All right, with the non-existent and completely theoretical power I hold as a senior commissioner, I'm gonna get this thing out of the way because the mayor's gonna be a couple minutes late.

So uh do we turn it over to you or is this our hearing?

I think this is ours.

So uh turn it over to you to get things started.

Arm candy tonight.

We appreciate them being alongs.

But but first of all, we we start off with the uh the mission statement up there, so uh we can get through that slide quickly.

But uh before we get uh going, I want to introduce our esteemed board.

I know most of you already know, but uh start with Mr.

Daryl Smith and then Mrs.

Lenita Brandon and our esteemed chairman, uh Mr.

Tom Richie Sr.

And I'm also also along with me is uh our deputy employment manager David Lawrence, and he'll be doing most of it, so that'll relieve a few of you of uh of how long the presentation will be.

Around here, it's it's you may not know this, but it's mandatory to refer to Mr.

Lawrence as our David Lawrence.

Yeah, that's it.

That's exactly if you know that or not, but you get that ODL.

That's right.

It's our David Lawrence.

That's how that's how we put it too.

So but uh if we could uh switch the slide, uh I'm just gonna go over a little bit of the history of it.

As um, I know a previous city manager, um, you know, for this Dix team, it always alluded at one point in time that we had a hundred years of city manager form of government.

Well, in their infinite wisdom, I like to point out too that uh right out at that same time the electric uh established the civil service board in 1914.

And so we've had a hundred years of uh uh the Secretary Chief Examiner and the Civil Service Board, and then uh they've been appointed for six years.

I would sorry, I apologize again, but I have a gal I'm gonna use it.

I'm gonna interrupt you just for a moment to mention the reason why we went to that system to get rid of corruption, to get to take away the the things that were happening on city council people at that time.

They were hiring their friends and cousins and sending contracts to uh companies they had interests in, and they we they brought in the reforms to stop that.

So you all are a welcome part of that.

And we certainly appreciate that uh add on there, the commissioner.

Yes, it's very uh important as to why this was established.

Uh and and it's subject to your approval.

You're appointed, uh these this board is appointed by you, and they hire myself, the secretary chief examiner, and I'm very appreciative of that fact that they've allowed me to hang around this long.

Um, and so uh then we also bring forth any rules and regulations uh to the uh to the board and to the commission.

And I highlighted it says which shall have the force and effective law, just like ORC or anything.

So I wanted to make that was very important as we set and establish our rules and regulations.

Okay, uh next.

And then uh again, just some history of it.

The rules and regulation outlines the responsibilities and it kind of tells us why we're here also uh this evening.

Uh rule one says that we're uh submit an annual report, and we do that.

And I can't uh thank Mr.

Lawrence, our Mr.

Lawrence enough in the staff uh for compiling these over the last number of years.

And we've also submitted to the state uh uh personnel board that we required you to enumerates all our activities and Mr.

Our David Lawrence will uh go over those.

And then also it kind of outlines here too is why the Dayton Public School System is under our jurisdiction also, um, and that we collaborate with them and in the employment and hirement of of their employees also.

I could have the next one.

Uh and then with that, I will uh mine was going to be brief.

I'll turn it over to our David, Mr.

David Lawrence.

All right.

Um this um kind of before I get started, just to kind of uh find some granders around what we're doing.

I do want to uh first of all, just have the opportunity to be here.

I excited to kind of do that.

Uh we don't always get an opportunity to talk about the things that we do.

Um, but a lot of that is done based off of our staff.

I like to say you kind of met everybody here.

I do want to uh uh take the opportunity right now to acknowledge and uh recognize our staff too that we have.

We this small staff, and then there's five of us here, so there's another 11 people in our um in our uh civil service.

Um we have two project managers, uh, which are back to the background, uh background investigators, uh Toby Casarda and uh Holly Linett.

Uh we have three employment analysts, uh twos, uh Diane Perkins, uh Stuart Walker, and Isa Williams Clark.

Uh we have another three uh employment analyst ones, which are Tamika Ball, uh Nicole Green, and Renata Yates, and then we also have um two civil service associates, uh Jocelyn Lopez and um Kimberly Mark.

Um and then also the uh executive assistant to the civil service board is uh Jackie Love.

So just kind of wanted to recognize them because without them, the uh work that we get done and then the information we're gonna talk about wouldn't be possible.

So and like I said, each uh the board meetings.

There's uh 12 board meetings each year.

I'm supposed to have one on a monthly basis as well as uh two special board meetings, and that's normally for the um removals from eligible list, and those special board meetings are specifically for the safety forces.

