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From YouTube: Columbus GA City Council Meeting 08 30 2022
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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.
C
B
We're
glad
to
have
you
here
and
before
we
get
started
with
the
city
business,
we'll
begin
as
we
always
do,
and
that's
by
asking
god's
presence
on
these
proceedings
and
as
grace
burton
edwards
here
I
did
not
see
her.
She
may
be
a
tad
late.
I'm
going
to
ask
our
mayor
pro
tem.
If
he
wouldn't
mind
giving
the
invocation
this
morning
join
us
as.
D
We
pray,
god
would
come
to
you
now
thanking
you
for
all
your
blessings
and
walking
with
us
every
day.
We
ask
your
blessings
now
in
this
meeting,
god,
god
our
words
and
our
hearts
and
our
deeds
as
we
move
forward,
bless
this
city
and
all
of
its
citizens
bless
us
as
we
deliberate
the
business
this
day.
We
ask
these
things
in
my
savior's
name.
Jesus
amen,
thank.
B
B
All
right
we
will,
we
will,
if
council,
has
had
an
opportunity
to
read
the
minutes
from
august
23
or
there's
a
motion
to
receive
the
minutes,
and
there
is
also
a
second
any
edits
or
any
questions
are
hearing,
not
all
in
favor
signify
by
saying
aye
any
opposed
all
right.
They
are
passed
unanimously.
I
will
also
mention
that
councilor
barnes
is
joining
us
virtually,
so
he
will
be.
He
will
be
casting
his
votes
on
the
items
that
come
before
this.
B
This
group
all
right.
First
up
and
it's
a
little
bit
of
a
lengthy
agenda,
but
the
first
part
of
it
anyway,
is
a
real
positive
message
for
the
community.
As
we
begin
to
award
the
grants
through
the
crime
prevention
board
for
organizations
in
our
community
that
are
helping
us
make
columbus
a
better
place
to
live.
So
I'm
gonna
invite
our
crime
prevention
director,
mr
seth
brown,
to
the
podium
and
he'll
walk
through
these,
and
then
we
will
take
a
vote
to
to
award
them.
E
Mayor
with
your
permission,
I've
got
a
short
synopsis
of
some
of
the
programs
and
what
they've
done
this
year
won't
take
long,
but
I
also
want
to
recognize
some
board
members
that
are
here.
My
chair,
darren,
aaron,
sebia,.
E
Lane
zimmerman's
here
or
jemmerson,
I'm
sorry
blaine,
I
don't
see
chief
but
anyway,
dr
vickers
joe
la
branch,
dr
gibson
pat
floor
and
chief
fitzpatrick
are
the
other
board
members.
So
before
I
get
started
on
the
applications,
I
wanted
to
read
just
a
few
of
the
programs
that
have
had
some
significant
impact
in
our
community
right
from
the
start.
E
Who
has
their
director
here,
worked
with
over
650
participants
through
family
first
and
all
pro
dads
legit,
the
legitimation
station,
which
is
comes
out
of
judgment
bride's
office
helped
a
hundred
and
eight
fathers
become
legitimized
that
is
over
last
year
it
was
71.,
so
they
saw
close
to
there's
chief
fitzpatrick
right
there,
one
of
my
other
board
members,
but
the
reason
I'm
telling
y'all.
That
first
is
I'm
going
to
give
y'all.
Just
a
few
stats
that
were
shared
with
me.
E
54
of
children
who
come
from
fatherless
homes
are
more
likely
to
be
poor.
They're
more,
like
ninety
percent
to
be
runaway,
71
will
be
high.
School
dropout,
75
percent
will
be
in
drug
rehab.
63
will
attempt
suicide,
75
percent
will
be
in
correctional
facilities
or
farther
absent
homes.
85
of
rapists
were
motivated
by
displaced
angers
from
father's
home,
72
percent
of
adolescents,
serving
sentences
for
murder
or
from
father's
households.
The
reason
I
tell
you
all
that
is
because
we've
had
people
say
to
us.
Why
are
y'all
funding
a
program
that
legitimizes
fathers?
E
Why
is
that?
Where
does
that
come
in
with
crime,
and
that
kind
of
shows
you
what
we
see
with
fatherless
households,
we're
doing
that's
what
right
from
the
start?
Does
it
works
with?
You
know:
try
to
bring
the
father
back
in
the
house
or
create
a
better
home
environment.
We've
got
other
programs
that
bring
the
families
in,
but
those
are
our
two
biggies
that
deal
with
the
fatherless
homes
and
how
to
legitimize
those
fathers
in
georgia.
E
Fathers
have
very
few
rights
when
it
comes
to
being
legitimized,
so
the
legitimation
station
helps
them
go
through
the
court
process,
the
documentation
all
that,
so
they
had
a
hundred
like,
I
told
you,
108
fathers
last
year,
legitimized
that
that's
just
an
amazing
number
to
me.
The
east
carver
boxwood
soccer
program,
which
is
more
than
that,
but
that's
just
kind
of
what
it's
called
had:
40
kids
6
to
12..
They
serve
14
families
through
fan,
which
is
a
food
insecurity,
information
type
program
it's
over
in
the
boxwood
rec
center.
E
If
you've
never
been
in
that
area
off
the
caterer
court,
it
is
a
incredibly
rough
area.
It's
one
of
our
areas
for
crime.
We've
had
some
significant
issues
there,
but
putting
that
boxwood
center
in
place
has
helped
tremendously
teen
advisors,
impacted,
345,
directly,
impacted
345.
Students
in
21,
different
schools
pair,
had
made
three
videos
every
single
month
for
the
teachers
to
work
with
the
reason
I'm
bringing
pair
up
so
significantly
is.
They
have
completely
come
off
our
roles.
Now
the
schools
they
were
so
successful.
E
The
school
system
decided
to
fund
them
completely
and
they're
in
six
other
counties,
six
counties
there,
your
arms
are
so
they're
they're,
not
even
funded
by
us
they're
doing
exactly
what
we
try
to
do
with
these
other
programs.
Is
we
kickstart
them
in
place,
get
their
numbers
where
they
need
to
be
so
these
other
programs
go.
Oh
yeah.
This
is
a
good
program,
so
basically
we
take
the
risk
on
the
front
end
our
board
evaluates
and
then
it
kind
of
goes
from
there.
E
Let's
see,
I
already
did
legit
station
fountain
city
slam
worked
with
500
kids,
they
they
do
a
poetry
type
program
and
they
worked
with
over
500
kids
to
like
work
with
social
behaviors
norms.
That
kind
of
thing
a
whole
person
increased
their
numbers.
They
doubled
their
numbers
to
330
students
this
year
and
working
out
of
17
schools
out
of
over
10
schools.
Last
year,
girls
inc
had
over
500
participants
open
door.
E
This
one
always
just
kills
me
matthew's
promise
academy
had
159
kids
over
96
last
year.
All
those
kids
are
below
the
10
000
mark
as
far
as
family
income.
They
all
moved
on
to
the
next
grade.
95
percent
of
them
had
increased
reading
scores
and
were
reading
above
grade
level
once
they
left.
The
matthews
promise,
academy
works
and
flow
works
and
flow
works
with
a
with
kids
that
are
like
right
on
the
bubble
being
expelled.
E
They
saved
15
kids,
directly
from
being
removed
from
the
school
system
from
expulsion
and,
like
I
told
y'all,
the
school
system
is
our
safety
net.
One
of
the
key
factors
in
the
crime
prevention
program
is
we're
trying
to
keep
these
kids
in
school.
We
want
to
work
with
systems
that
prevent
expulsion
and
suspension,
so
they
they
saved
15
kids
directly,
but
they
worked
with
662.
E
and
the
last
one
is
the
young
lives
mentoring
program?
They
took
28
severely
at
risk
students
and
graduated
through
them
through
them,
through
the
mentality,
lift
program
which
works
with
technic
pregnant,
teens
and
and
females
to
help
them
graduate
we've
treated
roughly
7
000
individuals
last
year
through
our
programs
and
that's
directly
worked
with
that's,
not
the
overflow
that
we
see
from
classes
like
micah's
promise
does,
and
things
like
that.
E
I
tell
you
all
that,
because
there's
a
stat
on
my
wall
from
2009,
I
haven't
even
gotten
up
to
date
when
I
need
to
do
it.
If
you
take
a
child,
a
teenager
from
age
of
13
to
14
and
they
become
incarcerated,
they
their
recidivism
rate,
is
somewhere
around
50
to
70,
depending
on
the
environment.
They
continue
to
go
to
prison,
they
spend
the
rest
of
their
life
in
jail,
that
person
cost
taxpayers
three
and
a
half
million
dollars
over
their
life.
Okay,
we've
only
spent
a
little
over
seven
million
since
we've
been
here.
E
I
know
we've
saved
two
kids
and
I
say
that
just
to
prove
the
point
that
this
program
works,
we
had
so
many
people
say
that
this
is
just
a
bad
idea.
It's
not!
We
cannot
keep
incarcerating
people,
we
have
to
educate
them,
so
I'm
getting
off
my
soapbox
and
I'll
go
straight
to
the
list
mayor.
How
do
you
want
me
to
do
this?
You
just
want
me
to
read
them
out
or.
B
E
I'll,
I
won't
even
do
a
synopsis
I'll
just
kind
of
say
what
they
do.
The
american
youth
art
society
y'all
may
know
it
as
the
shoot
film
not
guns
program
by
lyndon
burch.
Their
request
is
for
25
000
in
crime
prevention
funds
keep
going
mayor,
yes,
okay,
the
better
work
program.
It
is
a
a
a
program
that
is
very
similar
to
true
springs,
but
it'll
be
on
the
south
side
of
columbus.
E
It
will
be
a
jobs
placement
type
program
for
the
society
as
a
whole,
but
it's
going
to
work
with
reentry
boys
to
men
is
an
after-school
mentoring
program
that
occurs
in
the
schools
and
the
rec
centers
that
one's
for
25,
000.,
boys
and
girls
club
is
the
dpi
system
which
are
very
familiar
with.
We've
worked
with
them
in
the
past.
E
It
is
a
delinquency,
preventive
initiative,
that
one's
for
ten
thousand
building
wellness
is
a
sex
trafficking
awareness
program
that
educates
community
leaders,
teachers
and
church
systems
for
ten
thousand,
oh
fifteen
thousand,
I'm
sorry.
Children
first
is
a
after-school,
foster
care
pro
foster
kids
program
that
deals
with
mentoring
and
tutoring.
E
That
one
is
for
ten
thousand
columbus
community
center
is
a
community
center
off
of
st
mary's
road
or
steam
mill
road
for
20,
000
columbus,
dream
center
after
school
program
for
17
000
columbus
museum.
E
Arts
program
that
occurs
within
the
projects
and
within
the
museum
and
schools
itself
for
five
thousand
columbus
scholars
is
a
educational
program
that
helps
with
sat
hct
and
college
placement
for
fifteen
thousand
columbus
tech
program
is
a
re-entry
program
for
prisoners,
welding
and
other
job
skills
for
55
000
corda
is
an
after-school
mentoring.
E
Slash
tennis
program
for
20
000
cso
is
the
columbus
symphony
orchestra,
which
is
making
music
matter
for
5000
after
school
music
program,
east
carver
soccer,
which
I
just
talked
about
for
twenty
thousand
dollars
easter
seals,
is
a
program
that
works
for
the
ydc
to
train
individuals
in
the
ydc
to
have
job
placement
later
in
life.
Ten
thousand
flourishing,
ladies,
is
the
expulsion
detention
program
for
forty
thousand.
The
focus
program
is
an
after
school
program
for
thirty
thousand
girls
inc
after
school
in
college
education
program
for
fifteen
thousand
hope.
E
Harbor
is
a
education
program
for
abused
women
and
females
in
general
for
thirteen
thousand
legitimation
station,
which
I
just
discussed.
Fifteen
thousand
liberty
theater,
which
is
an
after
school
program
and
a
leadership
academy
for
fifteen
thousand
literacy
alliance,
which
is
kind
of
explains
itself.
Twenty
thousand
micah's
promise,
which
is
the
sex
trafficking
education
program.
E
We
discussed
for
twenty
thousand
new
birth
outreach
after
school
program
for
twenty
thousand
neighborhoods
focus
on
african
american
youth
for
twenty
five
thousand
works
in
the
the
housing
authority
after
school
and
mentoring,
omega
lambda
for
20
000,
which
is
a
mentoring
program.
They
also
work
with
test
skills
and
college
visits.
E
Local
college
visits
open
door,
which
is
which
has
the
matthews
promise
academy
for
15
000
overflow,
which
is
a
sweepers
program,
technical
skill
program,
plus
mentoring
program,
25,
000,
project
project
after
school
program
for
10
000
right
from
the
start,
which
is
the
the
fatherhood
program
for
fifteen
thousand.
Second
chance
works,
which
is
an
expulsion
detention
program.
It's
the
the
flows,
it's
the
male
side
of
the
flow
program,
which
is
all
females.
Second
chances.
E
All
males
that
one
for
fifty
thousand
springer
is
the
first
act
program,
which
is
a
new
program
applying
this
year,
which
will
occur
in
community
centers
churches,
some
of
the
places
on
the
south
and
east
side
of
columbus
to
bring
theatrical
programs
as
well
as
a
meal
time
and
a
family
cohesion
kind
of
system
plus
using
the
the
arts
academy
curriculum
that
was
for
25
000.
The
steam
program,
which
is
a
college
and
career
prep
program
for
10
000,
true
springs,
which
is
a
re-entry
job
placement
program
which
many
are
familiar
with.
E
True
springs,
that
was
for
25
000
turnaround.
Columbus
is
a
neighborhood.
Revitalization,
slash
urban
farming
program
for
the
kids
in
those
local
areas,
25
000.,
the
I
am
her
program,
which
is
another
after
school.
It
is
the
female
version
of
men
act.
This
way
program
under
whole
person,
it's
for
ten
thousand,
then
you
have
the
men
act.
This
way
program
under
whole
person,
which
is
the
male
version
which
is
fifteen
thousand,
and
then
we
have
young
life,
which
is
the
mentality
lift
for
fifteen
thousand.
B
F
B
This
represents
a
promise
that
was
made
to
the
community
during
the
passage
of
the
the
old
loss
that
counselor
thomas
worked
so
hard
on
with
jim
weatherington's
office,
and
this
was
a
way
of
showing
the
community.
It's
not
just
about
enforcement,
it's
also
about
providing
resources
and
providing
opportunities
for
them
to
get
on
the
right
path
early
before
they
become
frankly,
a
burden
on
the
city
and
the
state,
but
also
a
wasted
opportunity.
Yes,.
E
G
Mr
mayor,
I
would
like
to
say
to
those
people
who
are
in
the
audience
and
who
are
watching
that
if
any
of
these
organizations
spark
your
interest,
call
seth
and
find
out
more
about
them
most
of
the
people
on
this
list.
If
not,
all
of
them
will
gladly
accept
your
contribution
to
help
their
program
and.
G
You
know
I
I
have
been
involved,
for
example,
in
the
columbus
scholars.
Columbus
scholars
identifies
kids
in
the
seventh
grade,
who
are
at
risk
of
dropping
out
of
school.
They
assign
that
person
a
mentor
that
stays
with
them
throughout
their
high
school
time.
They
put
seven
thousand
dollars
in
a
bank
account
for
the
college
tuition
and
so
forth.
For
that
at-risk
kid
so
that
by
the
time
the
kid
graduates
from
high
school
there's
enough
money
in
that
account
to
pay
for
his
or
her
college
and
in
just
the
last
I
think
two
years.
G
I'm
not
sure
about
that.
I
think
it's
the
last
two
years,
the
first
one
of
those
columbus
scholars
graduated
from
college,
and
it
was
a
tremendous
thing
for
not
only
that
kid,
but
for
us
and
as
as
both
the
mayor
and
seth
have
said.
This
is
this
is
to
help
these
kids
stay
out
of
trouble
and
do
what
see
what
is
available
out
there.
So
I
would
encourage
you
to
if
you,
if
you
want
to
find
out
more
information,
I'll
give
you
seth's
number.
G
Be
sure
to
contact
him
or
contact
the
organization
and
they
will
be
glad
to
work
with
you
and
and
accept
a
contribution
on
behalf
of
the
kids
that
they
are
working
with
and
helping,
and
this
is
crime,
prevention
and
I've.
Had
somebody
ask
me
well
how
many
crimes
have
you
prevented?
I
don't
have
a
clue,
but
I
do
know
we
have
prevented
crimes
because
we
have
taken
the
interest
in
these
kids
to
do
what
they
need
to
to
show
them
that
somebody
cares.
G
A
lot
of
these
kids
think
nobody
cares.
What
happens
to
them.
We
do
care,
and
so
I
want
to
thank
seth
and
the
committee
for
all
the
work
that
you
have
done
and
all
of
the
organizations
that
are
here
and
mr
mayor,
if
you
will
I'd
love
for
the
people
who
are
in
the
audience
who
are
representing
some
of
these
organizations
to
stand
and
let
us
see
who
you
are
and
and
what
you're
doing.
F
F
E
Mayor
can
I
can,
I
just
say
something
real,
please
she
kind
of
opened
the
cans,
I'm
gonna.
You
know
one
of
the
things
that
council
thomas
just
pointed
out.
She
started
talking
about
one
program.
I
read
these
in
about
10
minutes.
My
board
spends
two
and
a
half
months
going
over
these
programs
they're.
The
process
that
they
go
through
is
ex
it's
exhausting,
I
mean
I
I
have
the
best
board
you
could
ever
possibly
have.
I
want
to
ask
danny
to
come
up
and
stand
with
me
real,
quick.
E
If
you
work
with
these
kids,
you
know
they
don't
even
know
they
can
go
to
college
or
they
can
go
to
trade
school.
They
can't
do
any
of
these
things
because
nobody's
told
them
they
can
they
don't
know
how
to
do
it
or
where
to
go.
They
didn't
grow
up
in
my
house.
My
kids
just
knew
you
know,
I
think
all
of
y'all's
kids
just
knew
if
they
wanted
to
do
something
they
would
get
that
opportunity.
E
These
kids
don't
have
that.
It
breaks
my
heart
when
I
visit
some
of
them,
but
but
I
think
that
the
the
work
that
these
programs
are
doing
are
making
a
huge
impact
in
columbus
and
when
people
say
the
crime,
that's
prevented
we're
treating
anywhere
from
three
to
seven
thousand,
depending
on
the
year
juveniles.
Okay,
we
have
thirty,
six
thousand,
just
in
the
muscular
cane
school
system,
we're
only
hitting
10
percent
of
them.
E
H
Thank
you
seth.
I
will
say
this
guy
right
here
works
tirelessly
and
you
know
he's.
I
can't
ask
for
somebody
better
to
sit
in
that
spot
and
go
through,
but
I
do
want
to
thank
you
all
for,
for
you
know
the
money.
H
It's
it's
750,
000
reasons
why
we
should
say
thank
you
and
I
haven't
asked
for
more
money,
but
I
will
so
get
so
not
it's
not
going
to
be
today,
but
but
be
ready.
I
only
say
that,
because
these
are
the
heroes
here
that
do
the
work
there.
Most
of
these
people
were
doing
the
work
before
they
got
dollar
one.
They
were
spending
money
out
of
their
own
pockets
to
have
these
programs
where
these
kids
are
coming
in,
and
I
think
at
times
we
can
forget
that
and
that's
important
to
remember
other
than
that.
H
Thank
you
so
much
again
and
it's
been
an
honor
to
be
able
to
serve
as
chair.
Thank
you
mayor
for
appointing
me
there.
It
is
it
is.
It
has
been
not
only
an
honor,
but
it
has
been
so
eye-opening
to
be
able
to
see
how
much
talent
we
have
in
our
beloved
city.
So
thank.
B
Thank
thank
you
and
the
board.
I
want
to
make
one
very
important
point.
This
board
is
kind
of
unique
in
that
what
they
are
as
an
independent,
assessors
group
of
these.
These
requests,
no
legislative
input
not
supposed
to
be,
and
that's
why
they
are
an
independent
board,
because
some
of
you
know
you
may
have
called
a
counselor
called
the
mayor
and
said
I
got
a
great
idea.
I
need
some
help
getting
some
money.
I
Yes,
thank
you,
director,
steph
and
also
your
board.
I
wanted
to
say
that
you
know
I
sent
you
a
message.
I
think
it
was
sunday.
Yes.
I
I
Yeah
25
000
for
shoot,
film,
not
guns
and
knowing
where
he
started
and
knowing
his
heart
and
me
being
able
to
reach
out
to
you
to
connect
you
and
him
and
to
see
him
on
this
list,
I'm
extremely
proud.
You
know.
I
was
sad
that
teen
advisors
wasn't
on
the
list
this
time,
and
I
know
that
you
know
they.
I
They
do
things
within
the
community
and
there's
so
many
different
schools,
but
when
I
was
actually
in
there
yesterday
well
sunday
and
they
were
doing
a
trust
exercise
and
talking
about
suicide,
I
didn't
even
know
that
teen
advisor
started
because
of
a
suicide
that
occurred
in
shaw,
high
school,
and
I
mean
we
do
amazing
things
and
all
these
individuals
that
are
on
this
list.
I'm
just
extremely
appreciative
because
you
do
reduce
crime.
You
do
reduce
incidents.
I
I
mean
I
was
really.
I
was
really
touched
on
sunday
because
I
seriously
did
not
realize
that
teen
advisor
started
because
of
a
suicide
incident
and
those
kids.
It
was
150
kids
in
there
from
carver
high
school
all
over
and
my
daughter
started
in
velocity,
and
now
she
will
be
mentoring,
younger
kids
and
yes,
the
things
that
we
do
with
this
crime
prevention
money.
It
does
prevent
crime.
So
I
just
want
to
thank
you-
and
I
want
to
thank
all
of
you
that
are
out
there
who
are
recipients
of
these
dollars.
J
Thank
you.
I
want
to
encourage
some
of
the
sentiments
of
my
colleague
tucker,
but
I
also
would
like
to
ask
you
know
there
are
a
lot.
I
I
know
about
over
half
of
these
organizations
that
I've
been
to
activities
and
they
are
amazing.
Even
if
you
get
to
touch
one
child,
that's
one's
child's
life,
you're
changing
that's
one
child
that
you're
preventing
to
going
in
through
our
our
jail
system.
So
these
programs
are
important.
I
would
ask
from
time
to
time.
J
I
know
we
have
a
long
updates,
but
from
time
to
time
it
would
be
nice
to
hear
about
these
programs
that
have
received
this
funding
to
come
back
and
tell
us
some
of
the
great
things
they're
doing
you
don't
have
to
take.
You
know
a
long
time,
just
a
picture,
a
capture
of
what's
going
on
in
these,
because
sometimes
people
don't
you
know
they
see
this
as
oh.
Why
did
they
get
it?
Why?
Because
they
don't
understand,
and
they
don't
know
the
impact
that
these
organizations
are.
You
know
are
doing.
