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A
Everyone
to
the
November
18
2022
carryover
meeting
of
the
Arlington
County
Board.
This
is
board
chair,
Katie,
Crystal
speaking
I'm
joined
in
person
today
by
my
colleagues,
Carvey
Mr
differante
Mr
Karen
tonis
Vice,
chairman
Dorsey,
is
participating
remotely
for
personal
reasons,
in
accordance
with
state
law
from
the
Bluemont
area
of
Arlington
County
tonight,
consistent
with
the
adopted
ordinance
last
year,
bringing
collective
bargaining
to
Arlington.
A
We
are
hearing
presentations
as
part
of
our
November
2022
meeting
from
the
county
manager,
followed
by
statements
from
representatives
of
our
unions
on
the
fiscal
impact
analysis
of
tentative
agreements
between
the
county
and
three
collective
bargaining
units.
We
will
then
hear
from
any
members
of
the
public
that
have
signed
up
to
speak
on
this
item,
notably
the
board
will
not
be
discussing
at
length
or
taking
any
action
tonight
at
our
December
meeting.
We
will
consider
action
on
a
good
faith
resolution
to
appropriate
funding
in
fiscal
23
to
meet
the
obligations
of
the
tentative
agreements.
B
Thank
you,
madam
chair,
thank
you
for
the
opportunity
to
be
here
this
evening
to
talk
about
the
fiscal
impact
under
the
collective
bargaining
ordinance.
So
the
board
adopted
last
July
I'm,
going
to
ask
Emily
Hughes
to
walk
through
a
brief
presentation
of
the
fiscal
impact
and
then
I'm
going
to
speak
briefly
to
three
non-binding
items
in
the
fire
arbitration.
Where
I
do
not
intend
to
accept
the
arbitrator's
recommendations
over
to
you,
Ms
Hughes.
C
Thank
you,
Mr
Schwartz,
so
start
off
with
just
a
an
overview
of
where
we
are
with
collective
bargaining.
In
2020,
the
Commonwealth
gave
localities
the
option
to
establish
collective
bargaining
for
public
employees,
effective
May,
1st
2021,
following
this,
enabling
legislation
in
July
2021
the
County
Board,
amended
chapter
6,
Civil
Service
of
the
County's
code
to
allow
employees
to
organize
and
collectively
bargain
in
good
faith
over
terms
and
conditions
of
employment.
C
There
was
a
tentative
agreement
reached
on
September
30th
with
terms
including
a
4.5
percent
pay
increase
on
anniversary
dates.
4.5
percent
increases
to
the
pay
range
minimum
and
maximum
ensuring
that
all
of
this
bargaining
units
employees
will
receive
the
4.5
percent
salary
increase
and
a
one-time
gross
bonus
of
two
thousand
dollars
to
be
paid
at
the
beginning
of
fiscal
2024.,
because
SLT
employees
are
spread
across
many
of
the
County's
funds.
The
1.7
million
dollar
fiscal
impact
is
somewhat
complex.
C
While
the
one-time
costs
of
the
bonus
513
000
could
be
allocated
from
available
funds
from
FY
2022
closeout,
the
ongoing
impact
of
362
000
would
have
to
be
funded
from
either
cuts
to
programs
or
increases
in
taxes,
if
funded
by
cuts
to
programs.
This
impact
would
equate
to
cutting
three
ftes
at
a
cost
of
approximately
125
000
each,
including
benefits.
That's
about
the
average
cost
of
a
position
across
the
county,
if
funded
by
an
increase
in
the
real
estate
tax
rate.
C
C
The
impact
in
the
utilities
fund
of
278
000
of
ongoing
and
377
000
of
one-time
would
result
in
an
increase
to
the
water
and
sewer
rates
of
nine
cents
per
thousand
gallons
for
rate
payers.
This
impact
on
rate
payers
would
be
an
increase
of
three
to
four
dollars
for
the
average
rate
payer
in
fiscal
2024..
C
Next,
we'll
look
at
the
fiscal
impact
of
the
tentative
agreements
and
arbitration
awards
for
acop
the
bargaining
unit
for
police
employees,
the
union
and
the
county
reached
agreements
on
24
articles,
four
of
which
have
a
fiscal
impact.
The
remaining
four
articles
were
determined
by
arbitration
award,
which
was
released
last
Thursday.