Um there's a big number of those that are uh removed due to backgrounds that are during that time frame.

Um then uh last year in 2025, we also had three hearing appeals, missiles.

Um, and so those were heard, and then of those, there were no um appeals to the uh courts from those uh uh removals.

Um and then to get into the actual activities of the of the um civil service, um, just to kind of put it in context as well.

This information is kind of based off of like uh Ken mentioned the uh state personnel board of review.

Um we submit information to them annually, and that information is formatted to meet their requirements.

And so uh it's all in aggregate aggregate form.

So it's no specific information about demographic, no specific positions, so it's just all in aggregate form.

Um and so we'll start up here with the uh group recruitments.

So we had 189 recruitments in 20 uh 25.

And uh recruitment for us is every time we post a position to our website.

And so we had 189 postings to the website.

Of those, 70 of them of those were uh competitive, another 28 were Dayton public schools, uh 80, 87 uh non-competitive, and then four uh unclassified positions.

Uh then from those uh uh recruitments that we had, um, the applications were submitted by the applicants.

And so for that, there were about 2600 uh for the competitive, around 280 or Dayton public schools.

Uh non-competitive, we had another 2100, uh, unclassified 70, and then uh 200 around 270 uh of the part-time.

And so in total, we had about 5400 applications that we received during that time frame.

And each of those applications are reviewed by our analysts.

And so they look at the minimum qualifications for those positions uh based off the requirements of the job description.

And so once they review those applications, um, those individuals are then certified to meet minimum qualifications.

And so that's kind of on the bottom um right part of the uh of the uh chart here.

We had about 3,900 um that were certified as meeting minimum qualifications.

Um and of those, the um around 2,000 were for the competitive, uh, 230 for Dayton Public Schools, and then another 1600 for the non-competitive positions.

Um during that process, the non-competitive positions are not required to have you know take a civil service examination.

So they automatically move to the eligible list, and then that eligible list thus uh sent to the hiring departments to do interviews uh to select the candidate that they would like to move forward in the process.

Um then for the competitive, um, which would be the Dayton public and the competitive, those uh civil service exams are created, like I said, in-house by our panelists.

Uh they go out, they do uh job interviews, job shadows uh to create a task analysis and um then create and work with the department's uh subject matter expert to then create the civil service exams.

Um then from there uh once individuals take the civil service exams, um, they then um go on to an eligible list, those that pass.

So when you look at um the eligible list is the bottom left-hand corner, um, we had about 2,500 people on the eligible list.

Uh competitive, uh, you see it went from 2,000 um people that were eligible to sit for the exam to 811 that actually passed and were uh came up on the eligible list.

Dayton public schools again, they had about 230 uh that were eligible to sit for the uh exams, but only 82 were passed and were on the eligible list.

I know that's a big drop-off rate there.

Um, and so you kind of wonder well, what what happened with those?

Why is why do you go from 2,000 to 811?

And so on the kind of the next slide will give you an ideal of what that looks like, uh why the drop-off rate because we have close to probably about a 70% uh drop off rate.

Um, when you look at Dayton Public Schools and City of Dayton, so we have probably about 30 percent that are um end up eligible for referral.

Um, but of that you you look at a 2600 from city of Dayton, um about 20% are not qualified, 36% no show rate, um, 11% fail rate, and then 30% uh eligible for referral again for Dayton Public Schools, around up those 280 applicants, 17% were not qualified, another 37% uh no show, uh 17% fail, and then 30% around 30% are eligible for referral.

And so one of the big things that you see the the highest percentage is the no-show rate.

Um, and so that's uh like I said, uh 40 to 50 percent.

We even have a higher percentage no show rate, probably for uh police recruiting, and then we have probably close to 50, 60 percent no show rate.

So those are things that we're working on to figure out well, how do we get that throughput?

How do we um engage more with those uh candidates to keep them engaged in that process?

The next uh slide is to once once you're on the eligible list from the city of Dayton perspective.

Uh first of all, Dayton public school, once we get them on the eligible list, that goes to Dayton public schools, and then they do all the processing for higher.

So they make a background medical extra whatever their um components are to move that person into higher.

For the city, um our processing, um backgrounds for everybody that comes through the city, um, including temps.

And so our background investigators completed uh around 1500, almost 1600 uh backgrounds last year.

Um of those 329 were for temporary employees.

Um then all of our permanent employees have to complete a medical exam as well as drug screen.

And so we had 323 uh medical exams and drug screens that were completed last year.

