General Committee - Regular Meeting

Good evening everyone. This is the general committee for May 12th, 2026. It's 6 o'clock and we will get this meeting call to order. Since we do this at every meeting, everyone in the room please introduce themselves. I'll start. I'm Bob Garza. We're 3 alderman and a share of general Rachel Collins.

We're 5.

Jason gala administrative services director.

That's Thompson consulting.

Hey, Jamie clarity. 1. Mike Martin or 2. You're going to go to Joshua Morrison. There's a police partner.

Thanks to Lamar communication manager.

Matthew Cole, the careful firefighters association.

Mark, Evan's ward 6.

Okay. Ritter back in economic development.

Timothy planning department 1st guy and then police Lieutenant.

Thank you. Everyone 1st, only thing is the acceptance of tonight's agenda to accept. About to 2nd, that myself you would. Okay. So I'll 2nd, that did you want to keep the order? Yes. Yes. I've been I've been re, advised we're going to keep the order. Okay. So, all those in favor of accepting the agenda say, aye. Aye. Thank you. And now, for the minutes, looking for the approval of the April 14th meeting minutes. I need to accept and I'll 2nd, that all those in favor say, aye. Okay, Rachel, you and I are on a roll. There are no citizen comments, so now we're going to go into ordinances and resolutions. The first one is a resolution reading 2026-17, a resolution authorizing the installation of historic and informational signage at the Bradford Barracks House. And I see that Alderman Bergdorf's here, so if you want to give us any insight on that, it'd be great.

Yes, thank you very much. What we've got with, first of all, I'm going to go ahead and disclose that I'm a board member. Bradford Berry Preservation Society. And so what we've been trying to do over the last couple of years since the city's taken possession of the home is to broadcast information, let people know what it's about, how old the house is, how old the structure is, and some of the history of the structure. And very often I have people who ask me, I'm sure some of the other owners as well do, ask, what is that big old house behind Jim and Nick's? And so this gives us an opportunity to put a sign up there and demonstrate and tell people what it is and how they can learn more information about the house.

And how they can also donate money.

Well, we'll get to that. But the ordinance at this point just authorizes putting a sign up there.

I move to send this to them with a positive recommendation.

I'll 2nd, that all is in favor. Say aye. Aye. Okay. Thank you very much. The 2nd, 1 is also all different. The reading of resolution 2026 dash 18, a resolution to establish a partnership between the city of Hendersonville and the Bradford very present. Preservation society for the purpose of preserving, restoring and maintaining the historic Bradford very help. So, Alderman Bergdorf, what does that encompass?

That encompasses, we have two parts of this. One part was the signage, to let people know what the sign's about. And the second part is working with the mayor. The mayor in 2005 was instrumental in saving the home itself and keeping it for posterity. So we want to work with the city to continue that effort at this point. Over the last few years, the home has been neglected. And it needs the attention, needs the Preservation Society will want to work with the city in moving that ball forward, in moving the restoration forward, in preserving the home in whatever manner it may take. I think the mayor and I are in agreement on that.

I just want to say that I appreciate the work you've done to establish the Preservation Society program. Get the ball rolling. I know you were at the Arts Festival all weekend talking with people about the Bradford Berry Home. And I just want to say it's appreciated.

Thank you. We appreciate that. We appreciate that.

I move to send this to Obama with a positive recommendation as well.

I'll second that motion. And all those in favor say aye. Aye.

Thank you.

Thank you all. Uh, this next one is the mayor clarity is the reading of resolution 2026 dash 19. it's a resolution authorized in the city to apply for the public entity partners safety partners grant. I believe we do this every year or 2. we do not ask Jason speed.

Sure. So, yes, we do this every year. Um, it's a matching grant. They'll match half. Up to 4,000 dollars from there. So that means we spend 8,000 dollars and they will reverse this before.

Okay.