C
The
table
on
this
slide
outlines
the
impact
of
each
article
that
has
a
fiscal
impact
and
shows
the
FY
2024
impact
of
3.5
million
dollars.
Note
that
for
wages
these
cost
estimates
are
in
criminal.
So,
for
example,
the
incremental
cost
of
salaries
in
fiscal
2026
is
836
100..
The
actual
dollar
increase
above
today
in
fiscal
2023,
is
the
total
2.9
Million
you
see
in
the
FY
2024
column,
plus
the
855
200
that
you
see
in
FY,
2025,
plus
the
836
100
in
fiscal
2026..
C
C
Should
the
recruitment
challenges
ease,
the
county
manager
recommends
unfreezing
the
positions
that
can
be
filled
and
would
return
to
the
board,
with
a
plan
of
funding
with
the
2.9
Million
Dollars
of
the
wage
article
being
paid
for
by
freezing
26
positions.
The
remaining
544
000
impact
of
this
potential
agreement
could
be
funded
by
service
reductions
in
other
parts
of
the
organization
as
in
Prior
years,
any
service
reductions
as
a
part
of
the
FY
2024
budget
would
be
considered
with
input
and
engagement
from
the
community
funding.
C
In
Prior
fiscal
years,
when
Cuts
were
required
to
balance
the
budget,
Some
Cuts
included
items
like
an
AED
cultural
Affairs
production
specialist
at
a
cost
of
83
000.
Des
after
hours,
Building
Maintenance
shift
supervisor.
That
was
a
hundred
and
forty
one
thousand
a
des
Solid
Waste
environmental
planner.
It
was
93
000.
and
Arlington
Transit
Route,
53
midday
service
and
Westover
Rush,
Hour
extension,
reduction
of
244
thousand,
a
realignment
of
dhs's
Arlington
employment
center
that
was
534
thousand
a
reduction
in
dpr's
facility
monitor
program
that
was
110
000
for
just
over
two
ftes.
C
Alternatively,
this
half
million
dollar
impact
could
be
funded
through
an
increase
to
the
real
estate
tax
rate,
if
funded
by
an
increase
in
the
real
estate
tax
rate.
The
average
residential
tax
bill
would
increase
five
to
nine
dollars.
On
top
of
the
previously
mentioned,
projected
increase
of
two
hundred
and
fifty
dollars
due
to
expected
growth
in
the
residential,
real
estate
value
and
the
impacts
in
FY,
2025
and
2026
will
need
to
be
considered
as
a
part
of
the
budget
processes
in
those
fiscal
years
as
well.
C
Finally,
we'll
look
at
the
fiscal
impact
of
the
tentative
agreements
and
arbitration
decisions
for
iaff
the
certified
bargaining
unit
for
fire
employees.
The
union
and
County
reached
agreement
on
60
articles,
four
of
which
have
a
fiscal
impact.
The
remaining
39
articles,
eight
with
a
fiscal
impact,
were
determined
by
arbitration
award,
which
was
released.
This
Monday,
like
a
cup
the
agreements
and
arbitrator
decisions,
will
form
the
basis
of
a
three-year
agreement
for
fire.
C
C
Note
that,
like
a
cop,
the
salary
cost
estimates
here
are
incremental.
However,
for
iaff
the
FY
2024
numbers
include
one
million
dollars
for
bonuses
so
to
determine
the
cost
increase
of
salaries
in
FY
2026
over
FY
2023
act.
The
actual
dollar
increase
is
the
1.8
million
in
FY
2024.
That's
the
ongoing
amount
in
FY
2024,
plus
the
1.1
million
that
you
see
in
the
fiscal
2025
column,
plus
the
1
million
in
fiscal
2026..
C
Any
service
reductions
as
a
part
of
the
fiscal
2024
budget,
as
I
mentioned
before,
would
be
considered
with
input
engagement
from
the
community
funding.
This
potential
agreement
could
be
funded
through
either
the
elimination
of
approximately
27
ftes
at
that
125
thousand
dollar
per
FTE
cost
or
the
equivalent
of
0.65
percent
across
the
board
Cuts
in
all
general
fund
departments.
C
C
B
B
Not
going
to
ask
you
to
repeat
that,
but
it's
so
first
I'm
going
to
decline
to
implement
the
iff
last
best
offer
for
duration
and
finality
of
agreement.