Uh one of the issues, one of the things that we don't um enumerate here is the some of the safety force uh practices and processes that we do because it's not really part of the uh state personnel board of review uh requirements uh is police.

Uh police has and then including the background, they also have a polygraph, psychological evaluation as well as uh physical fitness.

And all of that is administered by you know by our staff, especially the uh physical fitness component.

We do that, um, go out to a lot of times GDRC or one of the uh uh stadiums around, um have the uh candidates they complete a uh uh push-ups, sit-ups, mile and a half run uh based off of their age and gender.

And so that's all administered by by our staff.

Um on the fire side, um, the other component that they have besides the uh background medical is the uh firefighter mile, uh, which we uh work with Kettering Health on that.

So they're the ones that actually administer that process.

Uh once once you go through the processing of the background medical exam and all the components that are required to get hired to the city, there's the appointments.

And so last year in 2025, we see that we had 194 uh promotions, 198 full-time uh 198 full-time employees, and then uh 53 part-time.

And so the promotions don't include increase the head count for the city, whereas the the new employees, which will be those full-time and uh part-time staff would increase our head count, but then you have the attrition that balances that out.

So when you look at that, our attrition from last year from uh retirements, uh terminations, resignations uh was about 241, but appointments was about 250 one.

And so um we were able to uh increase the head count to to meet uh the requirements for the city.

And uh next is our budget.

In order to complete all these activities, we have to have money to be able to do that.

So um probably about 70 percent, 70 to 75% of our uh budget is personnel, and then the other um most said uh 30% or about 500,000 is for uh contracts and materials.

So all the activities that we do, the backgrounds, medical exams, psychologicals.

Um we also have contracts for our uh applicate tracking system, all that uh to do within that 500,000 house budget.

So from 25 to 26, uh this year we had to reduce our budget uh based off of parameters for the city overall to help meet the uh budget requirements.

Um and then we're looking at particularly doing the same thing in 20 uh 27, um, where we'll look at um some additional reductions.

So we'll be looking at our personnel contracts and material as well.

The only thing that we're we're asking though here, which is unfortunate it's covered up there.

Hey, it doesn't look like you're asking for anything.

That was intentional.

Okay, yeah.

Um we want to look at is uh a capital equipment request.

Um I know probably all you guys have to come over to the civil service uh office and see the updates that we did to uh the test center.

So that's been updated within the last five years, but our office furniture, uh, we haven't had updates to that probably been over 20 years.

I know I started in 2005 over in civil service, and it's still a lot of the same furniture.

Um so we are looking at requesting um uh capital equipment requests for that office furniture.

Well, that go into our regular capital expense process through.

And then uh some of our future initiative things we want to look at, because we're always talking about uh continuous improvement.

Um the city is undertaking the uh employee or excuse me, ERP enterprise resource planning process right now.

Um and so with that, we'll be replacing some uh technology.

uh so capital equipment request for that office partnership will that go into our regular capital expense process through and then uh some of our future initiative things we want to look at because we're always talking about uh continuous improvement um the city is undertaking the uh employee or excuse me ERP enterprise resource planning process right now um and so with that we'll be replacing some uh technology uh some of them be like I said the banner system some of the HR systems and we'll have an impact on our uh systems as well our applicant tracking um but with that we want to hopefully we'll be able to streamline some of our administrative functions uh so that we can look at um the relationship building and be more have more uh recruitment impact um and with that with that rules of recruitment events we go out to events um you know quite regularly uh smelly vain public schools we're often there so each high school probably at least twice a year um participate with um I think we've been the Centerville travel high schools um we also do the colleges and universities sinclair on Rice State uh central state all you know all those uh the the colleges and universities and we also uh I know uh Montgomery County job and family services has a annual um they do a spring and a uh fall job there so we're at those events I think for us the relationship building is big making sure that we are um out in the community uh so be able to attract people to come to the organization and then uh we're looking at uh could they like some type of uh competency based uh model uh where we're able to attract hire and retain individuals and so this will uh will help with uh as we do job and task analysis creating the job descriptions um then that will follow a track through the uh employment assessment process uh and then your evaluated as well based on those competencies so those knowledge skills abilities you need your performance will be evaluated on that um then your training and development making sure that you can become a subject matter expert um in your current uh role and then looking at that development as you can fall that's what we have as far as our our report like I said I know you have the actual report and that delineates a lot more detail and stuff in that report um you know I just want to step back to one page you don't have to turn back to it or anything but where uh David had outlined uh the no show rate and then uh I wanted to kind of focus just on the not qualified this is I think where we espouse that I really commend our staff too uh in the uh uh senior administration um we really work hand in glove to try to identify since we're the outward facing agency to all the applicants that you know apply for here at the city of Dayton we get a lot of the pushback and feedback and and input for for that so whether it's maybe a barrier that might be in the job description we work pretty hand in glove with with HR department and the and the the department that's involved in those I try to identify is it's something embedded in the in the um job description because that's what we post and that's what we test or uh or that's what we interview too a lot of the the competencies in the the job description um is it sometimes the wages you know we try to communicate that back to them and again we try to identify what those barriers are um so that we can adjust them according sometimes it might be just as something as simple as a job title we you know we we had uh secretary you know terminology and you kind of think okay that might be a little dusty and outdated and and things of this nature one thing we've we've uh identified with the Dayton public schools is when it comes to their um skilled trades whether you're an electrician or HVAC or whatever the case might be they all start off with the same pay and so sometimes that can be a barrier that if if they feel like an electrician should be compensated more than maybe another skilled trade you know uh a brick layer or something like that.