J
I
see
quite
a
few
on
here
that,
like
I
said
I
have
been
a
part
of
I
have
visit
and
I
know
the
amazing
things
they
do.
Some
might
have
10
15,
kids.
Some
might
have
seven,
you
know
70
kids,
but
the
thing
to
remember
is
that
each
one
of
these
organization
is
playing
a
role
in
someone's
family.
We
never
know
what's
going
on
in
their
family,
with
their
parents
with
their
siblings.
J
What
experiences
they're
having
in
programs
like
this
is
what
saves
a
child's
life
and
to
you
and
the
board.
I
don't
see
not
one,
I'm
not
happy
with
here
I
mean,
I
think
it's
amazing
and
I
would
say
to
you.
Thank
you
very
much.
There
is
one,
maybe
it's
under
another
category
here,
but
hopefully
next
year
they
would
apply
and
that's
jobs
for
life.
J
J
Okay
and
I'm
happy
really,
I
went-
I
signed
up
to
be
a
volunteer,
what
they
called
a
champion,
and
I
thought
I
was
just
gonna
walk
in.
There
show
my
face
and
walk
out,
and
now
it
was
an
amazing
11
weeks
two
times
a
week,
seeing
people
transform
people
that
had
no
faith
in
government
in
life
had
no
hope
you
you,
I'm
gonna,
get
teary
eyed.
J
E
Counselor
I'll
tell
you
that
mayor
henderson
suggested
this,
probably
six
months
or
so
ago
about
us,
basically
filming
so
mike
king
and
I
are
working
on
basically
going
out
and
filming
the
programs
and
like
like
a
five-minute
excerpt
with
me
kind
of
bringing
them
in
and
having
some
highlights
so
that
y'all
can
hear
more
about
it
and-
and
that
came
up
because
I
sent
a
video
to
the
mayor
of
another
program
and
he's
like
this
is
how
we
can
get
people
to
see
what
they're
doing,
because
people
will
watch
a
video
they're
not
going
to
read
a
report,
and
so
that's
what
michael
and
I
are
working
on
now
we
talked
earlier
and
I
said,
let
me
get
over
this
process
first
and
then
we'll
push
forward
with
that.
E
So
we
there's
a
lot
of
things
that
we're
doing
different.
One
of
the
other
things
is.
We
want
to
meet
with
the
programs
on
a
more
regular
basis.
We
tried
that
before,
but
cobia
got
in
the
way,
so
now
we're
going
to
crank
that
back
up,
because
we
know
that
there
are
programs
here
that
may
not
have
the
resources
they
need,
but
another
program
may
have
the
resources,
and
so
in
that
room
they
may
be
able
to
work
together
and
kind
of
say:
hey
we
could
we
could
handle
that
problem
or
whatever.
E
E
Oh,
we
had
50
applications
this
year.
It
was
the
largest
group
we
ever
had.
The
total
was
over
two
and
a
half
million
dollars
requested.
We
funded
38
as
you
all
can
see
the
hardest.
I
don't
see
how
the
board
does
it.
I
try
to
really
stay
out
of
the
mix.
I
try
to
just
educate
them.
If
they
ask
me
questions,
I
go
to
meet
with
the
programs
or
whatever,
but
they
had
to
take
that
200.
E
Well
it
by
the
time
they
pulled
out
10,
which
it's
not
when
they
remove
somebody
from
the
list.
It's
not
because
they're
a
bad
program,
it's
because
they
may
not
fit
as
well
as
one
of
the
other
programs,
and
they
just
have
to
weed
some
out
there's
just
not
enough
money
and
so
by
then
they
were
down
to
probably
1.8
million.
E
If
we
cut
too
much,
we
might
as
well
give
them
nothing
because
they're
just
you
know
ten
thousand
dollars
for
a
program
asking
for
50
to
run
their
program
is
not
going
to
be
effective,
and
I
will
say
that
all
these
programs
have
outside
funding
we're
not
their
only
source
of
funding,
they're
going
other
places
asking
for
other
applications.
That
kind
of
thing-
and
that
ranges
sometimes
we're
five
percent
of
their
budget
and
the
board
uses
that
too
hey.
If
we
don't
fund
them,
are
they
going
to
close
shop?
E
You
know
if
they're,
not,
then
they
say?
Okay,
we
need
to
put
them
yeah
they're
a
great
program,
but
we're
going
to
put
them
on
the
bottom
of
the
list
and
start
from
here.
If
there's
any
money
left
over
we'll
do
that,
so
they
that's
why
it
takes
so
long.
It
takes
some
a
good
two
to
three
weeks
to
just
go
over
the
ones
that
they
have
approved,
to
figure
out
how
the
money
goes
into
it.
Well,.
B
I
think
the
public
has
a
right
to
know
where
the
money's
going,
but
but
above
that,
I
think
it's
important
that
the
community
sees
the
amazing
things
going
on
orchestrated
by
people
who
aren't
doing
it
for
any
kind
of
accolades
they're
doing
it,
because
they
really
believe
in
trying
to
improve
the
lives
of
the
people
that
they're
touching
and
I
had
counselor
crab,
and
I
and
she
contributed
some
thoughts
to
a
visioning
of
the
mural.
That's
going
to
be
going
on.
B
All
of
these
things
that
happen
in
our
community
build
a
greater
sense
of
community
in
little
pockets,
little
pieces
at
a
time
and
that's
significant,
because
as
long
as
we've
got
champions
and
heroes
like
the
folks
that
are
working,
these
programs
and
the
folks
that
take
time
out
to
go,
provide
input
on
something.
That's
going
to
make
a
change
in
an
entire
community
we're
on
the
right
track.
We
just
need
more
participants
and
less
naysayers,
so.
J
F
J
L
Thank
you
so
many
times
when
we're
given
a
grant,
you
know
the
little
carrot,
there's
a
stick
behind
it
and
they
give
all
kinds
of
parameters
of
how
we
can
spend
this
money.
L
Can
you
tell
us
about
if
there's
any
parameters
that
that
are
created
and
they
have
to
use
this
money
in
a
certain
way,
yeah.
E
Well,
the
when,
when
they
apply,
they
submit
a
budget,
and
we
tell
them
the
things
that
we
that
the
board
will
not
fund.
You
know
they're
just
normal
stuff,
political
programs.
They
won't
fund
religious
programming,
they
won't
fund
utilities,
rent.
E
What
else
there's
something
else?
Executive
salaries,
several
things,
but
then
on
top
of
that
once
the
board,
because
you
can't
include
everything
so
when
the
board
gets
the
budget
and
they
see
it,
then
they
start
picking
through
well
we're
not
paying.
For
that
I
mean
we've.
Had
people
ask
us
to
buy
a
van,
I
get
it.
E
I
understand
why
they
need
it
for
transportation,
but
we're
not
going
to
buy
you
a
van,
and
so
we
had
somebody
submit
fifteen
thousand
dollars
in
travel
because
they
wanted
to
take
the
kids
to
a
would
have
been
a
great
trip.
The
problem
was,
it
was
an
excessive
amount
of
money.
So
what
we
do
is
the
board
cuts
all
that
stuff
out
and
then
I
go
back
to
him
and
I
tell
them:
hey
here's,
here's!
E
What
the
board
is
is
looking
to
take
the
council
to
approve
you
know
20
000,
but
that
money
can't
be
spent
on
these
items
and
they
cut
these
items
out
now.
If
you,
you
know
you're
more
than
you're
more
than
happy
to
take
that
trip
or
buy
that
van
or
whatever,
but
it
can't
be,
our
funds
can't
be
utilized
for
that.
So
then
we
go
back
and
we
basically
I
physically
track
what
they're
doing
they'll
submit
a
budget
to
me
each
month
where
they're
spending
their
money.
E
Also,
I
make
visits
you
know
of
how
things
are
going,
so
they
there's
a
there's
a
hardcore
list
of
what
they
can't
spend,
but
then
we
also
go
over
the
list
to
to
make
sure
there's
like
we
had.
One
group
wanted
t-shirts
and
sweatshirts.
I
know
that
sounds
insignificant,
but
it
was
gonna,
be
an
extra
two
thousand
dollars
in
their
budget,
so
we
said
no
we're
not
paying.
For
both.
I
mean
it's.
E
It's
it's
labor
intensive
going
over
these
because,
unlike
a
federal
grant,
where
they
just
kind
of
throw
what
they
can't
fund
out
at
you,
the
board
literally
goes
over.
Every
line
item
that
they're
asking
to
be
funded
and
then
they
go
through
it
and
say
no,
the
only
time
you'll
see
salaries
funded
would
be
where
that
person
is
physically
involved,
with
the
participant,
whether
it
be
juveniles
or
re-entry
water,
because
we
have
to
pay
for
educators,
they're
teaching,
the
class
or
whatever.
The
case
is
there's
a
rare
occasion.
E
They'll
pay
for
like
if
there's
computer
use
three
or
four
computers
for
a
workstation
or
whatever
like
that,
but
they
don't
pay
for
overall
arching
stuff,
like
we
have
people
ask
for
accountants.
Well,
we
need
an
accountant
to
do
our
book
work
we're
what
I
always
tell
people
is
we're
not
a
small
business
loan.
That's
not
what
we
are:
we're
not
trying
to
get
your
business
up
and
running
we're
trying
to
fund
crime
prevention,
and
we
used
to
get
in
trouble
for
funding
what
people
would
call
large
institutions.
E
Well,
the
the
thing
was
those
institutions
had
infrastructure
in
place.
They
already
had
their
building
their
accountants,
their
front
desk
person
there
all
these
things
and
we
literally
were
paying
for
just
the
person
teaching
the
class.
So
it
was
just
a
more
effective
way
of
doing
things
these
other
programs
had
to
get
up
and
running
and
we're
like.
We
can't
do
that.
We
just
don't
have
that
kind
of
money,
so
we're
very
especially
when
you're
looking
at
the
fact
that
we
only
have
750
000.
G
G
Right-
and
that
was
one
of
the
major
portions
of
the
lost
requirements
for
the
crime
prevention,
the
office
of
crime
prevention,
and
so
this
is
not
for
somebody
who
has
a
good
idea,
and
I
think
I
want
to
do
this
well,
you
have
to
be
doing
this
before
you
are
eligible
for
a
crime
prevention
grant.
So.
E
Well-
and
they
in
to
answer
to
respond
to
that
counselor
thomas,
they
may
have
a
a
great
example,
because
they're
sitting
here
will
be
the
springer.
This
is
the
first
time.
They've
done
first
act,
but
they
had
paired
before
that
and
they
had
springer
academy
before
that.
And
so
we
take
the
results
from
past
programming
to
see
what
the
results
are.
Were
they
smart
with
their
money?
What
what?
How
do
they
apply
that
and
then
that's
how
we
can
go
forward,
because
we
encourage
new
programming
that
we've
never
seen
here
before
you
know.
E
The
the
east
carver
soccer
program
would
be
a
perfect
example
of
that,
but
they
were
funded
five
or
six
years
before
we
ever
got
involved
with
them.
They
were
funded
by
the
church
system
and
donors,
and
that
kind
of
thing
and.
G
And
we
encourage
people
to
apply
for
subsequent
grants
and
not
not
start-up
grants
right.
B
All
right,
thank
you,
mr
brown.
Thank
you
for
for
what
you
do
and
thank
your
board
too,
as
well
as
all
of
these
folks
that
run
these
programs.
Thank
you.
B
All
right
and
before
we
move
on
to
the
city
attorney's
agenda,
councillor
woodson
has
asked
for
a
point
of
personal
privilege
and
hit
your
button.
J
Want
to
take
this
opportunity
to
to
make
a
comment.
I
did.
I
know
that
it's
being
addressed,
because
when
I
received
the
the
complaints
and
the
photos
in
reference
to
what's
going
on
at
the
skate
park,
no
different
than
what
was
going
on
at
carver
for
a
while,
I
received
some
very
how
can
I
say,
graphic
pictures
pictures
that
were
very
upsetting
of
what
is
going
on
there
and
when
I
went.
I
went
myself
personally
to
take
my
own
pictures
to
look
and
again
here.
J
We
all
have
people
drag
racing
there,
shooting
their
guns,
trashing
it
leaving
a
big
mess
there
I
did
contact.
I
did
send
a
message
to
our
chief
and
I
did
send
the
message
to
our
sheriff
yourself
and
I
know-
and
I
think
the
city
manager
and
I
did
get
a
response
back,
but
I
had
told
some
of
two
of
the
citizens
that
have
been
communicating
with
me
about
the
concerns
and
the
issues
of
it.
I
told
them
that
I
would
bring
it
up
in
council
so
that
they
know
that
their
voices
are
being
heard.
J
I
have
an
understanding
that
the
police
have
well,
I'm
not
going
to
speak
for,
for
chief
chief
can
probably
make
some
comments
on
some
things
that
they've
been
doing
down
there.
I
understand
that
we
need
to
do
more.
The
citizens
are
asking
us
if
we
can
fence
that
area,
but
here's
the
problem
that
I
foresee
in
fencing
that
area
you
can't
just
fence
that
piece,
because
all
they're
going
to
do
is
move
from
one
side
to
the
other
side
of
the
parking
lot.
J
If
we
were
to
to
fence
it,
we
would
have
to
consider
the
cost
of
it
to
fence
the
whole
area.
It
can't
be
just
that
little
portion,
I
know
that
I
receive
messages
back
from
public
safety
as
a
whole,
saying
that
they
are
going
to
sit
down
and
and
come
try
to
come
up
with
another
resolution
in
reference
to
chief.
I
don't
know
if
you
want
to
say
anything
since
you're
in
the
audience
about
it,
but
it's
it's
very
bad.
J
I
mean
if
you
and
I
took
some
pictures,
but
I'm
not
sure
we
should,
you
know,
put
them
out
there,
but
it
was
very
bad.
It
was
very
trashy,
there's
gunfires
doing
it.
It
just
gives
us
a
bad
look
when
we're
having
so
many
events
and
concerts
and
people
come
and
look
at.
You
know
the
condition
of
the
civic
center
and
the
civic
center
can't
do
it
all.
It's
going,
gonna
be
like
a
village
to
try
to
control
it.
J
J
You
know
and
they've
tried
to
do
something,
so
I
think
we
just
need
to
come
together
as
as
a
group
to
kind
of
come
up
with
a
master
plan
on
how
or
what
can
we
do
there
or
to
see
if
there's
any
arp
money
left
or
if
there's
a
grant,
we
can
get
where
we
could
secure
that
area.
Now
there
was
one
suggestion
made
to
me
by
one
by
two
people,
and
that
was
that
we
don't
have
no
signage
out
there.
You
know
no
signage
in
the
parking
lot.
J
That
says
you
can't
load
her
or
be
there,
and
that
makes
it
harder
for
an
officer
to
have
the
individual
disper.
Unless
you
know
they're
committing
a
crime,
then
they
have
all
rights
so
just
wanted
to
to
make
sure
I
do
see
some
other
residents
from
the
historic
district
here
sitting
here
with
their
concerns
because
they
wanted
to
come
before
council
and
I
did
ask
miss
bishop
to
please
give
me
an
opportunity
to
work
with
you
and
everyone
to
see
what
we
can
do
chief.
Would
you
like
to
say
anything
please
thank
you.
J
B
Center
has
been
an
issue
on
occasion
where
they
they're
pop-up
car
shows
and
we've
seen.
The
same
thing
occur
at
the
parking
lot
at
cross
country
plaza.
I
guess
right
there
in
that
big
area
and
the
challenge
is
by
the
time
they
get
there.
It's
it's
kind
of,
while
at
the
chief.
M
Good
morning,
mr
mayor
and
see
the
council
members
associate
manager
regarding
that
particular
area
at
the
civic
center.
Of
course,
we
know
this
is
an
area
that
we're
well
aware
of
we've
been
investigating
cases
in
that
area
in
the
civic
center
area
and
near
the
state
park
area.
In
fact,
a
couple
weeks
ago,
we
made
a
case
in
that
area
based
on
an
individual
there
that
violated
the
law,
and
so
with
these
traffic
offenses
that
are
occurring,
and
I
know
that
they.
F
M
B
Well-
and
I
think
I
know
there
have
been
certain
instances
where
we
have
kind
of
doubled
down
on
that
area,
when
we
we
anticipated,
they
were
going
to
be
there
blocking
exits
and
made
a
lot
of
cases.
So
there
may
be
something
we
can
do
to
have
some
conversation
with
some
of
the
residents
in
that
area,
but
but
also
with
some
of
the
residents
over
off
of
midtown
over
in
the
macon
road
area,
because
yeah.
Unfortunately,
this
is
it's
a
new
game
that
that
some
people
in
different
communities
have
taken
up.
B
I
mean
we've
seen
it
in
atlanta,
we've
seen
it
in
cities
and
counties
just
outside
the
metro
area,
and
it's
and
we've
seen
it.
I
think,
a
little
more
often
here
in
columbus
and
we've
got
to
figure
a
way
to
try
to
stop
it.
It's
it's
almost
like
it's
like
catching
smoke,
though,
for
the
law
enforcement
folks,
because
it
just
it's
so
difficult
to
try
to
get
there
and
have
all
the
exits
block
and
without
these
folks
taking
off.
J
All
right,
thank
you,
chief
and-
and
that
was
my
whole
purpose
of
today-
is
that
the
residents
will
will
see
that
we
are
looking
into
their
concerns
and
address
them,
and
I
think
you're
absolutely
correct.
We
need
to
come
up
with
something
and
keep
the
resident
form.
We
can't
tell
them
exactly
what
we're
going
to
do,
because
we
don't
want
the
people
that
we
are
addressing
to
know
what's
coming,
but
at
least
to
have
that
comfort
to
know
that
their
voices
are
being
heard,
and
it's
not
going
on
their
fears.
N
All
right,
thank
you
mayor.
Our
agenda
is
not
quite
as
long
as
mr
seth
brown's
agenda
was,
but
they
are
all
important
items
we'll
get
right
to
it.
The
first
item
up
is
a
second
reading
of
the
zoning
action
at
3390
wooldridge
road.
This
is,
as
amended
with
the
10
conditions
for
the
vulcan
quarry.
It
is
ready
for
a
vote
councillor.
O
O
O
Also,
madam
clerk,
I
would
like
to
the
neighborhood
association
has
asked
me
if
you
would
enter
into
the
record
or
just
keep
in
the
archives.
They've
had
several
documents
of
correspondence
and
communication
and
agreements
and
working
with
each
other,
the
neighborhood
association
would
like
that
entered
into
the
records.
I
have
some
of
those
documents
here
that
you
can
use,
and
I
think
I
have
some
further
electronic
documents
that
I'll
send
to
you
later,
but
it's
just
for
future
purposes.
O
B
B
All
right
there's
a
motion
and
a
second
any
discussion
as
to
the
motion
hearing,
none
all
in
favor,
please
say
aye.
Can
you
both
right?
That
amendment
is
added
now
we
can
entertain
a
motion
to
approve
the
item
itself.
B
D
B
B
F
N
N
P
P
However,
if
we
continue
it
again
today,
then
just
know
that
each
time
we
do
that
that
date
is
going
to
move.
So
if
we
continue
first
reading
today,
that
date
will
likely
be
january,
1st
2023
that
we
would
anticipate
implementation,
so
hr,
director,
aretha
hollowell,
will
be
followed
by
finance
director
angelica
alexander.
P
The
finance
director
will
share
a
presentation
on
how
we
pay
for
and
sustain
implementation
of,
the
classification
compensation
study.
The
finance
director
will
show
the
cost
to
implement
the
market
study
as
commissioned
by
the
request
for
proposal.
We
commissioned
them
to
do
a
market
study
and
so
she'll
show
what
that
would
cost.
If
you
did
the
market
analysis
she'll
show
the
calls
for
public
safety
above
and
beyond,
and
she
will
show
the
calls
for
commercial
driver's
license.
Cdl
above
and
beyond.
P
The
finance
director
will
do
those
things
when
she
comes.
She
will
specifically
speak
to
our
integrated
waste
situation
and
how
the
use
of
reserve
funds
on
a
one-time
basis
will
affect
the
overall
fund
and
where
it
will
leave
the
fund.
Now
and
in
future
years,
the
finance
director
will
show
the
impact
on
the
general
fund
reserve.
Should
the
decision
be
made
to
use
one
million
dollars
from
the
general
fund
reserve.
Q
As
has
been
stated,
this
will
be
a
recap
again
from
last
tuesday's
council
meeting,
as
it
relates
to
the
pay
plan
ordinance
that
is
before
you
and
request
for
adoption.
So
I
did
for
the
sake
of
our
audience.
Listening
wanted
to
just
review
again
just
an
overview
here
of
the
actual
pay
plan
ordinance.
Q
Q
Now
again,
this
is
a
slide
that
you
may
not
be
able
to
read
very
clearly
and
I
won't
go
over
at
all,
but
basically
it
is
a
summary
timeline
of
what
has
occurred
over
the
last
six
months
or
so,
since
the
we
contracted
with
a
consultant
evergreen
solutions
to
do
this
compensation,
analysis
and
study
for
us
and
bring
it
back
with
recommendations,
so
that
started
in
january
and
we've
since
that
time,
we've
had
numerous
meetings
with
employees
with
department,
heads
and
with
senate
city
council
and
as
well
as
the
representatives
from
the
chamber
and
private
sector,
so
we've
had
numerous
meetings,
numerous
engagements
with
again
employees,
department,
heads
and
council
and
so
on
last
week,
last
tuesday
august
23rd.
Q
This
item
was
on
first
reading.
However,
it
was
continued
and
its
own
first
reading
again
today,
august
3rd,
excuse
me
august
30th
and
then
should
council
approve
for
this
to
move
forward.
It'll
be
on
second
reading,
the
second
tuesday
in
september
and,
of
course,
has
already
been
mentioned.
This
does
delay
any
implementation
that
we
would
be
able
to
do
related
to
the
classification
and
comp
study
if
we
get
it
in
october.
Q
The
first
of
october,
you
know,
is
aggressive
in
terms
of
the
things
that
would
need
to
be
done
to
make
sure
that
we
are
able
to
get
paychecks
in
employees
hand,
and
I
continue
to
be
somewhat
unsure
of
this
time
period,
because
this
is
a
new
pay
plan
that
we
will
be
implementing
and
replacing
it
with
our
current
pay
system
that
you
all
have
already
observed.
There
are
a
lot
of
questions
that
have
to
be
answered.
Q
Q
You
know
that
would
be
really
really
good
if
we
can
do
that,
and
that
would
that
would
be
the
hope
that
we
can
continue
to
move
forward
so
as
it
relates
to
the
ordinance
exactly
what's
in
the
ordinance
and
again,
this
is
a
summary
and
now
the
reason
these
things
are
specifically
in
the
ordinance
is
because
it
is
going
to
assist
us
greatly
with
implementation.
