►
From YouTube: Police CLA Negotiations - Day 6
Description
Wednesday, Sept. 6, 2022 at 9:00 AM MDT
A
E
E
E
E
If
you
look
at,
if
we
just
cap,
our
current
lpo
rate
and
offered
by
the
city
was
five
percent
for
year,
one
that
would
mean
our
lpo
threes.
We
left
everything
the
same
and
took
five
percent
would
make
three
dollars
more
than
what
the
city
proposed.
Their
lpo5s
would
make
two
dollars
more
than
the
city
would
propose.
E
Lpo7S
would
make
a
dollar
23
more
and
lpo10s
would
make
an
additional
18
cent.
We
want
to
highlight
that
the
proposal
from
the
city
tops
out
pay
for
up
and
coming
members
throughout
the
years
to
step
j,
which
is
a
lower
top-end
rate
than
officers
potentially
could
make
currently
by
three
dollars
and
37
cents.
E
So
you
know
this
this
pay
proposal.
I
know
that
city
finance
did
a
lot
of
hard
work,
crunching
numbers.
We
appreciate
that,
but
I
think
there
is
a
big
misunderstanding
on
the
lpos.
They
don't
took
into
consideration
the
npo
pay
grades
and
there's
no
way
our
membership
is
going
to
take
a
reduction
in
pay,
given
current
cost
of
living
and
inflation
rates,
and
so
the
cities
they're,
the
unions,
going
to
reject
the
city's
proposal
for
pay
would
like
to.
E
Have
a
conversation
with
with
the
finance
people
real,
quick
and
get
a
better
understanding
of
some
of
the
numbers
that
you
guys
crunched
specifically
when
you
came
up
with
wage
rates
in
the
dollar
figures
and
percentages,
how
many
full-time
employees
did
you
calculate
in
that?
I
want
to
make
sure
that
we're
not
misunderstanding
the
number
of
personnel
involved
in
that.
So
maybe
we
can
explain
that
over
a
little
bit
for
me,
biff.
E
E
Yeah
because
our
our
concern
is
311,
is
the
department's
full-time
employee
rates,
which
includes
all
sworn,
which
is
not
all
union
members
that
includes
the
executive
staff
management
of
about
20
officers.
So
if
we're
using
the
311
number,
that's
going
to
skew
those
numbers,
if
we're
using
the
actual
sergeant
officer
sworn
numbers,
that's
going
to
be
the
most
accurate.
So
I
want
to
make
sure
that
we're
all
on
the
same
page,
perfect,
yeah,
great
question.
C
C
E
I
mean,
I
think,
I
understand
the
methodology
and
the
question
how
the
software
works
and
how
you
guys
are
calculating
it.
My
concern
is
that
there
might
be
errors
in
not
the
formulas
or
the
program
itself,
but
applying
the
proper
amount
of
numbers.
In
other
words,
if
we
have
a
100
sworn
officers
and
50
sergeants
and
20
lieutenants,
are
you
playing
the
170
versus
the
150
et
cetera
and
then,
additionally,
the
vacant
positions?
How
are
we
calculating
those.
C
The
city
applies,
what's
called
a
vacancy
rate
factor
as
well
and
so
based
on
historical
vacancy,
and
then
this
is
consistent
with
our
budget
development
philosophy
so
based
on
historical
vacancy
rates,
then
that
vacancy
rate
is
applied
in
any
particular
year
and
we
could
look
up
what
is
the
vacancy
rate
for
the
police
department?
If
that's
interesting
to
you.
E
Additionally,
maybe
justin
would
look
into
this
on
the
incentive
pays.
It
would
be
curious
to
find
out
the
numbers
that
were
used
to
calculate
how
many
people
were
in
certain
positions
et
cetera,
and
I
just
want
to
make
sure
that
we're
given
an
accurate
number
so
that
we
were
close
on
those
on
those
figures
yeah.
I
know.
E
C
E
E
E
A
E
E
E
F
B
E
That's
the
ratio
for
fully
staffed,
that's
based
on
the
311
full-time
employees,
ratio
and
so
there's
a
there's,
a
graph
on
on
page
four,
that
that
shows
where
we,
where
we
are
nationally
in
the
region
and
with
those
comparison
cities
meridian,
is
not
located
on
there.
We
had
a
hard
time
finding
they
they
are
growing
fast,
and
so
we
were
unable
to
get
solid
statistics
on
their
their
ratios.
E
E
A
A
They
were
charged
with
taking
into
consideration
the
city's
growth,
in
addition
to
the
need
for
officers
to
spend
more
time
with
the
community.
I
think
the
challenge
I'm
having
representing
the
city
is:
we
share
a
desire
to
expand
the
police
force,
but
with
budget
constraints,
it
is
unclear
to
me
if
the
priority
is
on
additional
officers
or
using
those
resources
to
compensate
the
one
we
once
we
have.
