drink
vending
machine
services
for
various
city
locations.
H
I've
got
a
real
estate
appraisal
services.
You
know
we
go
out
we're
going
to
purchase
property
or
sell
property
from
time
to
time.
We
have
that
property
appraised
and
option.
One
is
community.
Reinvestment
is
with
nara's
appraisal
group
and
and
then
option
two
is
norris
appraisal,
and
but
there
is
a
secondary
vendor
and
it's
on
an
as
needed
basis.
H
E
is
tasers
for
the
muskogee
county
prison.
Seventy-Two
thousand
four
hundred
dollars.
Excuse
me,
seventy-two
thousand
dollars
for
tasers
for
muskogee
county
prison
item
f
is
an
amendment
for
construction
managers,
general
contractor
services
for
the
government
center
complex
and,
of
course,
you
all
know
that
we
are
so
we're
asking
you
to
authorize
execution
of
an
amendment
three
with
gilbane
building
company
in
association
with
freeman
and
associates
inc
is
19.2
million
dollars,
combined
with
amendment
two
of
the
guaranteed
maximum.
H
For
this
enormous
bank
office,
complex
is
23.5,
that's
a
guaranteed
maximum
and
additionally,
asking
for
authorization
to
execute
any
additional
amendments
not
to
exceed
the
remainder
in
funding
available
in
the
bond
issue.
Now
you
know
the
bun
issue
was
for
25
million,
and
so
we've
got
a
guaranteed
maximum
of
25
23
million
500,
and
so
additionally,
we're
asking
if
there
are
any
additional
amendments
that
we
would
not
exceed
the
25
million
that
you
approved
in
bonds
and
we're
asking
your
approval.
Those
are
the
purchases.
Thank.
B
H
H
You
know
it's
good
news
in
that.
You
know
each
year
in
june,
wallethub
have
done
the
best
run,
cities
in
america
and
and
we
are
listed
as
number
26
of
150
best
run
cities
in
america.
H
We
and
I'm
proud
of
this.
Last
year
we
were
number
28.
H
H
H
I
wanted
to
take
the
opportunity
to
make
sure
that
you
know
about
this
ranking
something
I'm
proud
of
and
and
I'm
I
wish,
the
other
cities
I
think
atlanta
may
be
way
down.
I
think
atlanta
is
on
140
something,
but
I
think
it's
the
only
other
125.
H
That's
that's
why
I'm
suggesting
that
people
go
in
google
wallet
hub
best
run
cities
in
america
and
it
gives
you
all
of
the
specifics
and
all
of
the
details
about
how
what
they
look
at
and
how
they
rank
you,
and
so,
if
you
would
scroll
back
to
the
top
and
it
it
mentions
a
lot
about
leadership
too,
that
I
can't
read
that
I
don't
have
my
glasses
on,
but
it
commends
leadership
and
it
says
you
know
the
past.
This
past
year
has
been
a
true
test
of
the
effectiveness
of
local
leadership.
H
City
leaders
have
had
to
facilitate
the
transition
from
the
worst
of
the
covet
19
pandemic
back
to
a
state,
much
closer
to
normal,
including
loosening
restrictions
and
distributing
the
vaccine.
That's
the
most
I'm
going
to
try
and
read
without
my
glasses,
you
know,
but
but
congratulations.
H
And
but
I
did
not
want
the
night
to
pass
without
mentioning
this
and
sharing
it
with
you
and
the
citizens
of
columbus
mayor.
That
concludes
my
agenda.
Let's.
B
End
it
on
a
high
note.
We
appreciate
it
all
right
any
questions
from
the
city
manager
before
we
move
on
to
the
clerk
all
right.
H
Mayor,
let
me
let
me
just
one
other
thing
and
I'm
gonna
ask
deputy
city
manager
goodwin
to
got
two
slides.
I
believe,
and
it
relates
to
the
animal
care
control
center.
H
You
know
weekly,
you
know
we
hear
from
you
hear
from
citizens
weekly
and
we
hear
from
you
weekly
about
what's
going
on
or
not
going
on
at
the
animal
care
control
center,
and
you
know
we
spend
the
effort
to
go
through
and
prove
staff
and
prove
the
facility
in
a
sense
because
it
appears
someone
has
decided
that
we're
guilty
of
something
like
euthanizing
animals
when
we've
not
euthanized
any
animals,
and-
and
so
you
know,
we
had
an
rfp
that
we
put
on
pause
if
you
will
yeah
paws
and
because
they
had
a
transition
in
leadership.