Unlike
the
County's
offer
on
this
issue,
the
iff
offer
does
not
include,
what's
called
a
zipper
clause.
The
zipper
Clause
is
necessary
to
ensure
that
the
county
is
not
tied
up
with
ongoing
and
potentially
endless
substantive
midterm
bargaining
akin
to
the
term
bargaining
that
we've
just
concluded.
B
Given
that
this
potential
agreement
will
be
one
of
the
most
comprehensive
collecting
bargaining
agreements
with
approximately
100
articles,
a
zipper
Clause
is
reasonable
and
warranted
critical
to
note
that
the
code
does
not
expressly
provide
for
midterm
bargaining
rather
code.
Section
6-30
L1
sets
forth
the
parameters
for
term
bargaining
to
begin
by
April
1st
and
to
conclude
by
October
1st
of
any
year
where
an
agreement
is
sought
to
be
effective
at
the
beginning
of
the
next
fiscal
year.
B
As
a
result
of
the
operation
of
both
of
these
possessions
for
finality
of
the
agreement
and
prevailing
rights,
they
would
eliminate
what
is
an
important
Concept
in
labor
relations,
the
notion
of
stability
and
Repose
that
could
be
achieved
with
the
execution
of
this
collective
bargaining
agreement,
especially
with
an
agreement
of
this
breadth
and
scope.
Third
and
last
I'm
not
accepting
the
arbitrator's
non-binding
recommendation
on
the
subject
of
acting
officers.
In
my
view,
the
fire
department's
management
team
must
retain
the
final
assignment,
Authority
and
flexibility
to
staff
all
acting
officer.
B
Emergency
positions,
the
management
team
is
best
positioned
to
balance
Dynamic,
Staffing
and
schedule
needs
with
professional
development
and
Equity
opportunities
for
emerging
leaders
and
officers.
There
is
an
agreement
to
prioritize
acting
officers
in
positions
at
their
assigned
station.
We
have
agreed
to
that.
The
fire
department
shall
incorporate
this
preference
in
Department.
Staffing
policies,
as
familiarity
within
Crews
and
area,
will
assist
in
developing
acting
supervisors
and
managers
But.
B
Ultimately,
the
final
Authority
needs
to
reside
with
the
Battalion
management
staff,
so
the
tentative
agreement
for
three
years
before
the
board
would
consist
of
those
Provisions
agreed
to
buy
the
parties
prior
to
arbitration
and
the
arbitration
Awards.
With
the
exception
of
the
three
non-binding
Awards
and
recommendations,
I
just
discussed,
the
County's
position
on
these
three
items
would
be
included
in
the
agreement.
That
concludes
my
presentation.
A
Cute,
thank
you
Mr
Schwartz.
Thank
you
as
well.
Miss
Hughes.
We
are
fortunate
to
have
with
us
this
evening.
Representatives
from
each
of
the
three
employee
unions
referenced
in
the
fiscal
impact
presentation
by
the
county
manager
to
give
us
their
own
perspective
on
the
issue
of
fiscal
impact,
I'd
like
to
begin
by
inviting
James,
Rodriguez
and
Sabrina
Jones,
who
are
representing
the
American
Federation
of
state
county
and
Municipal
Employees
local
3001,
which
is
to
say
the
service,
labor
and
trades
Mr
Margie,
is
welcome.
You're
welcome
to
join
us
and
the
seats
here.
D
D
D
If
anyone
knows
me,
I'm
genuinely
proud
to
be
employed
by
Arlington
County
I'm
here
tonight,
on
behalf
of
the
co-workers
in
the
service
labor
and
trades
unit
to
endorse
The
Proposal
that
was
hammered
out
over
the
past
months,
in
accordance
with
the
ordinance
I
I'm
I'm
in
What's
called
the
Labor
Service
labor
and
trades.
There
used
to
be
DPW
I'm,
proud
of
the
work
that
my
co-workers
perform
without
hesitation.
D
D
We
ensure
the
arlingtonians
drive
on
safe
roads
and
all
weather
conditions.
We
keep
the
drinking
water
flowing
among
other
services
that
keep
our
community
healthy
and
safe.