Q
Q
We're
asking
you
to
amend
the
fy23
budget
and
we
are
asking
that
all
full-time
classified
ccg
employees
receive
an
annual
increase
of
at
least
one
step
in
grade,
and,
of
course,
this
has
to
be
approved
by
council
doing
a
budget
review
process
beginning
july
1
of
2023
a
sign-on
bonus
is
included
of
five
thousand
dollars
for
public
safety
departments.
This
is
spread
over
a
two-year
period.
It
replaces
the
current
two
thousand
dollar
sign-on
bonus.
It
includes
the
police,
the
sheriff
fire
ems
and
muskogee
county
prison.
Q
We're
asking
that
you
repeal
a
six
thousand
dollar
retention
bonus
for
public
safety,
based
on
an
agreement
made
when
this
was
implemented
in
january
of
2022.
Q
The
agreement
was
that
this
six
thousand
dollar
retention
bonus
would
repeal
what
sunset
with
the
implementation
of
the
classification
and
comp
plan
or
by
december
31st
of
this
year.
We're
also
asking
that
you
repeal
the
current
pay
reform
for
all
public
safety
departments.
Q
The
next
bullet
here
relates
to
public
safety,
sworn
personnel
who
will
receive
a
one-step
increase
on
their
milestone
anniversary
and
this
this
will.
This
is
considered
longevity
pay
and
replaces
the
current
pay
reform
system,
and
they
will
continue
to
receive
this
one-step
increase
on
their
milestone
anniversary,
the
same
as
they
are
receiving
it
now
in
pay
reform
in
their
in
the
current
pay
reform
system,
that's
in
place
and
then,
of
course,
we're
asking
you
to
adopt
a
an
updated
promotions
process
for
our
public
safety
and
general
government
employees.
Q
That's
very
much
similar
to
the
current
promotions
process,
as
well
as
a
demotions
process,
and
then
the
career
ladders
are
there
that
are
currently
in
the
current
plan
we're
carrying
over
those
same
career
ladders.
We
think
that
still
fits
and
then
the
education
incentives
that
the
public
safety
personnel
continue
to
receive.
Q
Those
will
remain
in
place,
but
with
the
implementation
of
the
new
pay
plan,
the
education
and
sentence
will
change
slightly
for
public
safety
personnel
and
include
that
a
an
employee
with
a
public
safety
employee
with
an
associate's
degree
will
receive
1250
and
then
a
employee
with
a
bachelor's
degree
will
receive
2500
and
no
incentive
will
be
provided
for
an
employee
that
has
a
master's
degree.
A
couple
things
that
were
mentioned
that
are
not
included
in
the
ordinance
include
differential
pay
and
specialty
pay.
Q
We
have
spoken
with
some
departments
that
are
interested
in
differential
pay
and
specialty
pay,
and
we
have
recommended
that
that
request
be
made
during
the
budget
review
process.
Also,
what's
not
included,
was
a
request
to
add
an
ola
supplement
to
bring
sheriff
employees
paid
to
match
police
employees
pay.
B
I
just
didn't
want
anybody
thinking
there
was
some
two
thousand
dollar
bonus
that
they
were
receiving
on
a
regular
basis.
We
did
this
really
to
get
through
through
this
year,
so
I
just
just
in
case
anybody
heard
six
thousand
dollars
repealed
retention.
I
didn't
want
them
to
think
there's
six
thousand
dollars
coming
out
of
their
paycheck.
P
That's
correct,
mr
mayor
and-
and
it
was
made
very
clear
that
one
that
that
fifteen
hundred
dollars
per
quarter
retroactive-
we
were
in
january
or
february,
but
we
made
it
retroactive
back
to
december.
So
that
would
get
it
for
the
last
quarter
of
that
year
and
made
clear
that
that
supplement.
P
Fifteen
hundred
dollars
would
be
provided
until
the
pay
study
is
implemented.
And
then,
when
the
pay
study
was
implemented,
approved
and
in
their
paycheck
for
the
first
check,
then
of
course
it
would
sunset
or
be
removed
at
that
time.
Right.
P
Coming
out,
that's
correct
and
then
the
final
thing
I
want
to
say
about
the
was
not
in
the
ordinance
about
the
old
law
supplement
for
sheriff
employees
and
matt
cpd
and-
and
I
said
it
before,
that
was
that
that
was
not
a
part
of
the
pace
study
not
included
in
the
pace
study.
That
was
a
separate.
That's
a
budget
item
and
a
mirror
and
council
item
matter.
P
That's
outside
of
the
pace
study
in
the
pace
study
the
sheriff
deputies
and
police
officers
are
paired,
there's
parity,
they're
paired
at
45,
000
plus
dollars
and
when
you
put
the
5200
or
so
that
cpd
supplement,
because
they
got
two
thousand
dollars
added
in
the
budget.
P
When
you
put
their
three
thousand
dollars
with
the
paired
salary
of
all
public
safety,
excluding
mcp,
then
their
three
thousand
dollars
bring
them
to
48.
000
something
in
the
door,
and
so
if
council
went
to
add
an
additional
two
thousand
dollars
to
the
sheriff
deputies,
it
would
be
a
budget
item
or
a
separate
ordinance
outside
of
this
budget
process,
and
any
any
of
you
can
ask
for
an
ordinance
to
do
it
or
you.
P
B
B
C
F
P
C
C
R
P
It
all
been
paid,
it's
it's
all
been
paid,
okay
or
being
paid
as
we
each
quarter.
You
know
they
receive
it
and
and
do
want
to
make
clear
again
when
you
did
it,
you
made
it
retroactive
to
a
quarter
even
before
you
started,
paying
it
or
approved
it.
So
because
we
were,
we
were
down
and
out
and
recruiting,
and
you
wanted
to
provide
a
retention
incentive
and,
as
we
went
for.
Q
So
I
also
wanted
to
share
information
regarding
the
correction
process
or
request
for
correction.
This
is
something
that
certainly
we
had
as
a
part
of
the
previous
pay
plan.
Implementation
and
I've
shared
this
information
with
department
heads
as
well
as
elected
officials
at
various
times
throughout
this
process,
but
I
wanted
to
make
sure-
and
I
emailed
a
document
to
department,
heads
and
elected
officials
on
yesterday
that
further
outlines
the
request
for
correction.
Q
Q
It
may
include
an
employee's
date
of
hire
if
that's
incorrect,
if
their
class
date
is
incorrect,
if
their
job
title
or
their
position
title
is
incorrect,
because
those
are
things
that
do
that
could
potentially
impact
the
employee's
recommended
salary
and
from
an
age.
Those
are
things
that
hr
has
information
on,
and
we've
shared
that
with
the
consultant,
but
we
also
recognize
that
employees
may
have
questions
or
hr
may
have
gotten
it
wrong.
Q
So
we
want
to
make
sure
that
that
basic
information
is
absolutely
correct
because
it
does
have
a
financial
impact
or
it
could
have
a
financial
impact.
And
then
those
things
that
are
not
included
in
terms
of
a
corrections
process
is
the
employee's
pay
grade.
Q
That's
recommended
by
the
consultant,
the
employee's
pay
rate
that's
been
recommended
by
the
consultant
and
just
the
allowance
of
an
employee
to
compare
their
position
to
another
employee's
position
or
another
city
or
agency,
internally
or
external,
and
the
reason
for
that
is,
we've
relied
on
the
the
consultant
who
we
contracted
with
to
conduct
a
case,
study
and
analysis,
and
so
we
relied
on
their
recommendations.
Q
Because
outside
of
that,
then
you
you
know,
you
may
be
asking
the
hr
director
to
make
a
decision
or
you're
asking
somebody
else
to
make
a
decision
when
they've
put
in
a
tremendous
amount
of
work
to
get
this
done.
So
I
feel
very
comfortable
in
relying
on
the
recommendations
that
the
consultant
has
made.
So
how
does
one
submit
a
request
for
correction?
Q
Evergreen
solutions
and
human
resources
submits
a
request
to
the
city
manager,
and
a
written
response
is
provided
at
each
stage
of
this
request.
Specifically
when
it
comes
to
human
resources
and
to
evergreen
solutions,
the
employee,
the
department
will
receive
a
written
response
that
either
denies
their
request
or
it
agrees
with
their
request
and
makes
the
change.
Q
S
G
So
the
only
correction
that
an
employee
can
request
is
if
their
hire
date
is
wrong
if
their
class
date
is
wrong
or
if
their
job
title
is
wrong
great.
I
would
suggest
to
you
that
the
wording
of
that
the
second
piece
of
that
you
may
you
shall
not
include
not
you
may
not
include
because
may
means.
Maybe
we
will,
and
maybe
we
won't.
You
shall
not
include
the
pay
grade,
the
pay
rate
or
the
one
position
against
another.
G
G
Q
What
we've
done
with
the
departments
as
the
consultant
has
provided
the
full
report
and
has
gotten
to
a
point
of
being
able
to
provide
information
to
each
department
which
was
done
july.
27
28
29
provide
an
actual
spreadsheet
to
each
department
head
brief
them
on
it
and
then
have
them
share
that
information
with
their
employees
and
so
we've
come.
Q
They
say
well,
aretha
this
is
or
to
me
or
to
the
consultant,
or
both
you
usually
both
rether.
I
have
a
question
about
this:
will
you
look
at
it
and
that's
exactly
what
we've
done?
We've
we've
done
a
lot
daily,
a
lot
of
back
and
forth
with
the
departments
to
via
email
meetings,
phone
calls
to
make
right
every
incident
where
it's
been
pointed
out
to
us
where
there's
an
issue.
Q
So
that's
been
my
goal
to
try
to
get
a
very
good
document
that
the
departments
feel
comfortable
with
at
least
99
percent
comfortable
with
before
you
formalize
a
written
request
for
correction.
So
that's
what
we've
been
doing,
but
yes,
so
to
answer
your
question,
how
many
employees
I've
not
received
one
today
well.
Q
P
P
P
P
L
L
You
know
I
have
reviewed
this
and
I
have
no
request
for
process
and
it
should
be
and
it
should
be
signed
signed
off,
and
I
think
that
this
should
go
to
every
employee
and
they
either
have
have
a
request
for
correction
or
they
have
approved
their
situation,
and
I
think
that
needs
to
be
done
before
we
vote
on
it.
This
is
part
of
the
implementation
process
is
evergreen,
giving
you
any
kind
of
guidance
on
how
to
implement
these
changes,
because
there
seems
to
be
a
lot
of
miscommunication.
P
P
Share
with
every
employee,
a
document,
a
letter
to
say,
here's,
your
old
pay
and
here's
your
new
pay
and
here's
the
process
for
correction,
and
they
can
sign,
acknowledge
and
receive
check
a
box.
You
know
I'm
in
receipt
and
I
have
no
request
for
correction
or
I've
received,
and
I
do
have
a
request
for
correction
as
follows,
because
I
think
we
need
to
give
joe
and
sue
that
you
know
your
old
pay
is
is,
and
your
current
pay
in
the
pay
plan
is
this
with
that
couple
of
checks
at
the
bottom?
P
L
I
L
Important
process
for
us
to
complete
prior
to
us
moving
forward,
you
have.
If,
if
we
were
to
proceed,
you
have
another
two
weeks
before
we
would
vote
on
this
two
weeks.
I
know
it
seems
like
a
short
period
of
time
to
get
this
done,
but
I
think
that
this
is
very
important,
because
I
think
that
if
you
see
as
you're
going
through
these
this
correction
process-
and
you
start
analyzing
their
higher
date
in
their
class
state
and
their
job
title-
that
it's
going
to
affect
the
bottom
line
and
what
we're?
L
P
P
My
whole
thing
is:
let's
say
that
you
know,
because
we
do
have
2600,
plus
employees
and
and
and
it's
going
to
take
time
with
2600
plus
employees,
for
a
small
hr
department
and
a
small
finance
office
who
still
have
ongoing
things
and
a
small
it
department
to
accurately
with
with
you
know,
all
of
the
eyes
that
need
to
be
on
this
to
get
it
in
the
system
and
get
it
right
that
at
some
point
they
can
hit
a
button
and
it
prints
everybody's
check
and
and
so
we're
talking
about,
2600
plus
employees
and
and
we
have
2500
employees
who
are
weighted,
whether
they're
public
safety,
employees
or
cdl
employees
or
other
employees
who
are
waiting
for
implementation.
P
P
Well,
we
can
hold
this
up
as
long
as
you
want.
If
you
want
to
delay
it
again,.
P
L
P
Let
me,
let
me
just
say,
with
a
small
department:
they
have
2600.
That
means
2
600
letters
got
to
be
drafted
and
with
care
for
each
person
by
name.
Here
is
what
you
currently
make,
and
here's
what
we
propose
you
made
while
she's
dealing
with
all
look
every
people
around
this
table.
She
hated
you
sent
an
email
earlier
this
morning.
P
She's
she
is
so
you
know
I
mean
it's
just
all
over
the
place,
and
so
if
we
think
that
we
can
just
stop
her
in
her
place
and
and
through
with
finance
involved
and
produce
2600
letters
by
the
next
council
meeting
and
still
stay
on
track
with
doing
things,
we
just
don't
have
those
resources.
P
L
I
think
this
process
that
I'm
recommending
would
stop
some
of
the
letters
that
are
coming
to
the
emails
that
are
coming
to
us,
because
they
would
have
another
way
of
handling
it.
I
think
they're
they're
coming
to
us
because
they
don't
feel
like
it's
being
handled,
and
so
this
is
a
way
to
handle
it.
I
think
that
this
will
prevent
emails
from
coming
to
us
as
a
body,
because
they're
they're
being
addressed
through
this
process.
L
P
P
L
Well
then,
maybe
we
need
to
hire
some
temporary
employees
to
help
us
get
through
this
process
and
do
it
right.
I
think.
B
Well,
I
think
I
think,
the
the
challenge
there
is
again
it's
a
timing
issue.
I
mean
we're
we're
having
job
fairs
every
day,
looking
for
part-time,
seasonal
full-time
employees
and
to
think
that
we
can
get
temps
on
board.
That
would
understand
how
to
do
this.
Data
entry
within
two
weeks,
I
think,
is
it
could
be
a
stretch.
B
What
you're
talking
about,
but
I
but
I
also
understand
I
agree
with
what
you're
saying
I
think
there
should
be
some
way
of
making
sure,
because
one
promise
that
we've
got
to
keep
is
that
every
single
employee
has
an
opportunity
to
pursue
some
answers
to
whatever
questions
they
have
about
where
they're
slotted.
But
what
my
opinion.
B
I
think
that,
and
I
watched
the
the
deliberations
from
from
online
and
I
agreed
with
some
of
the
things
that
were
stated,
but
one
of
the
things
that
that
I
think
concerned
me
is
that
all
of
these
revisiting
column
of
some
of
the
some
of
the
slots
that
have
been
put
in
there
is
a
natural
part
of
the
process.
When
we
did
the
uga
pay
study,
it
was
a
very
similar
appeal
process
and
it
went
on
for
a
while.
B
B
So
that's
right!
So
so
I
think
it
was.
It
was
post
approval,
so
so,
from
my
perspective,
when
you
look
at
the
total
scope
of
the
employees
that
whose
livelihoods
are
going
to
be
impacted
by
by
what
we
collectively
do,
both
his
staff
and
also
his
legislative
and
administrative
staff,
I
don't
think
that
the
I
don't
think
that
it's
going
to
yield
as
much
benefit
by
delaying
and-
and
you
may
not
be
talking
about
delaying
it-
sounds
like
we
could.
B
If
we
can
move
forward
with
the
first
reading,
then
we
can
give
an
update
and
tell
you
how
much
progress
has
been
made
during
the
second
reading.
But
I
I
just
think
it's
it's
a
it's
a
mistake
to
delay
the
2400
or
2500
who
are
watching
this
process
watching
it
go
on
and
know
that
there's
going
to
be
some
adjustments
coming,
but
we
can't
can't
tell
them
when-
and
it
goes
back
to
what
counselor
house
was
talking
about,
for
example,
with
the
the
retention
bonus.
B
So
I
just
I
think
council
did
a
great
job
deliberating
and
listening
to
everybody,
just
my
two
cents.
I
thought
everybody
did
a
great
job
in
going
over
this,
but
it's
still
my
opinion
that
we
need
to
move
forward
with
the
overall
ordinance,
but
then
not
take
our
eye
off
the
ball
and
continue
to
make
sure
that
every
employee
has
an
opportunity
to
be
heard.
R
Thank
you
mayor
my
question
kind
of
ties
back
in
with
this.
If
we
do
go
ahead
and
pass
it
in
two
weeks,
how
long
after
passage
can
an
employee
still
question
the
change?
Is
it
60
days
90
days,
six
months?
When
do
they
what's
their
timeline?
To
do
this?
What.
Q
What
I'll
need
to
do,
because
I
did
send
out
this
request
for
corrections,
process
to
department
heads
and
at
that
time
we
were
working
off
a
different
timeline,
and
I
said
by
september
15th,
which
is
now
not
reasonable,
so
I'll
need
to
adjust
that
and,
quite
frankly,
the
a
request
for
correction
can
be
made
up
until
the
time
of
implementation.
Q
What
I
see
is
what
is
a
challenge
and
which
I've
encouraged
employees
to
do
is
to
watch
the
council
meeting
and
and
is
a
lack
of
information,
a
lack
of
understanding
about
how
it's
working
and
I
get
it,
because
this
is
very
new.
It's
new
to
us
all,
given
that
we
haven't
done
this
in
16
years,
it's
extremely
new
and
what
you
are
adopting
this
pay
plan
ordinance.
You
are
adopting
the
a
new
pay
plan
that
has
been
recommended
by
the
consultant
that
we
contracted
with
and
you
adopting
the
these
pieces
in
this
ordinance.
Q
Q
Had
a
number
of
corrections
that
needed
to
be
made
and
we
had
a
process,
it
was
a
written
process
and
employees
took
advantage
of
it
and
it
worked,
and
I
think
what
we're
doing
today
is
even
much
better,
because
we
know
better.
We
learn
from
what
we
did
in
2006.
in
2006.
If
you
go
back,
there
were
several
amended
ordinances
that
needed
to
be
presented
that
amended
the
original
ordinance.
Q
I
don't
think
that's
going
to
be
needed
at
all,
because
we've
captured
those
a
lot
of
what
was
done
in
2006
is
a
carryover
because
it
was
eventually
gotten
right,
so
we're
able
to
carry
those
things
over.
So
I
think
what
you
all
are
grappling
with.
I
get
it
with
some
of
the
concerns
that
the
employees
have
mentioned.
Q
No
is
every
employee
going
to
get
20
or
15
you're
still
going
to
be?
Yes,
they're
still
going
to
be
those
employees
because
of
where
their
current
pay
is,
and
because
things
that
have
happened,
they
are
not
going
to
receive
a
huge,
significant
pay
increase.
Council
house,
you
said
something
that
I
thought
was
really
really
good
in
an
email
that
you
sent
to
us
in
terms
of
the
purpose
of
the
classification
in
comp
study,
and
this
is
really
really
was
so
true.
Q
The
idea
of
it
was
to
make
sure
that
we
got
the
structure
right
as
it
relates
to
our,
and
this
is
a
very
good
structure.
That's
been
that's
being
built
here,
and
but
it
was
not
to
ensure
that
every
employee
was
going
to
get
a
humongous
pay
increase,
but
maybe
that's
some
of
the
miscommunication
employees
thought
we
were
doing
this
big
classification
and
comp
study
and
everybody
was
going
to
get
this
huge
raise
now.
Q
P
So
miss
mayor,
so
if
council
moves
to
approve
the
corrections
process,
it's
going
to
take
them
920
days
with
small
staff,
finance
hrit
to
input
all
of
this
data.
P
You
know
I
mean
if,
if
there
is
a
correction
that
needs
to
be
made
we're
going
to
make
that
correction,
because
it's
the
right
thing
to
do,
and
so
it's
going
to
be
for
the
920
days,
while
they're
inputting
data
corrections
process
going
on
and
then
even
after
employees
see
it
in
their
check.
If
there's
a
correction,
that's
needed,
the
correction
will
be
made.
P
P
P
R
Q
J
J
U
J
Want
to
lay
out
the
floor
because
I
have
four
questions
for
you:
okay
and
the
one
of
them
was.
I
asked
tuesday,
I
had
lindsey
read
it
and
I
still
to
this
day
have
not
gotten
a
response,
and
I
wanted
to
know
who
these
employees
were
being
compared
with
and
the
only
response
I
got
florida
and
alabama.
F
J
J
If
you
compare
them
with
florida
alabama
and
someone
in
georgia
which
communities
did
you
compare
those
departments
with
and
then
the
conversation
was
we
compare,
for
instance-
and
you
know
this,
I'm
I'm
just
going
to
be
opening
a
conversation
that
we
have.
You
know
we
compared
the
civic
center
with
the
trade
center
they're
they're
in
hospitality.
J
They
might
be
department,
heads
or
manager,
whichever
you
want
to
calculate
them,
but
they're
two
different
fields.
So
how
are
we
comparing
them
to
and
then
going
and
if
I'm
wrong
correct
me
please
and
then
go
out
and
say
we
compare
them
with
these
different
community
states,
but
yet
the
dollar
amount.
If
you
just
google
it
and
look
it's
essentially,
you
know
and-
and
I'm
not
the
only
one
probably
looking
at
this,
but
if
you
go
out
there
and
go
where
you'll
be
like
okay,
that's
a
big
difference.
You.
F
P
J
Can
I
please,
can
you
please
get
that
for
me,
not
it's
not
just
for
the
employees,
but
for
me
I
want
to
know,
because
I
have
been
in
pay
studies
and
I
haven't
received
what
I
should
receive
for
what
I'm
doing.
But
it's
been
explained
to
me.
Okay,
I
compared
you
with
this.
I
can
play
you
with
this
and
this
place
here
and
we're
trying
to
bring
people
up.
J
P
It
shows
chattanooga,
fayetteville,
jacksonville,
knoxville,
albany,
georgia,
savannah
georgia,
dekalb
county
foresight,
county
fulton,
county
gwinnett,
county
hall,
county
henry
county
athens-clarke
county
augusta
richmond,
macombe,
muskogee,
county
school
district,
cobb,
county
auburn,
alabama
harris
county
troop
county
lagrange.
Georgia
now
you've
seen
this
on
multiple
powerpoint
presentations
on
the
screen,
and
we
gave
you
a
book
last
week,
but.
F
J
I
and
I
and
I
understand
city
manager
and
please
I
respect
your
opinion.
I
want
you
to
respect
mine
and
my
concerns
because
I
have
to
take
that
vote.
I
have
to
look
at
myself
in
the
mirror
and
I
might
not
be
here
later
but
whatever
I
do
now
impacts
the
future
and
by
just
saying
this
this
this
is
here.
J
F
J
So
please
so
my
questions,
I
understand
what
you're
saying
here,
but
I
still
don't
agree
with
this
and
that's
just
my
personal
opinion,
because
to
me
it's
not
answering
what
I
want.
I
wanna.
I
want
it
clear
so
I
like
to
be
one
of
those
employees
that
meet
with
him,
because
I
want
him
to
explain
that
to
me.
