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From YouTube: Dearborn Heights Study Session - 5/12/22
Description
The Dearborn Heights Study Session regarding the 2022-2023 Corporate Fund Budget taking place Thursday, May 12th 2022 in the Dearborn Heights Council Chambers and via Zoom.
A
B
B
B
Capital
outlay
you'll
notice
to
the
far
right
that
there
is
nothing
appropriated
in
that
line.
Item
there
are
were
this
is
where
the
first
change
that
we
need
to
make
here.
There
are
three
pieces
of
equipment
that
were
approved
by
council
in
august
and
september
of
21.
That
needs
to
be
added
to
the
budget.
B
A
Yeah,
I
just
want
to
add
something
controller
so
for
those
in
the
audience
in
our
council
members,
I
had
a
conversation
with
the
comptroller
about
this.
We
are
not
adding
necessarily
anything
to
the
budget,
there's
nothing
being
added
to
the
budget
it
just.
This
was
a
miscalculation.
I
guess
probably
the
best
way
to
put
it
when
he
was
adding
all
the
different
numbers,
but
we
had
approved
it
at
our
previous
council
meetings
for
these
particular
items
for
dpw,
so
we're
not
approving
them
right
now.
It's
just,
I
guess
a
calculation
typo.
C
B
B
B
A
If,
if
you
can
still
do
this,
I
hope
you
can
all
the
different
changes
that
we've
had
as
council
members
when
we've
gone
back
and
forth
and
let's
just
use
a
hypothetical
number,
you
had
100
000
for
something
and
we're
back
and
forth
between
both
of
us.
We
agreed
we'd,
make
it
to
120.
yep.
Can
you
have
that
120
being
read
in
the
final
budget?
So
we
can
see
what
changes
have
been
made.
Can't.
E
B
F
A
B
H
B
Okay,
then,
the
last
item
is
this:
in
my
in
my
presentation
to
city
council,
I
had
made
the
statement
in
one
of
my
slides
that
we
had
297
full-time
positions.
That
is
incorrect
and
I
apologize.
Please
excuse
the
the
error,
I
failed
to
add
three
elected
positions
in
the
mayor,
the
clerk
and
the
treasurer,
and
I
inadvertently
added
14
part-time
staff
at
the
court
just
the
way
my
formula
was
built,
so
the
number
is
not
297
but
286,
full-time
positions
and-
and
that
mr
chair
concludes
my
presentation
to
the
council.
A
I'm
going
to
use
this
opportunity
here,
286
full-time
positions,
I'm
just
going
to
use
this
little
opportunity
just
to
to
make
a
little
statement
to
residents.
That
sometimes
will
ask
you
know
different
wants.
I
guess
if
you
want
to
call
them
or
wishes
that
they'd
love
to
have
in
our
city
as
far
as
like
what
we
can
do-
and
I
always
talk
about
the
limited
budget
when
you
compare
our
budget
as
compared
to
other
cities.
A
A
B
B
What
no,
let
me
repeat
that
okay,
so
I
started
at
297,
that's
what
I
presented
to
the
council
at
the
beginning
of
this
process.
I
added
the
three
full-time
elected
positions:
the
mayor,
the
treasurer
and
the
clerk,
so
they
I
add
them
in,
gets
me
to
300
and
then
I
had
inadvertently.
I
had
a
formula
error
and
I
had
included
14
part-time
district
court
people
and
I'm
sorry
for
that
and.
A
A
I
know
there
was
a
lot
of
work
by
your
team
put
into
this
in
putting
this
together
so
and
even
at
the
end,
with
like
two
or
three
little
mistakes,
even
though
there's
probably
about
80
000
inputs
in
here
so
good
job.
I
appreciate
everything
at
this
particular
program.
I
go
ahead
and
go
to
members
of
the
audience.
I
A
A
Nobody
on
zoom,
so
I
desperate
is
there
anybody?
No,
no
yeah!
I
know
honestly,
nobody.
I've
got
in
front
of
me,
okay,
so
with
no
one
on
zoom,
we're
gonna
go
ahead
and
go
now
to
our
hr
director,
margaret
hasla,
and
she
had
a
little
presentation
on
employees
for
us
for
those
members
of
the
city
council,
there
was
a
brown
pamphlet
that
was
put
on
your
chairs
for
today
to
go
over
some
of
the
specifics
from
margaret.
K
Okay
well
good
evening,
everyone
good
evening
before
we
go
through
the
personnel
budget
pages.
I
just
wanted
to
do
a
presentation
with
respect
to
staffing
share
some
terminology
talk
about
why
we
look
at
full-time
staff
when
we're
going
through
this
process
and
and
just
want
to
have
some
explanation
of
those
things
on
behalf
of
the
hr
department
and
also
just
to
educate
all
in
terms
of
staffing.
With
respect
to
that.
So
it's
a
short
presentation.
K
So
one
of
the
first
things
I
wanted
to
talk
about
is
the
components
of
compensation.
So
when
we
think
of
compensation,
normally
we're
just
thinking
about
pay
in
terms
of
wages
and
salary,
but
actually,
when
we're
putting
our
budget
together,
we're
looking
at
benefits
and
fringe
benefits
and
pension.
So
really
in
terms
of
total
compensation,
we're
looking
at
all
of
those
components
as
they
relate
to
what
we
have
to
budget
for
when
we're
looking
at
positions
and
so
we're
familiar
with
wages
and
salaries.
But
when
it
comes
to
benefits
sorry,
it
went
too
far.
C
K
A
K
B
K
C
H
D
M
B
G
K
K
So
so
here
we
go
so
with
respect
to
benefits
we
generally
think
of
in
our
inner,
where
we
think
about
health
insurance,
but
also
for
the
city
of
dearborn
heights.
We
offer
dental
insurance,
vision,
life,
insurance,
accidental
death
and
dismemberment
short-term
disability,
and
then
we
also
have
a
discount
program
and
telehealth,
and
then
another
category
is
fringe
benefits,
so
fringe
benefits
are
really,
as
we
say,
it's
another
way
that
we
try
to
compensate
employees
that
isn't
directly
dollars
in
their
pocket.
