Personnel Commission - Regular Meeting

We're ready, Candy. Good evening, everyone. Welcome to the March what's today? Twenty seventh? Seventh. Twenty seventh. Script was wrong. Well good evening, everyone. Welcome to the March 27 personnel commission meeting. Personnel commission is now build holding in person meetings at City Hall in Conference Room 2 A.

Members of the public can now attend meetings in person or virtually via the Zoom platform. Now please join me for the pledge of allegiance. I pledge allegiance to the flag of The United States Of America and to the republic for which it stands, one nation under God and individual with liberty and justice for all. Thank you. Now let's get started. Handy, would you please take a roll call vote?

Good evening, commissioners. Can everyone hear me? Yes. Thank you. As I read your name, please respond with here. Chair Wright.

Here.

Commissioner Cortez. Commissioner Gruel Neff. Here. Commissioner Parr? Here. Commissioner Wu? Thank you, chair Wright. I turn it back to you.

Thank you, Candy. Let's move on to the next item on tonight's agenda. Presentation. First up, we have an overview and training on consent calendar items. Director Fry, I turn it over to you.

Thank you so much, Chair Wright. First and foremost, I do wanna mention we do have a hard stop at 06:30, so we will do our best to power through. But we have a lot to cover tonight. So without further ado, I just wanna share that I'm excited to welcome you all to tonight's meeting. I think this meeting marks a huge milestone in our work in personnel commission.

This evening, we'll be implementing the first of our new quarterly agendized meeting topics as outlined by the personnel commission reform committee. For those who are newer to the commission or as a quick reminder, we partnered with a consultant in November 2023 to facilitate personnel commission retreat. One of the key outcomes of that retreat was the formation of three new personnel commission committees. Among them was the personnel commission reform committee, which was tasked with finalizing a mission statement, prototyping a consent calendar process, and identifying standing agenda topics for future meetings. I'm pleased to share that the reform committee successfully completed each of these objectives.

The standing topics they identified include a training and review of consent calendar items, which will begin tonight, a midyear vacancy data review, a third quarter diversity report, and an end of year review of the budget and personnel needs. So tonight, we're kicking off with our first annual review of the consent calendar process. This agenda item is intended to provide commissioners with a detailed understanding of the purpose and structure of the consent calendar, the internal HR analysis and review that occurs before items are brought forward to the consent calendar, and the specific role of the commission in reviewing and approving the consent items. This review is designed to build confidence that each consent item is thoroughly evaluated by staff in advance, commissioners to focus time and attention on strategic discussions rather than routine administrative approvals. We want to emphasize that this March meeting is intentionally scheduled as a refresher and annual opportunity to realign on the commission's role in reviewing regular and routine matters versus spending valuable time retaining I'm sorry, retraining or reopening items unnecessarily.

So we appreciate your engagement in this process and look forward to questions and feedback. And we can go ahead and start presentation. Alright.

I have the first topic, which is the classification plan. Next slide, please. K. Well, first of all, good evening, chair and commissioners. I'm thank you. I'm Selena Flores, the human resources manager over recruiting and classification. So as I mentioned, I'm gonna be speaking about the classification plan and how it relates to the personnel commission as well as the. K? Thank you. The first first slide is the definition of what a classification plan is.

Was taken directly out of our personnel role. And to give you an overview of classification plan is a structured framework that is used by government agencies such as the city to categorize job positions based on responsibilities, qualifications, pay scales, and other factors that may weigh in. This plan ensures consistency, fairness, and transparency in the public sector employment. Another keynote we'd like to make is that the city manager, department head, and the union shall be consulted in developing recommendations for the classification plan and the revisions. Next slide, please.

Okay. So you probably have heard of some of these commonly used terms when speaking about classification work, and some of the common terms are listed below. We'll start with job series and family. A job series of family refers to a group of related positions that share similar functions, responsibilities, and required qualifications. As an example, we have the planner job series. Within that series, we have a junior planner, an assistant, associate, and senior, as well as a principal planner all within the St. Helens. So that's an example of when we refer to a job series or family. That would be an example. Then we have flexibly staffed positions.

This term refers to job classifications that have a built in structure already for career advancement for current employees within the same job series. This allows an employee to be able to flexibly staff to the next level without having to go through a rigorous recruitment process again. As an example, we we would hire an HR analyst one. And with time and experience and they gain the qualifications, they could be flexed into a HR analyst two position within the city once they met all the qualifications. The next term is citywide classifications, and this refers to broader job classes that are used across all departments.

And an example of a classification that's used in all departments is administrative secretary. So any department can use this, such as public works to the city manager's office. They can utilize that classification. K. Next slide, please.

K. We're gonna be taking a look at the classification plan, structure, and components. And here are some key features that are typically considered when we're developing a classification plan. This includes job grouping, wage structure alignment, standardization, merit based progression, and compliance compliance with regulation. This system is essential for workforce planning and maintaining equity and employment practices across our organization.

To the right of the slide, we have a preview of the city's classification plan that contains all of the classified positions. On the top of the document, you can see that they have listed all of the citywide classification titles, and then they are categorized by departments as an example. K. And then next slide, please. Okay.

This is about the process to create and revise job classifications. So creating or revising job classifications is a structured process that ensures that roles are accurate accurately reflected with current responsibilities, qualifications, and maybe organizational needs. The classification creation and revision process is designed to modernize job titles, clarify responsibilities, and align job descriptions of current industry standards and operational needs. These updates also ensure consistency with terminology across all job classifications while maintaining a clear a clear pathway for our employees. This approach helps create a transparent, equitable, and efficient job classification system that supports workforce planning and public service efficiency.

Just to give you a background, when we initiate the classification review process before we start to create or revise a job classification, we conduct a thorough examination of equity, diversity, gender neutral language, and any other potential barriers that may prevent applicants from qualifying, ensuring that we're finding exclusivity and accessibility to our candidates. As an example, there may be a certification that an applicant can obtain after they start instead of at the time of application. And therefore, we engage with the department to explore ways that we can open up the classification to include inclusive language before we even get started. On the right hand side of the slide, you will see a sample of the city's job description. Within the job description, we've outlined some key areas, which include the glass code, the salary, the bargaining unit, and essential the description with the essential duties.

We've also identified the necessary steps throughout this slide on how to create and revise a job description. And next slide, please. So one of our first steps that we take is a job analysis, and then we actually start developing and revising the job description. We also engage our stakeholders in the process, including your commission for final approval. And then once that once that is approved Next slide, please.

We have to communicate and implement your changes and, of course, maintain and update the classification system as necessary. Next slide, please. Great. So this is where personnel commission's role comes in with the classification plan. So your role is outlined in the city's municipal code, and US commissioners have the authority to adopt or revise the plan in a public hearing such as this.

And these are the two parties that you do hold, and we can review that. We also wanna ensure that once the items come to you for approval, we have thoroughly conducted an analysis of the classification plan and followed a systematic process and are presenting to you a very well vetted recommendation. K? And this concludes my presentation on the classification plan, and I I will be happy to answer any questions at the end.