So, and. We have enough expenses through safety parks, police, fire that. We end up getting that full $4,000 back here over here. And it's all for equipment, I believe. It is. It's all for personal protective equipment. PPE. That's right.

And training. OSHA training.

It could be done for OSHA training, though, like on this last round, we spent, we were able to get reimbursed as part of our turnout year for fire. So, yep.

I move to send this to Obama with a positive recommendation.

I'll second that. All those in favor say aye. Aye. Very nice. Okay. Uh, this, this, this, uh, says clarity on this, but we're going to go ahead and read it and Jason's probably going to explain it. It's the reading of resolution 2026 dash 20. A resolution of many of the job classification list and pay table.

Right, so on this one, the police department, Chief Jones had approached Jesse and I about restructuring some of their positions. And in that process, there was a few things where they would be eliminating a position as they had an animal control officer that retired last year. And so that position's been vacant. With some of the things that have been going on with the county, they're not always able to take animals there. So the needs that they had before weren't as much. So they were figuring out a way to restructure in a way that would make more sense. So what they're doing is taking those funds and elevating one position. That's the intelligence analyst. That person works as an administrative assistant right now, but her role has evolved and she's taken on additional responsibilities. Our pay consultant had gone through and graded a new position and what that would look like. So this is acknowledging those additional responsibilities that she's been taking on. But also with that, upgrading to positions. So we're going to take two MPO positions and upgrade them to corporals and two corporal positions and upgrade them to sergeants. Ultimately, when the dust settles on all of this, it's about still a $20,000 savings. Great.

And those are the positions that will have 10 and a half hour shifts?

That depends on where they're at. So...

So like everybody currently in the police department gets to choose whether they want 8 1⁄2 or 10 1⁄2. So if you talk about just like the analyst position, she currently works the 8 1⁄2 five days a week. That staff does not get a choice to work 10 1⁄2. The corporals and the sergeants that would be promoted, they would get the choice to work the 10 1⁄2. Yes, ma'am.

Um, I would need to send this to a positive recommendation.

I'll 2nd, that myself all those in favor say, aye. All right. Very nice. Thank you very much. Uh, the reading of resolution 2026 dash 21, a resolution to many of the personal rules and regulations of the city of Andersonville. You got this Jason? Sure.

So you don't even ask me.

So this is the ten and a half. The police department for the last five months has been piloting a ten and a half hour shift instead of an eight and a half hour. So they work for ten and a half hour shifts for their work week instead of the five, eight and a half hours. The recommendation and feedback that we've gotten from all of their staff has been very positive. This is the direction they want to move. But in doing so, we needed to adjust our holiday leave rule policy so that it aligned and adjusted for ten and ten and ten and a half hours. I believe CID, the investigators currently work for tens and then your patrol. And I'm going to blank on the other areas. Help me out.

Patrol traffic flex.

that's all the ones that are ten and a half yeah so they work ten and a half hours and so this adjusts the policy we rewrote it in a way that it is very clear instead of the number of days it's the number of hours so any employee based on their shift could look at that chart for vacation and know exactly how many hours in a year they're going to accrue not how many days because the days would flex a little bit based off of the accruals

Special situation stick. So Basically, it's a four-day work week. Yes. So your biggest struggle is to figure out who gets off on what day?

Most of the time I get that Our goal is to have the same amount of coverage sure it's and with the overlap we'll be able to constriction is everybody's office The thing is to make sure we have the proper coverage for the proper songs and actually ten hats allow us to have a almost double the officers on the road in our business zones. It's the new modern way of staffing, by far.

Richard, do you have any questions on that? How does this impact the people who work 24-hour shifts?

So there's no change to them. Okay. All it's doing is laying it out in a different way, where before we said the number of days, now we're saying the total number of hours.

Okay. I move to send Mr. Bowman a positive recommendation.

I second that and agree. All those in favor say aye. I think, again, other agenda items. Number six is the presentation of the pay study update. Let me guess who's doing that.