K
So
in
the
city
of
dearborn
heights,
this
includes
paid
time
off
holidays
vacations,
sick
bereavement
leave
personal
days,
tuition,
reimbursement,
longevity.
Longevity
is
an
incentive,
the
longer
that
you,
you
have
to
have
worked
here
for
a
number
of
years,
and
then
we
pay
you
a
longevity
payment
which
increases
the
longer
you're
here.
The
intent
of
that
is
to
try
to
retain
our
employees.
We
have
an
employee
assistance
program
and
a
uniform
allowance.
This
isn't
all
of
the
french
benefits,
but
it
gives
you
an
idea
of
what
we
mean
when
we're
talking
about
french
benefits.
K
Okay
and
then
also
we
have
a
pension.
So
that's
our
retirement
benefit
after
25
years
or
so
of
employment.
You
have
a
guaranteed
source
of
income
for
life.
We
follow
public
act
345
for
public
safety,
public
safety
is
fire
and
police,
and
then
we
have
a
general
government.
Employee
pension
and
our
pension
also
includes
retiree
health
care.
K
So
those
are
really
great
benefits
to
have
on
that
end
of
the
equation,
and
I
want
to
talk
to
you
a
little
bit
about
the
fair,
stable,
fair
labor
standard
act
and
about
exempt
positions
and
hourly
positions.
So
exempt
is
the
proper
legal
term,
but
we
often
think
of
that
as
salary.
You
know
these
are
salary
positions.
So
what
is
the
salary
position?
K
You
know
we're
paying
you
to
do
the
work,
that's
what
the
salary
is
about.
Therefore,
those
positions
are
not
eligible
for
overtime,
and
then
we
have
non-exempt
or
what
you
think
of
in
terms
of
hourly
is
the
phrase
that
we're
usually
more
familiar
with
and
for
hourly,
the
pay
fluctuates
based
on
your
hours.
Worked
is
directly
related
to
the
number
of
hours
that
you
worked
and
positions
that
are
hourly
or
non-exempt
are
eligible
for
overtime
or
something
that
we
refer
to
as
comp
time.
K
So
how
overtime
works
would
be
any
hours
worked
over
40
and
a
defined
pay
period
as
an
employer.
We
define
the
pay
period
set
monday
through
fridays
at
tuesday
through
saturday,
whatever
the
time
frame
is
that
we
define
40
hours
within
that
is
straight
time
anytime.
Over
40,
then
per
the
law.
An
employee
is
eligible
to
be
paid
one
and
a
half
times
their
normal
hourly
rate.
So
what
is
compensatory
time
or
comp
time?
Compensatory
time
are
hours
in
lieu
of
the
overtime
pay
again
earned
at
one
and
a
half
times
the
hours
worked.
K
So
if
I
work
two
hours
of
overtime,
I'm
scheduled
I'm
an
hourly
employee,
40
hours,
I
work
42.
I
could
have
two
hours
of
overtime
which
would
be
paid
at
time
and
a
half
of
my
hourly
rate,
or
I
would
be
earning
comp
time,
which
would
be
at
one
and
a
half
times
the
hours
that
I
worked
overtime.
So
two
hours
of
overtime
would
equate
to
three
and
a
half
hours
in
many
of
our
collective
bargaining
agreements.
K
And
then
this
term
full-time,
equivalent
you'll,
hear
me
often
say
fte.
What
does
that
mean
full-time
equivalent?
So
that
is
a
calculation
again
based
on
what
do
we
consider
a
full-time
position
and
so,
according
to
the
fair
labor
standard
act,
we're
looking
at
280
hours
and
how
we
get
that
is
based
on
a
five
day
work
week.
If
you
work
52
weeks
in
a
year,
that's
260
work
days
times.
Eight
hours
is
where
we
get
the
2080
hours
and
some
of
our
positions
fall
into
that.
K
In
terms
of
time
limited,
we
limit
our
part-time
to
28
hours
per
week,
generally
they're
not
eligible
for
benefits,
so
no
medical
insurance,
no
dental,
no
vision,
no
paid
time
off
and
limit
it
to
180
days,
which
is
approximately
25
weeks,
and
then
we
have
what
we
refer
to
as
regular
or
permanent
part-time,
and
some
of
these
positions
exist
in
the
library
they
exist
in
the
court
and
a
couple
of
other
places
again
limited
to
28
hours
per
week,
not
eligible
for
benefits
and
may
continue
indefinitely.
So
we
have
some
positions.
K
People
have
been
part-time
for
years,
okay
and
then
our
collective
bargaining
agreements
we
can,
through
the
negotiation
process,
modify
or
enhance
the
standards
under
the
fair
labor
standards
act.
So,
for
example,
we
can
determine
through
that
process
that
overtime
is
going
to
be
earned
not
after
40
hours
a
week,
but
after
eight
hours
a
day,
we
could
also
negotiate
and
determine
that
we
want
part-time
positions
to
be
eligible
for
benefits.
So
we
start
with
what
the
law
is
and
then
we
can't
go
against
the
law.
K
E
E
E
K
K
So
we
start
with
looking
at
what
the
job
consists
of,
and
so
here
are
some
of
the
factors,
the
scope
of
responsibilities.
What's
the
level
of
decision
making
in
terms
of
independent
decision
making?
What's
the
impact
on
the
organization
that
that
position
has
and
then
what
kind
of
skills,
content,
knowledge
and
abilities
are
required
to
perform
that
job
in
a
successful
capacity
does?
Is
the
position
required
to
supervise
and
supervision?
K
We
define
as
accomplishing
work
through
others,
as
opposed
to
doing
tasks
yourself
and
then,
what's
the
nature
of
the
tasks
that
that
job
has
to
do
complexity
of
tasks?
Is
it
straightforward?
I
have
three
steps
to
follow.
Ten
steps
to
follow,
they're
the
same
steps
every
time
I
do
it
or
could
it
be
a
multiple
path
process
in
which
I'm
given
discretionary
decision
making
about
how
I'm
going
to
do
it?
What
order
I'm
going
to
do
it
and
how
how
I'm
going
to
achieve
the
the
maximum
outcome?