Well done. Thank you. Very thorough.

Thank you.

Thank you. Any questions for the commission?

Forget you know. Before we move on, I just wanna share that the version the PowerPoint that you all have printed, we recognized is a draft version. So we're having candy reread, and we will distribute those as soon

as we have them. Good. Well done. You covered all the points that have been asked.

Thank you. Beautiful.

Good evening, commissioners. My name is. I'm an HR analyst at the city of the HVAC department, and I will be presenting a brief overview of the city of Gilbert's housing plan. So what is the salary plan? The salary plan is a publicly available pay schedule that provides a base rate for each classification within the city's classified service.

Additionally, the California Public Employees Retirement System, also known as CalPERS, requires the city of PAYWR to amend and publish council adopted pay schedules and make them public. Slide, please. So how does the salary plan structure? The salary plan is organized by department, division, and job family. For each classification, the salary plan will include the following components.

Classification title, job plan number, salary range broken down by hourly, biweekly, monthly, and annual events. PC recommended approval date, council adoption date, and the effective date of the salaries. Next slide, please. When salary changes are made, how does the city determine salaries? A few different ways.

So the first is called a market based salary setting. So this process involves analyzing the total compensation of similar classifications with comparable neighboring agency using market median to set salary. Using the market median or the middle value as opposed to the market average allows the city to account for extreme outliers in salaries and provides a better representation of where these salaries are for similar classification where they're centered. The city's most commonly used comparator agencies include the cities of Alameda, Berkeley, Fremont, Palo Alto, Santa Clara, Richmond, and Vallejo, although survey agencies may vary depending on the garden. The second thing is called an internal equity setting.

So in cases where a new or existing classification is created or revised and the duties, skills, and experience levels are similar to that of another existing classification, a salary may be set to align classifications to maintain internal equity across departments or divisions. So as an example, an example of this would be the maintenance worker series and the groundskeeper series. If you look at the classic or at the salary plan, these two classifications have the same and salary ranges. So these are two classifications series that have similar duties, skills, and experience levels that are housed in different divisions within the maintenance service department. One is housed in a streets division, and the other is housed in landscape.

Third is the internal relationship setting. So when new classifications are created as part of their classification series or job planning, the city may send the salary to be a certain percentage above or below an existing classification in order to maintain internal relationships between these classifications. So in future COLA, fluid equity adjustments are five, that same percentage is a five to the entire series in tandem. So for example, the city has a management analyst series, and that consists of three different classifications, management analyst one, two, and senior. These classifications are almost 10% apart from one another, and when a COLA or equity adjustment is applied to one, it's applied to the series so that it moves together, and that 10% differential is maintained.

Fourth way would be contractual agreements. So some of the city's memorandum of understandings or MOUs include provisions to maintain minimum pay differentials and appropriate compensation structures between senior and supervisory level classifications in order to avoid salary compaction. Additionally, certain m one provisions obligate the city to conduct scheduled or periodic salary surveys to ensure representative classifications are fairly compensated against current market standards. And then the fifth would be a living wage ordinance. So under section two article 14 of the city charter, salaries for the ensued classifications are meant to upwardly adjust as this as changes in the Bay Area CPI occur.

So salaries for these classifications are reviewed and adjusted annually based on shared CPI data. Okay. And finally, personal commission's role as it relates to the salary plan. In this presentation, I define what the salary plan is and the process of the personnel commission HR staff take to administer these changes, including the methodology for the updates. Updates to the salary plan are now included as part of the consent agenda.

And prior to taking changes to the city council for adoption, the goal of the person on the mission is to make sure that human resources, as stated, the applicable steps to ensure salary updates are made and in compliance with the city's municipal code. And as a final point, the city may city council may approve, modify, reject, wholly, partly, or or partly this admin plan recommended by personnel.

That concludes my presentation. Thank you.

Have a question. It occurred at the last meeting. There was and when the commissioners, we unanimously did not approve the salary plan, and it was just so what happens from there?

Yeah. So it your the personnel commission's role in improving the salary plan, and as Larry mentioned, the big factors that we're looking at from the personnel perspective and personnel commission perspective are really less about the budgetary impacts and less about whether the city can afford a certain salary and more about the personnel factors that go into the salary. So that's an all structure. For example, are we equitably increasing the salary? Did we look at internal equity?

Did we look at salary surveys? So that's really what the personnel body is supposed to be, you know, doing as they're looking at that. And so when you're making a recommendation, it is that a recommendation to city council. Ultimately, the city council has the authority, the final authority on approval of them.

I kinda figured it in. I did you I oh, I had a I had a question to go on top

of that, to go ahead

and out what you're gonna say.

Excuse me.

No. I was just gonna say, I think this hopefully is helpful in that in terms of the role because I know

there has been some questions that are

on the city's budget and whether or not we're fiscally able to afford the salaries that are set. And, really, this body is looking at the equity and fairness of how the salaries were set.

Thank you. That that does clarify. We discussing at the last meeting that we knew the city was operating in reserves Mhmm. And wondering, you know, we just didn't wanna approve a new salary plan knowing the city was operating in reserves. And then we had asked for another meeting for the director of budgets to be able to explain some of that to us. But Cool. I get it. That's excellent.

Yeah. Appreciate that. I think that's why I shared with my kids. I think it's Yeah. Hopeful to have that complex.

Yeah.

But we do

Go ahead.

Sorry. I was gonna say we do indicate the personnel commission's recommendation or lack thereof in the the staff report that we provide to to the council. So sometimes that generates discussions about why, you know, why you didn't approve or what the concerns were. And so that's usually something that the council might first consider, I I think, while they're reviewing what to do next.

Yeah. And I did surface some of your, concerns when salary schedule or the prior salary schedule was brought before the council. The council is very supportive of a lot of the reforms and changes we've implemented here, and I think just getting more clarity around our role, especially with the personnel commission weighing in. Would you mind popping back just to the slide of

the slide before I'm controlling it?

Sure. I know if you've

heard that. If you can

pop back on to the slide that we have just opened.

Where it says how are salaries determined?

Go back one slide, please.

Sorry. I should use my mic. Well yeah. So what from what I understand, director Vai, correct if I'm wrong, but it's really helpful to have the personnel commission come in for like, seeing this as kind of a rubric, these three things and the two on the previous slide. We're asking the personnel commission to look at these salaries and say, was there good internal relationship setting? Are we are we in whole contract or agreements? Like, that's what we're asking the personnel commission. Correct?

Absolutely. And I and I appreciate the mention of this because, yeah, that is and that is why we have it here on-site to really give that in-depth review. As we know, that that hasn't necessarily happened in the past, and I think that's part of the reform and the good work that this commission is working towards. So thank you.

Yeah. And thank you for surfacing this. I was wondering, is it possible to have these short descriptions somewhere on the website as it relates to how we determine our salary, yeah, how we determine our salaries?