So so we've tried to identify but that's that comes a contractual issue for them and and stuff because we've had some headwinds with their HVAC um programming.

But um I also wanted to kind of uh you know say what um David had said too uh you know I again thank you for allowing us this presentation and your time uh but I can't tell you enough uh I know uh Miss Dixtein knows how long I've been here with the city she just gave me a nice little pen over the the other day but I've had a the the blessings and the honor to have worked in a a lot of departments aviation public works finance a number of over my tenure um I can't tell you how how proud I am of this group uh of David and Stewart and all the other ones um how they work hand in glove with the departments and organizations I'm I'm really I get goosebumps when I get feedback from our directors our managers and supervisors how how well um that they really appreciate our staff our analysts and and our associates all of them um and and I commend them for going that extra mile trying to identify these things because like they tell me and like hope close to this presentation the best thing I could do is stay out of their way and and let them do their jobs and they do a wonderful job of doing that.

And I'm quite proud of that and I'm also very uh honored to to have a uh a wonderful board that you guys appointed I think this group that we've had here that they're very collaborative very you know diverse in thought believe me um some of the dances I portray with with uh the three of them um it's very insightful and and uh they too try to keep me in line somehow but uh that's a stretch also but uh but again if there's any any questions or comments uh we'd be more than welcome to to address them and answer them so or if there's any comments for my my board well I I certainly couldn't pass up the opportunity to thank the commission for the the appointment for the three board members.

But uh, but again, if there's any questions or comments, uh, we'd be more than welcome to to address them and answer them.

So or if there's any comments for my my board.

Well, I I certainly couldn't ask the opportunity to uh thank the commission for uh the the appointment for the three board members.

I gotta tell you uh we spend a lot of time at civil service making sure the right things are done.

We debate every case that comes in front of us.

We do the pros and the cons.

And I think that record speaks of itself when you see there's no action going across the street to the courthouse.

Uh I think that uh the other two uh board members are just great to work with.

We're very open-minded.

Um we do have a plan for Kenny if he doesn't take himself together though.

Zap will, I do remember that much.

But more seriously, uh the equipment, not the mayor and the commissioners was over at civil service, and I didn't go on the tour, but I made sure you've seen the raggedy equipment that our people are working over there.

And you know, uh when I get on the bike, I write 75,000 is not a lot of money uh to put back into an organization that functions the long hours at the hard work that that staff does over there.

I'm so proud of them.

I traveled the state.

I know what some of the other some of the other cities have and engaged in some of their civil service activities.

But to take one more shot at uh trying to find some extra money might be available to uh give these folks the the tools that they need to continue to do the work, great work that they do.

Uh is this uh an opportunity that I won't pass up.

It's not anything you haven't already heard.

I've already lobbied each one of you just saying you really need to look at this as you go through this building because it's it's a small operation, but they do mighty work, and they're a great group of people.

So I hope you can find ways to uh as you plan uh for the future, and if there's any surprises with any leftover money, I doubt, but if you if you find it in your kind hearts to uh to try to give us a little more money for that equipment, we'd greatly appreciate it.

And again, uh you you take a look at the number of cases that come back to the board.

Uh there's a lot of prep work done before they get back to us.

I just want you to know uh that the other two board members and the staff work very hard to try to make sure we do the right things, the right reasons.

And the city staff has just been phenomenal working with us, and and we get challenged uh by those folks too.

And we always say one, two, three.

There's three of us that you've appointed that'll do the right things for the right reasons.

And we spent a lot of time going over all of the issues that are uh affixed to a case.

And I'm just really proud uh the opportunity to work with these other two board members.