K
So
the
more
straightforward,
the
fewer
steps
involved
in
tasks
than
the
less
complex,
the
tasks
and
the
less
complex
the
position,
the
greater
the
scope,
the
larger
the
responsibility,
the
larger
impact
on
the
organization,
then
the
more
complicated
the
position
is,
and
those
are
some
factors
that
we
look
at.
We
always
start
first
with
the
job.
K
Okay
and
then
how
do
we
determine?
What
are
the
next
factors
we
look
at?
Well,
we
have
to
look
at
the
market
rate.
You
know
in
terms
of
what
our
positions
being
paid
for
similar
to
other
organizations
and
then
we
have
to
have
what
is
our
pay
philosophy?
We
don't
often
talk
about
this
in
the
compensation
realm,
certainly
not
in
the
public
sector.
Nonetheless,
you
know
in
terms
of
the
corporate
world.
What's
the
pay
philosophy?
Are
we
going
to
pay
below
market?
K
Are
we
going
to
try
to
pay
at
the
market
or
do
we
want
to
lead
the
market
in
terms
of
where
we
set
our
compensation
and
how
we're
able
to
afford
doing
those
things?
And
then,
of
course,
the
last
part
has
to
do
with
our
resources?
What
is
our
ability
to
pay
with
respect
to
that
and
then
for?
Let
me
just
go
back
one
and
then
also
for
us
we're
looking
at
other
public
sector
entities.
What
are
other
cities
of
our
size?
K
Our
tax
base,
those
kinds
of
things
so
that
we're
trying
to
compare
similar
types
of
organizations
in
terms
of
how
we
try
to
benchmark
going
forward.
We
certainly
saw
it.
You
know
you
remember
in
the
1980s,
when
you
know
the
dot-com
era
really
came
along,
we
saw
incredible
increases
in
pay
in
for
technology
and
once
the
bubble
busted
after
the
early
90s,
then
we
saw
a
lot
of
those
compensations
come
back
down.
K
So
that's
why
market
factors
can
impact,
how
we're
paying
positions
and
then
what's
the
role
of
human
resources
in
the
whole
staffing
arena
right,
so
in
totality
we're
trying
to
determine,
are
we
really
increasing
or
decreasing
the
number
of
positions
that
we
have
so
in
terms
of
full-time
equivalency,
and
then
once
we
have
the
approval,
once
we
have
those
budgeted
positions
approved,
going
forward,
we're
tracking?
Where
are
we
in
terms
of
vacancies
recruiting
for
those
positions,
and
if
we
have
a
need
for
a
new
position?
Where
does
that
compare
to
how
we're
currently
staffed?
K
K
So
what
we're
trying
to
do
now
is
really
coordinate
that
so
that
we
have
an
understanding
of
how
that
staffing
really
impacts
the
entire
organization
by
looking
at
what
the
role
of
hr
is
in
trying
to
track
those
things
and
stay
on
top
of
them
for
us,
and
then
we
have
the
personnel
budget
sheets
which
we're
going
to
go
through
in
just
a
moment.
So
I
want
to
talk
to
you
a
little
bit
about
you
know
the
what
we're
looking
at
here.
K
K
We
don't
have
a
position
tracking
program,
as
is
often
the
case
in
informal
ways
of
tracking
we're,
based
on
who
was
the
last
person
who
held
that
position
and
if
the
person
is
still
employed
with
us,
then
that
can
be
really
difficult
to
try
to
track
to
figure
out
well
they're
still
here
what
job
are
they
in
many
of
our
positions
are
similar
in
their
pay,
so
that's
not
necessarily
distinguished
and
then
in
our
payroll
program.
At
this
point
in
time
we
really
haven't
captured
job
titles.
K
L
K
So
that's
the
line
item
that
we
focused
on
with
respect
to
those
ftes,
so
we
aren't
looking
at
any
of
the
french
benefit
costs
or
any
of
the
health
insurance
or
those
pieces,
with
the
exception
that
we
want
it
to
include
longevity.
So
in
places
we
include
at
longevity
because
we
had
broken
that
out
and
we
also
are
really
trying
to
ensure
that
the
personnel
budget
sheets
align
to
the
budget
that
mr
sabuda
had
prepared
and
shared
with
you
and
then.
K
The
last
thing
that
I
want
to
talk
with
you
about
is
in
terms
of
what
I
refer
to
as
the
fluidity
of
pay.
So
in
our
organization,
people's
pay
can
change
throughout
the
course
of
any
given
year,
and
that
can
happen
because
their
pay
increases
are
predicated
on
their
anniversary
date.
So,
whatever
date
they
were
hired
can
trigger
that
they
can
achieve
longevity.
They
can
achieve
their
eighth
year
of
employment
and
move
to
you
know
many
contracts.
We
have
seniority
pay.
K
K
We
can
give
you
a
snapshot
of
what
that
pay
is,
and
you
can
look
three
weeks
later
and
that's
not
going
to
be
the
same
number,
and
so
without
my
ability
to
verify
where
our
staffing
were
last
year
and
where
all
those
dollars
are.
I
am
not
including
the
current
salaries,
because
it
was
really
a
an
estimate
and
again
we're
trying
to
provide
information
to
you.
K
That's
as
accurate
as
we
possibly
can,
and
we
also
had
some
accounting
challenges
where
positions
weren't
recorded
in
the
proper
funds
and
many
other
issues
that
we
had
in
terms
of
trying
to
verify.
All
of
that.
So
what
I'm
going
to
be
sharing
with
you
in
terms
of
the
personnel
budget
sheets
is
telling
you
what
our
staffing
was
for
2122
and
how
does
that?
Compare
to
our
staffing?
For
2223
and
then
what
was
the
budget
item
for
the
salaries
for
that
fund
for
that
department
for
2122?
K
L
A
A
D
L
G
Hr
director
margaret
she
got
three
I.t
directors
from
three
different
cities
and
herself,
so
the
four
of
them
were
in
the
interview
process,
just
to
make
sure
that
we
have
the
right
person
so
basically
so
tarek.
You
know
he
knows
the
situation,
the
cities,
and
so
it
basically
says.
Okay,
this
is
the
kind
of
person
we
need
for
the
city
of
the
one
house
to
move
us
forward
to
be
I.t.