A
We've
talked
about
this
balance
before,
but
the
balance
of
expanding
the
police
force,
which
the
council
intends
on
doing
after
the
staffing
study,
is
conducted
with
a
limited
amount
of
resources,
we're
just
trying
to
figure
out
where
best
to
place
that
money.
So
I'm
interested
in
the
union's
position
on
the
need
to
grow
the
police
force
versus
using
the
available
money
on
the
current
officers.
We
have
because
the
city's
approach
is
very
similar
to
some
of
your
comments.
We
understand
the
workload.
A
E
I
I
appreciate
that
perspective
chief
washburn
and
I
think
that
there's
a
balance
that
needs
to
be
had
for
sure.
What
I
fear
is
what
boise
is
starting
to
become
and
is
trending
to
become,
is
a
place
for
officers
to
come
and
get
experience
and
for
us
to
spend
our
money,
training
them
and
then
to
leave
and
go
to
other
cities
and
then
we're
spinning
our
wheels
wasting
hundreds
of
thousands
of
dollars
on
officers
who
then
just
take
those
experiences
and
apply
them
to
other
citizens
in
other
communities.
E
And
we
have
been
the
benefit
of
that
in
the
past
due
to
our
increased
wage
compensation
and
benefit
packages
in
comparison
to
other
agencies
in
the
treasury
valley.
And
I
think
that
has
paid
well
for
us
when
we
can
exploit
those
officers
who
want
to
come
to
work
for
us
and
use
all
of
their
experience
and
training
to
make
good
police
officers
and
help
the
citizens
of
boise.
E
E
The
city
has
done,
which
is
outside
of
the
privy
of
this
administration,
two
staffing
studies,
one
through
northwestern
university
and
that
one
at
the
time
about
approximately
seven
years
ago
said
we
needed
70,
more
officers
on
the
street
and
several
several
more
sergeants
plus
detectives,
and
it
went
through
a
four-year
progression
which
led
us
to
about
100
more
officers
than
we
currently
had
at
the
time.
Now
we
have
grown
some,
probably
about
20
or
30
officers
since
that
period
of
time,
but
it
still
leaves
us
short.
A
D
A
The
with
an
amendment,
so
the
vacancy
rate
within
the
police
department,
was
such
that
even
if
we
added
more
ftes,
we
thought
we
were
unable
to
fill
those
vacancies,
so
we're
focused
on
filling.
I
think
it's
30,
I'm
close
the
30
vacancies
we
currently
have
as
foreign
officers
and
then
in
response
to
the
staffing
study
for
council
council
is
interested
in
doing
an
interim
budget
change
associated
with
the
information
that
comes
back
for
both
police
and
fire.
But
we
heard
the
union
and
the
officers
in
the
need
to
fill
the
vacancies
we
currently
have.
A
D
A
I
don't
know
the
nature
of
the
staffing
study
was
specifically
to
look
at
a
community
policing
model
where
the
city
from
the
past
has
just
been
looking
at
response
times.
So
I
think
the
city
is
being
very
intentional
to
try
to
address
the
workload
issues.
It's
my
understanding
that
the
workload
issues
are
the
primary
challenge
facing
the
department,
and
so
once
we
get
those
filled
and
we
get
the
staffing
study.
Information
back
we'll
have
a
better
understanding
of
where
the
city
should
invest
its
money.
Next
perfect.
D
So,
just
to
just
answer
your
question
from
earlier,
then,
chief
as
far
as
where
the
city's
looking
at
putting
money,
you
know
over
the
net
over
the
life
of
this
contract,
really
there
wouldn't
be
additional
positions
to
put
that
money
to,
on
top
of
the
fact
that
it
would
typically
for
an
officer
to
go
through
advanced
academy,
fto
and
actually
be
out
on
the
street
would
be
nearly
a
year.
So,
even
if
those
folks
were
identified
and
hired
today,
we'd
be
fy
24
before
we
have
additional
bodies
in
the
budget
needed.
D
G
G
E
E
E
E
E
E
Then
we
went
to
2016
and
32
cents
of
every
taxpayers.
Dollar
was
spent
on
public
safety
for
police
that
continued
in
17
and
18,
and
then
in
19
it
started
to
decline,
to
31.8
cents,
balanced
back
up
a
little
bit
and
to
31.9
and
20,
and
then
in
21
it
dropped
to
28.8
of
every
tax
dollar
and
has
dropped
to
26.9
for
fiscal
year
22..
E
A
A
So
I'm
wondering
if
you've
included
the
funding
we
got
associated
with
copic
relief,
the
funding
associated
with
arpa
and
other
federal
programs
in
which
public
safety
was
was
not
considered
a
recipient
for
those.