We
shine
when
we're
called
to
respond
to
all
emergencies,
situations
with
the
upcoming
cold
weather
that
will
challenge
our
snow
plow
drivers
being
top
of
mind,
not
to
mention
all
the
hours
that
will
work
diligently
on
behalf
of
the
County
Citizens
throughout
the
kovic
19
pandemic.
D
There
is
no
Playbook,
no
page
in
the
playbook
for
what
went
on
the
last
30
months,
our
Workforce,
adapted
to
the
ever-changing
conditions
that
were
erupting
all
around
us
as
I'm
sure
you're,
fully
aware.
My
inbox
was
chattering
last
year
when
the
board
voted
unanimously
to
adopt
the
collective
bargaining
in
Arlington.
Our
Representatives
immediately
began
working
on
contract
proposals.
D
D
Through
the
Democratic
process
of
belonging
to
a
union,
our
membership
has
voted
affirmatively
to
adopt
this
agreement,
and
we
hope
you
too
will
approve
of
this
agreement.
Please
keep
in
mind
in
addition
to
our
proposal.
Our
Union
brothers
and
sisters
at
Arlington,
Rapid
Transit,
also
known
as
art,
are
currently
in
negotiations
with
First
Transit,
a
company
that's
contracted
to
provide
buses
throughout
the
county.
We
are
hoping
that
art
will
be
will
receive
the
same
consideration
for
the
essential
Services
they
provide
I.
Thank
you
for
your
time,
and
attention
have
a
good
night
and
Sabrina.
F
F
I'm
here
to
support
my
union
brothers
and
sisters
and
students
in
service
labor
and
trade
in
an
accident
County
to
adopt
a
proposed
compensation
agreement,
because
I
am
saying
the
value
of
a
strong
Union
contract
and
Affair
wages
for
a
fair
day's
work.
Our
many
of
my
operations,
many
of
my
operators,
like
myself,
Drive,
eight,
sometimes
10
hour,
shifts
without
guarantee
breaks
and
the
wages
we're
currently
receiving
for
our
dedication
are
much
lower
than
our
peers
and
neighboring
communities.
We're
considering
the
compensation
package
for
Arlington,
County
Employees
tonight.
F
A
Miss
Jones
Thank
you
Mr
Rodriguez.
Thank
you
as
well.
We
appreciate
hearing
from
you
this
evening.
Mr
Lynch,
Brian,
Lynch,
I,
know
representing
local
2800
of
iff
are
firefighters
and
paramedics.
If
you'd
like
to
join
us,
you're
welcome
to
take
a
seat
and
present
to
us
your
thoughts
on
the
fiscal
impact
here.
G
Chair
Crystal
Vice,
chair
Diversey,
members
of
the
board.
My
name
is
Brian
Lynch,
president
of
iff,
local
2800,
and
is
my
distinct
honor
to
speak
on
behalf
of
my
sisters
and
brothers,
your
firefighters,
thank
you
for
the
opportunity
to
speak
tonight
about
the
fiscal
impacts
of
the
tentative
agreements
and
arbitration
Awards.
G
We
would
also
like
to
thank
you
for
being
a
leader
in
Virginia
on
collective
bargaining.
It's
not
easy,
but
in
long
run
this
community
we'll
be
stronger
for
it.
I
also
want
to
thank
our
members
here
tonight,
they're
here,
because
they
believe
in
collective
bargaining
and
that
there
is
a
better
path
forward
for
our
families
and
the
community
they
swore
to
protect
than
the
one
we
are
on
right
now
before
I
touch
on
the
physical
impacts.
G
We
also
ask
that
you
look
at
what
arbitrator
Tower
was
saying
would
be
the
best
path
forward
if
she
was
empowered
to
enact
it
and
support
us
and
management
on
pursuing
that
path.
Arbitrator,
Tower
did
not
say
the
County's
offer
is
what
was
best
for
the
community.
In
fact,
she
said
something
completely
different.
G
G
If
she
could,
she
would
move
the
Open
Range
pay
scale
to
a
stepping
grade
pay
scale
over
the
length
of
the
contract,
but
she
did
not
have
the
power
to
modify
our
proposal.
She
didn't
not
make
such
a
statement
about
any
other
issues.
She
went
out
of
her
way
to
tell
us.
There
is
a
better
path:
we're
asking
for
the
support
of
the
board
and
continuing
our
discussions
on
that
third
path:
a
transition
to
a
great
and
step
plan
over
time,
including
the
time
to
negotiate
the
details.