Yeah, so let me introduce Beth Thompson. She is with BTA Consulting, and she has been spearheading and helping us with this pay study. So she has a presentation, and I'll turn it over to her. Okay. I'll just get out of the way.

Well, I am Beth Thompson, and I'm with VTA Consulting, as Jason said. And we've been working together for, I guess, a few months now to get this put together for you. And so tonight I'd like to go through what all we've done, how we've process how we what we found our recommendations and the overall results for you so and of course anytime if you have any questions please feel free this is not a there's the home and this is not intended to be super formal for you so our process we go through is we do a job job analysis compile market data for every job analyze and Depending on the results, either edit or develop the pay structure. work on determining employee pay adjustments, and then of course work with the city to review pay policy if that's desired. So we'll be working on that next. We had a kickoff meeting with the mayor, the chief operating officer, and HR director to talk about the objectives for the study, things like target market, who our benchmarks would be, how we would position the city within the market, that type of thing. Then, of course, Jason and crew provided us with all of the job descriptions. We had all of the employees complete what we call a job questionnaire. So that gave them the opportunity to let us know exactly what they do in their own jobs. And we have department head meetings so that we could get to know Hendersonville's department specifically. Myself and my colleague, Steve Thompson, no relation, have been doing this. We spell it differently in everything. We've been doing this for many years. Steve has been working with cities and counties throughout Tennessee for about 30 years, and I've worked with him for about five, and 100% of our work is with Cities and counties, so it's all public sector and we're pretty familiar with how cities and counties work. But as I'm sure you're aware, everyone. Of them is set up just a little bit differently. So, while yes, we're familiar with. What a police department does and how fire departments are set up and what planning departments, et cetera do. Every 1 of them set up just a little bit differently. So it's very important to us. to get to know our clients as well as we can so we know how everyone is organized what the department structures look like and what hats everybody's wearing because one job in one city is going to be a little bit different than one in another and so it's important for us to know those nuances because when we're matching jobs It's important. We don't just look at job title. We look at the details of what those job duties are. And so we want to make sure we're matching those jobs correctly. So that's why we go to this level of detail.

And during your questionnaire period, did all employees got, did you get 100% response or close?

That is...

I think we actually were pretty close, maybe one or two, but still good. Yeah.

We absolutely had questionnaires for every job. Yes. Now, with respect to like police and fire, it's a job that has 25 incumbents. We don't necessarily say every single police officer or every single firefighter needs to complete this job. So, those jobs, we might not have had 100% participation, but we left that up to the department heads. Because, you know, it was entirely up to them as to how many of their employees they wanted to sit down and say, hey, you have to fill this out. But we did. encouraged as much participation as possible. We feel like the job questionnaire is one way to let the employees be a part of the process, have their voice. And it also helps us, especially when we get to the job description process, when we're writing, rewriting, or updating the job descriptions, it allows us to compare the job description with the job questionnaire and determine, okay, is there a little bit of a disconnect? Job descriptions, unfortunately, have a tendency of, in some places, not necessarily, and I'm not saying here, but it has a tendency to kind of get set aside as not terribly important because, you know, everybody's busy, everybody's a little overworked, a little understaffed.

And when you do match initially, the job can change over time. Absolutely. And not match.