J
My
other
question
was
we
said
that
we
would
go
ahead
back
to
this.
The
concerns
that
are
being
brought
up
have
to
do
with
employees
pay
grade.
It
does
have
to
do
with
the
employees
pay
rate,
and
I
heard
your
conversation,
but
I'm
sorry
break
it
down
to
me
more
elementary,
because
I
didn't
understand
your
response
back
is
why
er?
If
these
are
the
concerns
that
we're
hearing?
Why
isn't
not
included
in
the
correction
process?
J
Q
So
those
things
that
are
not
included,
as
I
mentioned
earlier,
includes
an
employee's
pay
grade
their
pay
rate
and
what
you,
I
think,
may
have
been
alluding
to
council
woodson.
A
comparison
of
one
position
versus
another
position,
whether
internal
or
external,
and
the
reason
that
those
are
not
included
in
the
corrections
process
is
because
the
consultant
took
all
of
our
positions.
F
Q
Of
our
positions
and
they
took
those
positions
to
market
and
in
taking
those
positions,
part
of
what
they
did
is
they
met
with
employees
back
in
february
they
met
with
employees,
and
then
they
met
with
them
in
march
and
they
presented
to
employees
what
we
called
a
j.a.t.
It's
a
job
assessment
tool.
Basically
it's
a
long
sheet
of
paper
or
several
sheets
of
paper
where
the
employee
writes
out
what
they
did.
What
what?
What
is
my
job?
How
often
do
you
do
it?
How
technical
is
it?
What
do
you
need
to
do
your
job?
Q
Every
employee
was
asked
to
complete
those
and
give
that
to
the
consultant
in
addition
to
that
hr
provided
the
consultant
with
a
job
description
that
we
already
have
of
that
employee's
job.
This
tells
what
john
smith
does
every
day
as
a
equipment
operator.
It
outlines
it,
and
then
john
smith
gets
a
chance
to
say
in
more
detail.
This
is
what
I
do.
This
is
how
often
I
do
it
we
give
that
to
the
consultant
and
then
they
have.
P
Q
P
Q
So
when
evergreen
gets
it,
they
get
that
completed
survey,
that's
been
reviewed
that
the
is
completed
and
the
department,
the
division
department
has
they've
reviewed
it
and
said:
yes,
I
agree,
or
they
have
an
opportunity
to
even
add
additional
comments
about
the
job,
because
the
job
may
have
evolved
over
the
past
several
years.
So
we
want
to
capture
all
that
information.
That's
given
to
evergreen,
so
evergreen
takes
all
this
information
and
they
go
to
market.
Q
What
that
means
is
they
solicit
and
they
talk
to
these
other
20
or
so
communities
that
are
similar
to
ours
and
they're.
Looking
for
similar
cities
similar
in
population,
the
size
of
the
population
similar
in
employee
size
is
have
similar
type
positions
that
we
have
so
they're.
Looking
for
those
and
and
compare
and
say,
okay,
you
got
an
equipment
operator.
How
many
of
these
organizations
have
an
equipment
operator
and
what
do
they
do?
Q
What's
the
recommendation,
so
you
do
that
for
all
of
these
jobs,
evergreen
comes
back
with
a
recommendation
that
we've
got
about
just
over
about
600
or
so
job
titles,
different
job
titles
we've
got
about
600
of
those,
so
evergreen
needs
to
match
those
and
they
bring
them
back
to
us
and
they
say:
okay,
we've
we've
done
this
study.
We've
we've
checked
out
how
many
counties
in
cities
that
are
similar
to
yours
and
population
size
and
have
similar
type
of
jobs
and
this
and
they
ban
those
and
it's
a
very
sophisticated
process.
Q
I'm
simplifying
it
y'all,
but
it's
a
very
sophisticated
process
of
doing
this
and
that's
why
you
hire
consultants
to
do
this
because
that's
what
they
do,
that's
what
they
do
all
the
time
and
they
do
it
a
lot
and
this
company
that
we've
hired
that
we've
contracted
with
has
an
extremely
good
record
of
doing
this
and
doing
a
really
good
job
at
it.
So
when
so,
this
is
how
it
comes
back
to
us,
counselor
woodson.
They
it
comes
back
in
these
recommendations
and
and
they're
and
they're.
Q
Looking
at
what
they've
done,
they've
looking
at
looking
at
the
jt,
that's
been
submitted,
they're.
Looking
at
what
the
market
says.
This
is
what
the
market
says
you.
You
should
pay
for
this
particular
position
now,
and
so
that's
what
they
recommend
and
even
having
having
having
made
the
recommendation
they're
still
saying:
okay,
hr,
director,
okay
department
director:
do
you
agree
with
us?
This
is
what
we
see.
This
is
what
our
analysis
says,
and
but
you
look
at
it
because
you
know
something
about
maybe
about
your
department.
You
know
about
what
john
smith
is
doing
that.
Q
Maybe
we
don't
know
that
maybe
wasn't
even
included
on
that
jet
that
I
was
talking
about
that,
sir,
so
you
look
at
it
department
head,
you
look
at
it
hr.
You
know
what
your
internal
makeup
looks
like,
so
you
tell
us,
should
we
this?
We
think
this
is
right.
You
tell
us,
do
you
think
this
is
right,
so
we
go
through
this
process
that
we've
been
talking
about
where
we
have
an
exchange
with
the
department
directors
where
we're
saying
okay,
this
is
what
we
look.
Q
Hr
is
looking
at
because
we're
looking
at
employee
data
every
day,
all
day
long,
I
can't
name
every
three,
all
three
thousand
employees,
but
I'm
close
to
being
able
to
name
it
because
I
deal
with
it
every
day
and
I
know
what
they're
doing
and
then,
if
I
don't
know,
I
can
verify
with
the
department
what
they're
doing
so.
That's
that's
how
we
get
to
this
point.
Council
woodson
in
terms
of
the
recommendations
that's
made,
and
and
again
we
could
be
off
and
that's
the
exchange
that
we're
having
with
the
the
consultant
is
having
like.
Q
I
said.
I
just
talked
to
him
this
morning
about
two
departments,
so
we're
I'm
having
the
daily
conversation
with
the
consultant,
I'm
talking
to
the
department,
heads
and
I'm
back
and
forth
with
them
and
believe
it
or
not.
Although
I
haven't
been
able
to
respond
to
all
of
your
emails,
I
am
religiously
reading
them
and
I'm
acting
upon
them
as
well
and
I'm
addressing
those.
So,
let's
answer
your
question:
counselor.
J
Yes,
I
my
other
question:
is
you
said
that
well,
it
was
stated
that
it
would
take
a
hundred
and
about
120
days
to
implement
this
pay
plan.
If
we,
you
know,
approve
it,
and
you
said
during
that
time
frame.
That's
when
you
can
still
see
some
of
the
you
know
the
disturbance,
some
of
the
the
complaints
or
concerns
that
individuals
have.
J
How?
How
are
you
going
to
be
able
to
manage
that
with
such
a
short
staff?
How
long
can
there
be
a
different
timeline
or
a
timeline
within
that
time?
That
could
be
stated
to
the
employee
so
that
the
employees
would
feel
comfortable
in
saying
that
and
let's
say,
there's
80
people
or
100
employees.
Let's
say
just
that
dollar
amount
that
number
of
individuals.
J
Where
would
that
money
come
from
to
be
able
to
make
those
corrections,
if
there's
corrections,
because
out
of
I'm
going
to
use
the
100
as
an
example,
because
out
of
that
100,
let's
say
only
50
really
get
correction
after
it
gets
reviewed
based
on
everything
that
you
just
described
to
me,
it
goes
back
through
the
process
and,
let's
say
out
of
those
hundred
that
out
of
those
hundred,
let's
say,
50
of
them
do
get
corrected.
J
Where
is
that
funding
going?
Well,
I
guess
that's
why
the
finance
director
she.
P
Could
answer
that
well,
and
I
will
tell
you
counselor,
you
know
through
the
correction
process,
you
know
based
on
the
numbers
that
have
been
reported
to
me.
I
would
not
anticipate.
P
That
the
corrections
process
would
present
a
significant
amount
in
dollars
that
we
would
not
be
able
to
handle,
and-
and-
and
I
don't
know
I
mean-
I'm
not-
I
don't
have
a
crystal
ball,
but
I
would
venture
to
say,
based
on
the
corrections
that
I
mean
the
things
that
I've
heard
yeah,
I
would
say
if
it
got
to
200
250
000
annually,
that
would
that
would
be
stretching
it,
and
and-
and
that
is
something
that
is
in
reach-
that
we
would
not
have
a
challenge
with
handling
that
that's.
I
don't
see
that
as.
J
I
miss
why
this
implementation
is
going
on.
Well,
that,
actually
won't
be
you.
It
would
be
the
finance
department
correct.
Q
That
would
be
implementing
the
the
paper.
It's
a
combination
of
I.t
finance
and
hr.
We
are
joined
at
the
hill.
One
can't
do
anything
without
the
other,
so
we
it
has
to
work
with
all
three
departments.
Okay,
so.
J
So
I
guess
I'm
just
trying
to
get
comfortable
if
you're
doing
this
in
120
days,
implementing
the
2800
or
the
2400
excuse
me
and
they're
still,
let's
say
a
hundred
which
it
seemed
like
there
isn't
a
hundred
because
really
you've
been
working
on
it,
apparently
by
what
we're
saying
who's
gonna
work
with
that
you
know.
Are
you?
Are
you
setting
a
team
together?
J
That's
just
you
know
out
of
a
hundred
what's
the
time
frame,
would
they
be
just
as
blessed
as
everybody
else
to
get
it
in
december,
or
would
their
blessings
come
in
january
or
february.
Q
Well
to
your
first
question
in
terms
of
how
do
we
get
it
all
done
and
who's
going
to
actually
do
the
work?
As
I
stated,
it
will
be
a
combination
of
the
human
resources
department,
the
finance
department
and
the
I.t
department,
their
specific
employees
in
it
that
specifically
work
on
hr
stuff,
the
hr
payroll
system.
There
are
specific
employees
that
work
on
that
in
I.t.
There
are
specific
employees
in
finance
the
payroll
team,
including
the
finance
director,
of
course,
that
work
on
hr
stuff
and
then
there's
a
team
in
hr
that
work
on
pay
compensation.
F
Q
Q
No,
I
will
but
it
I
I
that's
not
my
my
concern
in
terms.
F
Q
Of
of
who
will
get
it
done
and
the
implementation
process
is
actually
getting
it
from
council
and
trying
to
get
it
done
this
year,
because
I
there
are
unknowns,
because
this
is
new
and
us
trying
to
make
sure
that
we
completely
understand
and
take
in
what
the
recommendation
is
from
the
consultant
and
be
able
to
transition
that
to
our
hrm
payroll
system.
I've
been
able
to
do
that
and
that's
some
of
the
unknown,
but
because
we've
worked
on
major
projects
before
with
our
hrm
payroll
system.
Q
That
gives
me
a
level
of
confidence
that
this
is
doable
it's
just
because
we
haven't
done
it
before.
I
don't
know
exactly
how
all
the
if
ands
or
buts,
but
I
have
a
level
of
confidence
that
this
will
get
done
and
obviously
I'd
like
to
be
able
to
get
it
done
sooner
rather
than
later,
but
I'd
rather
over
you
know
under
promise
and
over
deliver.
J
Okay
and
my
very
last
question
for
you,
if
you
can
just
I
know,
we've
had
the
discussion.
You've
answered
it
for
me,
but
just
to
have
it
out
there,
so
the
employees
would
understand
it
and-
and
I'm
basically
you
know,
I'm
always
speaking
up
for
government,
because
we
have
enough
support
for
public
safety.
Anytime.
Public
safety
wants
something
we
try
our
best
to
get
it
done,
but
I
just
feel
that
our
public
enjoy
our
public
employees.
Don't
really
have
that
voice.
J
Q
Q
So
if
I
can
just
explain
the
class
dates,
that's
being
used-
and
I
do
want
to
talk
just
maybe
share
real
briefly
about
longevity
and
how
that's
being
recommended
so
in
terms
of
a
class
date
that
oh,
it's
called
class
parity,
and
that
is
the
methodology
that
was,
that
is
being
used
to
get
to
somebody's
recommended
salary,
the
class
date
being
the
position
that
the
employee
is
currently
in
whether
they
were
hired
into
that
position
or
was
the
last
time
they
were
promoted
into
that
position
or
if
their
position
was
reclassified,
that
that
signifies
a
date
and
it's
called
a
class
date
for
the
purpose
of
this
discussion
and
that's
the
date
that's
being
used
in
terms
of
any
longevity
that
the
employee
may
be
credited
in
terms
of
getting
to
their
recommended
salary.
Q
Q
What
is
in
this
pay
plan
ordinance
and
what
is
being
recommended
is
that
once
council
adopts
the
ordinance,
it
is
recommended
that
each
employee,
each
employee,
each
full-time
employee,
will
receive
a
one-step
increase
each
year
as
approved
by
council.
What
that
means
is
the
one-step
increase.
We've
got
a
pay
scale.
That's
got
45
steps
on
it,
and
so
for
each
year,
when
budget
season
comes
around
and
there's
a
recommendation
from
administration
that
council
approves
a
one-step
increase,
that
means
every
full-time,
employee.
Q
That's
active
employed
will
receive
a
one
step,
the
minimum
of
one
step
now,
ideally-
and
this
is
recommended
from
the
consultant-
ideally,
you
would
give
at
least
two
in
a
really
really
good
year.
You
might
give
three
what
those
steps
mean.
First,
it
means
that
the
employee
gets
to
progress
on
the
pay
scale,
which
we
don't
have
an
avenue
for
employees
to
progress
on
the
pay
scale.
Q
Right
now,
that's
not
in
place,
but
that's
one
of
the
recommendations
is
that
at
a
minimum
that
council
will
approve
a
one
step
increase
for
employees
each
year
that
one
step
equals
one
percent
okay.
So
again
in
a
good
year,
hopefully
you'll
approve
two
steps
or
two
percent
or
three
steps
or
three
percent
so
and
and
that's
how
the
employees
will
progress
on
the
pay
scale,
but
as
it
relates
to
the
milestones
for
public
safety,
employees
for
police
foreign
ems
sheriff
muscogee
county
they
currently
receive.
What's
called
pay.
Q
They
will
receive
a
one-step
increase,
so
that's
above
and
beyond
what
council
will
have
already
approved
in
the
budget
for
all
employees,
hopefully
at
least
a
minimum
of
that
one
step
every
year,
hope
and
hopefully,
if
it's
a
good
year,
you
will
approve
two
steps
or
three
steps.
So
that's
how
employees
will
progress
in
in
public
safety
employees
they
get
the
additional
step
on
their
milestone,
anniversary.
J
D
Thank
you
mayor.
A
lot
of
what
I
wanted
to
say
has
been
covered
very
well
by
the
hr
director,
but
just
for
those
counselors
that
were
not
here
years
ago,
when
we
implemented
the
university
of
georgia
pay
plan.
Everything
worked
the
same
way.
There
was
an
appeal
process,
we
implemented
the
plan,
everything
started
in
that
direction,
but
you
don't
hold
the
plan
up
adopting
the
plan
until
you
get
all
the
employees
up
to
where
they
think
they
are.
They
have
a
right
to
appeal.
D
The
appeal
process
goes
on.
We
go
ahead
and
adopt
the
plan,
and
that
gives
the
hr
director
and
the
city
manager
marching
orders
to
head
in
that
direction.
But
we
did
the
same
thing.
Then
we
heard
the
same
concerns
from
certain
employees
where
they
thought
they
should
be
at
certain
steps
and
they
had
a
right
to
appeal
and
they
did.
We
gave
them
that
right,
but
you
don't
hold
the
plan
up
until
you
get
all
that
ironed
out.
It
works
the
same
way
in
the
private
industry.
D
When
I
was
at
aflac,
we
went
through
multiple
pipe
plans.
We
compared
our
position
to
another
company's
position.
It
works
the
same
way
in
both
in
public
and
private
entities,
so
you
still
have
an
appeal
process
and
my
understanding
is
evergreen's
is
on
retainer
and
they'll,
be
you'll,
be
able
to
contact
them
ongoing
for
quite
some
time
till
we
get
all
this
ironed
out.
D
So
I
I
just
wanted
to
for
the
for
the
benefit
of
those
watching
and
for
for
the
employees
that
are
excited
about
where
they
fall
and
are
wanting
to
get
it
on
with
it
and
get
it
approved.
I
think
we
need.
We
owe
it
to
them
to
go
ahead
and
take
that
step
and
we're
here,
we've
got
a.
D
I
think
we
had
a
great
client
in
in
evergreen
and
the
hr
director
and
the
and
the
finance
director
have
done
a
great
job,
putting
all
this
together
for
us
and
I'm
excited
to
see
it
move
forward,
because
I
know
I've
heard
from
those
that
that
are
excited
about
where
they
fall
and
they
want
to
go
ahead
and
move
forward.
We
can
work
on
those
that
have
questions
and
want
to
talk
further
about
it
and
that's
what
the
process
allows.
That's
what
it's
there
for.
Thank
you,
mr
mayor.
Thank.
B
You,
sir
councillor
thomas.
S
S
G
G
G
So
how
did
you
get
that
to
send
to
the
employee
from
the
consultant,
so
the.
Q
G
Okay,
so
it
should
not
take
120
days
to
run
something
that
says:
here's
your
hire
date,
here's
your
class
date,
here's
your
job,
title
and
here's
your
salary.
Do
you
agree
or
disagree
with
that?
I.
G
My
my
major
concern
is
one
of
the
things
that
that
mayor
pro
tem
said,
and
that
is
if
an
employee
disagrees
with
their
placement,
with
their
pay
grade
or
their
pay
rate
or
the
comparison
between
one
and
another.
They
can
appeal
that
not.
According
to
this,
I
can't.
G
Yes,
but
the
next
three
items
they
may
not
request
an
correction,
for
that
is
correct.
What,
if
I
disagree?
What
if
I
have
written
out
my
job
description,
and
I
give
it
to
my
supervisor,
who
gives
it
to
the
department
of
the
division
head
and
either
the
supervisor
or
the
division
here
disagrees
with
what
I've
written
do?
I
have
any
recourse.
F
Q
They're,
a
department
head,
disagreed
with
them
or
not
because
of
the
way
the
process
works.
The
jt
is
completed
by
the
employee.
It
goes
to
the
department,
the
division
supervisor.
The
supervisor
is
making
comments,
they
will
say
yes,
joe
smith,
does
this?
Yes,
joe
smith?
Does
that?
But
no
joe
smith
does
not
do
a
b
and
c
so
the
department
head
can
make
those
comments
and
those
are
moved
forward.
G
G
Q
Is
something
that
can
be
looked
at,
I'm
describing
to
you
what
the
process
is
and
what
and
it
works
that
way
for
a
reason
you
know,
and
I
quite
frankly
a
lot
of
times.
The
supervisor
may
not
agree
that
the
employee
does
certain
things.
The
employee
may
think
yeah,
I'm
great,
and
I
do
these
things,
but
the
supervisor
says
well,
no
joe
smith,
you
do
that
and
the
other,
so
that's
not
uncommon.
G
I
I
would
imagine
that
most
of
the
time
it's
it's
correct,
I
think
you're
right
there,
but
if
I
have
a
disagreement
with
my
supervisor
over
what
is
being
submitted
as
my
job
description,
I
ought
to
have
some
recognition
to
have
some
way
to
say
to
the
job,
to
the
supervisor
hey.
This
is
why
I
wrote
that
I
have
a
real
problem
with
not
being
able
to
do
that
and
the
other
thing
I
want
to
tell
you
I.
This
morning
I
got
three
emails
from
employees.
G
Two
of
those
three
emails
said
in
them.
I
am
concerned
about
telling
you
this,
because
I
feel
I'm
going
to
be
retaliated
against
now,
whether
or
not
that
is
true,
I
don't
know,
but
what
I
do
know
is
that
this
is
not
the
first
time
that
I
have
had
numerous
employees
say
they
are
afraid
of
retaliation,
and
if
that
issue
is
out
there,
I
don't
know
exactly
what
you
can
do
about
it.
I'm
not
an
hr
professional,
but
I
you
need
to
know
that
there
are
a
lot.
G
G
I
do
have
a
real
concern
with
not
being
able
to
have
to
allow
the
employee
to
have
input
into
their
job
description
into
whatever
is
going
on
with
the
supervisor
or
the
division
manager,
and,
quite
frankly,
having
been
one
of
these
things,
the
further
the
manager
gets
away
from
the
employee
on
the
ground,
the
less
the
in
the
manager
knows,
specifically
what
that
employee
does.
Q
G
And
I
guess
my
my
my
final
question
at
this
point
is:
if,
if
we
implement
this
system
and
an
employee
disagrees
with
their
comparison
of
their
their
position
against
another
position,
there
is
nothing
that
employee
can
do.
Q
Statement
that
that
well,
if
I
can
provide
more
than
a
yes
or
no
answer
yes
in
terms
of
the
correction
process,
what
we've
stated
could
not
be
included-
and
I
think
I've
delineated.
Why
one
would
why?
That's
not
there,
because
we
are
relying
on
the
results
of
the
market
analysis.
Q
The
study
that
evergreen
has
done,
but
having
said
that,
having
said
that,
this
back
and
forth
process
that
I've
described
in
terms
of
the
gathering
of
the
information
utilizing
the
jets,
giving
all
that
to
evergreen
having
them
go
to
market
and
then
them
coming
back
and
saying.
This
is
what
we
recommend
hr
director
and
department
director.
Do
you
agree
on
some
of
these
pay
grades
and
titles?
Q
G
Well,
I
I
will
tell
you
that
I
have
not
had,
as
I
recall
since
we
started
in
late
july
with
this,
I
have
not
had
one
employee
tell
me.
My
date
of
hire
is
incorrect
and
that's
why
I'm
I'm
having
a
problem
with
this.
I've
not
had
one.
F
G
G
I
have
had
in
every
email
I
have
received
I'm
willing
to
betcha
an
employee
who
says
my
placement
on
this
schedule
and
the
placement
of
other
people
who
do
the
same
type
job
I
do
is
wrong
and
you
know
I'm
the
only
one
they
can
complain
to,
because
the
next
sentence
they
say
and
if
I
bring
this
up,
I'm
afraid
of
retaliation-
and
I
have
said
to
them
and
I'm
going
to
say
to
you
guys
if
I
hear
of
one
employee
who
is
retaliated
against
because
they
speak
to
us
or
they
speak
to
whomever
about
their
concerns
about
this,
that
they
are
being
retaliated
against
we're
going
to
have
a
big
problem,
and
I
don't
expect
that
to
happen.
G
P
G
Don't
doubt
it,
I
don't
doubt
it
unless
you
and
the
hr
director
do
something
to
help
relieve
that
issue
in
in
our
organization,
and
I
don't,
as
I
said,
I
don't
know
what
that
is,
but
you
probably
do.