H
Well,
they
do
have
new
leadership
and
staff
have
checked
with
the
new
leadership
to
see
if
they
are
ready
to
move
forward
with
the
transition
of
the
animal
care
control
center
from
the
city
to
paws
and
they've
indicated
that
they're,
ready
and
so
deputy
city
manager
goodwin
has
a
timeline,
we're
ready.
H
You
know,
staff
have
been
challenged
with
a
lot
of
things
and
and
have
had
to
defend
themselves
and
the
facility,
and-
and
I
think
it's
about
time,
that
we
move
the
animal
care,
control
operations
to
pause
and
let
them
do
what
they
think
they
can
do.
X
Thank
you
and
with
that
what
the
city
manager
has
indicated,
we
came
to
you
back
in
december
and
told
you
about
what
he
has
just
stated:
their
change
in
leadership
in
the
fact
that
we
did
put
the
contract
on
paul's
at
that
time.
X
We
are
now
in
the
process
because
they
have
indicated
an
interest
in
moving
forward,
we're
going
to
be
negotiating
further,
the
contract
with
them,
and
so
we
will
do
starting
now,
through
august,
the
8th.
We
will
be
working
on
some
of
the
items
that
are
still
in
negotiations
and,
of
course,
dealing
with
facility
equipment,
cost
those
kinds
of
things
and
so
again,
now,
through
august
8th,
we
will
do
that.
We
will
come
back
to
you
on
august,
the
9th,
with
an
update
on
those
negotiation
efforts.
X
After
that,
on
august
the
30th,
we
will
bring
forward
a
recommendation
to
you,
hoping
for
a
vote
on
moving
forward
and
delivering
this
contract
and
this
operation
to
pause.
X
We
will
look
forward
to
september
the
first
through
the
end
of
the
year,
with
the
transition
plan,
helping
them
and
kind
of
going
through
what
they
need
to
to
get
everything
to
learn.
Everything
about
the
operations
and
then,
of
course,
january
1
of
2023.
X
We
hope
to
deliver
it
to
them
on
a
silver
platter,
letting
them
know
that
it
is
theirs.
U
L
X
U
U
V
H
T
To
start
this
process,
I
know
this
is
going
to
be
a
long-term
process.
Obviously
it's
going
to
take
a
little
bit
of
time,
but
I
know
trisha
montgomery
is
extremely
qualified
because
I
was
on
the
port
paul's
executive
board
when
we
were
discussing
this
process
has
applied,
for
the
position
is
only
listed
for
55
000.
T
That
is
well
below
the
stress
level.
The
general
pay
pay
grades
that
are
paid
for
that
position,
and
I
know
administratively,
you
all
have
the
ability
to
address
this
issue
she
has
made.
I
told
her
to
go
and
make
an
application,
but
she
would
probably
be
the
person
who
would
go
ahead
and
be
taking
over
with
paul's
if
this
were
to
work
out,
but
we
really
need
to
address
that
until
this
contract
or
until
this
takeover
could
take
place,
that
the
salary
is
not
appropriate
for
the
position
I
mean.
T
We
know
that
with
our
current
animal
control
the
director
and
with
you
with
the
direct
with
director
short,
you
all
see
the
ugly
emails
that
john
house
and
I
have
to
forward
to,
and
that
is
a
very
stressful
position
and
fifty
five
thousand
dollars
is
not
an
appropriate
salary
for
that
position.
T
So
I
would
respectfully
request
that
that
be
reevaluated,
because
if
nothing
else
we
could
get
a
director
in
and
we
could
actually
have
them
start
to
start
that
process
trisha
would
be
a
great
transition
since
she
came
from
balls,
but
55
000
is
not
going
to
attract
candidates.
That
will
are
willing
to
take
all
the
stress
because,
as
I
said
in
my
emails
with
y'all,
there
are
always
two
sides
to
every
pancake,
and
I
know
that
the
people
that
we
hear
from
who
complain
are
also
the
same
people.