Absolutely, with the adjustment. The advent of new technology or just new things that come up, people's jobs change and... Yeah. More full time. And so they just don't get updated. Job descriptions aren't always treated like a living, breathing document. And they don't get updated unless you have to hire somebody. And then you look at the job description and, oh, we need to update this so we can post it. So it's very helpful to have those job questionnaires so you can compare. It makes a big difference. So this is an important part of the process for us because it really gives us the information that we need to be able to go back and properly match all the jobs and get good information because And I'll get to that in a 2nd, when we get to more of the market data, but we also reviewed the objectives of the pay study with the administration with the mayor and Jesse and. Jason to ensure that. Employee pay is aligned with their job duties that everyone's being paid fairly that the overall pay administration plan is functioning properly and. Just lost the word, but it's efficiently for the city and doing what it needs to do so. This was confirmed in those initial sessions. We did discuss the public sector benchmarks to ensure that we were using appropriate data here. These are direct labor market competitors for Hendersonville that were deemed to be appropriate. As you can see, they are all here in Middle Tennessee and One of the good things about this is for our firm, every two years we do a statewide salary survey to collect data from around 100 or so cities and counties throughout Tennessee. And this was the year we updated it. So all of our data is about as fresh as we could get it. So it's all up to date. We also use a general business and industry database. It's called Economic Resource Institute. It's the salary assessor. Because you don't only compete with other cities and counties for your employees, you compete with business and industry as well. So it's very important to include information that accounts for that as well. So we have a database that we use. That includes all industries. We can narrow it. It's a national database that has over 17,000 job titles in it. So we can match almost every job in the city to at least one or two jobs in this database, with the exception of your certified police and firefighters, because those aren't going to be in private industry. We can narrow that data down to the local area. and we projected all data to July 1st of 2026 so that we're taking into account increases that other cities and counties would make and other industries as well so that when this all goes into effect, you'll be up to date with everyone. So what we do then, we did, decide that Hendersonville doesn't want to just be in the middle of the pack. We want to be a leader in the market. So we looked at the 64th percentile as far as the market rates. We pulled the market rate from our municipal benchmarks and from the general business and industry. We averaged those numbers together and that gives us a market rate for each job. And that's where it came in that it was incredibly important for us to know the jobs as intimately as possible as outsiders. The market rate for a job, and it's very important to understand this, is not a starting rate for a job. It represents someone who is established and has typically about five to seven years in the job.

Line nine in the place study.

I'm sorry.

Right. So our benchmark when we looked at the pay study was step nine.

Oh, yes. Yes.

I said line nine.

That's why I wasn't quite there. Yes. Yes. We compare that to step nine in your current pay scale. So with all of this data gathered, what did we find? We found that your current pay ranges are a little bit under the market on average, but overall they look pretty good. I believe the average was, and of course I had it written down and I don't have it in front of me, 100 and... We were just, it was 100.3.

Yes, thank you. 100.3% on average for all jobs with a

few of the jobs a little below those are the ones represented in red and a few of the jobs above and this tends to happen in an established system where over time Some jobs will move faster than others in the market. And so this is a typical distribution of jobs with the salary market or structure market index. What we do for every job is create a structural market index where we compare the market rate to the current step nine of, God bless you, of your pay scale. And so this shows us that in general, your pay scales are doing pretty good, but a little bit of work could be done. Then we also compare all employee pay rates, their current pay rate, to the market rate for their job. And in general, you have most employees are above at or above appropriate levels. Typically, If you have an individual that is below 85%, those are considered a little low and are the ones that you want to target doing something for those individuals. And again, this is something that can tend to happen over time as jobs move in the market.

That's unless they're at the beginning of the steps, because we are comparing it to step nine. So if they happen to be step one or step two, we would expect them to be a little low.

Right. In the way this particular pay structure is set up, steps one and two are going to be below 85%, but you would not want your established employees to be at that rate. So right now we have some employees that are a little lower than we would want them to be, but after some action with respect to the pay scales and some increases, the intention is for those to be moved up a little bit and they're not to be as much red on this tiny chart. And another way of looking at that is you've got 12% of your employees, less than 85%, but of the market for their positions, and the rest are in really good position. So overall, Hendersonville's employee salaries are in good shape in general, on average. So it's not bad, but a little bit to be worked on. So recommendations are that the mayor has intended to increase the pay grades by 2.8%. We're also recommending though that we merge the part-time and seasonal positions into the general pay scale. Right now they are completely separate. They have their own five little pay grades that are outside of the general pay scale for the rest of the employees. And typically what we would like to see is that If it is the same job duties, we tend to recommend that part-time or seasonal employees are treated the same for the same work, that they're paid the same. And so we tend to recommend that you combine them into the same pay scale. It's easier to make sure that that type of operation happens, that they're paid appropriately. pay scale. It's easier to keep them together and it's less confusing overall.