G
G
So
he
knows
right
now
more
than
anybody
what
the
controller
needs
to
be
and
what
kind
of
information
is
I
mean
this?
The
last
you
know
was
six
six
months
doing
the
budget.
You
know
a
lot
of
discussions
with
the
council
ourselves.
He
knew
exactly
what
needs
to
get
done.
You
know
with
the
city
and
one
and
based
on
all
your
recommendations,
so
he
took
that
and
basically
that's
what
he
was
asking
on
a
question
for
that
control
that
will
be
bringing
forward.
G
A
The
residents
up
to
date,
what
the
mayor
is
referencing
there
is
we
had
previously
shared
I.t
with
the
city
of
dearborn.
It
was
called
dearborn
I.t
and
you
know
they
did
a
pretty
good
job,
but
the
challenge
was
obviously
they
were
more
involved
with
dearborns
and
they
were
not
able
to
provide
us
with
a
lot
of
services
that
we
needed.
A
So
the
mayor's
made
a
decision
well,
first
of
all,
the
city
of
dearborn
made
a
decision
to
quite
drastically
increase
the
cost
to
us
and
based
on
that,
it
was
way
cheaper
for
us
to
have
our
own
it
department
like
way
cheaper,
as
in
like
two
and
a
half
times
cheaper,
I
think
it
is
yeah
six
hundred
thousand
dollars
on
savings,
so
we're
gonna
have
our
own
it
department.
Somebody
will
be
completely
focused
on
our
stuff
and
for
those
that
have
dealt
with
I.t
in
the
city
of
dearborn
heights.
A
C
F
C
C
B
Now,
if
you
want
to
move
that
appro,
so
whatever
the
remaining
balance
is,
what
you
would
have
to
do
is
then
appropriate
through
budget
amendment,
to
move
forward
that
that
appropriation,
if
you,
if
you
felt
the
need
to
do
that,
I
can
certainly
tell
you
when
we
evaluated
each
and
every
account
we
tried
to
take
into
consideration
that
that
type
of
situation
are
you
going
to
do
it
before
june
30th
and
that's
how
you
get
your
projection
numbers.
The.
C
B
And
remember
this:
let's
say:
let's
say
at
the
end
of
the
day:
you
don't
do
anything
for
a
period
of
time,
two
three
months
ago,
when
we,
when
the
when
the
budget
or
when,
when
the
financial
statements
are
then
closed
when
we
close
the
books.
What
happens
is
the
excess
revenues
over
expenses
or
the
xx
expenses
over
revenues
will
then
roll
to
the
the
unrestricted
fund
balance
or,
if
applicable,
to
restricted
fund
balance?
So
you
can
then
reappropriate,
if
you
want
to
at
that
time,.
G
Social
media
chair-
I
know
where
the
consummate
is
going
with
that,
since
I
got
it,
I
got
your
email.
One
of
the
things
I
was
actually
waiting
for
is
we're
waiting
for
it
person
to
come
in
and
because
one
of
the
the
worst
things
to
do
is,
as
somebody
mentioned
in
the
interview
is
to
go.
Let's
say
to
I:
don't
mention
stores
names,
but.
G
Yeah
so
one
of
the
things
based
on
your
email,
so
I'm
hoping
within
the
next
week
or
two
I
can
reply
back
to
your
email
in
an
intelligent
way.
I
need
to
figure
out.
You
know
what
we're
going
to
do
with
and
any
equipment
that
we
received
from
today
moving
forward
to
make
sure
it's
compatible
with
everything
that
works.
C
E
H
G
B
G
M
I
think
to
answer
your
question.
The
last
time
I
checked,
we
had
not
spent
the
legal
fees
for
the
city
council
lawyer.
As
you
know,
we
didn't
continue.
We
finished
the
project
ahead
of
time.
However,
as
you
are
all
aware,
there
have
been
various
unexpected
expenses
in
this
fiscal
year
that
you
have
already
approved
for
that
weren't
budgeted
for
those
include
the
expenses
with
regards
to
the
floods,
as
well
as
the
improvements
on
the
city
hall
roof,
but.
C
B
B
B
Fifty
six
hundred
has
been
spent
and
we're
projecting
that.
That's
all
that's
going
to
be
spent
for
this
fiscal
year.
Now,
when
you
look
at
the
budget
in
total,
okay
from
all
the
revenues
versus
all
the
expenses
for
general
fund,
I
have
to
remind
the
council
we're
overspending
by
two
million
dollars
annually.
B
E
A
It's
it's.
What
it
was
brought
in
for
at
one
particular
point
was
in
the
event
city
council
has
any
type
of
legal
questions,
et
cetera,
et
cetera,
that
they
feel
and
I'm
trying
to
be
objective
as
possible
here
that
they
can
get
a
completely
objective
answer
from
a
counselor
that
is
not
directly
connected
to
the
mayor's
administration,
so
they
could
give
an
objective
answer.
That
was
the
program,
so
I
was
against
it
at
the
time,
but
just
that's
why?
It's
not
it's
not.
E
E
L
K
That
can
be
a
difficult
number
to
achieve
because
it's
not
necessarily
that
it's
been
vacant
for
the
whole
year
and
that
also
when
we
have
a
vacant
position.
Sometimes
it's
because
a
person's
been
promoted
and
moved
into
another
position.
And
so
it
would
take
us
quite
a
bit
of
work
to
try
to
get
a
number.
K
E
A
E
L
E
A
A
C
L
C
B
K
Okay,
so
we'll
we'll
start
with
the
mayor's
office.
What
I
try
to
do
is
put
these
in
chronological
order,
with
respect
to
the
account
numbers
as
they
align
with
the
budget
to
try
to
ease
our
review
of
them.
So
what
you
have
for
each
department
is
you
have
a
cover
page
that
summarizes,
and
then
you
have
a
backup
page
that
gives
you
a
little
more
detail.
So
to
start
with
the
mayor's
office.
K
In
the
current
year
we
were
budgeted
for
3.5
fte
and
for
the
future
you're
going
forward,
we're
looking
at
2.6,
and
if
you
look
at
the
next
page,
it
gives
you
the
detail
of
that
breakdown.