T
Who
will
you
know
there
are
also
people
out
there
who
have
legitimate
reasons
like
the
week
that
y'all
emailing,
when
we
had
31
intakes
on
the
monday
10
on
a
2
or
11
on
a
tuesday
32
on
a
wednesday
all
before
july
4th,
and
there
was
no
way
no
possible
way.
T
That's
just
simply
not
much
of
a
possibility.
We
do
the
best
we
can
and
our
administration
has
done
the
best
they
can,
but
we
have
limited
space
and
right
now.
I
think
if,
if
the
position
salary
is
raised
to
an
appropriate
level,
we
can
at
least
get
somebody
in
here
that
can
communicate,
be
transparent
with
the
volunteers
and
try
and
get
more
volunteers
engaged.
But
you
know
I
certainly
understand
the
concerns
we've
discussed,
but
the
the
listed
salary
for
that
position
just
is
not
in
line
with
other
positions.
I've
looked
at
in
other
cities,
well,.
H
Let
me
just
say
counselor
that
timeline
tells
us
that,
after
august
september,
1st
to
september,
excuse
me
through
december
31st
we
are
in
transition.
You
know
we
are
not
going
to
hire
someone
and
then
sign
an
agreement
or
get
an
approval
from
you
in
30
days.
So
we're
going
to
keep
doing
what
we've
been
doing
and
I
think
and
I'll
pause
at
the
men's
staff,
katrina,
drail
and
the
other
staff.
H
The
team
out
there
have
done
an
awesome
job
and-
and
I
think
there
have
been
allegations
made-
there
have
been
social
media
posts
and
every
single
time
we've
proven
that
those
were
false,
allegations
related
to
katrina,
drell
and
the
team,
and
so
we
are
going
to
enter
a
process
where
we
are
going
to
ask
you
for
a
vote.
We
anticipate
asking
you
for
a
vote
on
august
30th
and
between
september
1
and
december
31.
H
They
should
be
trying
to
hire
their
own
person
and
they
can
hire
whoever
they
want,
but
we
will
not
be
hiring
them
and
we're
going
to
move
this
over
to
them,
because
obviously
people
think
they
will
do
a
better
job
and
we
will
see
because
and
and
just
be
clear
once
we
make
this
transfer
over
to
them.
Come
january.
1
2023.
H
We
won't
be
worrying
about
social
media
posts
and
we
will
not
be
chasing
allegations
that
are
made
about
euthanizing
animals
and
when
there's
an
issue
they
should
not
be
calling
us
or
the
social
media
post
should
not
be
directed
at
the
city.
They
should
be
directing
that
pause
and
we're
going
to
we're
going
to
support
them
in
any
way
we
can,
but
it's
going
to
be
theirs.
B
T
Do
want
to
bring
yeah,
I
I
do.
I
do
want
to
hear
the
waterworks
I've.
You
know
I
mean
people
are
emailing
us
about
that
and
we're
saying
we
can't
do
anything
about
that.
But
I
do
want
to
bring
up.
Counselor
house
is
aware
of
this
too,
but
he
was
dealing
with
medical
issues
he
had
to
deal
with
with
his
wife,
and
you
know
so.
I
tried
to
take
the
lead
on
this,
but
not
all
the
allegations
are
false.
I
have
talked
to
the
person
a
there
was
a
physician's
assistant
who
came.
T
T
I
confirmed
that
that
the
pa
did
get
there
before
5
pm
and
they
put
the
animal
down
at
4
30
when
he
got
there
shortly
thereafter.
So
most
of
the
allegations,
I
will
admit,
are
exaggerated.
Many
of
them
are
false,
and
I've
addressed
that
with
the
volunteers
who
have
posted
that,
because
it's
not
fair
to
y'all.
T
It's
not
fair
the
administration
but,
as
I
said,
there
are
always
two
sides
to
a
pancake
and
there's
always
two
different
sides,
and
there
are
independent
witnesses
who
work
for
work
for
animal
control,
who
have
reported
retaliation
against
volunteers
to
me
and
I
will
not
reveal
names,
but
I
will
tell
you
that
there
are
witnesses
who
have
said
things
about
retaliation
against
against
volunteers
and
they
were
witnesses
in
the
room
with
them
and
they've.