I've been around for just a little bit.

And it's just uh just a great group of people, but the staff is phenomenal over there.

He has his ups in a few minutes, but overall, he does a good job to manage that uh that operation over there.

I think David our David does a lot of it too with Pitty.

But seriously, we appreciate the opportunity to uh to serve this city.

Just one more uh avenue to travel.

Uh try to make things right and give people some comfort if they come there.

Thank you.

Um commissioners, commissioner Beckham.

Do you have any questions or comments?

Thank you, Mayor.

Uh just a few very brief um I did obviously along with my colleagues have the opportunity to spend some time with you all recently.

Um talking about furniture.

Uh, do want to compliment the test rooms.

Uh those updates are really impressive.

Uh enjoyed seeing those, and I think um obviously makes a difference, right?

As people are uh going through their civil service exams.

Um questions.

So uh typically um, you know, and this might there might not be an answer here, but maybe there is.

Um, I'm curious if you guys have seen any trends or are there any like routine patterns and what might uh lead a person to uh not meet the minimum qualifications for particular roles.

And I know uh can you kind of went into this, but if if we can talk specifics, that'd be great.

That's gonna be based off of the uh requirements in the job description.

And so if you if they require you to have a degree, for example, then they don't have that degree um or a specific certification or so many years of experience.

Um they may ask for five years of experience and they only have two years of experience.

Right.

So it's gonna be specifically based off of what's in the uh job description.

Gotcha.

Yeah, I was trying to get to whether it was the degree or years or sounds like usually education.

And and if I could also, and there we might have 18 postings.

There's some people that will apply for all 18 every time.

Yeah, so it's just routine, they click on their application and and they know people need to qualification of an electrician, they never had an electricians.

And then the only other question, quite honestly, is um definitely intrigued by the fact that the no-show rates for both DP Dayton public schools as well as the city was was the highest um in terms of all the other we even didn't follow through.

Um, and I'd just be curious to have what do you all think is contributing to that?

Um that we we try to analyze and see what what some of those trends are.

Um, I know at one point we had it where people were just doing it to the platform, like unemployment and different things like that to try to get um you know get those benefits.

Um, but we send out like I said, send notices to them.

Um we also did uh try something new where we do open testing where you can show up uh any time throughout the week.

In the past, we always had one date and time that you would have to come in.

Um we opened it up uh to be able to do that to to allow them the opportunity to come in any time.

Um this is so difficult to figure out like what why this notional rate is so high.

Um and like I said, it's even higher for safety forces.

Uh we try to identify well, why why are people applying for jobs but did not show up?

And so that's where I think on on the back end with the ERP and that the administrative functions are streamlined that allows us to get more personal with that where we can actually potentially call those individuals, uh reach out that way.

Um, you know, are there other opportunities for it to go out into the community and do uh the testing of NASCAM?

Some source, right?

I'm so obviously want people to follow through if they want to be employed, right?

We don't want to chase people to give them a job if they don't want the job, but um just just curious there.

Uh appreciate the answers.

Those are all my questions.

If I also might add commissioner, sometimes in the delay from the time they they they qualify and they hire, and I know this is a barrier for the organization, is getting them to the um physical is to schedule their physical.

A lot of times, even though they know they got the job, the next step is to go get your is to get them to that point.

Sometimes that that can be a challenge.

The uh the open testing, I just want to compliment you all on that.

I think that's uh a really admirable change to make say hey come when you can.

But obviously, right seems to still be hot.

So it's sure we'll learn more moving forward.

Thank you, Commissioner.

Commissioner Beershow.

Yes, um, thank you for the presentation.

Thank you for the time.

Um presentation of the board.

Um question that's curious about one of you again.

Um we use a lot of temporary um employees in the gaps.

So how big are agencies, where is the overlap HR and civil service in terms of working to fill that gap.

Um curious, particularly on um temporary.

Do we have a what's the kind of range we have?

People come from attempts service and then ultimately move over into the city.

Yeah, for us, I know there's a couple of positions where that is the process where you go attempt to a uh public works helper part-time to then a municipal worker.

And so the turnover on that, there's quite a bit of turnover um in that area.

So that's one that's high.

Um, we also have um where else we had temps.

Uh I mean, there's just a variety of attempts um throughout the uh organization.

Um in the past, we had a temp as well uh to help.

Uh we weren't able to get a part-time, you know, a part-time administrative position, so we were able to get a temp to fill some of the roles that we needed.

Um, but it's it is varies uh for throughout the organization.

I think part of those background stuff are also contractors.