So
our
our
mayor
is
still
going
to
stay
as
a
full-time
position
and
our
chief
of
staff,
but
with
respect
to
our
executive
secretary,
we
wanted
to
more
accurately
capture
that
we're
actually
sharing
that
position
with
another
department.
So
you'll
see
a
portion
of
that
position
will
show
up
in
another
department,
which
I
believe
is
the
ordinance
department.
A
K
D
K
K
So
well,
I'm
not
sure
about
complaints,
but
our
allocation
for
her
is
that
60
of
her
time
and
wages
are
charged
to
the
mayor's
office.
40
is
charged
to
the
ordinance
david's
very
precise.
It's
actually
38,
but
I
round
it
for
us:
okay,
okay,
okay,
so
the
the
next
is
is
our
city
clerk
and
again
we
have
no
change
in
terms
of
our
staffing
there.
We
were
staffed
with
four
positions.
We
plan
to
continue
to
be
staffed
with
four
positions.
We
have
a
city
clerk,
a
deputy
clerk
and
two
clerical
staff.
K
K
K
K
We
were
nowhere
near
where
we
needed
to
be,
and
so
I
made
the
determination
that
a
skilled
person
moving
into
the
hr
department
would
most
maximize
our
ability
to
make
positive
contribution
to
this
organization
to
take
us
from
where
we
are
to
where
we
need
to
be,
and
so
the
individual
who's
serving
in.
That
role
also
has
an
information
system,
technology,
degree
and
background
and
a
thorough
background
in
the
benefit
and
payroll
areas.
K
So
a
big
assist
in
terms
of
having
a
backup
for
the
payroll
position
and
for
understanding
all
of
the
complexities
with
respect
to
health
insurance.
How
do
we
comply
with
the
affordable
care
act
all
of
those
pieces
so
that
those
things
would
not
be
my
responsibility
and
that
I
would
be
able
to
move
into
the
labor
relations
role,
which
had
really
been
delegated
to
our
attorney,
our
labor
attorney?
K
To
also
have
a
say
in
that,
because
sometimes
a
transfer
is
necessary
to
facilitate
in
terms
of
personality
conflicts
or
just
talents
or
just
sometimes,
people
need
a
change
of
pace
in
order
to
re-energize
their
enthusiasm
for
working
for
the
city.
We
don't
have
the
ability
to
do
that
in
any
of
our
labor
agreements,
and
so
I
saw
that
as
a
big
challenge,
knowing
that
our
contracts
were
coming
up
to
be
expired
and
that
we
are
in
a
situation
where
recruitment
is
really
important
and
our
tools
there
are
pretty
limited.
K
E
G
L
K
E
K
D
A
D
K
Here's
a
new
department,
information
technology,
we're
starting
with
a
director.
We
have
budgeted
for
that
position
to
be
115
000,
that's
the
top.
We
actually
advertise
for
that
position
to
be
between
90
and
115.
So
we'll
look
at
what
the
current
pay
is
of
the
candidate
that
we
want
to
move
forward
and
make
an
offer
accordingly.
So
that's
the
most
that
we
would
be
paying
for
that
position.
K
Cable
tv,
so
we
have
a
tv
program
manager
there
again
one
position
from
from
the
prior
year.
This
move
had
happened
in
the
middle
of
the
year.
I
believe,
starting
in
july,
that
we
have
moved
into
the
tv
manager
role.
This
is
a
civil
service
position
and
the
civil
service
process
was
not
followed
in
a
timely
manner,
and
so
we
had
to
make
an
adjustment
there,
and
then
we
were
when
that
came
to
my
attention
in
december.
K
We
I
put
a
process
together
and
we
facilitated
the
civil
service,
including
recruiting,
subject
matter
experts
to
help
assess
the
skill
and
video
technology
skills
of
the
candidate
pool
that
we
were
able
to
generate,
and
then,
in
the
end,
our
current
person
was
the
candidate
that
rose
to
the
top
that
we
offered
the
position
to,
but
we
do
now
have
a
list
with
two
other
candidates
on
there.
If,
for
any
reason,
we
should
lose
miss
keller
in
the
next
two
years.
K
L
K
L
K
K
K
K
We
have
a
director,
a
deputy
director,
we
have
a
senior
coordinator
and
then
we
have
two
clerical
staff
and
then
behind
that
you
will
see
the
richard
a
young
recreation,
because
we
do
charge
one
coordinator's
compensation,
a
hundred
percent
to
that
budget
to
that
program.
So
that's
why
you
see
behind
that
coordinator
again,
not
making
any
change
in
the
staffing
in
that
area.
E
D
K
D
K
K
D
L
B
D
K
K
B
B
C
B
K
K
E
K
B
L
K
So
this
is
this
is
where
we
had
the
positions
budgeted
for
in
terms
that
david
had
shared
with
you
earlier.
So
if
you
look
at
the
second
page,
okay,
you
look
at
the
second
page.
With
this.
I
include
the
judges,
but
there's
nothing
in
the
proposed
budget
or
the
salary
line
item.
I
just
want
you
to
know.
K
We
didn't
forget
about
them,
but
because
it
doesn't
hit
our
budget,
that's
why
you
don't
see
dollars
associated
there,
and
then
we
have
the
other
positions
broken
out
with
that
asterisk
next
to
our
court
clerk
in
terms
of
recognizing
that
those
are
really
part-time
positions
and
again
david's
already
spoken
with
respect
to
that.
But
we
already
had
this
in
place
to
share
with
you.
So
that's
why
there's
an
asterisk
there
with
respect
to
the
court
clerks
director.
A
K
B
A
B
Okay,
the
magistrate
they're
they're
contractual
okay
they're
coming
out
as
a
contractual
person
in
the
in
a
different
line
item
then
the
salaries
that
the
judge
lines
up
and
then
the
various
full-time,
staffers,
so
magistrates,
yes,
different
and
they're
paid
like
a
contractor.
Thank
you.
You're
welcome.
E
B
Under
state
law,
what
happens
here
is
we
have
two
two
judges
and
again
they
are
state
employees,
each
one
we
this
to
keep
it
simple
to
keep
it
simple.
Each
judges
we
front
forty
five
thousand
dollars
for
each
judge,
45
for
one
45
for
another,
and
we
get
reimbursed
quarterly
from
the
state
for
that
judge.