They
reported,
and
I
will
say,
90
of
the
allegations
have
been
exaggerated
and
false,
but
the
10
percent
we
looked
into.
T
There
have
been
some
that
have
had
seeds
of
truth
and
why,
I
say
seeds
of
truth.
There
still
could
be
exaggeration
there,
but
what's
important
is
that
there
have
been
some
ongoing
issues
and
there
have
been
independent
witnesses
who
have
verified
some
of
these
situations
and
it's
it
is
something
we've
just
got
to
you
know.
Hopefully
this
will
solve
the
issue
and
we
stopped
being
the
calls.
But
I
just
want
to
be
clear
that
not
all.
B
The
allegations
and
we're
not
gonna,
you
know
because
it
would
take
too
long
to
go
through
the
the
long
list
of
some
of
the
calls
and
some
of
the
emails,
and
it
makes
it
difficult.
I
think,
for
staff
to
get
the
job
done,
and
that's
one
good
thing
about
this
is
that
from
a
city
standpoint
with
limited
staff,
limited
resources,
we
can't
do
the
fundraising
that
an
independent
organization
can.
B
I
wasn't
wild
about
the
privatization,
because
I'm
really
concerned
about
whether
or
not
the
organization
coming
in
whatever
that
organization
is,
has
enough
information
or
ability
to
to
to
run
it?
And
my
fear
is
that
if
they
can't
it's
going
to
end
up
right
back
with
us
and
we
may
have
a
healthy
capital
investment
just
to
get
ramped
back
up
to
be
able
to
use
it.
So
council.
D
X
Those
that
they
want
to
to
bring
on,
and
so
that's
going
to
be.
X
D
W
Mrs
city
manager,
mr
mayor,
let
me
just
say
first
of
all
three
things.
First
of
all,
when
it
comes
to
turning
the
key
over
and
and
what
this
conversation
is
about,
I
I
just
don't
personally,
I
just
don't
want
to
see
a
contract.
Okay,
I
want
to
see
the
method
of
management.
W
I
want
to
understand
how
this
transition
or
how
this
whole
effort
is
going
to
be
managed,
and-
and
I
say
that
in
line
with
I
have
doubts-
and
I
have
concerns
and
somebody's
going
to
have
to
show
me
and
give
me
the
confidence
that
some
of
these
services
council
allen
kind
of
alluded
to
it.
I've
talked
about
it
many
times
up
here,
I'm
not
talking
about
the
the
animal
aspect
of
the
dogs
and
cats
and
things
I'm
talking
about
the
many
services.
Animal
controls
are
very
complex
organization.
W
Just
as
we
have
because
I
think
some
of
our
people
have
done
the
city's
our
city,
people
and
that
department
has
done
a
great
job
in
many
many
areas,
not
just
the
ones,
that's
always
being
projected
through
social
media
or
concerns
which
they're
valid,
but
the
the
most
vocal
concerns.
There
are
a
lot
of
things:
animal
control.
W
You
know
the
the
streets
are
littered
with
dead
animals,
wild
animals
and
they're
not
being
picked
up
in
a
timely
manner.
You
know
I
need
to
be
able
to
communicate
that
and
be
able
to
provide
an
understanding
of
citizens
of
what
used
to
be
and
why
it's
not
happening
anymore.
I
I
mean
those
are
the
assurances
and
the
confidence
that
I
need
before
a
turnkey
before
you
turn
the
key
over
or
you
sign
a
contract.
We
need
to
know
that
those
things
are
going
to
be
provided
with
conditions,
an
understanding
of
those
conditions.
W
I
think
we
always
consult
with
hr
and
the
executive
management
and
let
them
determine
what
the
appropriate
hiring
practices
are
to
be
in
the
city.
We've
always
done
that.
There's
guidelines,
there's
ethics,
there's
a
lot
of
things
that
go
along
with
that.
So
I
want
to
make
sure
that
that's
clear
on
the
table
throughout
this
conversation
very.
B
U
Thank
you
mayor
a
couple
of
thoughts.
I
would
like
to
get
you
to
consider
the
one
thing
that
concerns
me.