Anybody that's that's contracts and stuff with the cities will have to get uh background.

Um the temp that that the biggest one is gonna be the uh public works helper to attempt to public works helper to municipal.

And the seasonals.

Then CCA.

And we also have some up at the aviation department afterwards that I think that we we do some uh and and like uh David had mentioned we have uh but also commissioner I heard and I don't think we have that number uh if if he does the the number with would have it, is the number of retentions of those because a lot of times those will we can start them in as a temp and if they work out that six days they can hire or six months they could hire them.

So you know it all depends, but uh I don't know off the top of my head, Commissioner, but we could find out possibly what is the retention rate of temporaries to you know that move to part-time perm that move to full time, you know.

We haven't been in the number of department, order department could be one too.

So thank you, Commissioner Shaw.

Thank you.

Uh thank you all for being here.

I really don't have any questions.

You answered my questions when we were in our our two by twos, but uh I just want to thank you for the report, and this is really thorough to me and slick looking with the thank you.

Okay, so congratulations on that.

But um, yeah, no real questions, but uh let's look forward to uh uh seeing this uh grow.

Hopefully, you'll get your furniture.

Yeah, thank you, sir.

Thank you for the coming ups of furniture, but thank you, Commissioner.

Commissioner Joseph.

Thank you, Mayor.

Uh just one, and that's on the last slide.

First of all, is ERP.

Um I'm glad to see that you're thinking about it, you're engaged, I assume, in processes that you're going through.

Thank you for your attention to that at this point.

You know, whatever you're doing to take part in the exercises that are going on to streamline the data, make sure that things are are standardized, it's gonna help smooth the way down the road.

And having been through this process in several times, I think you're gonna find interesting ways to use the data that come out of this.

Uh I think it's be good for you too.

So thank you for taking part of that.

Yeah, Commissioner, if I David's an active participant on that uh team that is that did the evaluations selection process, and I'm sure as we move forward to the implementation, because there are a lot of opportunities that we see that um it could again help the organization.

Great.

Just one other thing.

If I can uh system that the staff's put together, it's been unbelievable, and it's been uh very helpful to us as board members because if they take somebody off that list, they've got a right to appeal to come before the board.

And uh there's a lot of prep work that goes into that uh by the staff.

I think that uh some of the folks that apply for some of our safety is shocked me.

I mean, you sit there uh as a board member and hear that someone has got uh a background that is just unbelievable, and then they can come to us and say, Well, we want to go back on the list.

Uh believe me, there's a lot of a lot of work that goes into that.

And we all understand the importance of safety forces and public employees in this city.

We want we want to see uh people who stand up in the community and help in the community.

We all live here, we take a great deal of pride, but no one thing.

Uh, if someone's taken off that list and it gets to the board and they're taking off, they're off.

I mean, there's a solid reason.

All the time I've been around, I can't think of one that's been flipped.

Kenny's got a little more gray hair than me, but probably a little more seniority at self-service.

So I I think in Mr.

Chairman, I do appreciate it.

But I think that just lends itself to our the wonderful staff we have, whether it's Mr.

Walker working with the Chief Rice over at the fire department or Mrs.

Perkins working with um uh Chief Henderson now over at police.

The work they've done to move a lot of those things along to integrate our workforce and stuff is second to none.

Uh as uh Mr.

Ritchie alluded to.

We had 72.

We met almost all day with Mr.

Chief Henderson and Mr.

Sexton uh of the law department under PD to go over 72 um removals, and that's to get a class of 14 of the police officers uh in our next recruit class.

And it was amazing uh just to say some of the not qualified uh in without divulged names.

We don't we don't need we try to do it out of bias.

But one of the applicants in in the removal process actually was a convicted felon that even in the report said that they needed to have a pardon from the governor to even be considered, and they applied to become a police officer.

Hence the needless to say that that individual, but they have a right to appeal.

But uh, but of the 72, we never know.

There might be 10 of them appealing, there might be 20 officer appeal, and the board does hear all those appeals on each and every one of them.

But but they have to be pretty substantial if they ever overreturn because that the the chief of police is there and and all the staff.

That's why we're very collaborative in in coming to these conclusions on it.

And we substantiate it.

But uh I'm glad you brought that up and the number of them, but but some of the individuals that apply, it's uh scary reading some of those backgrounds.

I'm glad we have a police force.

And they reapply that we give them the answers.

They said they will continue to apply until they get the position.

All right.

Well, thank you.

I have a couple of questions.

Um, I just want to pull on that just slightly in regards to the ERP, which Commissioner Joseph mentioned and streamlined the administrative function.

