►
From YouTube: Police CLA Negotiations - Day 5
Description
Wednesday, August 24, 2022 at 8:30 AM MDT
A
All
right,
good
morning,
everyone,
this
is
this
meeting-
is
the
continuation
of
the
contract
labor
negotiations
with
the
boise
police
union
for
the
record,
I'd
like
everyone
to
go
around
and
introduce
themselves,
and
then
also
we
have
three
people
virtually
today.
My
name
is
courtney
washburn,
I'm
the
chief
of
staff
for
the
city
of
boise,
jamie.
A
Thank
you
everyone,
so
I
believe
it's
the
city's
intent
to
return
the
cost
analysis
we
did
on
your
last
proposal.
Then
we
intend
to
do
our
presentation
on
wage
and
benefit
comps
and
then
I
believe
the
city
will
be
in
a
position
to
provide
a
counter
proposal.
So
that's
our
plan
for
the
morning.
If
that
works,
for
you
all
right
great
with
that,
I
think
I'm
handing
it
over
to
biff.
G
Great,
thank
you,
courtney,
so
we've
crunched
the
numbers
on
your
proposals
and
we'll
drop
that
document
into
the
shared
folder
I'll.
Let
eric
speak
to
the
or
just
and
speak
to
the
first
couple
of
slides
and
then
I'll
speak
to
the
the
final
slide
in
that
presentation
in
dc
brooks.
Would
you
like
me
to
drop
that
in
yes,.
H
A
G
C
C
C
We
then
took
certain
the
pay
scales,
the
pay
grades,
et
cetera
from
your
proposal
and
went
through
those
so
we'll
get
to
that
in
a
moment.
But
on
this
first
slide
we're
essentially
outlining
that
within
questica
we
were
able
to
cost
out
your
base
salary.
Your
certification
pay,
your
viba
and
your
incentive
on
the
next
slide
I'll
dive
into
that
a
little
bit
more
detail.
C
But
there
were
certain
proposals
as
well
that
we
weren't
necessarily
able
to
cost
out
in
question,
so
we
did
outside
of
our
our
budget
system,
which
would
be
through
excel.
So
the
sergeant
admin,
the
shift
differential,
the
sick
leave,
the
sou
bank
and
the
fto
proposals
and
for
those
proposals
we
utilized
outside
data
sources
from
within
the
city,
so
payroll
records,
specialty
team
schedules
and
time
records
to
be
able
to
understand
implications
of
weekend
staffing,
etc.
C
So
we
just
wanted
to
highlight
the
two
methodologies
that
we
utilized
and
then
I'll
go
into
a
little
bit
more
detail
on
the
next
slide,
which
is
the
quest
capabilities
of
how
we
actually
built
this
out
in
the
software.
We'll
keep
it
pretty
high
level
if
there
are
further
questions,
we're
happy
to
go
into
them
on
our
methodology,
but
just
wanted
to
outline
which
proposals
we
utilize
question
for
and
which
ones
we
used
excel.
For
so,
if
we
go
to
the
next
slide,
this
is
at
a
high
level
how
we
outline
things
in
questica.
C
So,
as
I
mentioned
before,
we're
able
to
utilize
a
position
based
budgeting
in
questica
which
allows
for
that
position
by
position
costing,
and
so
we
started
with
our
fiscal
23,
budgeted
positions
that
have
budget
authority
and
what
we
then
did
was
we.
We
took
the
pay
grades
and
the
ranks
for
the
sergeant
sergeant,
corporal
police
officer
and
the
applicable
base
rates
that
were
provided
in
the
proposal
and
uploaded
those
into
the
software.
C
So
it's
able
to
handle
the
salary
calculations
by
position
and
then,
on
top
of
that,
the
system
is
also
able
to
generate
certain
benefit
implications,
so
I
think
percy,
tax
health
care
based
on
the
salary
numbers
that
were
generated
on
the
proposal
and
within
the
system
as
well.
We're
also
able
to
adjust
the
benefit
levers
so
think
of
the
viba
percentage
proposal
that
you
outline
we're
able
to
change
those
percentages
in
the
system
and
see
an
individual
cost
implication
for
each
employee.
C
There
are
additional
things
that
questica
is
able
to
do
so.
We
were
able
to
cost
out
the
specialty
team.
The
incentive
pay
the
certification
pay
within
the
system
as
well,
so
we're
able
to
assign
individuals
to
applicable
teams
and
the
pay
rates
based
on
the
proposal
to
also
generate
those
cost
implications.
C
So
I
know
that
there's
a
lot
of
things
that
are
happening
behind
the
scenes,
but
we
thought
it
might
be
helpful
to
ground
everybody
first,
in
the
apologies
happy
to
take
questions
on
the
assumptions.
Otherwise
I
can
turn
it
over
to
biff
to
walk
through
kind
of
the
high
level
summary
of
the
actual
cost
implications.
G
Sounds
great,
thank
you
justin.
So
if
we
can
roll
to
slide
number
three
you'll
see
a
summary
presentation
of
the
cost
implications
and
christine,
if
you
could
do
me
a
courtesy
you're
in
the
room,
if
any
of
my
presentation
gets
jumpy
or
if,
if
my
internet
connection
isn't
stable,
if
you
could
just
send
me
a
team's
message,
then
then
I'll
stay
in
tune
with
that.
G
So
we
did
our
due
diligence
to
look
at
police
department
personnel
budget
authority
in
the
current
year,
so
there's
a
column
for
current
year,
there's
a
column
for
year,
one.
So
that's
total
estimated
cost
in
fiscal
year
23
assuming
each
of
those
proposals
went
through
then
projected
fiscal
year.
23
cost
is
the
difference
between
the
current
year
and
the
projected
cost
in
year.