G
This
would
also
allow
us
to
work
out
any
differences
opinion
on
the
costs
in
a
collaborative
manner,
a
member
of
Management's
negotiating
team
graciously
offered
to
meet
with
us
about
the
costs
and
we're
looking
forward
to
having
that
meeting.
We
have
had
great
discussions
with
County
staffs
over
the
week
since
arbitration
about
how
to
accomplish
this.
They
think
it's
a
realistic
possibility,
and
so
do.
We
I
will
be
honest
that
some
of
the
best
ideas
on
how
to
accomplish
this
came
from
County
staff.
G
We
would
like
to
continue
those
conversations
with
County
staff
and
bring
in
Mr
Schwartz
who,
with
whom
we've
had
joint
success
in
the
past.
Speaking
of
the
county
staff,
one
of
them
said
something
to
me
before
the
arbitration
verdict
came
out
that
stuck
with
me
and
has
guided
my
thinking
on
this.
To
paraphrase
who's,
that
winning
and
losing
was
a
wrong
way
to
think
about
this.
G
It's
clear,
we
never
got
there
on
salaries
in
the
time
we
thought
we
would,
but
we
are
on
the
cusp
of
doing
exactly
that:
Mr
manager,
members
of
the
board,
with
time
your
support
and
the
guidance
that
arbitrator
Tower,
provided
we
can
make
the
promise
that
collective
bargaining
holds
for
firefighters
in
the
community.
We
protect
the
reality.
We
hope
you
join
us
in
that
effort.
A
Okay
Lynch.
We
appreciate
that
and
please
do
stay
close
all
right.
Our
final
representative
is
Randall
Mason
on
behalf
of
the
Arlington
Coalition
of
police,
welcome,
Mr,
Mason.
H
Randall
Mason
I'm,
president
of
the
police,
Union
slide.
Please
going
through
this
process.
It
was
I
want
to
first
thank
the
County
board
for
enacting
the
ordinance
we've
been
on
non-economic
issues.
We've
been
able
to
make
some
real
changes.
H
We've
made
changes
for
performance,
valuations,
keeping
employees
informed
of
how
things
are
going
through
IA
and
what
the
time
frame
is
so
they're
not
left
in
limbo.
We
fixed
some
issues
with
promotions
that
had
been
going
on
for
15
years
since
I've
been
here,
so
we've
been
able
to
make
some
real
progress.
Some
meaningful
changes
on
the
non-economic
issues
without
bargaining,
we
would
not
have
been
able
to
accomplish
that,
otherwise
it
would
have
been
done
during
the
15
years.
I've
been
here.
So
thank
you
for
that
on
economic
issues.
H
We
we
never
were
able
to
collectively
come
together
to
and
that's
why
we
ended
up
in
arbitration.
Acop's
last
best
offer
was
completely
around
recruiting
and
retaining
our
officers
as
you're,
going
to
see
in
a
couple
slides,
we're
60
officers
short
16,
and
we
just
we
need
more
bodies.
So
we
don't
go
mandatory
overtime
and
we
limit
the
amount
of
overtime
necessary
just
to
fill
positions.
H
The
County's
offer
did
not
match
that
goal,
and
it's
telling
by
them
freezing
60
positions
to
be
able
to
fund
it
or
I'm.
Sorry,
20,
28,
26
positions
to
be
able
to
fund
it.
So
we
just
weren't
on
the
same
goal
and
I
think
that
was
a
hindrance
of
us
being
able
to
come
to
an
agreement
rather
than
get
and
having
to
go
to
arbitration
slide.
Please.
H
What
came
out
in
our
arbitration
was
that
this
is
the
worst
Staffing
crisis
we've
had
in
30
years
or
over
time,
just
to
make
minimum
staffing
has
gone
to
seven
thousand
hours
last
year.
It's
on
Pace
to
break
that
this
year,
the
year
before
it
was
four
thousand
we're
right
on
the
verge
of
mandatory
overtime,
and
we
actually
had
to
come
up
with
a
process
for
how
mandatory
over
time
is
going
to
be
implemented,
and
we
were
able
to
do
that
through
collective
bargaining.