For
for
that,
forty
five
thousand,
so
it's
a
net
zero
expense
to
the
city.
B
B
D
L
L
K
E
K
K
E
K
Okay,
so
we
have
one
slight
change
here
in
terms
of
a
fte
that
we're
going
to
be
sharing,
and
so,
when
you
look
at
the
second
page,
our
emergency
manner
manager
had
been
charged
full
time
to
that
position
was
full-time.
We're
looking
at
that
making
a
change
effective
july
1st
to
a
part-time
position.
So
that's
the
reduction
that
you
see
from
104
to
103.5.
L
K
A
L
A
Seven,
okay,
but
also
just
because
that
type
of
a
job,
in
my
opinion
at
least
starting
pay,
should
be
ideally
higher,
based
on
what
they
put
on
the
line
as
far
as
putting
themselves
on
the
line,
the
high
stress
of
the
job,
et
cetera,
et
cetera,
so
I've
always
been
a
proponent
of
that.
We'll
continue
to
be
a
proponent
of
that,
so
whatever
we
can
do
at
least
in
future
budgets.
H
E
F
L
K
So
we're
going
from
seven
fte
to
eight
and
when
you
look
at
the
second
page,
you
see
that
we're
looking
to
add
an
inspector.
We
have
really
had
a
part-time
person
filling
in
in
that
role,
working
almost
at
full-time
capacity,
and
we
have
forecasted
and
requested
through
the
budget
that
we
fill
that
as
a
full-time
position.
Under
that
collective
bargaining
agreement.
And
then
we
have
three
clerical
positions
there
that
will
be
maintained.
K
So
again,
in
ordinance
we
have
one
director
we
are
looking
to
increase
an
ordinance
offer
the
officer.
This
is
a
new
position
that
we've
requested
through
the
budget
to
go
from
four
to
five
and
then
with
respect
to
our
clerical
that
1.5
again
just
being
more
accurate.
This
is
the
position
that
shared
with
the
mayor's
office,
so
0.4
to
the
ordinance
department
was
.6
to
the
mayor's
office,
and
that's
where
you
see
this
come
back
for
that
one
person.
C
L
K
A
E
L
E
K
L
G
F
E
H
L
K
E
K
Again,
no
change
in
the
ftes
in
the
highway
department,
but
on
the
second
page
you
will
note
that
we've
indicated
that
we
do
have
two
open
positions
so
in
the
light
equipment
operator
realm,
what
usually
happens
under
this
collective
bargaining
agreement?
Is
that
that's
a
promotion
so
then
someone
who's
working
in
a
general
labor
capacity
moves
into
a
light
equipment
position
and
then
what
we're
actually
recruiting
for
is
another
general
laborer.
K
So
again,
no
changes
in
terms
of
our
staffing.
We
did
want
to
make
a
notation
here
in
terms
of
the
director,
so
we
have
charged
the
director's
compensation,
100
percent
to
the
highway
department,
so
our
director
of
dpw,
who
really
oversees
these
three
different
areas,
we're
currently
budgeting
the
salary
for
that
position
in
one
location,
oftentimes,
you
would
see
a
position
like
this
would
actually
be
spread
and
proportionately
charged
to
the
different
departments,
but
we
are
sticking
with
charging
that
to
one
area,
but
I
just
want
you
to
know.
K
E
E
F
E
Our
department
heads
that
does,
I
mean
that's
way
below
everyone
I
mean.
Maybe
I
don't
know
what
their
job
requires,
but
I
know
a
lot
of
what
it
does
and
I
think
it's
something
we
should
look
into
giving
something
on
that.
I
don't
know
if
that
that
position
has
had
a
raise
lately
or
not.
But
it's
awesome.
That's
a
union
thing,
so
the
contract
are
the
negotiations.
Yeah,
okay,
okay,
hear
that
the
superintendent
falls
in
the
union.
K
K
Absolutely
a
challenge
so
in
terms
of
our
total
ftes
here
right
27
for
this
year,
27
for
next
year,
but
you
see
27.4
again.
If
you
look
at
the
second
page,
that's
because
we
are
charging
a
portion
of
the
salary
of
the
cdbg
director
see,
I
can
say
it
when
it's
in
writing
in
front
of
me,
the
cepg
director's
proportionate
salary
being
charged
to
the
water
billing
department,
the
water,
the
water
and
water
billing.
A
A
If
we
can,
I'm
not
sure
if
it's
right
now
or
later,
it's
obviously
probably
way
for
this
budget,
but
but
I
think,
in
terms
of
customer
service,
I
think
there
should
be
more
clerical
people
added
there
to
have
customers
calls
answered,
not
because
they're
not
answering
the
calls,
but
I've
stood
by
them.
It's
just
non-stop
calls
coming
in
and
one
or
two
people
answering
the
calls.
That's
just
not
enough.
Okay,
council
chair,
yes
squad.
A
C
B
D
D
B
D
H
B
Right
here
it
does
yes,
and
sometimes
it
stands
alone.
Sometimes
it's
it's
associated
with
the
finance
department
instead
of
the
controller's
office
and
that's
just
semantics
so,
but
but
usually
the
I've
not
seen
a
a
water
billing
department
with
the
treasury.
I've
never
worked
in
that
that
situation.
L
A
H
F
I
asked
for
more
time
because
I
was
lying.
I
couldn't
ask
ahead
of
time
because
I
wasn't
pre
prepared
because
we
didn't
have
this
ahead
of
time.
A
few
comments
I
want
to
make
this
budget
year
we're
in
right
now,
this
time
last
year
for
the
justice
center,
they
used
to
have
a
full-time
custodian,
part-time
custodian.
In
this
budget
year,
you
approved
two
full-time
custodians
in
this
budget.
F
B
No,
no,
that
would,
I
would
disagree.
The
individual
that's
going
back
and
forth
is
there's
no
position
missing
and
that
person
is
being
what
I
recollect
from
my
conversations
with
the
district
court
is
they're
sharing
that
person
with
the
police
department.
That's
my
understanding
and
that
was
acceptable
to
the
district
court.
F
B
F
Okay,
also,
I
am
looking
at
the
it
director's
salary
and
the
controller
salary.