Thank
you,
mr
mayor.
Thank.
U
I'll
go
back
over
some
of
the
things
you've
heard
already,
but
I
have
I'm
going
somewhere
with
all
this.
We
all
believe
that
the
study
was
completed
in
good
faith
by
evergreen
to
include
the
employees
that
have
called
us.
They
think
it
was
done
in
good
faith.
It
just
didn't
turn
out
too
well
on
their
situation.
U
U
But
what
we're
getting
is
there's
some
concern
about
if
it's
not
correct
going
into
the
new
program
that
will
create
compression
all
over
again
we'll
start
out
at
the
beginning.
It'll
look
good,
but
we
have
some
people
who
have
been
here
a
long
time
and
that's
not
taken
into
consideration.
So
we
went
back
and
we
had
a
discussion
correct
me
if
I'm
wrong.
U
Q
I
may
need
a
little
bit
more
clarification
on
specifically
council
huff.
What
you're
calling.
U
Q
Yes,
you're
comparing
positions
to
positions,
but
whether
one
person
internally
that
works
with
the
city
has
been
in
their
position.
Five
years
versus
the
person
that
you're
looking
at
has
been
in
their
position
for
one
year
that
you're
looking
at
the
duties
of
the
position
to
see
if
they
comport,
but
not
necessarily
how
long
somebody
has
been
in
that
position.
Q
You
would
but
yes,
you
would
find
someone
with
similar
experience,
but
they
may
not
have
the
exact
same
number
of
years
of
experience.
That
would
be
extremely
you
know
common.
You
know
if
you
find
whatever
an
assistant
director
position,
you
you're
looking
at
one
here
in
columbus
and
you
go
to
five
other
cities
and
you
find
assistant
directors
there.
They
their
years
of
experience
is
gonna
vary
from
zero
to
twenty
or
thirty
years
of
experience.
Q
And
then
you
got
the
assistant
director
here
who
may
have
10
years
of
experience,
but
you're
still
looking
at
the
job
duties
for
that
position.
That's
the
primary
thing,
you're
looking
at
you're
trying
to
compare
if
this
assistant
director
here
are
they
doing
similar
type
work
there,
regardless
of
whether
they've
been
doing
it
zero
years
to
20
years,
but
are
they
doing
similar
type
work
and
therefore,
or
should
their
pay
be
similar?
They
got
similar
type
work
summer
type,
responsibility
and,
and
is
the
paid
commission.
U
D
U
Q
Better
now
we're
still
talking
about
class
parity
here,
but
I
I
still
don't
think
that
I
hope
I
see
one.
They
don't
go
together
without
what
it
sounds
like
what
I'm
hearing
well.
U
Q
It
sounds
like,
then,
you
can
help
me
if
I'm
mis,
if
I'm
not
understanding,
it
sounds
like
as
opposed
to
an
external
comparison.
It
sounds
like
we're
talking
about
an
internal
comparison
where
you
might
have
two
employees
that
are
doing
similar
work
and
maybe
they've
got
a
similar
pay
grade
and
one
is
making
more
than
the
other.
Well.
U
Me
in
eight
of
those
cities
as
an
hr
assistant
director.
F
U
Q
That
is
the
comparison
because,
again
you're
not
necessarily
comparing
how
long
the
person's
worked
in
that
job
you're,
comparing
the
job
itself
do
they
have
do.
They
have
all
the
bullet
points
in
terms
of
the
duties
that
to
the
assistant
director
here
with
the
city
as
long
as
they've
got
the
same
duties
responsibilities,
that's
a
good
comparison,
not
how
many
years
they've
been
doing
it.
U
If
I've,
given
my
all
to
you
for
the
last
10
or
15
years
and
I've,
been
doing
the
same
thing
for
the
last
10
or
15
years,
picking
up
additional
duties
along
the
way,
there's
no
way
in
good
faith
that
I
feel
it
was
done
correctly.
If
someone
that
does
less
than
I
do
finishes
this
pay
study
and
they
make
a
couple
thousand
dollars
less
than
I
do,
and
they
have
not
the
time
in.
But
I've
been
doing
that
same
job.
Q
U
Q
The
years
that
someone
was
doing
it
in
x
amount
of
abc
county
city
government
versus
how
long
that
assistant
director
has
been
doing
it
in
columbus.
That,
I
don't
believe,
was
a
part
of
the
analysis
and
and
and
I
would
agree
that
it
wouldn't
have
to
be
based
on
my
understanding
of
the
way.
An
analysis
would
be
done.
U
If
we
don't,
if
they
both
do
the
same
thing,
but
one
has
more
experience.
If
I
go
to
city
manager
in
all
of
these
cities-
and
I
understand
that
they
all
the
city
managers
now
I'll
understand,
but
if
I'm
coming
in
as
a
new
city
manager
somewhere
else,
I
don't
see
how
I
should
make
what
he
makes
because
he's
been
doing
it
for
14
15
years.
P
Yeah
when
it
happens
well,
let
me
just
say:
council
house,
you
know
it
would
be
very
difficult
to
identify
similar
size
cities
like
canned
cities
and
and
then
you
start
looking
at
not
just
positions.
But
years
of
experience,
I
would
venture
to
say
that
if
you
look
at
any
of
the
cities
they
looked
at,
you
know
none
of
them
have
city
managers,
who've
been
city
manager
for
17
years.
F
U
C
P
P
U
U
So
if
I
go
to
public
works
or
parks
and
rec
and
the
trade
center
director
was
here
last
week
and
she
mentioned
you
know,
I
have
a
lot
of
people
that
are
servers
and
people
who
keep
the
building
going
and
we
were
there
for
an
event
this
past
weekend
and
it
was
crowded,
and
it
was
brought
to
my
attention
that
it's
going
to
be
like
this
for
a
while,
because
it's
starting
to
open
up
again
and
we
have
to
have
workers.
U
And
the
the
problem
that
council
thomas
mentioned
was
most
our
questions
are,
with
the
pay
grade,
the
pay
rate
in
comparison
of
positions
trying
to
get
it
right,
because
once
we
move
forward
we're
dealing
with
about
what
10
million
dollars
or
so
for
the
program,
but
for
the
market
study
yeah
for
the
market
study
yeah.
So
if
we
don't
get
it
right,
you
know
someone
asked
earlier:
where
does
the
money
come
from
yeah
and
we're
not
going
to
go
past?
U
That
point,
I'm
sure,
but
I
just
I
just
it
sounds
like
I'm
rambling,
but
what
I'm?
Really
after
what
I'm
really
after
and
I
don't
know
how
we
get
there
is,
I
see
all
the
people
here.
U
U
I
don't
know
how
we
do
the
comparison
to
get
it
right,
but
I
just
don't
think
it's
right
that
in
this
government
forget
everybody
else
in
this
government
that
we
have
people
that
have
been
here:
10,
15
20
25
years,
and
when
we
finish
this,
people
who
have
been
here
far
less
time
will
either
be
making
the
same
amount
of
money.
Up
very
close.
It
doesn't
make
sense
to
me
because
you
have
to
be
paid
for
your
experience
over
time.
U
P
The
only
reason
we're
having
a
conversation
is
because
you
want
to
go
outside
of
market,
which
is
what
we
contracted
for.
That's
the
only
reason
we're
having
this
conversation,
and
so
if
money
was
and
the
reason
we're
having
a
conversation,
because
you
want
to
go
above
and
beyond
for
public
safety
and
cdl
and
money
is
an
issue.
P
P
U
U
I
mean
I
get
that
I
get
that,
but
I'm
saying
when
we
receive
the
phone
calls
and
we
sit
and
we
see
real
numbers
and
we
see
real
amount
of
time
put
in.
U
It's
something
in
there
that
needs
to
be
evergreen
has
done
a
great
job
nobody's
complaining
about
that.
But
it's
like
some
numbers
or
something
were
input
wrong.
I
don't
know
something
something
left
out:
a
segment
of
people,
it's
a
small
number,
but
it
left
out
a
segment
of
people
with
experience
and
time
in
this
government
and
we're
trying
to
reward
everybody
so
that
we
can
keep
the
younger
group
coming
along.
So
we'll
have
government
in
the
future,
which
I'm
sure
we
will,
but
the
people
who
have
given
their
all
who
have
not
changed
positions.
U
That's
what
I'm
saying
I
understand
if
you
change
positions,
that's
been
some
of
the
problems
that
a
person
changed
as
a
supervisor
manager
within
the
last
three
years,
so
he's
only
been
compared
to
that
job,
but
for
a
person
that's
been
doing
a
job
and
supervising
a
lot
of
people.
I
don't
I
don't
get
where
we
can't
get
them
to
where
they
need
to
be.
Q
Q
These
are
the
maybe
the
boots
on
the
ground
kind
of
people
that
you're
concerned
about
that's
pay
grade.
Six
through
13.,
the
average
increase
for
that
group
of
people
is
going
to
be
19.6,
that's
an
average
increase
and
in
public
safety
that
average
increase
is
20.2
percent
for
general
government
employees
that
average
increase.
Q
These
are
the
boots
on
the
ground,
people
18.9,
that's
a
huge
increase
and
then
for
those
middle
people
who
are
professional
people,
leaders,
crew,
leader
type
people,
moving
up
middle
management,
people,
the
average
increase
for
that
group
is
12.2
percent
and
in
public
safety
is
10.1
for
general
government
is
14.3
and
then
that
last
group
of
people,
these
are
the
higher
paid
employees.
These
are
division
managers.
Q
These
are
your
professional
level
people.
This
is
executive
management.
The
average
increase
for
that
group
is
8.7
percent
and
public
safety
is
eight
point.
Six
percent
and
eight
point:
seven
percent
for
general
government,
so
councilor
huff
the
group
that
you're
targeting
the
group
that
you're
after
this
plan
benefits
the
most.
It.
Q
U
No,
let
me
say
this:
I'm
I'm
not
trying
to
tie
up
the
whole
day
and
I
came
in
behind
schedule,
but
this
conversation
has
been
going
real
deep
with
about
10
people
in
the
government
that
have
given
their
all
and
they've
worked
their
way
from
the
g6
up
to
that
range
from
the
beginning
or
somewhere
in
that
g6.
Three,
I'm
sure
they
didn't
come
in
above
the
13
range.
So.
P
Well
and
I'll
say
again,
council
hub:
if
you
give
us
a
directive,
go
and
solve
the
problem
and
bring
back
we
will.
We
will
do
that,
but
it's
going
to
come
with
a
price
I
mean
I
wish
we
could.
I
wish
we
could
just
do
I'd
love
to
do
everything
you're
talking
about
everything,
but
you
know.
Are
we
willing
to
pay?
P
I
mean
that
has
been
since
2006.
I
have
I've
told
you
many
times
how
embarrassed
I
am
about
what
we
paid.
I've
said
it
to
everybody
around
this
table.
It's
embarrassing
and
I
love
I'm.
You
know
I'm
the
champion
for
I
I
wish
we
could
do
better
than
what
we're
bringing
to
the
table,
but
in
this,
but
but
and
every
time
I
talked
about
how
embarrassed
you
know,
we
talk
about
the
freeze
and
what
we
we
got
to
live
within
our
means
and
what
that's
what
we're
trying
to
do.
U
P
U
Some
may
not,
but
when
those
that
maybe
I
can
talk
them
into
stepping
up
when
they
step
up,
I'm
just
trying
to
figure
out
how
they
get
any
satisfaction
from
what
I've
heard
this
morning
against
what
I
saw
last
week.
Well,
because
I'm
not
looking
for
more
money,
I'm
looking
at
the
monies
that
we're
spending
to
be
equally
distributed
with
that
group
of
people.
That's.
F
U
O
You'll
save
yourself
a
lot
of
work,
you'll,
say:
crea
you'll
solve
a
lot
of
problems
and
and
he's
right,
because
every
time
I
try
to
rush
things
always
seem
to
get
in
trouble
or
create
more
problems.
But
one
of
the
things
that
I
want
to
say.
I
really
appreciate
the
decorum,
the
city
manager,
the
staff
and
just
working
through
this,
the
patients.
O
I
think
what
the
employees
and
the
citizens
are
seeing
is
the
firmness
usually
what
we
do
in
our
business
meetings,
so
to
speak,
or
through
our
work
sessions
and
sometimes
in
the
in
the
back
room.
You
know
it's
just
it's
just
like
having
a
board
meeting
basically,
but
I
appreciate
the
willingness
of
all
around
this
table
and
the
staff
willing
to
to
work
through
it.
I
I
think
it's
important
to
try
to
get
some
of
these
things.
Some
of
these
things
worked
out.
O
I
do
worry
about
making
decisions
today
and
you
know
and
and
the
cause
and
effects
later
I
I
do.
I
worry
about
I'm
not
sure
on
some
things,
but
I'm
still
working
through
it
as
well-
and
I
know
I
understand
where
we're
at
today
and
understand-
there's
gonna
be
some
things
when
you're
dealing
with
2600
plus
people
that
there's
gonna
be
some
areas
that
just
you
know
you
need
to
work
out
and-
and
I
am
concerned
about
that-
and
I
think
the
employees
are
too
because
when
we're
look,
we
are
working
on
an
expedited
schedule.
O
You
know
we
talked
about
implementing
this
plan
out
into
2324,
but
we've
sped
it
up
thanks
to
credit
to
the
mayor
of
trying
to
get
this
thing
out
here,
dealing
with
an
inflationary
period
and
and
that's
all
good
news-
and
we
are,
some
of
us-
are
having
to
play
catch-up.
But
you
know
there
is
a
a
I.
I
guess,
a
pressure
to
try
to
meet
a
deadline
as
well
and-
and
you
know
we're
trying
to
to
work
through
that
with
all
the
feedback
and
concerns
and
questions.
Okay,
you
got
to
expect
that.
O
Okay,
that's
just
the
stress
that
comes
with
the
situation,
the
cracks
in
the
wall.
You
just
got
to
work
through
those
things,
so
thank
y'all
for
being
willing
to
to
have
these
conversations
in
such
a
firm
manner
at
times
miss
city
manager,
and
you
and
I
were
having
a
dialogue.
Last
council
meeting
you
in
that
process.
You
brought
up
about
this
correction
process
or
appeal
process,
and
you
know
I
told
you
I
was
a
positive.
That
was
something
that
I
wasn't
sure
on
that
that
kind
of
caught
my
eyes,
I'm
like.
O
One
of
the
things
in
that
when
you're
the
the
fear,
I
think
on
the
employee
side,
is
that
what
they
see
when
you
see
in
life,
it's
so
easy
to
agree
and
to
make
a
decision
and
to
move
forward
on
something
and
then
afterwards
they
don't
think
that
once
it's
done,
it's
a
done
deal
and
it's
probably
likely
that
they're
not
going
to
be
heard.
After
that
I
mean
that's
just
the
perception
of
people,
it's
just
it's
human
nature
and
then
there's
others
that
like
well.
O
If
y'all
do
that,
even
though
you're
telling
me
I've
got
a
correction
process
or
a
pill
process,
you
know
most
likely.
You
know
they
say
they're
going
to
hear
me,
but
they're,
not
really
it's
going
to
make
it
easy
for
them
to
just
keep
moving
moving
forward.
They've
already
approved
it.
I
mean,
and
that's
some
of
the
concerns
that
are
out
there,
that
we're
trying
to
to
address
one
of
the
things
I
see
on
this.
This
correction
process
or
appeal
process
appeal
sounds
a
whole
lot
better.
O
If
you've
got
a
concern
out,
there
is
that
I
would
like,
instead
of
checking
boxes,
I'm
not
sure
right
now
how
the
consultant
is
going
to
handle
this,
that
the
people
that
we're
trying
to
bring
forward
and
and
and
address
and
to
get
their
concerns
out
there.
I'm
not
sure
how
it's
going
to
be
handled
is
employee,
just
going
to
get
a
note
that
just
check
says
no
you've
been
denied
or
you're
canceled
or
whatever.
You
know
that
that
what
what
their
concerns
are
and
they're
not
going
to
feel
like
they've
been
valued.
O
O
Q
Council
davis,
I
absolutely
agree
with
you
that,
in
order
to
appreciate
a
process
of
correction
when
an
employee
makes
a
valid
request,
they'll
do
a
valid
response
that
should
be
in
writing
and
should
be
agreed
more
than
a
check
box,
yes
or
no.
So
that
would
be.
Q
That
would
be
what
I
would
intend
to
do
and
with
the
consultant,
some
of
what
we've
been
doing
already
now
again,
I
don't
think
there
will
be
a
lot
of
employees
that
would
have
and
a
need
for
record
requests
for
correction
because,
as
I
understand
it,
for
those
employees
that
have
been
made
aware
of
what
their
recommended
salary
is
they're
very
happy,
but
for
those
that
do
make
a
request.
Yes,
I
should
go
through
this
process
and
this
a
step
process.
Q
As
I
said,
they
would
speak
to
their
department
director
the
department
director
reviews
it
now.
I
don't
control
what
the
department
director
will
say
back
to
the
employee,
but
when
it
gets
to
hr
and
when
it
gets
to
evergreen,
they
will
get
a
written
response
back
now.
Q
That's
not
been
addressed
past
the
past,
the
time
we
implement
this,
which
hopefully
we
get
to
it
in
december,
and
we're
able
to
do
that.
We
will
have
time
to
be
able
to
respond
to
that.
But
if
every
employee
decides
now
that
well
well,
I
got
fifteen
hundred
dollars,
but
I
really
would
like
twenty
five
hundred
dollars.
So
let
me
let
me
complain
about
that
or
let
me
use
this
process
and
see
if
I
can
get
2500
christmas
is
coming.
Q
Maybe
I
need
more
so
if,
if
somehow
another
you
get
2600
employees
writing
an
appeal
and
then
h.r
and
evergreen
having
to
respond
back
to
2600
employees,
that's
going
to
take
a
minute
to
do
it.
The
way
I
would
want
to
do
it
from
what
I'm
hearing
you
saying,
I
agree
to
be
able
to
provide
that
written
it,
some
of
them
again.
The
study
and
the
analysis
has
already
been
done.
Quite
frankly,
a
lot
of
them
it's
going
to
be,
we've,
we've
done
an
analysis.
Q
Q
O
M
M
A
O
O
O
Sorry,
we
just
didn't
agree
with
you
and
that's
it
that
that
doesn't
do
anything
that
that
that
really
it
I
think
for
an
employee,
it
makes
them
feel
undervalued
if
anything
and
it
just
kind
of
confirms
some
of
the
things
that
we're
saying
around
the
table
about
the
process.
O
If
they
get
a
response
back,
even
though
they
may
not
like
it,
it's
the
appropriate
response
and
that's
what
the
conclusion
came
to
they
need
they.
They
deserve
that
information.
I
think
I
just
want
to
make
sure
that
they
get
that.
I
think
there
was
a
counselor
that
also
stated
that
you
know,
and
you
know,
is
there
appeal?
Is
there
a
another
step
after
that?
If
they
don't
like
that
process,
I.
O
You
know
I
I
you
know
what
it
kind
of
the
court
system
comes
to
my
mind
by
the
court
of
appeals.
You
know
if
you've
been
denied,
you
can
go
to
the
next
step
of
the
court
of
appeals,
but
you
would
have
to
have.
I
would
think
you
would
have
to
have
a
very
responsible
board
of
peers
or
professionals
say
that
could
really
evaluate
something
and
not
any.
That
would
be
close
tied
or
contact
to
the
individuals.
O
That
would
be
an
kind
of
an
end-all-type
scenario,
but
I
I
mean
I
do
ask
that
question.
I
don't
even
know
if
you
all
thought
about
that
as
a
possibility,
and
it
may
not
be
I
mean
I'm
not
really,
I'm
just
throwing
it
out
there
because
of
the
the
question
that
that
or
the
the
point
that
was
brought
up
by
councillor
thomas
a
little
bit
earlier.
O
O
D
Thank
you,
counselor
counselor,
tucker,.
I
Yes,
thank
you.
Thank
you,
director
hollywell.
I
had
one
main
question
and
I'm
a
piggyback
off
of
counselor
thomas
in
reference
to
the
correction
process.
I
Is
there
a
possibility
of
updating
this
correction
process
to
actually
include
that?
And-
and
this
is
why
I'm
asking
that
question
and
I-
and
I
think
all
of
us
have
kind
of
alluded
to
the
the
reason
behind
needing
to
do
this.
I
I
So
if
we
allow
our
employees
to
address
their
pay
grade
and
pay
rate
and
also
the
comparison
and
as
councillor
woodson
mentioned,
because
both
you
know,
we
were
sitting
right
here
and
we
googled
it.
The
civic
center
savannah
actually
is
starting
is
at
1
35
and
I
think
our
starting
is
like
108
or
something
like
that.
I
And
then
I
do
know
that
some
of
the
individuals
that
were
hired
because
we
we
have
to
when
we're
attracting
new
people,
we
we
bring
them
in
at
the
midpoint
of
the
previous
and
if
I'm
wrong,
just
tell
me
if
I'm
wrong
just
tell
me,
but
if
we
bring
people
in
to
attract
them,
sometimes
we
have
to
pay
them
more
than
the
minimum
when
they
initially
sign
their
contract.
I
I
Because
that's
how
we
attracted
them-
and
I
would
you
know
in
fairness-
think
that's
how
we
keep
them
instead
of
pushing
them
back
to
you
know
the
minimum,
but
I
I
honestly
think
that
by
excluding
pay
grade
and
pay
rate,
and
even
that
comparison,
we're
not
doing
our
due
diligence
to
ensure
that
we're
being
fair
and
equitable
to
our
employees,
because
they're
not
complaining
about
date
of
higher
and
class
and
their
job
title
or
position.
I
It's
it's
all
about
the
pay
and
that's
the
whole
correction
process.
You've,
basically
taken
it
out
of
a
step.
I
I
just
I
just
don't
see
how
we
can
exclude
that
in
all
fairness,.
I
You
know:
okay.
Q
Q
Tucker
revert
back
to
something
that
I
said
earlier,
and
that
is
our
reliance
on
the
analysis
and
market
study
that
was
done
by
the
our
consultant
and
I
believe,
it's
very
reliable,
given
what
I've
seen
as
it
relates
to
these
recommendations
that
are
being
made
so
and
and
again.
If
we
don't
rely
on
the
results
of
the
the
recommendations
of
the
study,
then
what
we're
doing
counselor
tucker
is
we're
taking
matters
in
our
own
hand
and
we're
deciding
what
somebody's
pay
grade
should
be
we're
deciding
what
their
pay
rate
should
be.
Q
We're
deciding
who
we
want
to
compare
them
to
we're
making
that
decision,
as
opposed
to
having
contracted
with
a
consultant
paid,
how
much
money
we
paid
to
the
consultant
to
come
back
and
make
a
recommendation
to
us
we're
no
longer
taking
their
recommendation.
We're
taking
matters
in
our
own
land-
and
I
I
just
I
just-
could
not
agree
with
doing
that.