H
So
again,
I
am
very
grateful
that
Cliff
bargaining
has
gone
through
to
make
sure
that
mandatory
overtime
does
go
out
in
a
fair
manner
and
we
also
we're
we're
losing
people
faster
than
we
can
hire
them
year.
To
date,
we've
lost
52
officers,
we've
only
hired
29.
five
are
scheduled.
Five
more
are
scheduled
to
leave
by
February
1st
and
finally,
the
Amazon
moving
in
once
they
finally
get
here.
We
don't
want
to
be
even
further
behind
the
eight
ball.
We
expect
them.
H
Chief
Penn
Sunday
work
group
to
Seattle
to
see
how
much
of
a
suck
headquarters
was.
One
was
on
the
Seattle
police
force,
so
we
do
expect
the
need
for
more
officers
once
they're
fully
moved
in,
and
we
don't
want
to
be
so
far
behind
eight
ball
that
we're
unable
to
catch
up
at
that
time.
Overall,
our
our
vacancy
rate
is
at
16,
so
slightly.
The
next
question
you
probably
have
is:
how
do
we
compare
to
our
jurisdictions
around
us?
H
The
only
one
that's
worse
than
us
is
Alexandria,
which
shouldn't
come
much
of
a
surprise
to
most
of
you,
since
all
of
you
have
known
that,
Alexandria
has
historically
been
the
worst
paying
agency
in
the
area
slide.
Please
Alexandria
went
through
collective
bargaining
this
year
as
well.
They
were
able
to
successfully
negotiate
a
contract
and
they
negotiated
a
really
good
one
they're
getting
a
19
starting
salary
increase
in
year,
one
by
year.
H
They
have
wage
increases
for
years,
two
and
years
three
on
their
scale
system
and
by
year
three,
it's
a
24
increase
of
where
they
they
currently
are
years.
Two
and
three,
their
veteran
officers,
are
going
to
see
seven
percent
growth
and
I
bring
this
up
because
of
the
the
final
piece
that
I
am
very,
very
scared
of
for
Arlington
and
other
jurisdictions
is
within
their
collective
bargaining.
H
I
could
leave
here
today
and
I
will
get
inserted
in
Alexandria
at
step
15
on
their
pay
scale,
because
I've
been
here,
I
have
15
years
of
experience
and
why
that
matters
is
what
I'm
going
to
show
you
on
the
next
slide.
We're
currently
working
through
all
of
our
officers
to
see
how
many
this
affects
where
they
could
leave
tomorrow
and
make
more
money
in
Alexandria,
but
it
ranges
from
a
couple
thousand
dollars
to
17
000
by
year.
H
Three,
and
that's
not
a
position
we
want
to
be
in,
that's,
has
has
to
do
with
us
being
in
open
range
and
them
being
on
a
step
system,
and
it
worries
me
that
we're
going
they're
going
to
be
people
are
going
to
be
able
to
leave
and
be
inserted
directly
into
their
pay
scale
based
on
their
years
of
service
slide,
please
so
other
than
Alexandria.
Our
vacancy
rate
is
33
worse
than
the
other
neighboring
jurisdictions.
So
we
got
to
consider.
Why
is
that
not
slide?
H
I
I
put
our
compensation
philosophy.
Our
goal
is
to
recruit
officers,
we're
having
problems
doing
that.
So
why
is
that
and
I?
Think
part
of
it
is
the
competitive
pay
portion
of
it
slide.
Please
Arlington
is
very,
very
expensive
to
live
in
when,
if
you're,
comparing
US
dollar
for
dollar
to
Prince
William,
of
course
the
salaries
are
different.
H
We
would
like
to
live
in
Arlington,
but
only
under
40
percent
of
our
officers
do
70
officers
who
do
live
in
Arlington
they
rent
and
55
of
those
who
rent
receive
some
type
of
reduced
rent
and
have
to
provide
extra
services
to
get
that
reduced.
Rent
slide
please.
The
other
main
issue
is
in
the
County's
analysts.
Financial,
analysts
and
arbitration
said
that
inflation
is
estimated
to
be
at
8.28
for
this,
the
DC
region.
This
is
where
I'm
going
to
say,
SLT
and
Fireside.
H
Getting
a
four
and
a
half
percent
Merit
increase
that's
effectively
without
a
cola.
It's
a
wage
decrease.