Yeah. We can certainly look into that.

Okay. Because, I mean, just this is information for me as well. As I'm reading this, I have a lot more clarity, and I've been working with y'all for two years now. So I I could imagine and I hear complaints sometimes. You know, how does the state decide who gets paid how much? This provides a lot of clarity.

Yeah. There are other external factors that we cannot control at times that will dictate how we are you know, what we are doing salaries. But in a general sense, this is from a classification compensation best practice, what we're looking at.

Got it. Okay. Thank you.

I I also have a question on the same slide. How are salaries determined? And you mentioned at the the living wage where it's under section two, article 14 of the city charter, Salary for the city's intern classifications.

Do you mean internal? No. The city has, I believe, three intern classifications. It's a technical intern, IT intern, and administrative intern. So those wages are determined by the ordinance, and so they are they change based on the CPI data. Okay. Thank you. Thank

you, commissioner Martin. Commissioner Nepp, any questions? No more questions. It gives some good clarity because as director of private, we would challenge the salaries because we just didn't know how they were being determined and conscious of the budget. We wanted budget people sitting in. We requested budget for this meeting, but now we're good.

Let's go,

Yeah. Thank you. Well done. Yep. And I would

just add a few questions around the budget. As we get as we get towards the end of these personnel commission meetings, I'm always happy to answer what council's current thinking is. We've had a few significant budget workshops recently that had large discussions around our reserves and how do we build them and how to find cost saving cost savings in the city. So I'm happy as a liaison to share that information with you. I think it's good to separate that information from the decision we have

to make as a commission. Exactly. Yeah. Alright. K. The Hayward. Alright. Do we have more?

We do.

Yes. Please continue.

Nice. Good evening, chair of right, commissioners,

council members, other department heads. Thank you

for being here. My name

is Janice Cahey. I'm the HR analyst, and I will be giving you guys some facts about eligible lists. Alright? So what is an eligible list? An eligible list is a ranked list of candidates who meet who event what job qualifications and pass the competitive examination.

Here with HR, each recruitment that we have that's for a classified position will result in an eligible list. In the creation of an eligible list, candidates are placed on the link in list in a rank order after participating in the competitive examination process. This can include a, but not limited to, a written exam, subject matter expert review, oral board, and also and or practical examination. After a list is created, the lists are typically valid for about a year. And when a job opening occurs, hiring managers utilize the list to fill the vacancy.

If a candidate is not selected for the position, they stay active for the rest of the list duration. If the list expires, they will need to reapply and retest for the position to regain eligibility status. The eligible lists, are usually valid for a year. And once placed on the eligible list, candidates can be considered for the current vacancy and future vacancies that arise. The creation of an eligible list.

Hiring managers review and consider candidates, in rank order of the eligible list. They conduct conduct interviews, assess qualifications, and make hiring selection. Once the list is referred to the departments, departments work on conducting interviews and with candidates in rank order. Excellent. Alright. So the journey to the eligible list.

First off, what we need

to do is we identify the hiring needs and job requirements for each position. We conduct thorough job analysis to define duties, responsibilities, and qualifications, And we set up exam plan meetings with the department. These exam plan meetings with the department for the improvements, they're pretty extensive. A lot of preparation goes go into these types of meetings. We assess the essential duties of the position and align those with the examination or the evaluation steps to make sure that we're really targeting our audience and making sure that, you know, they meet the the requirements.

The evaluation steps of a recruitment are determined in partnership with the department, and the timeline is generated to set realistic expectations. Next, we develop and announce the job posting. Part of the steps to do that is we create a job posting, and examination announcements. We outline in the job announcement what the eligibility criteria is, any required documents or certifications, and also what the deadlines to submit. Clearly, stating the testing components, again, whether it's written, oral, practical, or SME ratings or any combination of We distribute the announcements through email to current city employees, job boards, government websites, and professional networks.

Next, we administer the examination. Again, this could be any combination but not limited to the written exams, oral boards, performance exams, and SME reviews. We also, in that process, ensure a fair and standardized evaluation process. Next, what we do is we score and rank the candidates. We assign the scores based on test performance, ranking candidates in order of their final scores.

Like this. So then we establish and certify the eligible list. We compile a formal eligible list of candidates who pass the exam in rank order based on test results. We ensure compliance with employment laws and the agency policies, and then we send the eligible list to HR designees for approval. Once approved, we'll then, notify the departments and, the eligible candidates. Then, the next step of the eligible list is also to maintain and manage the list. We set the expiration date as stated as one year. We track candidates' availability of status, and then we handle withdrawals. People are no longer interested. They contact us.

We take them off the list and move accordingly. We refer to candidates on the eligible list as needed based on incumbent's retiring, residing termination. So it's always nice to have that eligible list in place, you know, again, as to fill those future vacancies. The use the use of list for the hiring. Hiring managers require request ineligible is by submit submitting a NeoGov requisition.

Once the requisition is in final approval, HR will then refer the names, and the departments can go ahead and move forward with a departmental. They can go ahead and process folks that are determined hired through. So monitoring the eligible list, expiration, and future planning. This is really important because HR ensures that departments know when a list is expiring because sometimes we notice that, you know, departments may have a heads up as to who's going to retire. You know, maybe there's some, conversations there or just any, anticipated separations.

The workforce planning. HR collaborates with leadership to anticipate future hiring needs and conducts recruitment accordingly. So abolishing an eligible list. Once ineligible is created, it remains active for a specified period and can be extended up to a maximum of two years. The total life of the list can be only no more than two years.

And sometimes the eligibles need to be expired sooner, and that can be a few reasons. A few reasons being the insufficient qualified candidates, change in hiring needs, legal or procedural issues, preference for a new testing process, and low interest from candidates. So for instance, I wanted to give a a pretty specific example. Sometimes we have recruitment for niche positions, and some of those niche positions require a certain certification. And sometimes we know already that we are gonna have, like, kind of a a limited amount of people that place onto list just due to the certifications.

Sometimes, we also wanna take in consideration also for, depart positions that require extensive backgrounds. For instance, our folks in the police department, you know, if we have a short list, it is more of a it is kind of likely that it maybe may or may not pass back ramps, and so we need to be prepared, you know, in in events like that. And so if that happens, then we would go to the personal commission to request

a. K?

Next slide. So once the eligibility is created, we do have some best practices for the hiring. We verify the ranking and eligibility list or criteria, and then we understand any applicable rules regarding how candidates must be considered on the list. For example, once we refer the the entire list to the department, we do have the rule of the list stating that candidates must be considered in rank order for the position. What that means, essentially, is if you have a list of, 10 candidates on a list, your selection is number five, then candidates one through four need to be considered for the position and and disposition as to why they weren't selected.

K? So we need we go down the ranks list. Alright. We conduct fair and structured interviews. We use standardized questions related to the job duties, and for and we ensure compliance with equal employment opportunity laws.