You
have
a
budget
for
115
000.
I
think
that's
a
little
high
and
the
reason
why
I
say
that
is
because
dearborn
heights
has
defined
benefit
program,
a
pension
compared
to
mostly
is
our
defined
contribution
or
401k
or
whatever.
F
As
far
as
the
controller
salary
goes,
I
went
back
through
six
months
of
minutes
and
six
months
of
youtube
videos
and
there
was
not
one
one
proposal
to
increase
that
salary
from
the
80
000
to
150
15
000.
I
just
want
to
bring
that
up,
and
one
more
thing
is
I'm
looking
and
some
council
members
up
here
and
residents.
They
complain
about
the
way
the
city
looks
and
that
ordnance's
net
ordinance
needs
to
do
more
this
and
that
their
own
instructor.
F
He
got
20
000
raised
last
year
to
work
three
32
hours
a
week.
He
doesn't
even
work
40
hours
a
week
every
time
you
ask
him
a
question.
He
doesn't
know
anything.
He
always
has
to
look
into
it.
I
think
you
should
take
that
20
000
away,
if
he's
not
going
to
work
40
hours
a
week
like
all
these,
the
mayor,
the
chief
of
staff,
they
work
their
butts
off
the
clerk's
office
treasurer's
office.
All
these
department
heads
work
40
hours
a
week,
not
him.
I
think
he
should
have
some
money
re
revoked
from
him.
F
G
G
M
A
J
A
You
could
make
a
request
to
her
and
if
that's
something
she
wants
and
she
wants
to
add
it
on
our
budget,
I
personally
would
vote
on
it
as
I've
done
with
the
council.
As
a
matter
of
fact,
today
we
had
a
meeting
again
adding
additional
resources
for
accessibility
to
residents
to
not
just
be
able
to,
or
have
to
join
zoom
where
they
could
go
on
facebook
live
and
be
able
to
watch
the
council
meetings
and
right
off
of
the
website.
A
A
A
Or
zoning
right
right
either
both
yeah.
Unfortunately,
I
have
our
corporation
counselor
here
I
don't
know,
I
don't
have
the
answer
as
far
as
who
have
to
make
that
decision,
but
just
presumptively.
It
had
to
be
that
particular
chair
of
that
particular
commission
coming
forward
to
administration
and
then
they'd
have
to
look
into
it.
I
personally
for
one
having
been
one
of
the
people,
one
of
the
seven
that's
in
charge
of
the
budget.
I'd
have
no
problem
approving
that,
provided
the
cost
is
not
overbearing.
A
J
A
A
G
So
that's
that's
a
good
point,
so
we
also
have
a
lot
of
issues
that
we
still
have
to
iron
out,
from
obviously
from
the
flooding
and
also
from
from
covet.
So
currently
we
still
try
to
attract
some
of
the
money.
You
know
the
fema
stuff
that
we,
the
money
that
we
paid
you
know
because
of
the
flooding,
so
the
emergency
managers
were
working
diligently,
trying
to
get
some
of
the
money
back
and
also
with
covet.
You
know
we,
obviously
we
still,
you
know
we're
still
in
the
clovid
phase.
G
F
G
I
don't
want
to
make
any
changes
as
of
right
now,
so
we
need
to
get
our
city
back
on
track,
and
so
we
still
need
the
emergency
manager
and,
as
mentioned
earlier
as
of
july
1st,
we're
going
part
time
because
of
you
know,
because
of
that,
because
you
know
he
was
amazing,
you
know
we
we
talked
and
he
actually
volunteered
to
go
to
part
time,
because
you
know
we
might,
you
know,
face
down
on
some
of
the
responsibilities.
So
it
was
his
recommendation.
G
A
G
A
A
H
E
He
mentioned
something
about.
You
know,
emergency
manager
and
I
think
something
that
our
emergency
manager
did
in
the
past
was
take
complaints
on
garbage
pickup
and
now
the
new
policy
is
you
don't
call
city
hall,
you
call
the
company
priority
right
and
I
think
that's
a
mistake,
because
we
have
no
idea
how
many
complaints
or
the
problems
there
are.
You
know
if
we,
unless
we
rely
on
priority,
to
give
us
a
list
of
complaints.
I'm
sure
I
mean
I
get
calls
all
the
time.
So
I'm
sure
you
guys
do
hey.
We
go
call
priority.
E
They
said
I
didn't
hire
a
priority.
I
hired
you,
you
know,
I'm
complaining
you
and
I'm
not
calling
this
company
because
I
get
on
hold
or
something
like
that.
They'd
rather
talk
they'd
rather
have
their
complaints
to
a
dearborn
heights
representative.
Instead
of
calling
the
company
and
complaining
to
the
company,
you
know
a
lot
of
people,
I'm
not
going
to
call
the
company.
You
know
they're
not
going
to
pick
up
my
garbage
or
dump
my
garbage
cans
upside
down
or
something
I
think,
that's
something.
We
should
look
into
the
complaints
coming
back
to
city
hall.
A
I'm
sorry
so
there's
two
schools
of
thought
on
that
one
school
of
thought
is
that
school
of
thought,
but
on
the
other
hand,
if
everything
goes
through
city
hall,
then
we
pay
priority
in
the
millions
to
do
whatever
they
need
to
do,
and
then,
if
we
have
people
that
are
a
part
of
our
administration
handling
those
calls.
So
let
me
give
an
example,
john
smith,
contacts
city
hall
and
says:
hey.
They
didn't
pick
up
my
garbage
right.
A
It
sounds
beautiful
because
that's
all
that's
going
to
happen
that
takes
10
seconds,
but
the
reality
is
now
john
smith.
Whoever
it
is
that
works
here
now
has
to
contact
priority
and
then
put
in
that
request,
and
he
presumes
it's
all
good
right.
But
then
nobody
follows
up
on
it.
Why?
Because
he
doesn't
know
if
they
ended
up
doing
it
for,
for
that,
particular
person
from
the
city
doesn't
know
if
they
ended
up
doing
it
for
that
particular
resident.