We
gotta
look
to
do
a
little
bit
better
across
the
board
slide.
Please
so
going
back
to
the
compensation
philosophy.
I've
already
talked
about
how
Alexandra
is
passing
us
when
we
go
through
the
years,
but
the
fair
and
competitive
pay
is
what
I
think
is
contributing
to
some
of
our
attrition
slide.
H
I
didn't
know
it
was
this
bad.
You
guys
didn't
either
through
all
our
talks
last
year,
I
didn't
know
it
until
I
got
into
the
numbers
this
year.
As
of
the
first
paycheck
in
October,
204
out
of
304
officers
are
being
paid
less
than
someone
their
junior
in
the
same
rank
as
them.
That's
a
direct
result
of
the
open
range
system
Arlington
between
the
acop
and
the
county.
H
We
could
only
come
up
with
one
other
jurisdiction
that
uses
an
open
range
system
everywhere
else
has
a
step
system,
and
it's
so
things
like
this
don't
occur,
there's
only
one
day
in
the
entire
year,
where
an
open
range
system
works,
and
that
is
the
last
day
of
the
fiscal
year,
the
very
next
day
you're
going
to
have
leapfrogging
again
with
a
step
system.
You
don't
have
that,
which
is
why
99
of
the
police
departments
are
in
a
step
system
slide.
Please
so
Solutions
I
I.
H
We
really
need
to
get
the
step
system
just
like
the
fire
department.
We
we
shot
too
high.
We
we
wanted
to
get
the
wage
system
in
one
year
and
just
going
to
the
wage
system.
We
estimate
to
be
about
nine
million
dollars.
If
you
do
it
in
a
single
year,
even
just
staying
at
sixty
thousand
dollars
getting
the
wage
it
step
system,
it's
it's
going
to
cost
money
just
like
Fireside.
If
you
look
at
page
47
of
our
arbitrator's
decision,
he
says
that
something
needs
to
be
done
about
this.
H
66
percent
of
our
officers
being
paid
in
an
unfair
manner,
isn't
an
apparition.
It's
something
that
needs
to
be
addressed.
Non-Monetary
way
to
fix.
Some
of
them
would
be
to
make
all
of
our
anniversary
dates.
Go
back
to
our
higher
dates.
There
was
a
couple
years
where
they
were
changing
it
to
your
promotion
date
and
that
has
caused
a
lot
of
the
leapfrogging
issues,
but
making
everybody
go
back
to
anniversary
dates.
H
Would
it
would
have
a
small
cost
of
the
county,
but
it
would
be
very,
very,
very
small
in
comparison
to
everything
else
and
it
would
get
rid
of
some
of
the
leap,
frogging
and
finally,
I
believe
that
an
education
premium
is
needed.
The
comparable
jurisdictions
that
we
used
that
the
County
Museum
we
use
the
most
of
them
have
some
type
of
education
premium.
You
can
skip
this
slide.
H
So
our
arbitration
on
Financial
issues
was
set
up
to
be
non-binding.
H
H
Of
course,
I
would,
of
course,
but
I
also
believe
and
I
think
you
will
agree
that
had
the
police
department
and
fire
department
both
won,
and
you
were
looking
at
a
35
million
dollar
in
year,
One
cost
that
you
would
be
asking
us
to
go
back
to
the
table
and
renegotiate
and
that's
what
I'm
asking
from
you
guys
today
page
two
of
his
presentation.
It
gives
you
the
ability
to
order
us
in
the
county
back
to
the
table
to
come
up
with
a
better
solution.
Arbitration
in
this
case
was
baseball
arbitration.
H
One
side
wins,
one
side
loses
there's
no
meeting
in
the
middle
and
there's
a
lot
of
Middle
Ground
between
our
two.
Our
two
proposals
and
I
I
hope
that
we're
able
to
get
there.
Thank
you.
A
Mr
amazing,
thank
you
and
thank
you
for
any
of
your
colleagues
who
are
here
this
evening.
Thank
you
again
to
all
three
of
our
speakers
this
evening,
Ms
Jacobs.
Do
we
have
any
public
comment
speakers
on
this
issue
tonight.
A
We
do
not
thank
you
very
much
so,
as
noted
earlier,
the
board
will
not
take
any
action
on
tentative
agreements
or
on
that
good
faith
resolution
to
fund
the
outcomes
of
collective
bargaining
and
arbitration
until
our
December
meeting,
so
our
deliberations
will
hold
for
that
time.