Part of this, on the department side as well is to make a selection and document what that decision is. So we we will like to know, why that person was selected and why that was determined or that person is determined to be the best fit for the position. Then we notify all the departments. Sorry. The departments will notify all the candidates of their status.

So any folks that they had interviewed, we asked the departments to kinda close that conversation with them if they weren't selected or if they are being selected to have that conversation. And then, if the person was being selected, we ask the departments to inform the candidate of a job offer, so HR can work with sending additional job offers. And then next step would be performing reference and background check. That would be on the HR side. And also HR will maintain compliance and records. So keep records of the hiring process for auditing purposes. We ensure, adherence to local, state, and federal hiring laws.

Next slide, please.

The last one.

So for the last one, again, abolishing eligible lists. So the rule the rule for the commissioners here, section 8.2 of the personal rules state that employment registered from method may be abolished prior to its expiration date upon recommendation of human resources director and the city manager and approval by the personnel commission. So currently, the personnel commission has the authority to exhaust an eligible list prior to its expiration date once requirements have considered all the candidates for the position, but they are just unable to make a selection for hire. Once the eligible list is approved for abolishment, the HR staff will work closely with the departments to initiate the recruitment for the position. That is all I have.

Thank you.

Thank you, Janice. I have a question. Are candidates notified of their ranking on the list, like, if they're in in the top five?

Great question. No. Here in the city, we do not provide ranking information, just simply that they are on the list and the duration.

And then how often do you notify candidates on the list finding out their availability? If they're, you know, available to come in to or they want to still be on the list or, you know, that list could be on for a year. But maybe in three months, some of those people found another job so you could update the list. So do we do you reach out to these people to say, you know, you're still active on the list to see if they say yes or no?

So no. Not necessarily. We're not actively, you know, serving the list for that, but I will say we do so maybe towards the end of like, if we notice that the list is maybe close to its expiration, and we're noticing maybe we won't have such a great response if we send out notification inviting people to interview. So at that time, sometimes we will interview the we'll survey the list to see if they're still interested. That has happened in the past, but I can't say that we actively do so so often. They do stay active. And if we reach out and they're not interested, then that's okay. Yeah.

And so we do just to partner, Nikki, Janice, to add to that, we do notify whole candidates on the list that are in rank order when we have any anytime we have a vacancy. So we ask them if they're interested in coming in for interview for that. Additionally, we've also surveyed lists. Sometimes when we have light positions or near lists, which is the term that we didn't use, but it's sometimes we survey lists to to understand if people are interested in maybe a potential potentially different role. So we are surveying lists at varying times, but, otherwise, we tell candidates upfront that they are active on the list for a period of one year, and this is abolished in there.

Is that when you're telling the candidates that, is that through email, or is it through a letter?

Most of our communications with candidates is through email. We share that on our website as well.

And then the candidates will confirm back to you.

Sometimes they do. Sometimes they don't.

And if they don't off the list.

They remain on the list, but we don't if if they don't respond to the interview, we won't schedule that.

Okay. Thank you. Mhmm. Thank you, director Fry, and thank you, Janice. Thank

you, Janice.

We do give them a deadline as well. So we give them, you know, a lot of times people respond to those surveys rather than just writing them, you know, not interested. Thank you.

Any questions from the commissioners? No. So far, I'm sure no.

Alright. Thank you. Yep. Ian, think you're up next. Yes. I have the final part of our training today. So I will be talking about our minutes and planning calendar. First of all, thank you, chairwoman and commissioners, and to all of our guests here in person and online. I appreciate you all being here. My name is Ian Texan. I'm the deputy director of human resources here in the city of Hayward. Alright. So our minutes and planning calendar. The minutes are an official record of this meeting. So if you see on the screen here and in your pocket, we've got a screenshot of a sample of one of our minutes.

So this is actually from a meeting last year, and this is in the public record, so it's already published online. You'll notice that the minutes include a date, time, location of the meeting, as well as the names of the participants who attended, a record of the decisions made, any action items required, and the time when the meeting was adjourned. Next slide, please. Here's some more visual examples of the minutes. So you'll see on the left, there is a a little statement about teleconference, and what presentations were held during that meeting as well as in public comments and reports that were made.

On the right side, you'll see our first ever consent calendar where items were voted through with consent. Unless they were pulled, they were marked as separate. So the format of the minutes are action minutes. Again, just to reiterate, the minutes will recall the the actions that were needed and decisions that were made during that meeting. Next slide, please.

Alright. And in terms of how the minutes comes like, our lovely HR administrative assistant, Candy, is the one who drafts them together. So she'll take she takes a record of the meeting, drafts them up. The deputy director will review them. The HR director will will approve them along with an assistant city manager, and then they come back to the commission at the next meeting, for official review and approval through consent.

And that's really the personnel commission's role with the minutes is just to make sure it is it is a accurate reflection of the record from the previous meeting, and then it goes into the agenda and posted online. Yeah. Next slide, please. The last item here that is on the consent calendar is really just a review. So this is it's a review and a heads up.

So the planning calendar will give the commission a preview of what staff believes we will be taking to the next meetings or the future meetings. So it's a projection based on biweekly meetings that internal staff have. This is in consultation with what's going on around the city, if we have to make any changes with potential job specifications or eligibleness. We're constantly planning and revising what that might look like as well as working through our internal and external partners, and you'll see that the calendar is a projection of business that we get to take to. And this item, really, the action that you take is just a heads up.

You'll review it. And sometimes if you have items that you want us to bring to you, you can recommend those and flag them onto the calendar as well. Next slide, please. Here, this is the end of our total presentation. Here are just some resources for you as well. So we've got the personnel rules, the city charter, the municipal code, our salary plan, and then, of course, the meeting and agenda calendars that are also now online. And with that, I will turn it back to you, Cheri, for any questions. Well, thank you, Ian.

Measures, any question? I

have a question. Yes. Well, you mentioned that there's items that we want added to the planning calendar in contact with the dentist. What's the specific procedure?

Well, depends on the item. So you can always bring it forward during the meeting live, and then we'll take a note to see if, it's something that we can slide into the next meeting or a special meeting. Otherwise, you can always reach out to the liaison, so you can email Candy or director Fry if you wanna add something to the calendar.

Thank you. But if it's something during the meeting, if it's not on the current agenda, so we can't really bring that up, can we?

I believe there is an open space for discussion. So if there's something you wanna bring up, you definitely can bring it up, or you can ask to to calendar it for the next.

Thank you.

Thank you, commissioner Clark. Mhmm. All set. Thank you, Ian. Yeah. Director Fry, is we complete? We are complete.

That is the training. And as I mentioned in the beginning, we hope that that gives you some more context around the analytical work that is going into the consent items. It helps you feel assured as you are.