A
So
to
me
for
me
personally,
I'm
speaking
I'd
rather
have
them
call
directly
to
the
company
they're
getting
paid
to
get
that
job
done
and
then
only
if
they
don't
get
the
service
that
they
feel
that
they
deserve.
Based
on
that
call,
then
they
could
call
us,
and
one
of
us
can
ramp
it
up
to
the
next
level.
That
would
cut
a
lot
of
hours
of
human
resources
and
time
and
effort,
and
I,
in
my
opinion,
that's
the
better.
That's
my
opinion.
E
I'll
tell
you
from
my
experience,
you
know
when
I
take
a
complaint
and
I
would
call
you
know
lee
gavin
and
he
would
take
care
of
it
and
I'd
call
the
resident
and
have
it
was
taken
care
of.
I
mean
almost
all
the
time
now,
I'm
getting
people
calling
they
said
they
called
and
days
go
by
nothing,
nothing,
nothing,
but
then.
G
So
there's
few
things
here,
there's
again,
you
know
when
I
said
that
at
the
last
meeting
rumors,
you
know
there's
a
lot
of
stuff
being
being
flowed
misinformation
to
the
residents.
You
know
it's
it's
huge
right
now
and
I
can
tell
you
there's
I
mean.
Obviously
I
want
to
mention
names
again
with
with
companies
you
know,
but
in
the
past
the
particular
company
was
not
reporting
to
us
when
they
missed
routes.
You
know.
G
G
This
morning
I
got
to
to
the
office
seven
something
this
morning
and
I
got
an
email
from
priority
already
telling
me
that
they
missed
these
they're
running
half
a
day
behind
so
they're
already
on
the
ball
and
the
other
thing
I
want
this
stuff
to
go
through,
and
so
the
council
members
can
tell
the
residents
if
if
they
say
that
they
called,
which
I
know
few
residents
already
that
I've
gotten
called,
I
mean
it
was.
I
don't
know
who
they
were,
but
it
was.
I
couldn't
verify
the
people
that
called
me.
G
G
Why
is
because
we
can
go
back
to
priority
and
say
hey
on
tuesday
at
seven
o'clock
p.m,
a
resident
called
and
they
can
go
to
their
database
and
they
can
find
out.
You
know
if
a
person
called
they
can
go
back,
everything's
recorded,
so
we've
never
had
this
service
before
the
other
thing.
There's
cameras
in
the
trucks.
You
know
somebody
says
hey,
you
know
priority
did
this
and
this
blah
blah
whatever
you
know,
I
called
I
called
priority
and
I
told
them
I
said
trucks
such
and
such
and
this
route.
H
G
G
So
what
I
need,
if
anybody
reports
the
council
there's
any
issue,
I
need
to
know
the
time
the
date.
If
there's
a
truck
number,
I
need
that
information
because
I
can
go
to
their
managers.
Their
managers
here
almost
every
day.
Talking
to
us,
hey,
is
everything.
Okay,
I'm
getting
calls
from
the
owner
several
times
a
month.
Asking
me:
do
you
guys
need
anything?
Are
we
good
any
residents
concerns
and
I
share
with
them
what
councilman
wenzel
just
brought
up
and
that's
what
he
keeps
telling
me.
G
The
other
thing
is
they're
getting
new
technology,
so
every
truck
is
going
to
have
a
tablet.
So
what
that's
going
to
do
the
resident
calls
the
dispatch
said
hey
my
my
garbage
was
missed.
There's
trucks
that
are
usually
in
the
area.
Sometimes
they
work
late.
All
they
have
to
do.
Is
they
say
you
know
at
such
and
such
street?
You
know
my
garbage
was
missed,
so
the
dispatch
now
will
click.
Actually,
this
special
truck
you
know
on
on
their
ipad.
They
they'll
tell
them
hey
such
and
such
street.
G
If
you
call
us
you
know,
let's
say
you
call
up
hours
at
city
hall,
we're
not
going
to
get
to
we're
not
going
to
get
to
the
call
you
call
on
a
friday
or
saturday
nobody's
going
to
get
to
it
till
the
following
week
for
monday,
but
if
you
do
call
priority
they're
going
to
get
their
trash
picked
up
a
lot
faster
than
when
we
actually
get
the
call
and
call
these
guys
and
what
priority
is
doing
is
they're
tracking
customer
service.
So
they
do
have
all
the
calls
from
dearborn
heist.
G
A
A
E
G
G
E
G
G
E
A
J
A
Not
to
call
I
I
agree
with
you
vince,
I
think,
what's
happening
a
lot
of
times
is
people
are
calling
council
members
as
the
first
call,
and
they
really
should
call
the
company
first
to
give
them
an
opportunity
to
deal
with
it.
Just
like
I
said
the
last
council
meeting
when
there's
a
problem
with
the
resident
you
come
to
the
council
meeting.
A
That
is
just
not
the
best
place
to
start
with
start
with
a
particular
department
and
do
not
you
know
if
you
want
to
file
a
complaint,
do
not
file
it
with
the
facebook
department
of
our
city
and
I'm
being
sarcastic.
It's
just
you
know,
there's
it's
just
the
worst
place.
To
put
it
call
the
right
company
or
the
right
department.
First
complain:
all
you
want
facebook
do
whatever
you
want,
no
problem,
but
that's
not
gonna
get
it
solved,
call
the
right
people,
but
thank
you
very
much.
J
You
know
I
just
want
to
say
I
was
trying
to
make
a
suggestion
with
the
emergency
management.
I
know
you
guys
have
got
your
hands
full
trying
to
get
things
turned
around.
I
don't
want
to
sound
like
I'm
complaining,
you
know.
Sometimes
I
just
don't
I'm
not
scrabby
and
definite,
but
I
know,
mr
mayor,
you
got
your
hands
full
and
I
would
not
want
to
be
in
your
position
right
now.
J
A
It's
a
war,
it's
a
work
in
progress
and-
and
I
know
firsthand
with
many
meetings
and
appointments
and
conversations
with
the
mayor.
There's
a
lot
of
work
to
be
done
and
this
administration
is
is
working
on.
I
mean
there's
a
lot
of
work
to
be
done
when
I
say
a
lot,
I'm
serious
and
changes
are
happening
on
on
a
daily
basis,
going
in
the
right
direction.