Q
Betting
has
definitely
has
included
where
their
they're
pagra,
because
we're
looking
at
internal
equity
and
that's
another
thing
I
want
to
mention.
You
have
to
consider
internal
equity
because
you're
a
morale,
booster
or
morale
killer,
is
what,
if
we
don't
consider
internal
equity,
to
make
sure
that
physicians,
comparable
positions
are
set
in
similar
type
grades.
So
that
is
huge.
We
can't
single
out
one
position
and
decide
that
that
person
is
more
deserving
than
something
else.
So
I
would
be
extremely
concerned
about
going
against
what
the
recommendations
are
and
from
the
concern.
I
I
would
add
this:
we
did
have
some
level
of.
I
I'm
gonna
say
maneuvering
and
actually
you
know
molding
this
pace
study
because
we
decided
I'm
going
to
say
you
all
to
do
longevity
in
the
actual
position
and
did
not
consider
longevity
throughout
your
entirety
of
being
an
employee.
You
know,
as
I
mentioned,
you
have
people
you
know
working
here,
30
plus
years
and
based
on
what
you
know.
I
in
this
short
amount
of
time
to
dissect
this
100
and
something
page
document.
I
But
it's
saying
that
we're
going
to
do
our
due
diligence
and
make
sure
that
every
single
person
that
has
a
concern
their
concerns
are
being
addressed,
because
if
I
get
a
response
from
an
individual
who
had
a
market
study
come
back
saying
they
make
54
000
through
market
study.
But
evergreen's
recommendation
is
at
42
000.
That
means
to
me
that
maybe
we
didn't
consider
evergreens,
you
know,
maybe
they
didn't
take
into
consideration
with
the
market
study
and
how
did
they
come
up
with
42
000?
I
So
it's
just
way
too
many
questions
and
if
I'm
you
get
what
I'm
saying
it's
way
too
many
questions
and
if,
if
we're
gonna
do
this
right,
I
just
feel
like
that.
Correction
process
should
include
pay
grade,
pay
rate
and
also
the
comparison
of
positions,
and
I
appreciate
that
you,
you
know
you're
telling
me
savannah
but
put
put
the
information
like
dude,
I'm
serious,
I'm
such
a
visual
person.
So
I'm
just
looking
at
the
respondent
organizations
and
you
just
listen
cities.
I
don't
know
who
you
who
you
went
to
within
those
cities.
I
You
get
what
I'm
saying,
and
it's
just
me
because
I
have
yeah
and
I'm
saying
me
because
I'm
visual
I'm
a
visual
learner.
I
have
been
in
this
position
before
and
I
have
helped
organizations
save
money,
make
money
millions
of
dollars,
because
I'm
an
analyst
and
when
you
just
put
the
bare
minimum
I
mean
I'm.
I
got
way
too
many
questions
who
who
did
you
as
council
woodson
mentioned
in
reference
to
savannah?
I
Who
who
did
you
actually
compare
individuals
to
in
savannah
this.
K
P
I
love
that
we
simply
could
not
afford
it,
and
so,
when
you
call
out
the
civic
center
director
yeah,
I
know
the
city
attorney
I
met
you
know,
has
looked
at
augusta's
city
attorney
and
he's
looked
at
savannah.
You've
you've
shared
that
information
with
me
many
times
you
know
and
when,
even
when
they
told
me
the
city
managers
pay,
you
know
the
first
thing
I
started.
I
I
started
calling
off
cities
and
telling
you
what
the
city
manager
earned
did.
I
not.
I
know.
P
We
can't
pay
in
columbus
what
savannah
pay
their
city
manager.
We
campaign
columbus.
What
august
to
pay
their
city
manager
and
the
city
manager
and
august
have
been
there
two
months
or
less
and
the
the
like,
I
said,
savannah
has
had
nine
in
12
years
and
and
the
person
they
hired
as
a
was
a
deputy
was
an
assistant
city
manager
not
never
been
city
manager
before,
but
but
we
cannot.
P
So
we
can't
just
go
and
say
civic
center,
director
or
savannah
city
manager,
because
we
can't
pay
what
they
pay
and
so
when
when,
when
they
did
the
study,
they
looked
at
these
various
organizations
and
I
think
I'm
not,
but
they
did
averages
which
brought,
which
says
you
know
the
city
attorney
is
not
going
to
make
what
he
makes
in
august.
The
police
chief
in
in
savannah,
you
know
dating
back
to
when
michael
brown
was
city
manager,
was
making
180
000
the
police
chief.
P
We
don't
pay
that
in
columbus,
and
so
we
just
so
if
we
wanted
to.
If
I
could
hand
pick
one
city,
I
said:
go
get
savannah
and
you'd
get
130
000
pacific
center
director,
just
like
you
did,
but
we
can't
do
that
and
but
but
now,
if
you
tell
us,
you
want
us
to
do
that
and
we'll
just
bring
the
price
tag
back
and
then
we
and
then
the
decision
gets
made.
P
I
Yeah-
and
I
was
gonna-
ask
that
one
slide
where
it
had.
I
guess
it
was
like
g22
through
29.
It
was
like
different
great
breakdowns
of
how
the
average
amount
percentage
that
we
were
given,
and
I
you
know
me
being
new.
I
So
how?
How
would
that
that
work?
Because
I
I
know-
and
we
haven't-
I
don't
think
we
have
mentioned
this
today
in
reference
to
the
the
cdl
drivers
and
the
dollar.
Fifty,
I
think
was
it
yeah.
I
I
P
I
Yeah
and
and
one
of
the
things
and
when
he
was
when
he
was
standing
there.
I
made
that
comment
that,
with
inflation
with
gas
with
food
with
housing,
you
know
with
all
these
things
that
our
lower
tier
people
have
to
pay
a
eight
point.
Whatever
percent
raised
for
our
top
tier
is
crumbs
in
the
bucket
for
a
lower
tier
people
and
focusing
on
them,
in
my
opinion,
should
have
been
our
top
priority
in
this
pace
study
and
just
looking
at
it
and
receiving
so
many
emails.
I
I
I
mean
even
percentages
and
I
know
averages
and
I
actually
was
going
to
ask
that
question
with
those
increases.
Are
those
actual
current
paid
on
staff
right
now
19.6
or
is
that
just
over
our
entire,
whatever
3
or
however
many
employees?
Is
that
actually
current
people?
That's
that's
getting
paid
right
now.
Q
This
is
based
on
the
actual
act.
These
these
are
active
employees
in
classified
positions
that
were
included
in
the
compensation
and
pay
study,
and
it's
showing
what
their
average
increase
is
going
to
be.
You
know,
should
council
approve
the
ordinance
whenever
you
decide,
but
yes,
these
are
employees.
F
Q
Public
safety,
as
in
sworn
personnel,
they
are
going
to
fall
between
in
the
middle
here
between
grade
14.
Up
to
about
great
you
know,
the
highest
is
going
to
be
a
grade.
27,
I
believe
that's,
but
in
your
grade
the
middle
here
grade
14
is
a
police
officer
is
a
sheriff's
deputy
is
a
firefighter
emt,
that's
a
grade
14.
and
then
from
there
you've
got
your
corporals,
which
is
a
16.
You've
got
your
sergeants,
I
think
18
or
20
captains,
20
22.,
so
they're
they're
falling
right
in
here.
Q
I
Okay
and
and
the
reason
why
I
was
asking
that,
because
I
do
know
in
reference
to
like
the
g6,
I'm
thinking
about
the
biggest
increase
were
when
I
first
came,
I
asked
you
to
provide
how
many
individuals
were
making
under
15
a
hour,
and
it
was,
I
think,
like
196.
I
employees
at
the
time
and
out
of
those
196
people.
We
had
people
at
a
rate
of
like
11,
12
or
whatever,
and
the
reason
why
I'm
getting
there,
because
I'm
looking
at
how
that
that
right
there
can
push
number
percentages
up,
because
you
have
a
segment
of
employees
that
were
really
really
underpaid
and
coming
from
11
to
15.
I
That's
a
that's
a
big
percentage,
but
then
you
have
so
many
other
employees
that
I
know
that
they're
that
are
not
even
you
know
getting
like
one
percent.
So
that's
what
I'm
saying
in
reference
to
bumping
percentages
up
when
you
look
at
the
overall
percentage
of
how
many
people
that
we
had,
that
was
actually
making
less
than
fifteen
dollars
an
hour.
Q
Right
and
no
no
one,
even
in
our
current,
in
our
current
system,
without
the
implementation
of
the
new
pay
plan,
starting
at
a
grade
six,
you
know
starting
at
a
grade:
18
11,
that's
12
an
hour,
but
yes,
some
of
the
grade
six.
The
grade
six
are
primarily
our
building
service
workers,
that's
a
custodian,
a
grade
six
and
they
currently
make
less
than
fifteen
dollars
an
hour.
However,
with
the
implementation
of
this
new
pay
plan,
they
will
make
the
minimum
of
15
an
hour.
So.
U
U
S
U
Q
So
the
we
currently
have
our
pay
plan
has
a
minimum
midpoint
and
a
maximum.
So
what
has
been
recommended
from
the
consultant
is
a
new
for
each
pay
grade,
a
new
minimum
midpoint
and
maximum.
That's
that's
an
increase
over
our
current
minimum
and
maximum.
So
that
alone,
the
fact
that
you'll
have
a
new
minimum
and
a
new
maximum.
Now,
that's
not
to
say
once
you
have
a
new
minimum
so
for
all
those
employees
based
on
the
recommendation
of
whatever
the
new
minimum
is
for
all
the
pay
grades.
Q
Every
employee
has
to
start
at
at
least
the
minimum.
You
have
to
put
them
at
the
minimum
if
they
are
somehow
another
below.
But
now
not
every
employee
is
going
to
be
below
the
minimum
so
for
those
that
are
below
the
minimum,
you've
got
to
bring
them
at
least
to
the
minimum,
and
then
there's
not
going
to
be
a
reduction
of
anybody's
salary,
for
example,
if
an
employee's
their
pay
grade,
their
minimum
is
40
000..
Q
The
new
minimum
is
forty
thousand,
but
they
are
already
making
42,
so
they
so
they're
going
to
already
be
up,
so
they
wouldn't
receive
less
they'll,
be
placed
on
scale,
they'll,
be
placed
on
scale
and
then
based
on
their
class
parity.
How
long
they've
been
in
their
current
position,
then
they
may
move
farther
depending
on
how
long
they
may
move
farther
out
on
the
on
the
steps
and
then
they're
going
to
be
slotted
in
a
position.
U
It
does
it
falls
yeah.
That's
that's
why
I
was
wondering
because
what
you
just
said
is
where
I'm
trying
to
get
to
that.
Once
we
got
the
information
back
and
then
we
do
the
comparison
and
at
40
42.
It
says
you
know
40
you're
not
going
to
take
them
back
right,
but
there
is
some
consideration
for
the
amount
of
time.
Yes,.
Q
G
I
have
a
suggestion
for
you
to
consider.
If
you
will,
I
think
one
of
the
biggest
issues
that
we
as
counselors
have
heard
since
the
employees
receive
this
information
is
that
employees
are
thinking
they
are
not
going
to
be
heard
if
they
disagree
with
whatever
position
they're
put
in
and
councillor
davis
suggested
some
kind
of
appeal
process.
G
I
I
would
request
that
you
look
into
that.
We
have,
and
I
don't
know
if
this
is
the
right
place,
but
we
do
have,
for
example,
a
personnel
review
board
that
is
made
up
generally,
if
not
all,
of
personnel
directors,
people
who
know
personnel
rules
and
rigs,
and
that
sort
of
thing.
What?
G
If,
if
I
have
a,
if
I
say
that
my
position
is
not
correct
and
you,
as
my
supervisor
say
yes,
it
is-
and
I
say
I
want
to
appeal
this:
let's
set
up
some
kind
of
a
process
for
that
to
happen
and
whatever
that
process
determines
is
the
result,
I
think
that
would
probably
require
evergreen
or
you
or
somebody
to
meet
with
this
board
and
give
them
the
education
they
need
about
the
program
and
about
the
pay
plan
and
about
all
of
those
kinds
of
things,
and
I
I,
as
I
said
it,
may
not
be
the
personnel
review
board.
G
It
may
be
some
some
other
board,
but
the
employee
needs
to
feel
like
they
are
being
heard
that
their
concern
is
being
heard
and
if
we
have
an
independent,
none
of
us
are
on
the
personnel
review
board.
None
of
our
employees
are
on
the
personnel
review
board,
but
there
are
professionals
on
the
personnel
review
board.
G
Let's
see
if
we
can't
give
the
employee
some
route
to
being
heard
about
their
concern,
and
I
I
don't
know
that
we
necessarily
and
mr
city
attorney,
can
can
help
me
here.
I
don't
know
if
we
necessarily
need
to
amend
the
ordinance
to
do
that
or
just
to
say
to
the
administration,
here's
something
we
we
want.
G
We
want
you
to
do
give
that
employee
a
route
for
hearing
their
concern
and
at
the
end
of
that
route,
whatever
is
decided
the
employee's
going
to
have
to
live
with
it
and
the
city's
going
to
have
to
live
with
it.
If
the,
if
they
say
take
it
you're
right,
employee,
you're
right,
then
the
employee
is
right.
G
If
they
say
no
you're,
not
right
the
supervisor's
right,
then
the
employee
has
at
least
had
a
chance
to
be
heard,
and
I
think
that's
one
of
the
big
issues
that
that
I
keep
hearing
over
and
over
again
nobody's
listening
to
what
I'm
saying
so
for
the
for,
however
good.
That
is,
that
would
be
a
suggestion
that
I
would
give
to
you
as
we
implement
this
plan
over
time.
Q
Council,
thomas,
if
I
could
comment
briefly
and
I
do
want
the
city
attorney-
to
comment
on
your
suggestion-
a
recommendation
that
an
employee
be
able
to
be
heard
by
the
personnel
review
board
or
some
like
agency.
That
is
one
of
the
specific
things
that's
indicated
in
the
corrections
for
appeal.
That
is,
is
not
a
suitable
avenue
to
be
able
to
address
and
appeal
in
that
manner
that
the
personnel
review
board
in
and
of
itself
is,
does
not
hear
such
types
of
concerns,
and
nor
does
our
fair
treatment
process,
which
is
the
internal
grievance
process.
Q
We
are
very
deliberate
to
keep
this
any
request
for
corrections
out
of
that
process,
that
internal
that
grievance
process
that
employee
that's
reserved
for
employee
grievances
and
then
further
appealable
to
the
personnel
review
board.
We've
been
very
deliberate
to
make
sure
that
that
process
is
not
attempted
to
be
used
for
reconciliation
of
some
type
of
request
here,
but
I
have
shared,
which
I
do
think.
Council
thomas
is
the
process
that
has
been
presented.
G
I
think
you
have
completely
misunderstood
my
point.
My
point
is
the
employee
wants
to
be
heard,
let's
give
them
a
rev,
an
avenue
to
do
that.
It
may
not
be
the
personnel
review
board.
It
may
be
the
mayor's
board
to
consider
you
know
salary
placement
hell.
I
don't
care
what
it
is,
but
just
just
give
them
the
opportunity
to
be
heard.
N
N
B
B
You
know,
as
I
look
up
there,
I
understand
where
councilor
tucker
is
coming
from
as
well
wanting
them
to
be
able
to
talk
about
the
grade
rate
and
comparison
positions.
The
problem
is
in
my
mind,
maybe
I'm
super
sensitive
to
the
fact
that
we
are
trying
so
hard
to
keep
that
buffer.
Keep
that
neutrality,
keep
the
integrity
of
the
plan
so
that
the
employees
will
know
that
this
was
not
done
by
counselors
or
a
mayor
because
then
well
that
mayor
never
liked
me
anyway.
That's
why
I
didn't
get
what
I
wanted.
B
I
think
we
should
very
much
try
to
keep
this
as
as
clinical
as
possible
and
one
way
that
I,
the
only
thing
that
I
didn't
see,
because
when
I
look
at
the
pay
grade
pay
rate,
those
are
the
results
of
the
information.
That's
going
in
the
top
three
are
clerical
errors,
but
there's
one
other
area
and
counselor
thomas
has
hit
on
it
and
I
think
a
few
others
have
as
well.
There
needs
to
be
a
way
for
them
to
talk
about
all
right.
B
What
did
the
supervisor
disagree
with
me
on
in
terms
of
writing
out
what
I
my
duties
are,
because
you
know
listen,
oftentimes,
not
all
time
but
often
times
the
employee
has
a
lot
of
pride
in
their
job.
It's
the
old
story
about
the
guy
in
nasa
janitor
was
asked
what
he
does
at
nasa.
He
says
I
put
men
on
the
moon.
B
He
does
because
he
knows
that
his
role
contributes
to
the
overall
goals
of
what
the
the
organization's
after
so
I
don't
doubt
that
they're
going
to
be
instances
where
there's
some
overestimation
of
the
of
what
the
employees
do,
but
there
may
also
be
a
supervisor-
that's
not
adequately,
maybe
not
be
on
site
with
them,
and
they
can
still
be
a
direct
supervisor.
That
was
unaware
of
some
of
this.
So
somehow,
and
I
don't
want
to
tell
you
how
to
do
it,
but
somehow
in
in
that
top
three.
B
I
think
there
should
be
some
way,
whether
it's
through
hr
or
if
we
want
to
bring
the
consultant
down
here
on
that
consultative
agreement.
We
have,
and
there
should
be,
an
opportunity
for
the
employee
supervisor
and
a
neutral
third
party
to
sit
down
and
kind
of
go
through
what
they
had
stated
that
their
job
is.
I've
got
a
feeling,
that's
where
a
lot
of
the,
because
to
me
it
doesn't
seem
like
there's
enormous
number
of
these
instances.
B
It
seems
like
there
might
be
25
to
50
people
that
that
are
claiming
that
they
have
been
overlooked.
So
I
just
think
that's
one
area
that
we
could
do
because
that's
the
process
of
the
information
gathering,
that's
not
giving
you
the
results
of
the
information
after
it's
been
processed.
So
that's
my
two
cents.
B
B
That
because
we'd
been
through
the
one
in
2006,
we
are
not
going
to
make
everybody
happy,
because,
even
if
you
think,
you're
happy
with
a
four
percent
increase-
and
you
see
the
guy
sitting
next
to
you-
that
got
12
now
of
a
sudden
you're,
not
so
happy.
So
we
knew
there
were
going
to
be
problems,
but
this
group
pursued
it
funded
it
because
they
know
that
the
most
important
aspect
of
our
government
is
the
employees
that
are
taking
care
of
the
citizens
that
we
serve.
B
B
L
Thank
you.
I
think
all
of
this
discussion
is
revealing
something
very,
very
important
that
maybe
we
need
to
also
address
an
employee's.
Satisfaction
is
based
on
a
lot
of
different
aspects.
It's
been
a
long
time
since
I've
worked
for
a
corporation.
L
However,
in
the
in
the
past,
some
of
the
corporations
that
I
did
work
for
did
psychology
tests
and
they
these
different
tests
in
it,
and
it
revealed
what
different
employees
are
looking
for
to
be
satisfied
in
the
job
that
they
are
doing,
and
some
of
it
is
the
physical
environment.
They,
like
you,
know
a
nice
office
and
different
things
like
that.
Some
of
it
is
pay.
Some
of
it
is
interaction
with
other
employees
and
with
their
supervisors.
L
There's
there's
all
there's
all
kinds
of
things
and
you
take
these
these
tests
and
it
reveals
what
motivates
you
to
be
a
better
employee,
then
there's
there's
then
there's
also
impor,
there's
psychological
tests
that
you
know
disc
and
myers-briggs,
and
things
like
that,
and
if
you
understand
some
of
the
motivations
behind
your
employees
and
we
encourage
an
environment
that
is
employee-centric.
L
Then
I
think
we
would
have
you
know
a
lot.
I
think
what's
happening
here
is
there's
other
issues
but
there,
but
that
the
employees
are
trying
to
express
and
we
need
to.
We
need
to
be
aware
of
some
of
these
nuances
and
we
have.
We
have
a
an
opportunity
here
in
in
columbus,
because
we
have
some
corporations
that
have
been
voted
by
prestigious
organizations
as
being
some
of
the
best
places
to
work
in
america,
aflac
being
one
of
them.
L
I
think
we
have
some
resources
in
this
community
that
we
can
reach
out
to,
and
you
know,
ask
the
people
at
aflac.
What
do
you
do
that
creates
an
environment
where
you
get
these
types
of
acknowledgement,
because
I
think
that
this
is
just
one
aspect.
The
pay
is
just
one
aspect
of
what
makes
working
at
some
place,
enjoyable
and
I
think
we're
missing
out
on
a
huge,
huge
opportunity
to
improve
the
lives
of
our
employees
and
I'd
like
us
to
once.
We
get
through
this
I'd
like
us
to
address
the
other
areas.
Also.
L
T
All
right
good
afternoon
so
as
it
has
been
mentioned
previously,
you
know
we
set
aside
in
the
fy
23
well
set
aside
and
reserves,
10
million
dollars
to
implement
this
pay-in
compensation
plan,
and
so
the
presentation
that
I'll
give
today
is
this
pretty
much
the
same
one
that
was
given
last
week
with
the
a
few
updates
so
I'll
just
start
with
the
pay
plan,
implementation
costs
in
terms
of
the
market
plan,
like
I
said,
as
you
know,
10
million
was
set
aside
and
if
you
know
if
we
were
to
go
with
the
market
plan
based
on
the
zone
approach
with
no
above
and
beyond
pay
the
total
implementation
cost
for
general
government
and
public
safety,
employees
is
just
over
7.8
million
public
safety
only
as
far
as
above
and
beyond.
T
I
think
this
is
a
new
slide
based
on
some
feedback
and
comments
received
through
the
city
manager.
So
this
just
shows
if
we
don't
do
the
cdl
drivers
and
we
only
did
public
safety
what
the
implementation
cost
would
be.
That's
just
over
12.3
million
again
that's
a
4.49
million
dollar
difference
in
the
market
plan
and
the
above
and
beyond
for
public
safety.
Only.
T
In
this
slide,
you've
seen
previously-
this
is
the
above
and
beyond
for
public
safety,
as
well
as
the
cdl
drivers
at
21
an
hour.
This
is
a
1.08
million
dollar
difference
from
just
the
public
safety
above
and
beyond,
to
add
the
cdl
drivers
above
and
beyond.
It's
a
1.08
million
dollar
difference,
so
that
goes
from
12.31
million
to
13.39
million,
as
you
see
here,
so
the
total
difference.
T
When
you
talk
when
we
talk
about
pay
plan,
implementation
costs
for
the
market
plan
versus
above
and
beyond,
for
both
public
safety
and
the
cdl
drivers,
and
then
again,
this
is,
with
the
you
know,
the
recommended
25
cap,
the
total
difference
is
5.57
million
from
the
market
plan
to
the
above
and
beyond
plan.
T
This
is,
I
think,
a
new
slide
based
on
some
feedback
and
commentary
also
received
through
the
city
manager
and
what
that
cost
would
be
without
the
25
cap.