Your
timing,
just
generally
when
this
decline
is
on,
I
don't
know
which
slide
this
is
for
every
tax
dollar
with
the
chart
seems
to
correspond
to
the
city
receiving
large
federal
grants.
E
So
these
are
from
the
city's
budget.
These
pie
charts
are
from
the
city's
published
budget
from
every
year.
These
are
not
pie,
charts
that
we
created
these
are
pie,
charts
that
we
took
from
the
actual
city
budget,
the
publish
city
budget,
annual
city
budgets
and
I'm
not
really
sure
if
they
included
any
kind
of
federal
granting
funds
or
not.
E
E
However,
it's
it's
just
showing
a
eight-year
trend
and
I
can't
speak
to
why
there
was
a
decline
starting
in
2015
and
kind
of
slowly
trending
down
specifically
related
to.
If
you
look
at
the
16
total
expenditures
and
total
revenues
for
the
city,
you
can
see
that
that
increase
is
greater
for
the
city
than
it
is
for
the
police
department.
E
A
I
I
can't
tell
from
this
information,
so
I
don't
know
what
happened
in
2015.
You
all
are
in
a
better
position
of
understanding
that
I
just
question
which
revenues
these
are
and
I'm
sure
these
pie
charts
are
public
information,
but
I'm
missing
the
asterisk.
That
explains
what
revenue
this
is
based
off
of.
A
E
A
I,
if
the
pie
charts,
are
ours
and
I'm
talking
about
the
graph.
What
I'm
trying
to
get
at
is
has
the
city-
and
I
don't
know
the
answer
to
this-
maintained
investment
in
public
safety
and
given
more
to
fire
than
police
or
what's
the
relationship
between
the
two
public
safety
entities?
From
from
your
perspective,.
E
I
think
there
was
a
period
of
time
where
the
increases
occurring
to
the
fire
department
were
different
than
the
increases
coming
to
the
police
department.
I
think
that
from
our
perspective
did
occur
to
some
degree,
I
can't
speak
to
the
nature
of
their
needs,
whether
they
needed
more
money
than
we
needed,
et
cetera
on
a
percentage-wise.
E
As
far
as
the
city
goes,
we
run
24
hours
a
day,
365
days
a
year,
and
so
those
operating
costs
come
come
at
a
high
price,
and
I
understand
that
we're
expensive.
I
think
the
citizens
support
the
police
department.
I
think
the
citizens
have
a
good
relationship
with
our
members
in
our
police
department
and
I
think
that
comes
at
a
cost
to
some
degree,
and
I
think
it's
something
that
our
citizens
still
care
about
and
want
moving
forward.
A
A
A
A
E
D
A
B
H
Can
I
just
make
a
quick
comment:
I'm
just
looking
at
the
last
slide,
the
one
that
shows
the
police
expenditures
per
year
from
2016
to
2023,
and
when
I
look
at
that
it
appears
the
last
two
years.
The
police
expenditures
have
gone
up,
seven
million
dollars
each
year,
whereas
the
previous
years
it
would.
It
was
anywhere
from
two
to
four
million,
and
so
to
me
this
reflects
that
the
city
has
made
a
significant
contribution
to
police
the
last
couple
of
years.
Am
I
missing
something
well.
E
I
think
our
concern
is
that
the
revenue
growth
comparison
to
the
police
department,
growth
that
the
priority
of
the
city,
they
may
be
placing
their
priorities
in
different
locations
with
their
financial
obligations,
and
so
we
we're
not
arguing
that
the
budgets
have
an
increase
and
we're
not
arguing
that
the
budgets
haven't
increased
over
the
last
two
years.
I
think
what
we're
trying
to
point
out
is
that
the
city's
revenue
and
budget
has
expanded
at
a
certain
level,
and
we
want
to
make
sure
that
we're
being
considered
as
a
priority
in
that
expenditure.
A
E
E
E
We
should
have
working
here
and
there
were
some
lean
times
specifically
back
in
the
early
2010,
11,
12
and
13
for
the
city,
where
the
union
took
no
pay
raises
and
at
the
behest
of
the
city's
budget
and
are
willing
to
work
earnestly
with
the
city.
But
we
want
to
know
that
the
city's
growth
has
has
expounded
substantially.
As
everybody
knows,
and
with
that
we
we
want
to
make
sure
we're
keeping
pace
with
that.
E
And
so
we
just
want
to
make
sure
that
we're
keeping
trend
on
that
and
we're
keeping
eye
on
that
and
that
the
citizens
are
aware
of
it
and
that
the
city
is
aware
of
it
and
that
we're
being
treated
appropriately.
So
we're
not
we're
not
saying
that
the
last
two
years
have
been
a
poor.
We
just
want
to
make
sure
that
we're
training
with
the
city's
growth.