More efficient for the city too.

Absolutely more efficient.

Do people get the same step and merit and COLA increase once they've moved to the general scale? Typically, no.

Temporary employees or seasonal employees you would usually do like a COLA for your entire pay scale. And so as your steps increase, they would get that. But generally they're not going to, they're a lot of times they're not around long enough to get a step. And so what often happens is when you hire them, you hire them in at step one and they're not around long enough to get another step. Many of our clients, if there's hard times,

and they are long-term, they would get the step annually or?

It depends.

It kind of depends on how your policy is. Many of our clients treat part-time where they, it kind of depends.

Often our clients don't give part-time employees a step every year, but some of them do.

It's kind of a some do, some don't sort of thing. It's sort of your policy, how you do that. I would say,

I can tell you, we only have a handful of positions that do that are part time school patrols one and then our recreation coordinator, the parks and recreation coordinators, the other and they have to equal have to work the equivalent amount of hours as a full time employee in order to get the step increase.

I don't when you said that I did not remember. seeing anything about that in our policies that we just voted on.

Yeah, that is in there.

It is? Okay. I probably just did not understand it.

School Patrol was carved out specifically as is the recreation coordinator.

Okay. All right. I typically get the COLAs, but I don't often see them getting steps. Okay. And so in order to accommodate that, we had to add a few grades to the pay scales. Okay. They may have been there in the past and were just kind of fell off because they weren't being used, but we needed to add some back in just to make sure that they were covered. We reviewed all the jobs and their current pay grade assignments. There were a handful of jobs that we had some recommendations for reclassifications because they were slotted a little low based on the current market data. And so that handful was recommended for movement. There are some that we are watching for future movement, but for now, those are just kind of on a watch list. But for the most part, we're only a handful that we've recommended. As far as salary adjustments, all employees will receive an approximate 2.8% increase, primarily as a result of moving all of the pay grades up 2.8%. Some employees would receive a larger adjustment due to those grade classifications. The part-time employees in particular, since those are being moved from those temporary grades to the general scale, those would get a little bit larger. But otherwise, most people will be receiving that 2.8%. And overall, the cost of that for the COLA is... just under $903,000. The grade for classifications are $34,356. And the total cost is $937,176. So that is total cost. And once all these adjustments have been taken care of, the new structural market index, the overall pay grades, where they were at 100.8, they will be at 103.8%. after that handful that needed to be done right now. And the average salary market index for all employees would be at 99.9%. We would like to see those, as I mentioned, above at least 85. Well, half of the employees at least will be between 93% and 104.5%, which is really a pretty good average there for them. which means our chart that I showed you earlier goes from 12% at less than 85% to five. And that is primarily because of those that we mentioned earlier being in step one or two, because they're new to their positions and those particular steps are low due to our market step and step nine. So significant progress and being in pretty good condition or shape to be very competitive moving forward. And so the only Q&A I have there is best practice for cost of living increases in the future is rather than being really focused on cost of living is really to look more at it as cost of labor because you won't necessarily always address specifically the cost of living, if that were to go up to, oh, say, 8% or something like that, you might not be able to adjust your pay scales exactly what the cost of living is. It's more important to make sure that you're tracking what other employers, your labor market competitors are doing in response to that cost of living. And so if other employers are all Say, doing a 4% increase, you might need to. Consider doing that, but it's unlikely that you'll be able to track exactly to the cost of living. So we. Advise our clients to really think of it more as a cost of labor as opposed to cost of living. Do you have any other questions that I can help with?

No, we have a 12 department heads here separate. And the big thing for me is all the department heads were involved.

Absolutely. I had two separate meetings with each department head.