Excellent job, staff. Yeah. We're well trained. Yep. The commissioners. I think a lot of this was a result of our retreat as well. So to see everything that we discussed in retreat come to fruition, that was money well invested. Citi did do all that. So thank you so much. Okay. We have about thirty seven minutes before we have to get out of here. So I may be talking faster, or we're gonna try to get through all of this. So we have no more questions. We're now gonna move on to the next item, which is public comments. It is now time for public comments.

The personnel commission welcomes your comments and requests that speakers present their remarks in a respectful manner. Speakers wishing to address the personnel commissions should limit their comments to three minutes. Now I will ask Candy Jackson to moderate the public comment portion of the meeting. At end of the public comment, we will address any questions that come up. Candy, I turn it over to you.

Thank you, chair Wright. If you wish to speak and you are using the Zoom application, please click the raise hand button and your name will be called. If you are dialing in, please press 9 to raise your hand on the phone and press 6 to unmute yourself. Please mute all other audio before speaking. Your area code and last three digits of your phone number will be called when it is time for you to speak. If there is any disruptive feedback or excessive noise during the meeting, your audio will be disabled. And when called to speak, please begin by stating your name and limit your remarks to three minutes. Chair Wright, we don't have any public comments received at this time. I turn it back to you.

Thank you, Candy. We're gonna move on to the next item on the agenda, which, was supposed to be election of officers. And, I am recommending that we do this in June or unless there's a special meeting call prior to that because we only have two commissioners here, fairly new, and I don't feel it would be fair to be doing this until we either have more commissioners or you feel comfortable in wanting to be nominated. Are the commissioners okay with that?

Yes.

Okay. We got yeses on that. Thank you. So we're just gonna move right along to reports. That's a pretty cool question.

We just updated our council handbook. I think there might be term limits on chairs as well. I did not I think you make would make a fantastic chair if you want it again. I just wanna make sure we're not out of compliance with that.

I will check.

Okay.

I I'm not familiar with all of the changes that were just made, so I will I will check and make sure that I know what's required to to our next

meeting.

Okay. Great. And then just flexibility around moving elections. I agree with your decision. I think it's right for our commissioners to have more space, but

is that within the commission's purview?

Yeah. I think we'll I believe that it is. I think that we'll just we'll, like, forego voting on the item or discussing this item in today's today's meeting, and we can push it to the next meeting.

I I don't see an issue with that.

Okay. Thank you.

Thank you. Alright.

Now I was informed if we have a special meeting to call prior to the next scheduled one, then we would schedule that into that special meeting as well. Okay. But just having two commissioners here to be doing this, you know, this didn't feel that they would be comfortable Yeah. The roles. And we have two other commissioners out there. Gotcha. So thank you, councilman Saruk. The one in commission. Yeah. No. I'm kidding. Thank you. Well said. Gonna to stay. Yeah.

Term limits here. We're gonna move on to reports. Item one is an informational item. In your packet, you have the proposed twenty twenty four, twenty five fiscal year agenda planning calendar, which lists the items that staff plans to bring to the commission. Are there any questions? Commissioners on that? Okay. Seeing none, we will now move on to the next item. Let's see. It's the consent calendar. Are there requests to pull items from the consent calendar? I believe didn't we have that, Candy?

Yes. For the record, can we have Commissioner Parr state the items, that she wants to pull?

Commissioner Parr? Yes.

I'd like to pull, number two, number three, number five, number six, number seven, number eight.

Okay. Do we have a motion to approve the consent calendar except for items two, three, five, six, seven, eight that has been proposed by commissioner Farr.

I make a motion to approve.

Okay. Commissioner Farr made a motion to approve, and commissioner Neff has seconded. Candy, please do a roll call vote.

Thank you. I will now move to a roll call vote. When I read your name, please respond with aye or no. Chair Wright.

Aye.

Commissioner Gruel, Neff. Aye. Commissioner Parr. Aye. Thank you. A motion to approve the consent calendar except for items two, three, four, five, seven, and eight was made by commissioner Parr and seconded by commissioner Neff. The motion carries with three ayes. I turn it back to you, chair Wright.

Candy, just for the record, there's also six in there. It's 235678.

Got it. Okay. 235678. Got it. Thank you.

Thank you, Candy. Mhmm. Let's move on to item two, minutes of the regular personnel commission meeting on 12/12/2024. Are there any questions or comments from the commissioners?

I do have a question.

Yes. Commissioner Barr.

Oh, which is why I pulled up. It says that deputy human resources director in me if I mispronounce it, provided updates on personnel commission reform and personnel rules, subcommittees, and answer questions. It also said that you were going to send me a copy of the presentation, which I never received. So maybe you sent it, but I I have not received that.

Thank you. We'll we will reforward to you.

And then, I had in the minutes from, December 24 that I had requested, that if we could get some type of a draft presented in the March commission meeting by deputy director Tessen about from the budget. Remember that one? Yeah. Chair Wright asked the request to be made to interim city manager, Justin Clausen. If a draft can be presented at the March commission meeting, deputy director, slash test Texan answered yes. The request can be made Enter city manager faucet. Oh, yes. The request can be made, but we're not requesting it for this meeting. You're good. Alright.

Okay. Sorry about that. So I'll make a motion to approve the minutes. Can we get a second on this? Yes. Second. Okay. We got a second from, commissioner Neff on this. Candy, a roll call vote.

Thank you. I'll move to a roll call vote. When I read your name, please respond with aye or no. Chair Wright?

Aye.

Commissioner Gruel Neff? Aye. Commissioner Parr? Aye. Thank you. A motion to approve the minutes from the December 12 regular personnel commission meeting was made by chair Wright and seconded by commissioner Gruel Neff. The motion carries with three ayes. I turn it back to you, chair Wright.

Thanks, Candy. The public is now invited to comment on this item. Please raise your hand if you wish to speak on this item. Candy?

No comments at this time.

And no hands raised. Great. Thank you. Okay. Seeing no more questions or comments, may I have a motion to approve the minutes from the December 12 regular personnel commission meeting? Did we ever do that?

We just did that.

Sorry. I'm just following the script here, gang. Okay. Thank you, Candy. We're gonna move on to item three, re review revisions to the job descriptions for groundskeeper one, groundskeeper two, and groundskeeper

Three.

Three. It says reading two. Oh, typo. And adopt revisions to the classification plan. We have questions regarding that?

I have some questions.

Commissioner Barks.

In terms of under essential duties, I believe this is for ground people on the funding. One of the things says clients and trim small tree, but small tree is not fine. I mean, what I think of a small tree may not be what someone else is that they find somewhere where the small tree is. And are are the employees provided tree trimming and safety equipment, or

or is it just a free climb? Are they provided training by finding a tree? Employees are all provided training for climbing trees, especially we're talking about small trees. We're talking about things that are ten, twelve feet off the ground, stuff that they're on maybe on the ladder for. But those are those are considered small

trees. Okay.

Because it's not considered small trees. Okay. You you guys know it's in in there? Okay.