D
And
I
think
adam
we're
talking
about
two
different
things:
you're
talking
dollar
amount
of
our
budget
increase.
What
we're
saying
is
the
percentage
of
the
increase
that
the
city's
revenues
have
is
a
greater
percentage
than
our
police
budget
has
increased
if
that
makes
sense.
So,
yes,
the
the
budget
has
gone
up,
but
the
city's
revenue
budget
has
gone
up
by
a
greater
amount
than
that
right.
Yes,
okay,.
E
We
really
have
to
have
a
conversation
about
this
and
trying
to
figure
out
and
get
this
squared
away.
What
we're
asking
for.
Essentially,
if
you
go
down
to
the
bottom,
the
last
page
is
eight
percent.
In
year,
one
a
six
percent
in
year,
two,
a
post
certificate
pay
of
one
for
an
intermediate
one
percent
for
intermediate
two
percent
for
advanced
three
percent
for
master
in
a
non-compounding
fashion.
E
Four
percent
incentive
for
detective
pay,
two
percent
for
wearing
body
camera
for
patrolling
cod,
the
same
sick
leave,
information
and
same
detective
on-call
pay,
and
if
you
go
back
up
as
a
quick
summary,
because
I
know
you
guys
are
going
to
have
to
do
your
calculations
and
and
look
at
these
things,
I
really
want
to
talk
about.
We've
expanded
this
pay
scale
from
a
to
to
j
in
a
different
way
than
the
city
has
done
it.
E
And
so
the
biggest
thing
is.
We
want
to
have
a
conversation
about
the
lateral
pay,
and
so,
as
you
as
you
look
at
that,
we
want
to
bring
the
lateral
pay
in
at
step
edward
and
we
want
to
for
lpl
zeros.
And
then
we
want
the
lpo3s
to
start
at
step
g
as
in
george
and
the
sevens
will
start
at
eight
h,
which
would
be
pretty
much
where
they
where
they
are
now
and
tens
would
start
at
step.
E
E
You'll
notice
in
here
that
there
is
no
corporal,
the
union
is
no
longer
interested
in
having
corporal
as
a
supervisory
rank.
We
think
that
it's
a
way
to
save
money
and
we'd
rather
have
money
in
our
members
pockets
and
we're
trying
we're
trying
to
help
the
department
out
with
that
concept,
but
I
think
the
cost
of
it
or
something
our
membership
is
uninterested
in
currently,
and
so
there
is
no
corporal
in
this
system.
E
If
you
go
down
to
page
two
or
the
page
three,
I
guess
it
is
you'll,
see
the
sergeants
pay
grades
and
you'll
notice
that
they
are
pretty
close
to.
We
put
them
in
reverse
order,
but
they're
pretty
close
to
what
the
city's
proposal
was
for
year.
One
they're
not
very
far
off
a
little
bit
more
off
on
year,
two,
and
so
you
would
start
as
a
sergeant.
You'd
have
four
pay
grades
instead
of
five
and
basically
took
those
four
current
pay
grades
and
added
eight
percent
to
it.
E
E
I'll
give
you
an
example:
we
had
an
officer
come
here
from
an
organization
the
following
year,
an
officer
with
less
experience
than
him
from
that
same
organization
was
brought
in
at
a
higher
pay
rate
and
so
very
frustrating
for
that.
Member
that
he's
making
less
money
if
he
would
have
just
not
come
here
a
year
earlier,
he
would
he
would
be
making
more
money
today
than
he
was
then
so
with
this
proposal.
E
A
E
E
E
A
I
appreciate
that
back
to
lateral,
so
that,
in
order
for
me
not
to
get
lost
in
the
numbers,
what
is
it
is
it
equity?
Is
it
consistency?
What
is
the
union's
goal
associated
with
lateral,
so
we
obviously
need
them
right
to
fill
the
vacancies
of
the
police
force,
but
I'm
a
bit
lost
in
the
numbers.
So
it's
easier
for
me
to
understand
the
goal
of
the
union
in
the
lateral
space.
E
So
I
think
it's
critical
on
the
recruiting
side,
and
I
do
think
that
boise
is
a
unique
organization
in
that
we
probably
have
somewhere
between
50
and
60
of
our
members
that
were
lateral,
some
of
them
from
the
state
of
idaho,
some
of
them
from
other
states,
and
I
think
we
gleaned
a
lot
of
experience
and
diversity
related
to
that.
And
I
think
that
it's
important
to
carry
that
on
as
well
as
generate
new
new
blood,
because
we're
constantly
that
diversity
breeds
a
good
culture
and
good
ideas.
E
The
problem
with
that
is
we
we
it's
very
subjective,
very
subjective,
and
so,
when
you
have
a
member
come
from
the
same
organization
who's
making
less
than
a
member
who
came
from
that
same
organization.