You know, so I'm not going to ask you to point blank, Joshua. But you were there. No, sir. Chief Jones. Oh, Chief Jones would have been there. I'm sorry. You're right. Chief Jones would have been there.

Yes, I met with both of your fire chief and your police chief and all of the other.

That was the big thing for me.

Yes.

Just so you know, they were involved. They had input. Because they're their number 1 job outside of saving and keeping their employees happy. You know, keep the city safe and keep your employees. So.

That's a big factor in our methodology of. Of doing these studies is to ensure that the. Department head, so someone involved so that we can. So that we can understand and make sure that we're. It's not our pay plan. It's yours. It has to work for you. So if it doesn't work for you, then we haven't done our job.

Well, the fact that the city, and this is the second time we've done a pay study, I think, since I've been around. I came out of private sector, so there's no pay studies going on there at all. But the fact that the city has put its time and effort and money into this gives me a good feeling about where our purpose is.

Go back one slide. Let me do this.

There it is.

On the pie chart on the right, I can't see that number, but is it 5%? That's 5%. And how many employees does that represent?

Last I looked at that graph, it was about 25 employees total. That really fell between steps one through three.

Is what that was looking at how many chief how many police officers do we have? That are newly hired certified, uncertified at this point.

I have to speculate, but obviously, I would say probably, uh. 26-ish, somewhere around there. Just thinking over the last couple of years. The last year or so, I think. The year or so would be 16. Yeah, that's about what I see.

So they would be like on steps one through four, depending on, because they get certified, then they go to three?

Correct. Correct.

So that's where.

That's a chunk, but you also have employees in other departments that we recently hired. who also fall in step one. So, like we just had somebody start in finance on Monday, and so that individual's on step one, so.

And we would not, we would always expect to have some people in that red because we are comparing it to a seasoned, and we will have new hires. So the goal would never be to have nobody in the red area.

Well, ideally over time, you would, at some point in time, and Jason and I have talked about this, if possible, the goal would be to eventually, where you have 17 steps today, eventually perhaps drop off the front steps, like one and two, and get that market step down to step seven. And it may take some time to do that because, you know, obviously that will shorten the front end. So it means you don't have 17 steps anymore. You have maybe 15. But that could take some time. And maybe there's not the appetite to shorten it down from 17 steps. So what you do is drop off step one and add a new step 17 at the end eventually or something like that. But over time... I'm sorry. It helps with compression, too. Well, it depends on which type of compression you're talking about. Because one thing that adds to compression is you get people who are a long time in the job up at the upper end of those steps. And so trying to promote them up into another pay grade, they're already so high that it's hard to get them into another pay grade without them already being kind of high up in the next one. So if that pay grade isn't, if you don't have as many steps, it's not as hard. There's a lot of factors in play. And it depends on which compression you're talking about. There's different types of compression. But eventually, over time, the idea would be to get that step nine down to step seven. And then you would no longer have that problem. It would be 85% would be your step one. And so you would eliminate that. And that would cause, what the ultimate result of that would be is you would be much more competitive at hiring. Now, the positive thing, spin on this right now, is that because we are targeting the 65th percentile, that means that your hiring rates, even though they are a little below 85% of the market, well, it's that market at 65th percentile. So while it's not ideal, at least it's not below 85% of the median. So you're still... kind of in a fairly competitive range. Yeah, I'm seeing what you're saying, because we didn't pick 50%.

So that's what can make you more competitive, is good benefits versus bad benefits.

True, that's true. And I'm looking forward to hearing in the future your analysis of our benefits and our supplemental pays. yes and we'll have that eventually that is definitely was hopefully that's not eventually but that's definitely on the table in the process it's not a time for this budget cycle i know that's okay and it's not a it's not an in-depth

It's not an incredibly in-depth review, but it will show you the highlights of where you are with respect to other employers in the market, in the Tennessee market. So it will at first there, but.

They have to be competitive too, the other cities. Exactly. Well, thank you. A lot of work you put into this. We really appreciate it.