One
of
the
things
that
concerned
me
is
we're
not
contracting
with
a
business
we're
contracting
with
a
board,
and
so
it's
a
fluid
entity.
If
you
will
they,
they
rotate
in
and
out,
I'm
not
sure
how
they're
how
their
board
members
are
selected
or
who
it
is
so,
there's
not
a
person
I
mean
that's
one
thing
I'd
like
to
know
is:
who
will
be
responsible?
Okay?
U
Will
we
have
one
year
agreements
that
would
roll
over
or
how's
that
going
to
work?
The
the
other
thing
is.
U
H
L
M
Is
animal
control
and
garbage
pickup
liam's
limbs
all
of
that
kind
of
stuff,
and
I
don't
want
this
to
turn
into
what
I
think
is
a
fiasco
with
our
garbage
service
right
now
for
us
to
have
limbs
sitting
on
the
side
of
the
road
for
five
and
six
weeks
that
I
have
time
to
myself.
M
What
is
that
going
to
mean
for
us
financially?
What
is
that
going
to
mean
for
us
with
employees?
And
you
know
all
the
other
aspects,
so
I
would
say
to
you,
I
am
I'm
very
hopeful
that
whatever
comes
out
of
this
will
be
something
that
we
can
all
live
with.
All
of
us
can
live
with,
and
the
folks
out
in
the
community
that
are
adamant
about
our
animal
control
program
can
live
with
and
can
do
well,
and
I
I'm
I'm
real
concerned
about
those
two
issues.
Thank
you.
Thank.
H
Well
and
we've
heard
the
concerns
mayor
we'll,
go
back
and
pull
the
video
and
make
sure
we
got
your
concerns,
captured
and
and
make
sure
we
address
your
concerns.
Okay,
all
right.
X
Just
one
last
thing
on
this:
we
do
have
had
this
week,
in
particular
some
staffing
issues
at
the
animal
care
and
control
center
due
to
covet.
So
through
the
end
of
this
week
through
saturday
july,
the
30th.
We
are
not
allowing
any
public
access
into
the
facility
again,
just
because
of
the
staffing
issues.
We
just
don't
have
the
staff
to
take
on
the
foot
traffic,
and
so
all
adoptions
intake
return
to
owner.
All
of
those
will
be
by
appointment,
and
so
the
work
continues.
X
But
it's
going
to
be
by
appointment
again,
just
through
this
saturday
july,
the
30th
and
then
of
course,
on
monday,
we
will
then
reassess
where
we
are
in
terms
of
the
staffing
levels.
The
number
that
can
be
called,
of
course,
is
706-225-4512.
X
For
any
questions,
they
are
again
the
hours
of
operation
or
12-5
monday
through
saturday,
and
so
you
can
certainly
give
them
a
call.
But
again
the
operation
continues,
but
there
are
some
coded
issues.
H
And
before
people
goes
posting
on
social
media,
the
objection
it
it's,
we
didn't
have
a
choice
exactly.
P
B
No
more,
no
more
one
more
thing:
all
right:
madame
clerk,
we'll
move
to
your
agenda.
V
V
And
that
was
it.
Council
would
just
need
to
declare
the
seed
bacon.
L
I
want
to
make
a
motion
for
replacement
for
him.
B
Okay,
let's,
let's,
let's
call
for
the
vote
on
this
individual,
all
those
in
favor,
please
say:
aye
aye.
Anyone
opposed
all
right
that
passes.
Now
you
can
no
longer.
V
B
B
V
B
V
V
V
B
V
V
V
Thank
you,
councillor
huff.
Next,
we
have
council's
confirmation.
This
is
for
an
organization
agency
nomination
and
it
may
be
confirmed
for
this
meeting
for
the
historic
and
architectural
review
board
the
seat
of
robert
anderson,
the
liberty
cultural
center
is
nominating
reverend
curtis
west.
To
feel
this
unexpired
term.
We.
B
All
right
motion
a
second
to
confirm,
dr
west,
any
opposition
all
in
favor,
say
aye,
all
right,
all
opposed
all
right.
He's
confirmed.