It
causes
a
lot
of
internal
strife
and
it
causes
problems.
And
so
we
want
to
remove
the
ability
of
the
chief
to
do
that
and
we
basically
just
want
to
bring
them
in
in
a
consistent
fashion
where
it
doesn't
matter.
E
At
that
rate,
they
could
be
given
credit
for
five
or
more
between
five
and
seven
or
every
five
and
seven,
and
so
we're
really
trying
to
create
a
system
that
is
equitable
and
non-biased,
and
so
taking
the
subjectivity
away
from
management
and
putting
it
into
a
a
formula
or
a
standard
step
pay
grade
step.
I
think
it
also
will
help
on
the
recruitment
side,
because
laterals
will
know
what
their
pay
would
be
if
they
decided
to
come
here
and
as
they're
in
that
process.
What
it's
what
would
come
here?
E
E
We
want
to
make
a
system
that
is
unbiased
and
we
want
people
to
be
able
to
transparently
understand
where
they
would
come
in
pay
wise,
based
on
their
current
experience
and
so
with
our
new
scale,
because
the
original
numbers
are
based
on
npos
and
there's
different
levels.
Lpo
pay
is
different
than
npo
pay,
and
so
there's
some
nuances
to
it.
E
For
example,
like
an
lpo3
is
going
to
make
more
money
than
an
npo3,
and
so
I
can't
just
take
a
percentage
and
add
it
to
pay
grade
3,
because
that's
an
inequitable
thing,
so
what
we'd
like
to
do
is
convert
them
in
this
rate
is,
and
that's
why
we
put
it
on
here
so
lpo
zeros
would
come
in
at
this
could
be
converted
at
this
rate.
Lpo3
would
be
converted
at
this
rate.
Fives
would
be
converted
at
this
rate,
and
tens
would
be
converted.
At
this
rate.
E
A
Well,
what
I'm
struggling
with
is
removing
the
discretion
from
the
chief
at
the
at
the
end
of
the
day.
You
I
mean
we
pay
the
chief
for
his
discretion,
so
you
can't
remove
entirely
his
discretion.
I'm
just
wondering
the
judgment
behind
removing
the
discretion
versus
letting
a
formula
decide
the
quality
of
someone's
experience
coming
into
the
department
like
have
you
had
any
discussions
about
that
balance,
because
sometimes
you
get
what
you
ask
for
and
then
you
don't
like
it
in
the
end,
that's.
E
So
when
you
hire
a
new
police
officer,
it's
always
a
risk.
You
try
to
hire
good
people.
You
try
to
train
them.
You
screen
them
they're,
going
to
be
a
good,
employee
or
they're,
not
just
like
any
other
business
that
holds
true
with
people
that
come
from
other
city
entities.
If
you've
got
a
parks
person
that
came
from
another
city
who
are
trying
to
figure
out
how
good
of
a
person
they
are,
they
do
have
experience
in
that
relevance.
They
may
be
a
good
employee.
They
may
not
be
a
good
employee.
E
E
E
If
you're
you
know,
you
can
be
brought
in
at
different
levels
depending
on
your
experience,
but
it
is
pretty
hard
to
quantify
what
the
police
department
is
in
a
in
an
area
and
what
kind
of
work
they
do.
If
you
just
look
generally
here
what
officers
do
in
garden
city
what
they
do
native
county,
what
they
do
in
meridian,
you
can't
just
go
off
of
size
of
agency.
E
E
This
is
a
40,
I'm
just
making
up
numbers,
but
40
man
observation,
which
one
has
more
experience
and
I
think
that's
pretty
challenging
to
do
and
then
and
then
you
look
at
the
education
side
and
then
it
becomes
unequitable
for
new
officers
who
may
have
those
kinds
of
education
and
certifications
that
they're
being
not
paid
for,
but
laterals
are
being
given
increased
credit
for.
So
it's
it's
a
problem.
E
We
can't
just
convert
them
at
a
lp-03
is
going
to
be
a
three-year
officer
like
you
like,
I
showed
you
earlier,
we'll
have
pay
losses
and
that
will
never
get
accepted
by
our
membership,
and
so
we
figure
that
this
is
a
fair
way
to
convert
them
and
by
posting
it
this
way.
I
think
it
would
help
biff
work
with
jody
and
determine
okay.
We
have
this
many
lpo3s
if
we
brought
them
in
at
this
rate,
you'll
have
a
better
idea
of
what
that
will
actually
cost.
F
So
I
do
want
to
just
address
the
lpo
on
the
previous
city
proposal,
so
it
was
not
our
intention
to
necessarily
just
crosswalk
lateral
officers
into
step
c.
So
when
we
were
costing
it
out,
we
were
looking
at
the
step
that
would
have
provided
at
least
some
sort
of
increase
for
the
officer,
and
we
are
interested
in
moving
towards
a
time
and
grade
as
opposed
to
length
of
service
with
the
department
to
help
sort
of
lateral
officers
understand
at
what
point
they
would
move
through
each
of
these
steps.