I have one question. If you would go forward to one more. There so, and my question is to Jason, knowing that we only look at the cost of living that that's kind of the indicator. What's going to be your process for determining the cost of labor? Or reaching out to the other cities, so that we know what that is.

So my process is the all the HR directors talk talk. So we are when we started with Beth and going down that process, we were as a collective group, we're already talking what all of the cities were doing for adjustments. The other part to it, though, that really the cost of labor is as vacancies open up, having the honest conversations, which we do of what did you end up hiring that person for? It wasn't necessarily what we advertised, because we could put step 1 through 17, but what did you actually bring the person aboard?

If I may just interject, there are quite a few salary studies out there. Salary budget, I should be more specific. Salary budget studies out there. And we keep in, myself and Steve, my colleague, keep in touch with all of our clients. regularly, and we have a pretty good handle on what most of our clients are planning to do. And so we tend to find out and know that, for example, this year it's going to be around 4-ish percent in general. Some are going to be a little higher, some are going to be a little lower, but on average that's going to be the general increase for The public sector, private sector is going to be about 3.5% and that's published out there in several salary surveys. And so, you know, Jason's always more than welcome to give us a call and we are more than happy to have those discussions ongoing.

I think that's a really excellent point. If we want to, and I agree, move towards a cost of labor mindset, then do other cities use the same Social Security index that we use to guide their pay raises?

Many use, like the, I don't know that they use Social Security, but they do use the CPI that's published and things like that. But quite a few of our clients will call us and say, okay, what's your recommendation this year? What is everybody else doing? And have that conversation with us and talk to us about, you know, what have you heard from everybody else and what have you seen?

I guess we, if we're, if our reclassifications and everything are good and we just track what the COBA is that other cities on our market list are doing, we should be able to then think that's our cost of labor and not have to redo the whole study. How often do you recommend a study be redone?

What I typically will recommend is you want to keep an eye on your Pay structure. You don't necessarily need to move your steps every year. At the very least, probably every other year, you're gonna want to move your steps. While you'll give increases or a step increase, I would guess every year, but you don't necessarily need to give an adjustment to the steps every year. get that information and make adjustments ongoing. I would recommend perhaps looking at a benchmark set of jobs, maybe every couple of years, possibly, but maybe every three, four, five years, probably four.

And that would keep those job descriptions as a living document if we read that every three to five years.

That goes to our evaluation process, too, where every year someone's doing an evaluation, they're also reviewing their job to make sure it's updated.

You could probably do a benchmark group of, say, 40-ish jobs every three years, or after three years, and then after a couple more, do the whole study. I like that idea. Because what that would do, if you do a benchmark group, what that does is you make sure, if we do that for a client, what we do is we make sure you have jobs from every pay grade and every department. At least one or two from that group. And especially if you're having problem jobs in there. And then that will help you identify, do we have a problem here? Job family, and do we have a problem. In general, and how do those. Positions that we've put in this benchmark list, how do they look overall compared to where they are? And then we can determine, do we need to adjust the pay grades? X, or whatever, and do that based on just a group, a subset. And then you can look at all of the jobs after a couple more years. and determine if everything, you know, if everything needs to move and to do any reclassifications or anything at that point. But then it's much less expensive.

Yeah.

In that, in that respect. Yeah.

I really like that idea. It had, I don't know, it had not occurred to me to do some positions maybe so many years and kind of keep things. Yeah.

We have one client that does a portion of them every year. And then every so many years does the whole thing. And so we've seen that happen. And it really just depends on the preference of the client to make sure that you're doing what you feel like is most appropriate for your own city. But... I didn't mean to. No, no. No, no, that's all right. No, I'm glad to know.

Clearly, clearly.

I was afraid we were past time.

No, no, I won't let that happen. Not for BOMA. So any other business out here, Rachel, on your mind?

No.

No? You want to make a motion?

I move to adjourn.

I'll second that motion.