So on average, like what we're still in the time that it takes to actually work through the civil service process itself.

Um, just in general, if we there is a an active eligibility, then assuming that there's a vacancy, they'll we can go ahead and uh look at filling that process.

Um if there's a not a current uh eligible list, we normally would post the position for up to two weeks.

Umce it's posted, we'll review those applications.

Um developing the exam and then um test the individuals.

Um just in general, it normally takes about six weeks for us to create an eligible list.

Um we go through and everything is pretty streamlined.

Um, if it's not a new exam, um if they're you know, if it's an up-to-date exam where we don't have to do a lot with the subject matter expert, but um in general, we'll post it again, post for uh at least two weeks, um, review the applications and then be preparing to uh send out notices for those individuals to to test.

So we can, you know, probably about six weeks we can get eligible list.

And and Mayor, if I might add um David and Ms.

Perkins, and I'm sure maybe some other steps meet with senior step with the uh Mr.

Parlett to go over PMT position management team every two weeks, and then that's when they determine which positions kind of will be filled, which ones we have lists for, which ones we have uh already uh uh kind of streamlined process that we can move forward with.

And then uh if not, then they determine which ones we're we'll be testing for.

And so but we also try to stay ahead of that testing.

So if we're we know it's a high turnover position, we try to make sure that uh staff make sure that we have a list typically prepared for some of those.

And then that's that's the competitive process, but then for the non-competitive process where there's not a um civil service exam required.

Um that one varies.

Um it just depends on how many applicants we get.

Normally we try to post those for about four weeks uh to see how many applicants we get, we'll review the applications, um, and then we'll send that to the hiring department so they can um schedule interviews.

So that part of scheduling interviews, doing those things, it can vary on that um part of are you finding with the process itself that is discouraging and that therefore you're finding that a number of the recruits are withdrawing their interests because of the length of time?

Like, do you have any data that show that the six weeks is of concern, being that there may be a pool of applicants, but then because of the time it takes is discouraging.

So then you're having folks that are actually withdrawing their interest.

Um from the competitive side, I would say uh no, I think our process just like the slide is up there.

Um, our highest uh um percentage is the notional rate.

And so we try to bottom, you know, why are people not showing up um for the exam?

But then I think the part once they're on the eligible list and we start calling to uh Google Fur.

Um a lot of times that process, people don't necessarily um they're not interested interested in the position anymore.

It's once they are offered the job, that's either the the salary or the schedule.

Um they're not um you know satisfied with.

And so that's really once we actually are on the eligible list, they're declining a lot of time because of that.

It's not because they found another job or anything.

It's more for the salary on a lot of them, especially the water position, the 24-7 operations.

Um, it's the schedule.

People don't want to, you know, they don't want to work that swing shift or third shift.

So, and that's normally what's available.

And and Mayor, if I might is if if there might be some people that lose interest, it might be on probably uh with all due respect with our fire department because we might have three, 400 people on it.

This the list may get stale.

Uh, you know, we're we're slowing down in some of the process, the number of recruit classes we may have here.

So they might be on there several years in and they've moved on on some of those things.

With police, we've been here pretty efficient because we've been through the list all the time.

Um, and probably one area that uh I know David and I know that we could improve upon organizationally, is that there might be 30 names on the list, and we select one of those people off that list, especially on the non-competitive ones, is to communicate to the other 29 that still keep their interest and stuff.

And and that's where uh, or we we don't get back with them when we've said we've already selected someone.

And I think we we need to do a better job and are trying to do a better job with that piece.

So thank you.

I appreciate that.

And I know Commissioner Beckham, he raised the question, and you already alluded to the chart that we have in front of us.

Um the no shows.

Um, I know it's hard to identify or to collect that data to I didn't identify why in fact these individuals are not showing up, whether it's transportation barriers, whatever the case may be.