We
do,
however,
have
an
opportunity
to
hear
from
both
our
representatives
of
the
employee
groups,
as
well
as
the
unions
as
well
as
management
and
Department
of
management
and
finance.
So,
colleagues,
if
you
have
questions,
we
do
have
this
opportunity
to
raise
them.
A
I'm
going
to
ask
just
one
clarifying
one,
perhaps
for
our
manager,
or
maybe
our
Labor
Relations
Council.
The
last
best
and
final
offer
system
or
baseball
arbitration.
Is
that
a
function
of
the
ordinance
or
was
that
a
system
of
arbitration
agreed
upon
by
the
two
parties
going
into
arbitration.
E
Okay,
my
name
is
Catherine
Naylor
I'm,
the
chief
of
Labor
Relations
officer
for
Arlington
County.
The
last
best
offer
scheme
is
basically
within
the
ordinance.
Okay
and
the
lra
that
was
appointed
basically
made
procedures
that
are
consistent
with
that
in
terms
of
the
last
best
offers,
and
that
the
arbitrator
must
pick
one
or
the
other
and
cannot
change
either
in
doing.
A
I
F
I
Have
a
slightly
longer
way
of
reaching
the
same
point:
I
am
very
much
listening
and
glad
to
have
both
all
of
the
presentations
and
I
think
before
saying
more
I
want
to
immerse
myself
and
dig
into
the
materials
thanks.
Thank
you.
J
Yeah
I
think
I
just
want
to
thank
everybody
for
coming
today.
You've
given
us
a
lot
to
think
about
and
appreciate
a
lot
of
the
words
and
the
service
of
everybody
here
and
I
appreciate
all
the
work.
That's
gone
for
our
staff
and
our
negotiators.
This
has
been
a
huge
lift
to
get
us
this
far
and
we've
got
a
ways
more
to
go
and
appreciate
where
we
are
now,
and
I
too
will
be
taking
some
time
to
think
through
what
we've
heard.
J
K
Thank
you,
madam
chair.
First
of
all,
thank
you
everybody
for
having
worked
so
so
so
hard
to
get
the
very
first
negotiation
going,
and
that
goes
also
the
other
part
of
the
negotiation.
I
I
really
appreciate
that
a
lot
of
things
to
think
about
here,
including
the
structural
nature
of
you,
know
a
a
step
system
versus
an
open
range
system.
So
we
will
have
to
think
and-
and
you
know,
study
very
carefully
the
outcomes
of
this
negotiation
in
the
arbitration.
Thank
you.
A
Agree:
Mr,
Karen,
Thomas,
I,
think
that
is
the
core
of
the
issues
before
us.
I
will
not
speak
long.
I
don't
want
to
subject
anybody
else
to
this
squeaking
voice,
but
I'll
thank
all
of
those
who
come
for
your
work
as
well.
I
just
want
to
know
because
we
will
be
less
likely
to
talk
in
December
about
the
non-economic
articles.
I
just
want
to
highlight,
as
I
think
was,
was
made
by
many
of
our
Representatives
this
evening
as
well
as
management.
A
And
so
we
really
I
really
appreciate
the
thoughtful
work
that
has
gone
by
the
union
Representatives
into
understanding
the
biggest
needs
and
demands
on
the
working
conditions
facing
your
colleagues
as
well
as
Management's
participation
in
those
conversations
to
ensure
and
that
those
articles
could
be
reached
by
resolution
or
in
a
few
cases,
arbitration.
A
We
appreciate
the
ongoing
conversations.
I
think
I
also
see
myself
again
with
Mr
Karen
Jonas's
comments.
The
point
about
the
migration
to
the
step
and
grade
system
I
think
is
the
the
the
topic
of
conversation
over
the
next
month,
as
well
as
possibly
in
future
three-year
negotiation
terms.
A
For
now
again,
thank
you
all
for
coming
out
I'm
going
to
move
that
we
close
the
public
hearing
on
items
37a
through
C
do
I
have
a
second
seconded
by
Ms
Garvey.
Unless
there
are
any
questions,
all
those
in
favor
of
that
motion,
please
say:
aye
aye,
aye,
Mr
Dorsey,
your
vote.