E
Yeah,
no,
I
I
understand
that
that
was
not
the
intention.
I
just
think
that
there's
confusion
related
to
these
three
crazy
pay
scales
and
it's
really
hard
to
work
through
and
so
much
hard
to
work
through
that
when
people
come
to
work
for
us
that
are
laterals,
they're
being
told
one
thing,
but
contractually
it's
something
else,
and
it's
very
confusing.
It's
very
confusing.
E
I
mean
we
just
spoke
to
members
that
came
in
here
as
lpo10s
two
years
ago.
They
thought
they
were
going
to
get
a
a
pay
raise
in
january
and
that's
not
how
the
contract
reads,
and
so
I
we
understand
that
it's
very
confusing.
I
I,
I
didn't
think
you're
trying
to
cut
pay
for
more
guys.
I'm
not
I'm
not
trying
to
put
that
intention
on
you,
but
that's
the
problems
that
we
have,
and
so
we
we
absolutely
have
to
fix
them
and
we're
determined
to
fix
them
so
going
forward.
E
So
I
guess
I'm
kind
of
confused
a
little
bit
when
you
say
time
and
grade
or
years
of
service,
because
the
way
the
proposal
was
originally
made
by
deputy
chief
brooks
was
step.
A
is
one
year
step.
Two
you
go
to
two.
You
know,
step
b,
you
go
to
two
years,
three
et
cetera,
et
cetera,
so
maybe
I'm
a
little
confused,
because
that
is
based
on
years
of
service,
and
I
know
that
the
the
chief
the
department
do
does
not
necessarily
agree
with
paying
people,
because
they've
worked
here
for
a
long
time.
E
F
So
I
think
when
we
first
presented
the
proposal,
we
had
created
the
crosswalk
against
the
npo
schedule,
and
so
that
would
assume
it
was
a
brand
new
police
officer.
So
it
is
a
little
bit
easier
to
talk
about
like
the
service
with
the
department
under
the
previous
proposal.
The
intention
was
that
the
chief
would
still
have
some
discretion
at
choosing
what
step
an
office
a
lateral
officer
came
in
at
so
it
could
be
step
d
or
whatever
the
case
might
be,
and
that's
where
the
time
and
grade
comes
into
play.
E
E
A
little
bit,
I
think,
you're
you're
kind
of
mischaracterizing
a
little
bit.
The
union
told
the
chief
that
if
he
brought
in
people
at
super
high
pay
rates
that
he
was
going
to
undermine
some
morale
because
other
guys
who
have
similar
experiences
were
not
compensated
for
it.
At
the
same
time,
we
told
the
membership
look.
Cost
of
living
have
increased
previous
administrator
brought
people
in
at
a
different
rate.
E
I
we're
not
blaming
the
current
chief
for
what
he
decided
to
do,
but
now
the
sudden
we've
turned
tail
on
that,
and
I
just
I
don't
know
how
you
don't
deal
with
that
in
the
future
and
having
that
kind
of
system
where
I
know
the
chief
comes
in
or
maybe
this
chief
is
like
wow.
That's
a
lot
of
experience.
E
We're
gonna
pay
you
this
and
then
that
causes
some
commotion
and
waves,
because
it's
subjective
and
because
it
looks,
can
be
looked
as
biased,
and
so,
if
we
have
a
system
where
it's
standardized
it
takes
that
away,
and
I
don't
necessarily
know
exactly
what
that
is.
But
I
know
it
needs
to
be
competitive
with
meridian,
and
I
know
that
it
needs
to
be
fair
and
apply
the
least
amount
of
bias
possible.
G
Now
I
understood
that
and
I
I
believe,
that's
you're
kind
of
getting
what
I
was
saying
that
someone
was
brought
in
and
then
the
union
came
and
complained
and
said
if
you
keep
bringing
people
in
at
this
pay
rate,
you're
going
to
reduce
morale,
and
then
people
were
brought
in
at
the
lower
pay
scale.
I
also
believe
that
there
was
discussion
about
a
formula,
because
if
I
understand
what
I
heard
you
say
earlier
is
that
you
feel
that
anybody
at
any
police
department
with
the
same
number
of
years
on
should
be
paid
equally.
G
So
there
was
that
discussion
and
I
think
the
union
was
open
to
providing
some
sort
of
formula
that
allowed
the
chief
to
have
parameters
to
work
within
and
then
utilize
that
to
bring
in
people
at
a
pay
rate
commensurate
with
their
true
level
of
experience.
Not
just
the
years
of
service
they
have
on
at
a
particular
agency,
so.