V
V
V
For
the
personnel
review
board,
we
have
two
alternate
member
seats
that
are
open
for
nominations:
the
seat
of
darling,
small
and
dr
shanita
pettaway
for
the
retirees
health
benefits
committee.
We
have
the
seat
of
esther
radcliffe,
it's
open
for
nominations
and
for
the
tree
board.
We
have
three
seats
that
are
open
for
nominations,
the
environmental
advocacy
representative,
the
educator
seat
and
the
residential
development
seat.
H
Asking
staff
to
step
in
and
just
make
one
clarification
on
something
the
consultant
said.
U
H
And
I've
just
asked
them
if
you
will
get
them
just
one
clarification.
I
just
didn't
want
it
to
go
for
two
weeks
before
we
can
get
it
corrected
on
the
air
and
it
won't
take
but
a
minute.
But
I
do
want
staff
to
say
it
correctly.
H
And
it
it
really
has
to
do
with.
He
talked
about
zone
pay,
and
he
talked
about
longevity,
and
I
just
want
some
clarification.
Mayor
and
staff
is
going
to
come
around
to
make
sure
we
have
that
clarification
before
public
safety,
people,
others
go
out
and
right,
and
so
if
the
finance
director
will
come
and
just
provide
that
brief
clarification
and
then
we'll
reiterate
it
at
the
next
meeting.
When
we
talk
about
it
as
well.
Y
Right,
so
there
was
a
slide
in
the
presentation
that
listed
the
methodology
under
the
methodologies
in
terms
of
the
approaches
that
were
that
are
being
implemented
for
both
general
government
and
public
safety
employees,
so
for
the
general
government
and
public
safety
employees
that
for
the
initial
implementation
it
is
based
on
the
zone.
Both
groups
of
employees
are
zone
based
for
initial
implementation.
There
is
a
longevity
aspect
for
public
safety
that
is
a
little
different
than
the
general
government
employees,
but
I
just
wanted
to
make
that
clarification
in
terms
of
initial
implementation.
Y
It's
both
its
own
base
for
both
groups
of
employees.
H
Okay
and
and
so
I've
asked
him
to
put
that
slide
back
up,
just
keep
going
I'll.
Tell
you.
Y
Here
the
zone
based
approach
where
it
talks
about
the
zone,
one
being
zero
to
three
years
for
in
classification
zone,
two
three
to
six
years
for
the
initial
implementation.
It
works
the
same
for
both
general
government
and
public
safety.
Employees.
Y
H
L
Holloway,
based
on
that
information,
can
we
make
sure
that
the
consultant
or
yourself
who's
ever
going
to
meet
with
these
department
heads
clearly
understand
that,
because
sometimes
people
will
watch
it
come
from
meeting
to
a
certain
portion
and
stop
and
will
not?
You
know,
go
back
and,
like
the
mayor
said
here,
there
were
a
lot
of
employees
here
we
don't
know
if
they're
going
to
go,
look
at
the
whole
council
and
just
go
just
to
that
portion.
So
could
you
please.
N
We
already
have
following
the
consultant's
presentation,
the
finance
director
met
with
him
and
we
made
sure
to
share
with
him
I'll,
be
in
all
the
meetings
with
the
department
of
directors
this
week,
along
with
the
consultant,
and
they
are
to
make
it
clear.
You
know
that
the
zones
apply
both
to
the
general
government
and
public
safety.
Ms.
L
Angelico
just
to
make
sure,
because
this
presentation
people
will
get
and
pass
on
and
pass
on.
Could
we
please
have
it
corrected
the
wording
so
that
if
someone
picks
up
the
presentation,
you
know
they're
they're
not
like?
Well,
it
says
it
right
here
and
I
say
that,
like
with
the
arp,
remember
the
misunderstanding
about
the
march
19th.
H
H
L
Because
you
know
somehow
or
another
it
gets
out
there,
so
let's
make
sure
that
it's
corrected
and
just
like
counselor
tucker
said
she's
right,
because
I'm
when
I'm
in
a
zone
meeting
I
like
something
I
take
my
phone
and
click
click.
I
don't
have
the
presentation,
but
I
you
know
and
my
hand,
but
I
have
a
picture
of
it,
so
I
just
want
to
make
sure
we
clarify
that
before
it
gets
out
worry
about
it.
Mr.