Versus something that you'd be up in an aerial bucket forty, fifty feet here. And,

also, there's in here, it says operates tractor equipment with attachments such as airifier. I believe that's typo. Airifier should be a e r I f I e r.

Oh, what's that mean?

It's mentioned other places too. And then

Will you give the page number?

Sorry. I did not. Update the next question. Also, I had a question under job related and essential qualifications. This is for Browns. Keep it one. Yes. It says converse by telephone, email, in person, and they clearly understood. In what language or languages?

Are you talking about the person working as a groundskeeper?

Job related and essential qualification groundskeeper one. Converse by telephone, email, in person, and be clearly that it doesn't say what language.

Yeah. Thank you for the question. So the whatever language they're speaking, as long as they can perform the essential functions of the job and converse with the public that they're speaking with, one of us through our language line services and line bridge services. It's not a specific language. It's just whether or not they can converse and communicate effectively.

Thank you, commissioner Parr. I have a question, and I it's a I think it's it's a potential a big issue. And it's under experience and education from both ground people one and two. Education equivalent to completion of the eighth grade. And I find it that I don't feel the city should be soliciting any position requiring completion of the eighth grade, because I feel that it would stifle anyone for further education.

Having an eighth grade, education, I think, would hold them back from any future, promotion. Or if a parent sees this, and they see that their eighth grader doesn't wanna go to school anymore and qualify for this job. So I really feel that our minimum requirement for education should be high school GED or equivalent, but to stay eighth grade, I can't buy in on this.

I will speak to the eighth grade requirements.

I don't

know if there was a question, a specific question, but I will speak to that requirement. That has historically been a practice in the city for positions that don't require a level of education higher than that. I mean, in terms of communication and being able to speak effectively, we do believe that there is a certain level of education that's needed. But part of what our job is is to ensure that we are removing artificial barriers in the process. And how we're doing that is saying, if those additional four years of high school, what are let's say you've been a trade tripper somewhere, or you've been doing this work for twelve years.

Because you didn't get those additional four years of mathematics in high school or English classes, does that disqualify you from being able to perform the essential functions of this job?

You see, challenge with the fact that a parent could see this and just have their child, if they qualify for it, and just let them do it and not have them go to high school.

There are child labor laws as well that we absolutely would be adhering to, and that would not meet with the requirements of the job of being able to perform forty hour work lease.

And that age is what?

17. I I You talk actually 16. 16, I don't believe, can work full time hours. Is part time. So so that would be the issue with meeting the requirements

here. Okay.

Alright. Would it

be better to say instead of that language to just state that you don't need education, but I'm just being, you know, not not technical here. No education, but should read and understand and blah blah blah blah. I think that can be inserted instead of having a question that we need an eighth grader education. That's a great thought process. I think the reason that we have the education requirement is that we do believe that some form of standard education would be required in order to communicate orally and in writing effectively in a way that we need. And I do.

And I think, you know, where it comes up, you know, further, because it's it states, you know, that they must be able to read complicated, complex text technical documents. So I just that's the only thing I challenge. We're requiring them to read complicated, complex tech technical documents, I don't know if you can just be doing all that at an eighth grade education.

I appreciate that. I think that we have we all have different experiences. I think in in in effort to make sure that we are meeting the standards that the city needs, but not creating artificial barriers. We have to if you have graduated eighth grade and you do have the ability to read complex complex documents or speak the word, then we would not want to prevent you from being hired in the city because of an artificial barrier.

K. Alright. Could we have that on both groundskeeper one and groundskeeper two. That's just the first time I've come across it. Alright. Do you have any next question from the commissioners? Oh, councilman Sutter.

Just to go along that thread, the benefit of having some of our staff here is you're also welcome to ask them if this requirement has impacted the quality of staff they brought on and also to Well, it's your commission.

And, to your point,

you know, the education requirements aren't on groundskeeper three. And so in our city, it's progressed into higher roles. There is an incentive to develop your education as well. This is just to get somebody through the door. So that's up to you, but I just wanted to offer it up for all the commissioners.

Right. K. Any questions? Commissioner Nippy, No. It's just being that published. Yeah. It's alright. Okay. We're we're gonna move on. Alright. Let's see here. The public is now invited to comment on these items. Please raise your hand if you wish to speak on these items. Candy?

No public comment for this item.

Okay. No no questions or comments on that. May I have a motion to approve the revisions to the job descriptions for groundskeeper one, groundskeeper two, and groundskeeper three, and adopt the revisions to go to the classification plan. Second. Commissioner Barr has made a motion, and commissioner Neff has seconded. Handy, could you please do a roll call vote?

Thank you. I will now move to a roll call vote. When I read your name, please respond with aye or no. Chair Wright?

Aye.

Commissioner Gruel Neff? Aye. Commissioner Parr? Aye. Thank you. A motion to approve the revisions to the job descriptions for groundskeeper one, two, and three, and adopt revisions to the classification plan was made by commissioner Parr and seconded by commissioner Gruel Neff. The motion carries with three ayes. I turn it back to you, chair Wright.

Thank you, Candy. Let's move on to item five, review revisions to the job description for the fire services supervisor classification and adopt the revised classification into the city's classification plan. Alright? K. Commissioner, it's a lot of paperwork here. So here at the do you have any questions? Questions? Commissioner Barr. Yes. Sorry. Oh, no apology.

The organizational chart that's included in the packet are administrators, not supervisors. So is the department already operating based on revised job description? Is this in other words, is this job description catching up to the current reality, or would it be that something new? I was just curious about that because it it was in there.

Yeah. I can speak to that from a general HR perspective. This change was brought about by an evolution of the current duties. So over time, what happens is sometimes, department will find that a role evolves because the work evolves. Over the years, administrative level duties have been excluded into this incumbent's role. So what we've done is we've done a study on the role itself, and we what this changes, it's a it's a proposal to revise and retitle the current job job spec and title into what we believe is more appropriate and a reflection of the current duties. So it currently exists. It's just being retitled and and bold in.

Okay. So I was wondering about that. So, essentially, somebody if this is a some someone who is already operating in a position will be getting a a pay

vote. Correct.

Okay. And, also, under the, qualifications, Maybe you can just think about it. It's a must have knowledge of modern office practices, methods, and computer equipment, including relevant software programs. That seemed very vague to me, but maybe there's a reason for it being so And, also, there's a sit for prolonged periods of time. And how long is prolonged? That seems vague.

Yeah. So there is a reason why we we have generalized vague language in here. And so that department can accurately manage the workload from their perspective and based on their operational need. For these positions that are based in the office, if someone has a a need to not sit that long, there's option. Stand. We have sit stand desk. We also have, if they have a medical condition, they can submit a review of that to see if we need to afford some kind of accommodation. So the general job spec is listed out in terms of operational need.

So

I was assuming not I don't know if it's

coming off. So what's being done does not reflect in this job description?

Say that one more time.