G
No
so,
but
that's
also,
but
but
we're
also
not
talking
about
so
an
entry
level
can
come
in
and
they're
going
to
be
brought
in
at
the
basic
pay
rate
for
an
entry-level
person,
a
lateral
police
officer.
If
you're
going
to
attract
laterals
like
you're
talking
about
there
needs
to
be
some
level
of
incentive
to
take
the
experience,
recognizing
that
these
people
are
going
to
take
less
time
to
train
and
they're
going
to
bring
professional
experiences
to
the
table.
D
So
I
think
the
the
issue
we
run
into
chief
is
and
I'll
use,
chiefly
as
an
example.
He
came
from
portland,
so
he's
not
familiar
with
idaho
agencies
how
idaho
agencies
are
set
up.
So
if
you're
going
by
agency
size,
I
lateral
here
from
twin
falls:
police
department-
I
did
more
in
a
year,
call
load
wise
and
exposure
to
calls
in
a
year
in
twin
than
you'll
do
in
five
in
boise.
At
that
time,
that
was
20
years
ago.
It
may
be
changed
now.
D
So
I
think
if
you
say
we're
just
going
to
go
by
agency
size
and
you
have
an
administration-
that's
not
familiar
with
idaho's
agencies
and
what
the
call
loads
are
in
different
places
in
the
state
you're
going
to
end
up
shorting
and
now
we're
losing
those
recruits
from
twin
falls:
pde
pocatello,
pd
sure
that
are
very
busy
and
to
denny's
point
garden.
City
pd,
that's
been
a
a
very
good
recruiting
in
the
past
location.
For
us
they
get
really
good
experience
in
a
very
short
period
of
time,
and
so
we
can
recruit
those
officers.
D
But
I
think,
what's
problematic
is
when
we
have
the
chief
and
no
offense
to
you
or
the
chief,
but
a
chief
and
a
deputy
chief
that
have
come
from
other
states
that
aren't
familiar
with
idaho
and
what
the
exposure
is
here,
and
I
would
even
argue
I'll
be
honest,
I'm
a
idaho
kid.
So
I
look
at
things
very
much
through
the
idaho
lens,
but
even
small
agencies,
elmore
county
sheriff's
office,
you
have
a
deputy
that
works.
D
Two
hours
is
his
closest
backup
up
in
pine
and
featherville,
so
his
ability
to
communicate
talk
to
people
relate
with
the
community
is
far
superior
to
an
officer
from
portland
or
seattle
or
la
or
any
of
those
types
of
places,
and
so
I
think
it's
really
hard
to
quantify
unobjectively
what
your
experience
is.
So
our
intent
is
this
levels,
the
playing
field.
D
It
gives
credit
to
those
guys
coming
from
agencies
that
maybe
don't
get
the
credit
they
deserve,
and
so
I
think
we're
we're
making
it
very
easy
here
and
it's
lessening
and
reducing
the
amount
that
we
then
have
to
explain
to
members.
Why
a
guy
that
came
from
portland
that
maybe
has
never
done
a
homicide
investigation
is
worth
more
than
a
guy
that
came
from
jerome
county
who's
investigated
three
homicides
from
receiving
the
call
to
putting
the
guy
in
jail.
G
Okay,
and
just
so
that
I
can
be
clear
one,
I
don't
think
the
chief
has
made
any
decision
in
a
bubble
without
confirm
with
other
people
without
doing
his
research
to
determine
what
an
agency
level
of
experience
is,
and
then
two.
I
also
want
to
make
sure
that
at
no
point
did
we
ever
say
that
a
decision
was
going
to
be
made
based
solely
on
the
size
of
the
agency.
E
E
E
This
conversion
has
to
do
with
the
members
working
here.
I
do
think
that
the
the
lateral
pay
that
we
recommended
on
our
first
proposal,
which
is
the
exact
same
as
meridian
police
departments,
does
have
some
discretion
for
the
chief.
But
you
know
when
we
get
a
new
chief,
he
may
be
completely
unfair
and
pay
everybody
out
of
the
lowest
pay
rate
just
to
save
money
right,
and
so
we
have
to
look
beyond
our
current
administration,
we're
trying
to
protect
our
members
to
down
the
road
memberships,
our
management
personnel.
E
We
are
open
two
systems
we
proposed
originally
the
50
credit,
given
some
discretion
with
some
things
we
give
provided
the
meridian
one,
but
we
have
to
fix
this
problem
somehow
so
we're
we're
open
to
ideas,
but
it's
it's
a
problem
that
needs
to
be
fixed.
If
we're
going
to
come
to
a
contract
resolution.
D
Well-
and
I
I
think
it's
appropriate
to
note
as
well
kind
of
that
as
far
as
other
departments
in
the
city.