The
total
difference
between
the
market
plan
and
the
above
in
beyond
for
public
safety
and
the
cdl
drivers
is
6.26
million,
with
no
25
percent
cap.
T
So,
in
terms
of
funding
the
above
and
beyond,
plan
for
the
general
fund,
we
would
utilize
an
average
annual
salary
savings
of
about
50
public
safety
positions
for
various
departments.
T
I'm
transferring
out
about
25
public
safety
positions
from
the
old
laws
to
from
the
general
fund
to
old
laws,
as
well
as
recognizing
some
of
the
positive
revenue
trends
that
we've
seen,
one
of
those
being
again
our
sales
taxes.
You
know
for
budget
purposes,
we
use
a
three-year
blended
average
to
project
our
revenues,
and
you
know
from
a
sales
tax
standpoint
that
amounts
to
about
seven
and
a
half
percent
increase
in
sales
tax
revenue
over
that
three-year
blended
period.
T
As
far
as
the
storm
water
fund
and
the
paved
water
fund,
these
funds
are
primarily
supported
by
property
tax
dollars.
There's
a
millage
that's
assessed
every
year
in
the
during
the
budget
process
for
storm
water
and
paving
fund
expenses,
and
so
what
we
recommend
is
to
reduce
some
of
the
annual
cip
funds
and
fy
23
and
the
stormwater
fund.
T
We
budgeted
about
1.3
million
and
in
the
paving
fund
we
budgeted
about
a
million
dollars
for
cip,
but
what
we
utilize-
or
I
should
say
what
we
leverage
is
some
of
the
investments
in
capital
improvement
projects
from
other
funding
sources.
Some
of
those
other
funding
sources
includes
the
splost
that
was
approved
last
year,
included
in
the
splash
is
20
million
dollars
for
storm
water
projects.
T
This
is
over
the
next
10
years
and
there's
a
million
dollars,
plus
a
million
plus
annual
allocation
from
old
lost
infrastructure,
also
to
support
stormwater
projects
for
the
paving
fund.
Again
there
was
some
funding
approved
as
part
of
this
lost
20
million
dollars
over
the
next
10
years
for
paving
resurfacing
projects
again
it
also.
This
fund
also
receives
about
a
million
plus
annually
in
old,
lost
infrastructure
dollars
and
also
with
the
paving
fund.
We
have
we're
leveraging
about
33
339
million
dollars
from
t
splost
and
t
splost
discretionary
funds
over
the
next
10
years.
T
So,
in
a
great
ways,
this
slide
has
been
like
modified.
I
guess
just
to
provide
more
context
in
terms
of
the
integrated
waste
fund.
We've.
I've
shown
this
sort
of
analysis
before
in
terms
of
cash
versus
future
obligations.
T
T
Just
wanted
to
point
out
that
we
actually
ended
fy21
with
11.8
million
in
cash
and
investments
on
hand,
but
right
now
it's
8.9
million
that
we
have
on
hand
there's
a
4.8
million
obligation
due
to
m
waste
for
that
contract.
Again.
This
does
not
include
the
fuel
surcharges
we're
still
in
discussion
with
amways
regarding
those
fuel
surcharges
and
the
methodology
in
terms
of
how
they'll
assess
those
surcharges,
so
that
brings
us
to
a
revised
integrated
waste
fund
reserve
amount
of
4.1
million,
and
again
we
can't.
T
It
has
grown
from
fy
21
to
fy22
and
right
now
it
stands
at
about
16.6
million
that
we
have
as
a
liability
on
the
books
for
our
landfill,
close
closure
and
post-closure
costs,
which
leaves
us
right
now
with
the
deficit
for
reverse,
where
we
are
in
our
cash
versus
our
future
obligations
of
about
12.5
million
dollars
in
the
integrated
waste
fund
so
option
a
the
minimum
dollar
increase.
You
all
have
heard
that
before
that
would
begin
july,
1st,
2023
or
fy24.
T
T
What
we
will
do
is
bring
back
a
resolution
to
council
on
second
reading
of
the
pay
plan,
implementation
ordinance
in
support
of
whatever
option
that
council
decides
from
what
was
recommended
by
councillor
davis
for
the
fy
24
budget
in
terms
of
utilizing
the
reserves-
and
I
also
just
wanted
to
point
out
again-
you
know
due
to
the
driver
shortages,
we
are
utilizing
amways
for
our
yard
waste
collections.
That's
the
only
privatization
that
we
have
in
that
fund
right
now
and
it
costs.
T
I
mean
the
amount
that
we
paid
to
amways
today
is
just
over
3.6
million.
That's
just
over
a
year
service,
the
services
began
in
june
of
2021
and
we've
already
paid
out
3.6
million
dollars
to
amways
the
new
contract,
in
which
amways
would
be
responsible
for
all
of
the
yard,
waste
collection
routes
where
they
pick
up
the
grass
clippings
and
the
small
limb
piles
that
it
was
effective
august
1st
the
monthly
rate
is
31
400
or
equate
that
to
an
annual
amount,
it's
just
over
5.2
million
because
it
did
not
start
until
august
1st.
T
The
new
rate
per
month
will
be
just
over
439
thousand,
but
that
leaves
us
with
the
remaining
obligation
in
fy
23,
just
over
4.8
million,
and
this
is
again
plus
fuel
charges
which
is
still
being
negotiated
with
amways,
and
I
did
add
this
little
change
in
fun
equity
here
for
fy22,
because
a
lot
of
times
when
we
talk
about
landfill
close
to
post-closure,
you
know
that
sometimes
is
hard
to
conceptualize,
because
it's
something
that
we
know
we'll
have
to
fund.
We
know
it's
over
time,
but
we
know
we
have
to
fund
it.
T
T
So
again,
in
terms
of
these,
other
funds
in
e911
may
require
a
small
subsidy
beginning
next
fiscal
year,
which
would
be
july.
1St
of
2023
fy23
was
the
first
year
and
I
was,
I
would
say,
forever,
but
a
very
long
time.
I
actually
didn't
go
back
to
check
this
out,
but
I
will
now
that
I'm
thinking
about
it,
the
first
time
since
I've
been
here
that
we
have
not
subsidized
e911
this
year,
fy
23
was
the
first
year,
so
the
pay
plan
implementation
changes
may
require
a
subsidy
next
year.
T
Maybe
not
we'll
just
have
to
see
that
revenue
is
collected
and
set
by
the
state,
so
we
don't
have
any
say
so
on
address
any
fees
or
anything
like
that,
so
we'll
just
have
to
see,
and
as
far
as
metra
the
transportation
fund,
obviously
leveraging
that
those
t-splash
dollars
the
investment
in
transportation,
that's
been
approved
for
metra
will
transfer
some
bus
operator
positions
out
of
metra's
general
operating
budget
to
the
t
splash,
and
that
was
the
end
of
my
presentation.
I'll
be
glad
to
take
any
questions.
If
you
have.
L
L
T
So
I
didn't
take
a
look
at
that.
Actually,
the
expenses
without
amways
is
still
13.4
million
is
actually
13
million,
467
hundred
and
ninety
dollars.
So
we
still
our
expenditures,
excluding
amways
is
still
more
than
the
revenues
that
we
collected
last
year
in
fy22.
T
F
G
Miss
alexander
the
the
13.3.
T
So
the
13
point:
let's
go
back,
I
think
you're
talking
about
the
this
slide,
the
13th.
Well,
this
slide
the
13.39
million
yeah.
G
T
T
G
It
would
be
8.4
for
the
remainder
of
fy22
fy23
23,
I'm
sorry
and
then
13.392
for
implementation
in
fy
24.
for.
G
T
B
All
right
mayor
pro
tim.
D
T
P
P
So
you
know
we
have
been
conservative
as
you
can
see,
and
so
obviously
we
stretch
it
far
beyond
10
years.
But
but
to
answer
this
question
I
just
want
to
let
you
know
that
those
dollars
extend
more
than
10
years
yeah.
D
T
Happens
after
10
years,
so
what
we
do
anticipate
is
some
rebound,
obviously
in
some
of
the
general
operating
fund
dollars
for
metra,
particularly
the
passenger
revenues.
Hopefully
this
investment
in
metra
in
terms
of
the
t-splash
dollars
that
they
are
receiving
will
increase.
Ridership
metro
also
receives
a
small
allocation
of
the
property
tax,
millage,
and
so
some
of
the
growth
in
the
millage
over
that
10-year
period.
T
You
know
we
anticipate,
will
help
us
sustain
some
of
these.
These
costs,
in
terms
of
the
positions
that
we're
transferring
to
the
t-spots
and
one
thing
I'll
point
out
too
in
terms
of
the
t-splash,
is
that
metro,
we
budgeted
or
inclu
added
a
lot
of
new
positions
because
of
the
t-splash
because
of
the
increased
in
you
know
some
of
the
routes
that
metra
have,
and
so
you
know
we'll
just
have
to
reassess
once
we
get
to
that
point.
T
But
I
do
feel
with
these
investments
and
some
of
the
things
that
they're
doing
you
know
some
of
the
technological
improvements
that
they're
making
utilizing
these
t
sports
dollars.
In
terms
of
you
know,
you've
been
able
to
pull
up
on
your
phone,
an
app
that
tells
you
exactly
what
the
bus
is
and
as
we
go
more
towards
alternative
transportation
and
public
transportation.
P
And
we've
reduced
positions.
P
P
D
So
I
was
just
you
know
with
fuel
cost.
It
just
makes
sense
to
begin
to
look
at
sure.
I
mean
we've
talked
about
it
for
years,
but
I
think
yeah.
F
O
I'm
gonna
make
a
motion
to
to
remove
the
dollar
fifty
fee
out
of
the
integrated
waste
fee
and
go
with
option
b
or
c,
preferably.
O
I
would
like
to
go
with
c,
because
I
just
know
from
the
past
of
how
presentations,
prior
to
some
of
our
post,
some
of
the
decisions
were
made,
how
it's
sometimes
being
somewhat
perceived
as
conflictive,
but
I'd
like
to
do
that
and
and
there's
two
reasons
that
that
I'm
looking
at
here
is
one
when,
when
looking
at
the
cost
and
I've
had
people-
and
I
don't
want
to
go
into-
I
don't
want
to
go
in
a
lot
of
detail
on
this
okay,
but
I
really
think
the
pay
plan
and
the
integrated
waste
rascal
of
a
challenge
need
to
be
separated.
O
Okay,
they
just
need
to
be
separated
and
we
need
to
get
this
one
out
of
the
way
and
then
come
back
and
work
on
the
challenge
that
we
have
with
the
what
we
call
the
the
integrated
waste
services
and
I've
had
several
people
that
have
commented
that
there.
You
know
when
they
look
at
what
we're
doing
after
last
meeting
that
they
they
were
not
in
favor
of
the
option,
a
that
were
up
there,
because
they
just
felt
like
that.
O
Where
we're
at
I
mean
the
numbers
that
we
see
are
being
projected
and,
for
example,
the
cost,
and
all
that,
that's
only
you
know
if
we've
got
a
full
100
employment
implemented
pay
plan,
but
it
but
it's
not,
but
that
is
the
total
cost.
I
mean
there's
no
question
about
from
that
standpoint,
but
I'd
also
like
to
see
in
some
of
these
other
areas
when
we,
you
know
the
the
just
making
the
adjustment
to
more
of
a
hybrid
type
system,
with
our
our
integrated
waste
services
that
you
know.
O
O
I
don't
want
to
go
into
that
right
now,
but
I'm
just
throwing
it
out
there
for
the
sake
of
time
that
I
really
think
that
we
need
to
do
that.
I
believe
in
it
so
much
that
I'm
willing
to
fund
it,
and
I
I'd
like
to
see
maybe
csu
or
somebody-
I'm
already
implied
inquiring
into
that-
to
try
to
find
an
appropriate
body
that
they
can
really
look
at
that.
O
I
was
thinking
it's
still
a
work
in
progress,
and
I
really
think
it
needs
to
be
separated
out
of
out
of
this
pay
plan,
and
I
I
think
we've
got
time
to
work
on
that,
and
I
think
that
going
into
the
general
fund
reserve
and
using
that
money
on
a
temporary
basis,
I
think,
can
get
us
to
that
point-
that
we
can
still
work
on
it
and
gain
that
confidence
and
assurance
in
our
community
in
our
community
with
our
citizens.
O
At
that
point,
if
we
need
to
make
some
further
adjustments
to
generate
more
revenue
to
support
a
fund
or
or
other
services,
then
we
can
really
look
closer,
that
I
think
the
citizens
would
be
more
in
line
of
being
more
acceptable
and
approving
that.
I
do
not
think
that
they're
going
to
agree
to
how
we're
today
implementing
in
this
pay
plan
and
how
we're
going
to
fund
it.
That
was
never
the
intention.
O
It
was
never
my
understanding
that
we
had
to
go
out
and
generate
outside
revenue
to
fund
this
plan
that
we
could
do
it
within
the
citizens
have
been
so
generous
to
us
with
the
pennies
that
they've
given
us
in
sales
tax
revenue
and
some
of
the
other
initiatives
that
they
voted
in
favor
of
that
we're
moving
forward.
O
I
think
we're
very
blessed
from
that
standpoint
and
in
return
we
owe
it
to
them
to
do
the
best
we
can
to
try
to
see
if
we
can
stay
within
within
the
means
that
we've
been
blessed
with,
because
at
the
end
of
the
day,
we're
not
dealing
with
our
wallets
we're
it's
not
our
wallet.
Well
so
I
mean
we
all
pay
taxes,
but
it's
not
our
wallets.
You
know
it's
the
citizens
of
columbus,
so
it's
easy
to
make
a
decision
when
it's
somebody
else's
money,
but
you
know
but
but
but
not
ours.
O
We
don't
have
to
be
like
everybody
else.
I
understand
the
accounting
side
of
it,
but
I
think,
having
some
more
time
with
this
issue
would
help
us
better
understand
the
equation
on
the
integrated
waste
services.
Mr
manager.
I
thank
you,
for
you
did
listen
and
you
said
you
were
going
to
go
back
and
look
at
some
of
these
things
and
present
some
options.
I
really
appreciate
that
madam
finance
director.
Thank
you
to
I'd
like
to
make
that
motion
mayor.
B
B
I
think
it's,
I
think
it's
important
to
put
it
in
the
record
that
this
is
just
a
one-year
utilization
of
fund
balance
reserves,
because
those
are
operating
expenses.
B
C
B
I
don't,
I
don't
disagree
with
it.
I
think
it's
a
good
approach
and
I
think
the
city
manager
and
others
have
been
very
vocal
about
the
fact
that
we're
not
going
to
do
any
increases
until
we
are
getting
our
service
delivery
right
and
it's
got
to
get
the
confidence
of
folks
back
in
it.
So
motion
in
a
second
any
discussion.
B
All
right,
all
in
favor
of
of
taking
one
million
dollars
in
general
fund
reserves
to
fund
this
for
one
year,
please
say
aye
any
opposed.
P
So
I
mean
there's
been
a
lot
of
discussion
and-
and
at
this
point
you
know
I
I
do
recommend
that
you
proceed
forward
to
approve
the
classification
compensation
study,
as
presented
by
the
consultant.
P
That
group,
through
their
department,
heads
by
using
the
process
for
corrections
that
has
been
outlined
by
the
hr
director
hr
director,
rita,
hollowell
and
evergreen.
Solutions
will
be
charged
with
reviewing
each
concern
documenting
the
concerns
as
councilor
davis
and
others.
Council
thomas
have
talked
about
sharing
what
review
took
place
and
recommended
action
and
or
correction.
P
P
P
P
Getting
the
data
input
into
the
system
so
that
we
could
have
the
earliest
possible
date
of
getting
it
into
paycheck
so
that
we
can
not
only
better
recruit
but
retain,
but
simultaneously
doing
the
review
as
you've
outlanded
for
us
for
those
who
have
concerns
okay.
So
that
is
what
I
recommend.
Thank
you,
johnson,
tucker.
I
Yes,
I
know:
we've
had
several
employees
in
the
audience.
I
I
But
come
come
forward
and
sit
at
the
first.
If
you
don't
mind-
and
I
appreciate
you-
I
know
this
is
challenging-
can
be
emotional,
but
we
definitely
want
to
hear
from
you.
I
would
like
my
colleagues
to
actually
hear
from
you.
G
Mr
city
manager,
do
you
anticipate
that
you
will
bring
back
to
us
on
the
13th
your
recommendation
of
how
these
these
additional
activities
are
going
to
take
place?
I
mean
I
would
like
to
know
what,
if
anything,
we
are
proposing
for
the
employee.
G
To
challenge
you
know
is
that
coming
back
to
us
before
we
vote
on
it,
we
have
not
yet
seen
all
of
those
kinds
of
things,
and
this
is
a
pretty,
I
think,
important
piece
of
business
that
before
we
before
we
vote.
We
know
what
we're
voting
about,
and
I'm
not
sure
that
at
this
point
we
know
all
of
the
things
that
we're
voting
about.
So
do
you
anticipate
that
it
will
be
brought
back
to
us
on
the
second
reading.
P
G
G
P
V
V
V
V
V
As
myself,
the
reason
I
am
here
not
to
really
challenge
a
lot
of
things
just
to
ask
questions
when
we
selected
evergreen,
I
myself
did
some
work,
some
background
checking
on
them.
They
are
a
replica
company
and
I
want
the
council
to
know
that
they
had
some
other
places.
I
checked
into
it.
They
are
a
good
company
but
to
say
that
to
totally
trusted
him,
I'm
a
little
bit
applauded
by
reason
because,
okay,
thank
you,
I
don't
think
we
got
it.
V
F
V
V
I
have
performed
in
this
job
for
nine
years
and
I
just
say
you
know
wow
okay,
but
going
forward
with
that
being
said
now
I
only
make
900
more
than
one
of
my
employees,
who's
five
pay
grades
lower
than
me,
but
I'm
still
expected
to
perform
all
of
these
duties
at
the
same
rate.
So
what
is
my
recourse?
Q
So
teresa
is
going
to
be
in
a
position
maybe,
and-
and
I
have
I
don't
know
her
specific-
I
haven't
looked
at
her
specific
position,
but
it's
not
going
to
be,
unlike
some
other
employees,
in
terms
of
again
the
analysis
that
has
been
done
by
evergreen
and
what
we
again,
what
we
have
received
from
evergreen
and
our
review
of
the
department,
and
I
will
say
now:
we
have
had
conversation
with
the
parts
and
rec
director
and
we've
talked
about
the
positions
in
parks
and
rec
and
where
we
have
seen
where
we
can
make
adjustments
that
made
sense
at
the
time
those
adjustments
have
been
made.
Q
Now
I
have
not
spoken
with
the
director
about
this
specific
position,
so
I'm
not
aware
that
there
is
a
concern
and
so
in
terms
of
the
corrections
process.
That
is
something
that
would
work
well
here
where
the
employee
would
speak
to
the
department
director
share
the
concerns
and
say
hey,
I
don't
think
my
position
is
either.
I
don't
think
it's
classified.
I
don't
think
it
completely
takes
into
consideration.
All
of
what
I
will
do.
Q
Q
I
don't
know
if
one
was
completed
here,
but
for
sure
when
an
employee
raises
an
issue
when
the
department
raises
it
and
says
hey,
this
doesn't
look
like
I
should
be
making
what
you're
saying
then
that
that
that
raises
a
signal
for
evergreen
to
look
at
for
hr
to
look
at
and
say
what's
going
on
with
this
particular
position.
So
every
time
an
employee
like
teresa,
comes
forward
through
their
department
utilizing
this
request
for
correction
process.
Q
That's
what
it's
for
and
that's
how
it
will
be
addressed
every
single
time,
no
difference
here
and
chances
are
had
again
based
on
my
recollection
of
the
positions
that
we've
talked
to
parts
and
recreation
about.
I
don't
think
this
is
one
of
them,
but
I'm
not
100
sure,
because
we've
looked
at
a
lot
of
positions,
so
I
can't
say
one
percent
whether
this
is
one
of
them,
but
we've
looked
at
a
number
of
the
positions
in
parts
and
rec:
we've
responded
back
to
parts
and
rec.
Q
Now,
since
august
22nd,
when
I
sent
out
the
final
report,
the
final
recommended
report
to
parts
and
wreck
I
have
not,
and
in
my
email
when
I
sent
it
out,
I
said:
if
you
have
any
questions,
if
you're,
not
if
you
still
have
concerns,
let
me
know
now
today
I
checked
my
email.
While
I
was
sitting
here
waiting
to
this
date,
I
still
have
not
gotten
a
response
back
from
parks
and
rec.
Q
P
And
so
mayor
and
council,
I
just
said
what
I
expect
from
hr
director
in
this
process
and
and
what
I
said
is
that
hr
director,
aretha,
hollowell
and
evergreen
solutions
will
be
charged
with
reviewing
each
concern
documenting
the
concern.
What
review
took
place
and
recommended
action
and
or
correction?
P
V
But
we
did
the
very
first,
the
first
very
first
time
that
we
we
received
it.
We
sent
them
in
because
tommy
we
all
we
did
send
them
in
the
first
time
and
when
it
came
back
to
us
the
biggest
concern,
I'm
here
speaking
on
behalf
of
parks
and
rec,
because
of
course
you
know,
tommy,
we
had
a
concern.
V
We
have,
we
felt
we
felt
that
we
was
equal
to
public
works.
The
thing
was
parks
and
rec
was
two
pay
grades
behind
public
work
before
we
started
all
of
this
now
we're
sixth
pay
grade
behind
puppet
worth,
and
then
we
get
here
on
the
screen
and
says
that's
one
of
the
areas
that
we
can't
even
challenge.
V
That's
the
thing
that
we
are
concerned
about
whether
or
not
evergreen
got
us
raped
right,
our
rate
right
our
grade
right
and
whether
or
not
we
can
challenge
other
of
the
position,
because
we
are
the
ones
that
are
working
weekend
holidays,
we're
the
ones
that
are
calling
out
the
out
the
house
when
we
got
to
go
an
opening
centers
for
evacuees
and
stuff,
not
saying
that
another
department
deserve
what
they
got.
We're
not
saying
that
we
just
want
to
be
treated
fair.
V
That's
the
thing
that
we're
that
we're
concerned
about
it's
not
what
somebody
else
got
and
or
and
in
that
stuff,
but
give
us
an
avenue
to
challenge
that.
But
when
you
come
in
here
and
say
well,
this
is
an
area
that
we
can't
even
question.
Dash
ties
your
hand
and,
yes,
we
were.
We
wasn't
told
that
we're
going
to
be
retaliated
against.
It's
just
people
fear
for
their
jobs.
They
fear
for
their
livelihood.
They
don't
want
to
be
seen
as
the
person
that
want
to
get
here
and
challenge.
V
V
It's
it's
not
a
person,
somebody's
just
gonna
come
out
and
say
hey.
We
got
it
out
for
teresa.