uh or we we don't get back with them when we've said we've already selected someone and i think we we need to do a better job and and are trying to do a better job with that piece so thank you i appreciate that and i know commissioner beckon he raised the question and you already alluded to the chart that we have in front of us um the no shows um i know it's hard to identify or to collect that data to identify to identify why in fact these individuals are not showing up whether it's transportation barriers whatever the case may be um have you all looked into some other practices and how you can collect that data to identify why in fact those once individuals who are interested are not showing up that's kind of those one things are I mean the best way to get that information would be through survey um surveying the actual individuals part of the process but if they're not showing up are they going to respond back to that survey and so those are things we can look at um trying to do um we haven't done done that part of it um the follow-up um to see well why why didn't you show up um to the follow up with the Paul excuse me I didn't mean to step on you no so what we do no so we do not do that now but that's one of the things we're talking about well as a the possibility um once we kind of streamline it and look at that relationship building of um with the ERP if we streamline some of those administrative functions do we have the the staff to be able to uh in that capacity to then reach out from that perspective uh one area where we do that is in police police has a recruiter specifically for that but even even with them that follow up um they i mean as officer murphy they call um prior citizens they they are actively involved they even talk about giving them prize and like i said even with that their emotional rate is even higher that's almost 50 60 percent even with all that follow up and so it's like well what what are the issues or why people are not following through in the process I'm glad that you all are are vetting that process to identify ways and means to collect that data I think that's an important to collect um and it maybe an opportunity for an intern or two to create an in-house survey and to have them be able to collect that data with follow up phone calls whatever have you just so we can identify like why is it so high especially for the city of dating so I'll I'll be I know I'll be interested in and seeing what that data is and if there are other ways and means to improve uh the recruitment process all around and then last question uh I think it's the next slide actually we um again just really trying to get an understanding and a big picture of the of the data itself and drilling down these numbers um the resignations like you know what is the story behind that number and all of the events above is so that's it I'm sorry you're talking about drilling down on these yes okay just trying to get an understanding of like the resignations like what is the story behind that number and that's that's a big piece that I always talk about even with our staff we can't talk about recruitment without retention right and so being able to retain those individuals some of those resignations uh some of them are resignation and lose termination um we would have that information um it wasn't just part of this um and it would and HR may have more of that excuse me information because that'll be part of um the personnel action um where they may be able to get part of the exit interview to understand why people are are resigning in mayor we when we put this presentation together I told David that might be one of the questions and I know he does have some of the drill down information but but we just wanted to keep it alive but we will we will get to what we can on back to all of it.

So Miss Jackson that we get it to her so that's fair.

Thank you very much appreciate everyone's time thank you thank you.

That's something resignations the way he leaves whether it's forcing up they can give the staff unrealistic expectations as to when they can return to previous position but if it's that causes some concern for us in terms of what they're actually eligible for when they leave so if someone runs and they resign then they come back on the staff wanting to know why their response why they haven't had uh been expedited in terms of return it to the previous position they've had and we won't probably want to understand why that position is still there if it hadn't been filled so they resign because of a violation and they come back to re cover their position they had previously but they put it on the staff which is unfair to them with the expectation that they should be expedited through the process.

But no, you're talking about reinstatements, reinstatement.

Yeah.

Okay.

Someone leaves within they there under our current rules and regulations.

Um they're permitted to get to come back to employment.

All they have to do is request a reinstatement as long as they do it within a year uh from their separation.

And a lot of times we'll see them go to other departments and other areas carrying, you know, and then they'll request sometimes we would say the grasswood noise greener, you know, and so they come back to the motherland, and and uh so uh um then the board puts them back on and it's uh but it kind of it kind of delays some of the things with the with the deposits and stuff.

So so the concern is that is weighed on the staff being that there is a process in place and their reinstatement is not as swift as they would expect it to be, being that they were within that time frame of a year with leaving that organization, from what I'm hearing.

Specific case was potential charter violation for runner for office.

That's one that's one thing concerned was a concern.

Are you actually eligible to go back based on that violation?

Okay, but since you resign, then they expect the staff to expedite their return to that previous position.

So that's what I'm specifically speaking to.

Not so much as someone going to another organization, but uh if it's a violation of a city charter or our charter, are they actually entitled to come back?

That was a particular case that was heard by the board uh and it was uh upheld by this, you know, on the city's behalf too, so and went to the courts.

But that that the reinstatement is one of the um rule changes assessments that we're going to be presenting to the board.

Uh, we will give them the presentation of all the changes we'd like to make, and then we will then be making a presentation to the commission as to what those changes are.

One of them uh a lot of things that they they feel like reinstatement should be done away with, you know.

So once you leave, is you know you have to be hired back just like most other employers, you know, uh, or shortening the time.

Uh there's but again, there's good dialogue amongst the three of us, uh the three of them and and our staff as to how we might approach it.

But that's just one of the the changes that we're we're gonna be presenting to the board.

Okay, that's fair.

Thank you.

I would imagine is a cost that goes along with that, right?

In terms of like what fares better, whether you uh shorten that length of time or is it starting all over with the the general pool of of new applicants?

Some people would welcome me back with open arms, other ones don't want to see me.

Now the last person they want to see on their concept.

Thank you all.