Obviously
we
don't
we're
not
familiar
with
their
work
and
what
they
do,
but
should
be
unfair
for
us
to
to
really
say
whether
it's
the
same
or
not,
but
if
we
look
at
national
best
practice
when
you
look
at
other
agencies
across
the
country,
there's
not
really
discretion.
D
On
the
majority
of
the
agencies
that
we've
found,
the
chief
has
to
bring
people
in
it's
it's
a
fixed
pay
scale.
If
you
look
at
recruiting
ads,
it's
a
fixed
pay
scale.
This
is
what
you
come
in
at
with
this
level
of
experience,
so
so
we're
just
trying
to
kind
of
match
up
what
is
some
national
best
practice
as
well
from
what
we're
seeing.
H
E
E
D
Well
and
adam,
I
think
it's
it's
fair
to
point
out
on
the
cameras
as
well.
It's
a
little
bit
of
a
different
tool
than
anything
else.
We
carry
in
the
sense
that
there's
ability
to
get
into
somebody's,
very
personal
life
and
the
department
has
even
admitted
there's
been
issues
with
cameras
being
automatically
activated
in
locker
rooms
in
bathrooms.
D
Things
like
that,
because
the
technology,
that's
there,
our
current
body
cameras,
there's
technology
there.
The
city
has
not
purchased
it
yet,
but
there
is
technology
there
for
supervisors
to
just
remote,
activate
that
body
camera.
So
I
could
be
on
the
phone
having
a
private
conversation
with
my
spouse,
a
medical
conversation
for
example,
and
that
camera
could
get
turned
on
and
record
that
conversation.
So
we
feel
like
it's
more
than
just
a
typical
working
condition.
It
actually
has
the
potential
to
get
into
somebody's,
very
personal
and
private
life
as
well.
G
And
then
I
just
want
to
make
sure
I'm
clear
those
inadvertent
activations
in
the
locker
room,
that's
due
to
human
error
for
not
putting
it
in
a
snooze
mode,
which
is
what
we
require
or
what
we
ask
people
to
do
when
they're
in
those
situations
in
which
the
camera
doesn't
need
to
be
activated.
There
is
a
manual
way
which
individual
officers
can
put
the
camera
on
snooze,
which
would
avoid
that
inadvertent
activation.
Is
that
correct?
So.
D
E
Yeah,
any
anything
technology
can
and
take
a
turn
or
anything.
Mechanical
can
take
a
turn
that
yeah
there's
human
error,
but
nobody's
gonna
be
perfect,
and
so,
especially
during
a
busy
day
a
hectic
day
when
you're
hustling
around,
and
so
those
issues
do
come
up
and
they
have
the
potential
for
coming
up
as
well.
As
you
know,
you
know
inadvertently
having
it
on
and
and
things
come
come
about
conversations
with
people
etc.
E
So
there
is
a
bit
of
an
inconvenience
to
it.
It
has
changed
to
some
degree
the
way
we
have
to
operate.
You
know,
because
we
we
have
to
focus
on
getting
that
turned
on
during
a
hot
call
which
diverts
my
attention
from
potential
risky
things
you
know.
So,
when
I'm
driving
down
the
road,
I
got
to
try
to
do
this
before
I
get
on
scene
of
an
emergency
call
or
a
life-threatening
call.
E
So
there's
a
lot
to
it.
We
discussed
this
already
once
you
know,
I
think
it's
a
big
inconvenience,
it's
a
necessity
in
law
enforcement
today.
I
think
it's
a
good
thing,
but
it's
also
an
inconvenience
I
mean
wearing
a
body
body.
Armor
is
necessity.
It's
inconvenience
right,
and
so
it's
just
one
of
those
things
that
we're
requesting
to
be
compensated
for.
G
E
G
E
We
we
didn't
do
the
research
on
that,
so
it's
not
like.
I
said
it's
a
it's
a
working
condition.
We
proposed
some
restrictions
on
those
working
conditions
which
were
denied
by
you
guys,
and
so
we
abandoned
those
protections
from
our
members,
and
so
we
feel
that
it's
relevant
to
ask
for
pay.
Instead,.
A
I
think
it
would
be
helpful
if,
if
you
would
go
over,
I
know
there
were
some
questions
from
the
union
in
the
beginning
of
the
meeting,
and
then
the
city
wanted
the
opportunity
to
respond
to
some
of
this
information
just
to
make
sure
we
have
it
all.
Do
you
have
notes
from
earlier
with
questions
from
the
union.
F
B
A
In
addition
to
that,
the
city
would
like
the
opportunity
to
look
at
the
city's
investment
in
the
department,
as
it
relates
to
the
growth
of
the
budget.
Overall,
we'll
take
a
look
at
those
pie,
charts
and
make
sure
at
least
I
have
an
understanding
of
what
revenue
those
are
based
on
and
I'm
looking
to
see
if
there
was
anything
else.