Well, because it it says sit for prolonged periods of time, and you said there were accommodations standing as other accommodations, but the job description says sit for prolonged periods of

This position is required to sit for prolonged periods up to eight hours per day.

And without any kind of break?

No. We have standard breaks. This is what the reason that these are written into the job descriptions is so I think what deputy director was alluding to was that so if we do have anyone that has a need for a medical accommodation, we have a general idea of what the requirements the physical requirements of the job are so that we can go through an accommodation process with them.

So maybe it should so it shouldn't say sit for prolonged periods of time, up to eight hours?

No. Sitting for prolonged periods is enough information for us to make that determination as we're going through the accommodation process.

Thank you, commissioner Parr. We've got sixteen minutes to go. I know. Alright. I feel comforted. Any other questions? No. Alright. I just had a quick question just to clarify. So we're going from a on this on the job description for the fire services supervisor to a fire services administrator. Isn't that be a lesser position? I mean, if if you're defining the word supervisor versus defining the word administrator, that would be the administrator would be a subordinate to the supervisor.

But we're looking at an administrator as someone who administrates a program or area within the city. So this is on par. They they also supervise. So they have those duties. You could administer a program, but you could also supervise within that administration.

So are we just eliminating the word supervisor in some

of these positions? So we are for this specific job spec, we are replacing the word supervisor in the title. Yeah. They still supervise with the job spec.

So they're all that's so. Okay.

We are also making revisions to the job spec application. Yep.

Okay. Thank you. Okay. We've got fifteen minutes left. Okay. We're gonna move on to where we at here? Item five. We reviewed the positions, job description, the fire services supervisor classification, adopt the revised classification in the city of Las Haitman. We've had questions. Now we're going to have anything, any public comments on this. Candy?

There are no public comments for this item.

Thank you, Candy. Seeing that there's no more question to comment, may I have a motion to approve the revisions to the job description for the fire service supervisor classification and adopt the revised classification in the city's classification plan? May a motion to be made by myself, Randy, and Thank commissioner Neff. Okay? So, we have a motion made by commissioner Wright and seconded by commissioner Neff. Thank you, Candy. Please do a roll call vote.

Thank you. When I read your name, please respond with aye or no. Chair Wright?

Aye.

Commissioner Gruel Neff? Aye. Commissioner Parr? Aye. Thank you. A motion to approve the revisions to the job description for the fire services supervisor classification and adopt the revised classification into the city's classification plan was made by chair Wright and seconded by commissioner Gruel Neff, and the motion carries with three ayes. I turn it back to you, chair Wright.

Thank you, Candy. And as a reminder to the commissioners, we've got only fourteen minutes Mhmm. Left to stay in this room. K. We're gonna move on to item six. Review revisions to the job description for the senior utilities engineer classification and adopt a revised classification into the city's classification plan. And commissioners, have you reviewed this? Do you have any questions? No one. Commissioner Neff? Commissioner Farr? Yep. No questions on this. There are no questions. The public is now invited. Any public comments, questions, hands raised, Candy?

No public comments for this item.

Okay. Seeing that there's, no more questions or comments, may I have a motion to approve the revisions to the job description for the senior utilities engineer classification and adopt the revised classification into the city's classification plan. May I have a motion on this? We have did you make a motion? Yes. Okay. Commissioner Neff made a motion. Second. Commissioner Parr has seconded. Okay. Thank you, Candy. Do a roll call, though.

Thank you. When I read your name, please respond with aye or no. Chair Wright?

Aye.

Commissioner Gruel Neff? Aye. And commissioner Par? Aye. Thank you. A motion to approve the revisions to the job description for the senior utilities engineer classification and adopt the revised classification into the city's classification plans was made by commissioner Gruel Neff, seconded by commissioner Parr. The motion carries with three ayes. I turn it back to you, chair Wright.

Thank you, Kandi. We're gonna move on to item seven, review revisions to the job descriptions for call taker, communications operator, communications supervisor, and communications administrator, and adopt revisions to the classification plan. Commissioners? Commissioner Park. I only got twelve minutes.

On seven? We're on seven. Correct? Yes. Okay. I'm so No. You're right. You're right. I I I have, some very quick questions. Under, public safety dispatcher, and public safety dispatcher supervisor, they gotta say under, dog related and essential qualifications, memorize and retain information from a variety of sources. I still understand. It seemed very vague to me without being specific.

So, like, what the sources are?

What are the sources. Right.

So I guess director Paxson or director Paxson, stated earlier, we are intentionally leaving those items based so that the managers have the ability to make changes as needed for business needs. So in terms of technology or sources, those could be updated annually on a regular basis. They could be completely changed or moved or added as we know technology changes very quickly. So programs that we're using manuals, we don't want to be very specific on those things. Otherwise, we would be in front of you on a weekly basis making those edits.

Patricia Clark?

I also have a question on our communications administrator. This is it's similar thing, I guess. The same answer, I'm good. It is interpret and develop policies and procedures. I don't I mean, that seems very vague to me. It's vague.

What? It's vague. You agree it's vague? It's good. Oh, it's good.

Interpreting policies is the idea is that somebody can rate a policy and understand what it says and be able to regulate that information and and use it in that work. Drafting policies would be that they are creating policy related to that work.

Park? No other questions.

No other questions from commissioner Park? Yes, sir. We're good. The public is now invited to comment on these items. Please raise your hand or call in, whatever. How's it going there? Candy, would you have any?

No public comments for this item.

Okay. Seeing there's no more questions or public comments, may I have the most Sorry. Good question. Councilman Sire. Okay. They got nine minutes left.

Just for my understanding, can you help me differentiate between the call taker and the communications operator? I'm not sure.

You can speak to that. Do you want me

to Right. Absolutely. Okay. Yeah.

Hi. I'm Mike Stewart.

I'm the communications administrator. I oversee the nine Citi nine zero one Center. So a call taker is

a ninth operator. They are in

the first line answering emergency, nonemergency calls, and a communications operator will be public safety dispatcher. They are also call takers, but they work with the radio and then just mentioning our police and fire personnel. Got it.

Thank you. Thank you. Thanks, Sharon. Thank you, Kelsey. Sorry. Are we good on this? Okay. Good. May I have a motion to approve the revisions to the job descriptions for call taker, communications operator, communications supervisor, and communication administrator and adopt revisions to the classification plan. I will make a motion, to approve it. May I a second? Second. Thank you, Commissioner Parr. Motion was made by Commissioner Wright and seconded by Commissioner Parr. Can you please do a roll call move?

Thank you. When I read your name, please respond with aye or no. Chair Wright.

Aye.

Commissioner Gruel Neff? Aye. Commissioner Parr? Aye. Thank you. A motion to approve the revisions to the job descriptions for call taker, communications operator, communications supervisor, and communications administrator, and adopt revisions to the classification plan was made by chair Wright and seconded by commissioner Parr. The motion carries with three ayes. I turn it back to you, chair Wright.