No,
it's
just
that
people
knows
that
hey.
This
is
my
job.
This
is
where
I
make
my
living.
You
don't
want
to
be
that
troublemaker
or
perceived.
V
P
V
W
P
A
chain
of
commands,
so
I
don't
go
down
in
ranks
and
retaliate
or
if,
if
the
thought
was
at
isaiah,
you
know
because
that's
deputy
city
manager,
lisa
goodwin,
deals
with
parks
and
rec,
that's
our
department.
And
so
I
don't.
I
don't
tell
department,
heads
or
the
deputy
city
manager
what
to
do
with
teresa
or
anyone,
and
I
think
you
know
that
yes,.
I
Counselor
tucker,
yes,
I
I
honestly
commend
you
for
coming
and
speaking,
and
I
honestly
would
hope
that
other
people
feel
that
they
can
come
and
speak
about
their
concerns
and,
as
counselor
thomas
said,
there
will
be
no
retaliation
at
all
and
I'm
sure-
and
I
always
tell
her.
She
knows
that
I
admire
her
and
I
I
was
out
there
in
that
audience
for
years,
watching
her
and
when
she
said
something.
I
I
trust
and
believe
that
she
means
what
she
says
and
not
only
does
she
mean
it,
but
I
mean
it
and
I
think
that
each
and
every
counselor
up
here
means
it
that
your
voice
matter.
We
need
to
hear
from
you
in
this
public
in
this
public
environment
all
at
one
time.
You
know
we
all
need
to
hear
this
and
for
you
to
talk
about
the
disparities
in
reference
to
the
gap
between
parks
and
rec
and
public
works,
but
but
not
only
that
and
I
and
I'm
being
transparent.
I
K
I
P
K
I
I
Because
I
care
about
this
pace
study
and
I
care
about
those
ones
that
make
the
list
and
do
the
most
work.
That's
who
I
care
about.
I
care
about
doing
more
with
less,
because
that's
what
we
have
done,
not
only
here
in
the
city,
but
I
know
how
it
works
as
an
air
force
member
when
we
started
doing
more
with
less
when
people
positions
got
taken
away
and
more
in
in
me,
and
I
understand
what
you're
saying
they
say:
additional
duties,
additional
duties
for
military
people.
I
They
can
be
anything
I
can
be
doing
five
different
jobs.
My
pay,
don't
change,
but
my
responsibilities.
Do
your
pay
doesn't
change,
but
your
responsibilities
do
and
when
you
lose
a
director
at
franchester
who's
stepping
up
it's
you
when,
when
you
only
have
one
person
that
carve
a
part
who
has
to
step
up
it's
you
and
for
you
to
take,
call
me
and
tell
me
you're,
only
getting
130
and
not
supposed
to
sit
up
here
and
act
like
that,
don't
matter
to
me,
I'm
sorry
it
does.
I
They're
they're,
the
ones
that
are
struggling
and
those
are
the
ones
that's
calling
us
me
and
counselor
thomas
received
countless
emails.
This
morning
before
we
even
got
out
of
our
bed,
saying
please
don't
say
our
names
me
and
counselor
huff
receipt
and
and
what
they're
doing
they
add
me
to
every
email,
you're
saying
yo,
so
I'm
adding
we
we
hear
you
advocating
for
us
counselor
tucker,
please
consider,
can
you
call
me,
can
you
come
meet
me?
I
can't
go
to
church.
I
can't
go
to
an
event.
I
can't
go
to
the
store.
I
I
So,
yes,
I
care
about
the
hundred
people
and
I
think
we
need
to
get
it
right,
and
I
appreciate
you
miss
teresa
for
what
you
do
and
you
show
up
all
the
time
and
your
people
do
an
excellent
job,
and
I
appreciate
every
last
one
of
the
employees
for
the
city
that
make
the
lease
do
the
most
and
they
show
up
every
day.
They
show
up
every
day.
F
J
I
think
counselor
tucker
really
said
it
all.
That's
what
we've
been
sitting
up
here
talking
about
it's
people
like
theresa
that
we
hear
from
but
they're
afraid
I
admire.
J
I've
always
have
admire
you
and
respect
you,
but
today's
even
more
because
you
you
you
had
the
courage
to
stand
before
us
and
tell
us
and
that's
when
sometimes
maybe
I'm
not
communicating
correctly
to
rico
or
you
isaiah
or
my
colleagues,
but
that's
exactly
what
I
was
talking
about
when
we
have
good
people
that
we
see
they
didn't
like
some
people
that
I
had
brought
up
didn't
call
me.
J
J
It.
It's
not
fair.
You
know
to
see
some
of
these
people,
you
know
I
I
can't
even
can't
even
express-
and
I'm
so
glad
you
know
that
you
came
because
it's
the
truth,
we're
we
are
trying
to
help
those
that
are
less
fortunate.
J
Yeah
I
care
about
our
directors
and
our
top
people
and
stuff
like
that.
But
when
you
know
somebody
doesn't
have
enough
to
put
the
food
on
the
table
they're
going
to
community
warriors,
you
see
them
in
line.
You
know
you
see
them
in
these
other
places.
It
hurts
and
tucker
is
correct
and
judy,
and
I
didn't
say
much,
but
it's
the
same
thing
and
I'm
I
think
all
of
us
are
experiencing,
that
we
go
to
a
restaurant.
We
go
somewhere
and
people
are
approaching
us
and
we're
feeling
like
what
can
I
do
you?
J
Don't
let
me
say
who
you
are
so
how
can
I
help
you
and
for
you
coming
today,
man,
you
won
that
crown
in
heaven,
because
you
spoke
for
those
people
that
can't
or
don't
have
the
courage
to
speak
for
themselves.
J
We
need
to
to
really
to
look
at
this
really
make
it
work.
That's
why
we
thought
you
know
I
kept
trying
to
pin
you
to
give
a
time
frame.
You
know,
for
these
two
will
be
looked
at
and
it's
right.
Some
of
them
might
not
get
changed
at
all,
but
some
may
or
may
be
some
like
this-
that
that
holds
three
and
four
different
positions,
because
there's
a
shortage
because
we
can't
hire
people,
but
the
job
has
to
be
done
because
our
taxpayers
it
to
be
done
and
they
don't
care
how
it
gets
done.
J
They
just
want
to
see
it
done,
then.
Maybe
those
people
need
to
be
stepped
up
into
a
higher
grade,
so
that
they're
meant
for
what
they're
paid
for
what
they're
doing-
and
it's
true
I
mean
some
of
these-
these
people
are-
are
leaving
their
homes
on
the
weekends
late
at
night.
There
are
different
things:
any
one
of
us
call
a
town
hall
meeting
a
cleanup
they're
leaving
their
family
and
then
I
know
it's
their
job,
but
at
the
same
time
we
need
to
appreciate
what
they
do.
J
Even
yourself.
You
might
not
be
saying
anything
rita,
you
might
be
keeping
your
mouth
quiet
and
you
might
be
in
that
list.
Just
like
I
say
I
said
one
time
too:
I'm
not
getting
paid
what
I'm
supposed
to
be
getting
paid,
but
you're
comfortable
these
people
not
putting
the
bread
on
the
table
nor
the
bacon
and
those
are
the
ones
we're
really
concerned
about
making
sure-
and
I
know
everybody's
waiting
for
december,
so
they
can
get
this
extra
money
to
spend.
But
what
happened
to
that
co-worker?
J
Yours,
that's,
not
going
to
have
to
buy
christmas
gift
and
put
the
food
on
the
table.
What
are
we
saying
to
them
and
I'm
not
gonna
prolong
it,
because
I
think
that
tucker
said
it.
I
look
greatly
and
so
did
theresa,
but
I
just
want
to
say
to
you
thank
you
because
I
know
you
work.
I
know
you
work
hard.
I
know
any
one
of
us
call.
You
and
you
react
and
you
never
complain.
J
L
N
L
L
When
I
brought
up
a
suggestion
on
how
to
handle
these
corrections
of
concerns,
I
was
told
that
you
don't
have
the
staff
in
order
to
you
know,
send
out
these
concerns
to
every
person
and
get
them
back
and
deal
with
them,
and
so
and
now,
I'm
being
said,
you
know
that
you'll
deal
with
them.
What
changes?
L
L
L
P
L
L
I
I
I
think
that
today
we
are
united
in
this,
and
I
hope
that
we
remain
united
in
this,
because
I
think
this
is
a
very,
very
important
subject
that
we're
fighting
for
the
employees
and
that
this
is
done
right.
This
is
implemented
properly
and
we
need
to
stay
united
on
this
for
the
employee's
sake,
because
I
think
we're
going
to
have
a
lot
of
trouble
that
we're
going
to
have
to
deal
with.
P
And
if
I
may
familiar
well,
I
I
just
want
to
say
once
again
the
and
I
outlined
the
recommendation
and
what
I
recommend
as
the
process
going
forward,
and
I
will
say
once
again:
the
hr
director
and
evergreen
solutions
will
be
charged
with
reviewing
each
each
concern
documenting
the
concern.
P
That
is
what
will
happen,
and
that
is
what
happened
with
the
pace
study
in
2006
and
so
and
and
that
whether
it's
theresa
snellen.
A
P
There
will
be
change,
but
some
that
are
brought
forward.
There
will
not
be
change
because
it
can't
be
justified,
but
every
concern
will
be
reviewed,
documented
and
and
and
will
share
with
the
mayor
and
council
what
review
took
place
and
the
recommended
action
in
our
correction.
That
will
happen.
O
O
So
what
what
I,
what
I
basically
did
and
for
clarification,
the
employees
so
they'll,
know
that
we
did
not
take
the
21
an
hour
out
of
the
pay
plan.
That's
still
in
the
pay
plan.
Okay,
we
just
found
a
different
funding
source,
we're
utilizing
a
different
funding
source
for
period
and
the
period
of
understanding
is
the
second
part
of
it.
O
What
I
want
to
make
sure
we're
all
on
the
same
page,
we
have
still
half
of
a
budget
cycle,
but
what
I
talked
about
is
into
where
we
are
now
implementation
and
in
the
next
budget
cycle.
The
whole
budget
cycle
is
what
what
I
present.
I
want
to
make
sure
everybody's
everybody's,
okay,
all
right,
so
we're
on
the
same
page.
I
got
that
out
there.
Okay,
one
more
thing:
the
city
manager
and,
again
I
beg
for
your
patience
here,
but
the
is
the
finance
director
still
here
there.
O
She
is
yes,
I
got
asked
this
question
because
we're
all
in
the
room
together-
and
I
may
not
get
this
chance
again-
and
I
just
want
to
ask
this,
but
both
of
you,
the
hr
director
and
the
finance
director
I
think
mentioned
about
the
maintenance.
I
want
to
focus
on
that
maintenance
a
little
bit
on
the
plan.
O
I
I
heard
confidence
in
your
voice.
Both
talked
about
two
steps,
three
steps.
I
know
we've
always
talked
about
one
step
in
maintaining
and
going
up
as
we
go,
but
I
just
while
we
have
the
finance
director
here.
I
just
want
to
make
sure
I'm
sure
y'all
looked
at
projection
strategically
out
where
we're
at
today
and
and
what
I'm
sensing
is
that
you
all
feel
comfortable
that,
like
I
said,
we
can
stay
within
our
means
and
still
move
forward
along
the
plan.
T
And
I
was
looking
at
that
actually
earlier
council,
council,
davis
and
so
the
cola
increase
this
year.
Approving
the
budget
was
a
two
percent
increase
effective
july
1st,
and
that
was
about
2.3
million
dollars
across
all
of
the
operating
funds.
So
I
was
looking
at
that
and
looking
at
the
implementation
cost
as
the
additional
amount.
One
percent
of
the
additional
amount
is
only
an
additional
133
000.
T
So
in
terms
of
maintenance
and
sustaining
this,
I
think
this
is
very
sustainable
with
the
increments
and
the
steps
that
have
been
laid
out
and
recommended
by
evergreen
much
more
sustainable
than
what
we
currently
have,
but
the
with
the
difference
between
each
step
being
two
and
a
half
percent-
and
I
don't
know
honestly
when
we've
ever
gave
a
two
and
a
half
percent
increase,
but
what
the
consultant
has
advised
in
terms
of
moving
employees
through
the
pay
plan
from
a
longevity
standpoint,
so
that
people
can
be
compensated
while
they're
here
and
not
start
out
at
the
minimum.
T
You
know
with
the
with
the
new
employee,
like
I
said,
this
is
very,
in
my
opinion,
sustainable
now,
some
years
you
know
we
may
give
two.
Some
years
we
may
get
one
step,
it
just
really
depends,
but
I
think
what
what
is
being
proposed
is
very
sustainable.
O
O
We
have
no
control
over
that's
right
unless
everything
in
the
economy
comes
to
an
end.
You
know
that
we
have
the
means
that
we
can
go
up.
At
least
what
we've
talked
about
amongst
during
this
process
is
one.
E
O
O
You
know
I
mean
you're
going
to
have
to
keep
looking
at
it.
I
mean
you're
going
to
keep
looking
at
it.
As
you
go,
I
mean
that's
just
you
know,
that's
just
finance
101
you're
going
to
have
to
keep
doing
that
in
your
projections.
I
just
want
to
make
sure
everyone
we're
all
on
the
same
page
here
and
and
gaining
that
confidence,
which
I
appreciate
you
sharing
that
and
again,
mr
city
manager,
thank
you
and,
and
thanks
for
your
patience
and
all
this
thanks.
G
The
only
thing
you
can
challenge
is
your
date
of
hire
your
date
of
class
and
your
job
title,
and
if
I
misunderstood
that,
please
correct
me,
but
that's
what
your
slide
said
and
that's
what
you
said
to
me
when
I
asked
if
an
employee
could,
under
this
plan
challenge
anything
else-
and
you
said
no,
you
said
the
only
thing
that's
going
to
happen
is
that
the
employee
can
submit
something
to
the
supervisor
the
supervisor
signs
off
on
it.
The
employee
has
no
input
into
anything
else.
G
The
employee,
you
know
I
just
we've
spent
well
over
three
hours.
Today
we
spent
a
long
time
last
week
that
ought
to
say
to
somebody.
This
is
a
pretty
important
issue
to
all
of
us
and
I'm
you
know
I
I
just
am
I'm
so
frustrated
and
if
you
can't
tell
by
the
tone
of
my
voice
that
I'm
frustrated,
but
I
am,
and
I'm.
P
Mr
mayor,
I
thought
we
had
a
conversation
about
15
minutes
ago,
where
you
asked
that
I
bring
and
present
before
the
vote
on
the
second
tuesday
on
the
13th
that
you
looked
up
the
date
and
we
said
that
we
would
look
at
the
corrections
process
and
those
comments
that
you
made
earlier.
G
But
miss
hollowell
just
told
this
employee
right
here
that
she
could
request
through
miss
hollowell,
how
her
cl
her
job
title
and
her
classification
and
her
placement
were
deliberately
cited,
and
that
is
not
what
we
have
been
told
time
and
time
again.
F
G
Well
perhaps
my
confusion,
mr
city
manager,
is
that
this
ordinance
has
not
been
passed
and
is
not
in
effect
in
this
city,
and
there
are
a
number
of
ways,
a
number
of
issues
still
to
be
decided,
and
I,
for
one
am
not
going.
I
I'm
not
ready
to
rush
this
thing
and
and
get
it
wrong.
Well,.
G
P
P
N
N
N
All
right
and
then
the
next
item
is
an
ordinance
affecting
the
juvenile
court
salaries.
I
see
ms
cannon
is
still
here
from
juvenile
court.
I've
spoken
with
judge,
mcbride
and
chief
judge
kennen
of
the
juvenile
court,
and
they
are
agreeable
to
a
delayed,
effective
date
which
would
be
effective
whenever
the
city-wide
pay
plan
is
implemented
and
there's
an
amendment
around
the
table
to
that
effect
that
I
think
mayor
pro
tem
wants
to
offer.
D
B
Motion
second,
any
discussion
through
the
motion:
counselor
davis
hang
on.
Let
me
get
you
down
there.
O
No,
I
I
you
know,
I
don't
have
a
problem
with
it.
I
do
question,
though
you
know
some
of
our
past
conversations,
especially
during
the
budget
cycles,
that
a
lot
of
times
we
talk
about
handling.
You
know
these
matters
being
handled
during
the
during
the
budget
cycle
of
budget
process.
I
don't
have
a
problem
with
this.
I
do
think
that
what
councilor
allen
is
amending
is
is
appropriate
because
it
it
coincides
and,
along
with
what
we
do
for
the
coroner
and
at
the
same
time
it
it.
O
It
makes
it
in
line
with
the
rest
of
the
government
at
the
time
of
implementation.
So
I
I
just
think
that's
a
fair
way
to
do
it
and
right
way
to
do
it,
but
you
know,
like
I
said.
As
you
know,
we've
we've
tried
hard
to
stick
to
some
guidelines
through
our
budgetary
process
and
and
hopefully
we
can
continue
to
do
that
in
the
future.
Thank
you
thank.
B
Second,
to
make
that
amendment
any
further
discussion,
all
in
favor,
please
say
aye
any
opposed.
A
W
Ruling
the
decision
came
out
on
june,
the
30th,
so
it
wasn't
to
skirt
anything
with
the
budget
judge
kennen.
All
of
the
judges
are
in
agreement
with
what
the
amendment
was.
So
that's
all
we
have
to
say.
Thank
you
very
much.
Thank.
N
Thank
you
pass
that
on
to
the
judges,
we
appreciate
that
it'll
be
a
delayed,
effective
date
as
amended
and
we'll
bring
that
back
for
a
vote
in
two
weeks
mayor
the
last
three
items
I'll
call
up
together.
These
are
faa
grants
for
airport
improvements.
B
F
K
X
X
I
just
want
to
elaborate
that
the
that
project
the
work
has
already
been
completed
and
that
grant
is
for
a
reimbursement
for
the
airport.
The
other
two
projects
grant
54
and
55
will
be
starting
immediately
and
that's
all.
I
have.
B
B
N
B
N
B
All
right
we
we
have
one
individual.
I
think
I
don't
think
they're
here.
B
I'll
be
honest,
I'm
not
surprised
for
the
public
agenda
that
we
will
call
this
joanna
right
now
regarding
garbage
pickup
doesn't
appear
she's
here
I
can't
say
I
blame
her,
but
I'm
sure
she'll
reschedule
we'll
try
to
get
her
on
in
two
weeks,
all
right,
mr
city
manager,
it's
your
agenda
mayor.
B
B
B
Getting
there
so
we.
N
B
P
B
I
mean
I
tell
you
six
years
to
go
through
one
item
and
now
we're
whipping
through
the
whole
thing
in
two
seconds
all
right,
so
we
do
have
have
a
motion,
a
second
to
prove
all
the
minutes.
Excuse
me
all
of
the
purchases.
P
B
P
Thank
you
so
number
one
was
donation
of
southwest
vehicles,
equipment
for
woodbury,
georgia
and
woodland,
georgia,
things
that
we
would
dispose
of,
and
those
are
very
small
town
of
two
300
people
or
whatever
the
population
is,
and
then
emergency
cleanup
and
debris.
Removal
on
an
as-needed
basis
was
the
first
purchase
item
and
it
was
an
rfp
and
then
the
second
one
is
preventive
maintenance
for
fingerprinting
mug,
shot
system
for
the
sheriff's
office.
P
Those
were
the
purchases
and
of
course
we
are
we've
already
handled
the
update
so
mayor.
That
would
conclude
my
agenda.
F
B
You,
sir
counselor
davis,
hang
on.
O
The
city
manager,
the
mayor
and
I
had
a
conversation
on
a
topic
that
I
I
just
would
like
you
guys
to
have
that
conversation
really
explore
ways
that
we
can
better
it's
public
relations,
and
I
know
that
we're
we're
starting
to
feel
positions
that
we
can
do
better
in
our
communication
out
there,
but
this
one
actually
deals
with
animal
control.
O
You
know
we
had
a
presentation
up
here.
That
was
just
a
very
informative
presentation
that
you
know
I
learned
a
lot
of
stuff.
I
think
my
colleagues
learned
a
lot
of
stuff
there's
just
stuff.
We
just
didn't
know,
and
sometimes
you
know
by
certain
individuals.
Some
of
the
same
all
you
know
they're
being
displayed
as
an
evil
empire
over
there.
That's
not
just
true,
that's
not
true
they're,
the
the
the
upper
regulatory
agencies
and
people
that
they
have
to
comply
with
at
the
local
level
and
what
you
have
to
do
on
a
day-to-day
basis.
O
I
mean
that
store
people
need
to
understand
that
a
little
bit
better,
just
factual
about
what's
going
on
did
you
know,
did
you
know,
and
you
know,
there's
just
a
lot
of
things
that
are
said
and
and
sometimes
it
really
affects
me.
It
affects
me
big
time
because
I
just
lost
a
little.
I
just
lost
my
little
pet
okay
and
I
had
to
make
the
decision
put
my
pet
down.
O
And
you
know,
and
and
the
veterinarians
that
I
use,
I
made
that
choice
and
I
have
confidence
in
them
that
they're
going
to
be
as
humane
as
possible
and
do
the
right
thing
painlessly
and
I
trusted
them
with
my
little
dog.
These
are
the
same
veterinarians
that
are
out
there,
that
that
are
comply
with
that
that
oath
to
take
care
of
these
animals
and
do
the
right
thing
and
you
gotta
put
some
trust
in
them.
O
But
you
know
when
some
of
these
people
it
hurts
when,
when
I
hear
that,
knowing
that
these
professionals,
you
know
are
being
termed
as
executioners,
that's
just
it's
far
from
the
truth,
but
you
know
the
just
getting
the
correct,
accurate
information
out
there
and
the
facts
to
combat.
There's
a
lot
of
misinformation
flowing
around
out
there.
I
just
think
we
can
do
it
better.
O
I
don't
know
I'm
going
to
ask
you
to
maybe
explore
that
in
some
of
your
meetings
and
maybe
how
we
can
communicate
from
a
public
relation,
so
people
will
know
you
know
you
get
both
sides
of
the
story.
You
can
make
your
own
sure
judgment
in
the
matter
and
I
think
sometimes
it's
always
slanted
to
one
side
and
and
that's
not
that's
not
good,
because
I
really
think
we've
got
good
people
out
there.
O
B
We
had
it
yes.
Yesterday
we
did
yes
all
right.
Madame
clerk,
I
heard
motion
in
a
second
to
approve
the
minutes.
All
in
favor,
please
say
aye
any
opposed
already
done
the
first
one
for
you.
S
S
S
Next
for
the
commission
on
international
relations
and
cultural
liaison
encounters
miss
natasha,
banks
was
nominated
to
succeed.
Ms
rose
spencer.
She
may
be
confirmed
motion.
J
F
B
B
Motion;
second,
to
approve
miss
banks,
as
all
mister.
B
B
For
ms
baker
for
her
confirmation
on
the
personal
review
board,
all
in
favor
say
aye
any
opposed.