Thanks again, Candy. Let's move on to item eight. Recommend to city council the adoption of the revised salary plan for fiscal year twenty twenty four twenty five. And that had been an issue on our last meeting, taking in consideration that the city's reserves. How how long is it projected to be operating in our reserves? Nelson and Cyren? So we had to slightly debit to

our reserves this year, but we're in the middle of an aggressive budget restructuring. We're still going to have reserves for at least the next three to four years on our current course, but we're taking this very seriously. So we've already had multiple hour long budget work sessions. We're looking at equal reductions across departments before deciding which ones we wanna finalize, but that's one of the efforts that our visiting manager is helping spearhead. So if we're able to correct a small budget reduction across departments, we should be able to correct the structural deficit going down the line.

Our goal is and our policy is kept 20% of our funds in our reserves. And we've been able to quite some time. We did into a little bit. COVID was difficult to navigate and come out of, and we're aiming to get back to that 50. So no need to read me alarm bells. The the dipping below 20 is already that alarm bell for, of course, correcting.

Right. I I think not so much alarm bell is The the salaries that are given the increases, and that's all put in a budget, but you're still wanting to make reduction, but we're still giving salary increases. Yes. So our largest expense personnel.

Yeah. So, I mean, that's our largest expense is personnel. Absolutely. Yeah. And we take into account as we're looking at our budget forecasts, the salary increases that come from these conversations as well as the MOUs that we negotiate with the unions. So, you know, I encourage you to watch some of those budget workshops. I can't really give all the details in this short amount of time, but it is something we're cognizant of. And it's it's really our job to work with the city manager and staff to figure out how to make these decisions pencil. K.

Yeah. Else, commissioner?

I have a I

have a couple of quick questions. I have a brief it says that the personnel commission holds a public hearing and recommends to the city council adoption, etcetera, etcetera. This is on the consent calendar. How can we hold the health strength? It seems like it shouldn't be and, also, I may have missed any of the revised agenda, but it also says recommend to the city council the adoption, etcetera, etcetera, effective March 24, just past month twenty fourth.

Thank you for recognizing that type of as you recall, we did not make quorum for commissioner attendance at our last meeting, and so we've had to reschedule or look at additional dates into the future. And so we have corrected staff report to go to council.

So what about public hearing? I don't believe that should be on the consent calendar. So this is an item that requires public hearing.

I'm sorry. I I missed the question.

Commissioner Blarr.

It there's a recommendation that the personnel committee holds a public hearing and then recommends to the city council, etcetera. But if it's on this consent calendar, how can we hold a public hearing unless someone may pause the item?

So I think the public hearing piece is just this is your public hearing. This is the public hearing. This

And the public's invited to

invited to comment. They're invited to comment as far in the consent items on any items on the agenda. You're right. Then we may not generate significant discussion unless you pull off the item, but but you are you know, everyone reviews the reports. Anyone has the opportunity to ask questions. And so I'm not I guess I'm not yeah. It's this is the public hearing.

I I think, I guess,

I don't know how else to explain that.

I've never I've never seen a public hearing put on a consent calendar before, but I think So

I just have to jump in. It's the recommendation on the staff report that says it should be a public hearing, and this might just be a hiccup. As we transition into consent calendar, we may wanna update the staff report.

We will absolutely look into it.

I think we posed a question similar on another topic that we're looking into for public hearing, so we will certainly take that back.

No no further questions.

You, Commissioner Parr. Commissioner Fine. Questions? Okay. So we've covered salary adoption revised salary plan. One quick question since we have company's hire up here three minutes ago. Revenue coming in from the city, where is the largest amount of revenue coming in from the city of New York?

This is a great, pop quiz question. Anyone that

runs for counseling should definitely

ask this question too. Primary sources of revenue are property tax and sales tax, and I think the next largest chunk is utilities tax. Okay. Okay.

Those are

at least 50% comes from property and sales. I think it's, what, ten, fifteen, utility. Those are our

largest chunk. And then that's inclusive also of the property transfer tax.

That's a different bucket. I would look at

That is a different bucket. Property transfer tax is at the sale of the property. Yeah. Of course. But I I think it's fourth or fifth on the on the What's what's the percent on that?

Probably, you know, I think

we're anywhere between you know, obviously, it's subject to the market, but then I think we're anywhere between 12 and 18,000,000 year to year. The what the Just revenue is about 200,000,000. Is, like, is it, like, is it 14%? Is it 7%? Oh, I'm sorry. The the what that? The applicable tax, we would say 8 and a half. Correct?

I wouldn't know off the top of my head, but for answers to this question more, we have a budget and finance committee workshop on this topic specifically in April. So I'd encourage you to look at that or the whole council meeting

in the budget soon. Okay. I was just wondering how that's determined because I knew kind of a sliding scale. K. But we got revenue coming in. It's all good. Yeah. Okay. Candy, any public questions or hands raised, comments or anything on this?

No public comments on this item.

Okay. Seeing there's no more questions or comments, may I make may I have a motion to recommend to city council adoption of the revised salary plan for fiscal year 2024 and 2025? I so move. Okay. Commissioner Parr has made a motion.

I second.

And commissioner Nepp has seconded. Andy, can you please do a roll call vote?

Thank you. I will now move to a roll call vote. When I read your name, please respond with aye or no. Chair Wright?

Aye.

Commissioner Gruel Neff? Aye. And commissioner Parr? Aye. Thank you. A motion to recommend to counsel the adoption of the revised salary plan for fiscal year twenty twenty four, twenty twenty five was made by commissioner Parr and seconded by commissioner Gruel Neff. The motion carries with three ayes. I turn it back to you, chair Wright.

Thank you, Candy. We're talking faster. At 06:29, we're doing it. Let's move on. Announce Announcements by staff and the commission. Staff? Announcements? Around the room?

I do have a couple of announcements.

Talk fast.

I'll be very quick. I just wanna thank the commission for your continued partnership as we navigate the changes from the retreat. Appreciate all of the work that goes into this. We will be working, if not already done, towards a special meeting towards the May. And that is going to be where we talk about vacancies, which usually would happen in June.

But we are attempting to with both meet the requirements from the retreat and the new legislation, AB two five six one, and use that as our vacancy reporting meeting. So we'll be looking to you all for that. We are also just wanting to share that Monday, the thirty first, this coming Monday, is a business closure for Caesar's Day. Bring your child to work day will be held in the city on April 24, and then public service recognition week is the date of May 5.

Thank you, director Fry. And we did we got the report on the last meeting, and we still need the retention report by department. We asked for that.

At the last meeting? I I I don't reply. I didn't

I'll send you an email to cc the commissioners. Announcement sire. Announcements? Assistant city manager? Here we go. Staff? Anybody? Alright. Cool. 06:31, Candy. We got the announcements done. Anything else? No more questions? Candy, can we adjourn the meeting?

Yes, sir.

06:31PM. Personnel commission meeting adjourned.

Thank you.

Chair Ryan, well done. Okay. Let's see. I think