One
and
then
the
percent
increase
would
represent
the
percent
increase
in
fiscal
year
23.
G
So
if
you
look
at
current
budget
authority
associated
with
police
personnel
that
49
million
758
000,
I
want
to
ground
us
in
in
what
that
number
really
consists
of.
So
it
does
not
include
the
health
contributions
that
the
city
is
making
for
union
medical
dental
and
it
does
not
include
either
that
number
nor
the
year
one
number
we've
netted
out
one-time
swings
in
personnel
costs
of
think
new
ftes
that
were
added
that
wouldn't
be
consistent
between
the
two
years
or
training
budget
authority.
That's
been
shifted.
G
So
you
know
when
you
take
the
proposals
into
consideration,
that
that
constitutes
roughly
a
13.5
percent
increase
in
the
budget
dollars
that
would
be
flowing
into
the
the
police
personnel
budget
and
one
quick
reminder:
when
you
submitted
your
proposal.
You
had
steps
for
the
police
officer
ranks.
You
also
had
steps
and
wage
rates
listed
for
the
sergeant
pay
rates.
G
You
did
not
have
rates
listed
for
the
corporal
rank,
and
so
we've
we've
done
our
due
diligence
to
fill
in
the
blanks
between
the
police,
officer
and
sergeant,
and
so,
if
you'd
like
to
see
more
detail
on
what
were
those
rates
and
how
did
that
pan
out?
We
could
share
that
with
you,
but
once
all
of
that
was
filled
in
that's
the
impact
in
fiscal
year
23
and
then,
as
you
jump
from
fiscal
year
23
to
fiscal
year
24,
it
jumps
an
additional
seven
percent,
I'm
so
I'll
pause
there.
D
Thank
you
biff.
I
think
we'll
wait
to
see
the
counter
proposal
before
we
look
at
the
dollar
figures
on
the
corporal
side.
So
I
appreciate
you
taking
the
time
to
fill
those
in
and
kind
of
get
a
ballpark
financially
on
that
and
we'll
just
wait
and
see
what
the
city's
proposal
is
and
then
maybe
we
can
get
in
the
weeds
on
that.
So
thank
you.
A
G
So
setting
that
one
aside,
you
know
the
others.
The
costs
are
reflective
there.
So
if
there
was
a
fiscal
year,
if
there's
a
current
benefit
in
place,
for
example,
viba
we'll
focus
on
that
line,
we
estimated
you
know
how
much
budget
authorities
attributable
to
the
police
contract
employees
in
the
fiscal
year,
22
budget,
277,
000
and
then
based
on
the
net
impact
of
your
proposal.
So
both
growing
pay
rates,
as
well
as
increasing
the
rate
of
contribution
of
viba.
D
G
G
G
G
You
know
the
projected
cost
implication
budget
implications,
along
with
what
percent
increase
that
would
constitute
over
the
current
police
personnel
budget,
and
so
it
when
all
things
are
taken
into
consideration,
absent
that
on-call
pay
item
and
we're,
projecting
that
your
proposals
constitute
an
addition
of
8.1
million
dollars
to
the
fiscal
year
23
budget,
which
would
be
about
16.4
and
then
for
fiscal
year.
24.
G
Yeah,
I'm
happy
to
speak
to
it,
so
I
I
just
rather
than
walking
line
by
line.
I
just
wanted
to
get
you
familiar
with
the
format
and
then
highlight
in
the
incorrect
percent
increase
column
that
excluding
the
on-call
pay
item,
which
we
haven't
fully
costed
out.
Yet
the
sum
total
of
all
of
the
union
proposals
constitutes
a
sixteen
point.
Four
percent
increase
over.
What's
in
fiscal
year,
twenty
two
or
adding
eight
point,
one
million
dollars
to
the
personnel
budget.
D
That's
a
continuing
cost
is
that,
due
to
the
raises
that
we
put
in
the
pay
scheduling,
because
currently
that's
already
in
a
cost
that
exists,
so
is
that
number
new
or
is
that
an
additional
number
to
the
existing?
Because
prior
to
the
mou
officers,
were
granted
overtime
and
that's
been
a
continued
budget
item
for
a
a
long
time.
D
Yeah,
so
basically
the
the
amount
of
overtime
and
the
percentage
were
kind
of
a
wash
for
the
city.
It
was
no
net
gain
or
loss.
It
seemed
to
be
an
average
when
we,
when
we
ran
the
numbers
when
the
chief
proposed
it.
So
I
guess
that's
what
my
question
is
is:
is
that
120
representing
pay
hikes
or
is
the
or
is
the
120
ground,
zero
up.
G
G
H
A
G
B
B
B
Moving
to
the
next
slide,
so
this
is
a
summary
of
the
data
that
we
went
out
and
collected
so
from
obviously
the
base
wages,
but
we
also
wanted
to
make
sure
that
we
were
taking
into
consideration
any
additional
pay
items
so
for
our
contract,
that's
primarily
going
to
be
longevity
pay,
but
we
also
in
the
data
that
we
were
seeing,
saw
that
other
cities
were
offering
certification
pay
or
education
incentives.
I
created
this
other
category,
which
is
primarily
around
bilingual
incentive
pay.
B
We
also
wanted
to
make
sure
that
we
were
taking
into
consideration
all
of
the
health
benefits
that
members
of
those
cities
receive.
So
that
is
our
health
benefits.
So
that
is
like
our
contributions
to
the
health
trust
if
they
offered
any
similar,
hra
or
viba
match,
as
well
as
any
contribution
city
contribution
to
a
flexible
spending
account,
and
then
it
was
also
taken
into
consideration
the
employer's
contribution
to
their
retirement.
So
for
all
of
the
idaho
cities
that
would
be
like
percy,
as
well
as
any
deferred
contributions
or
matches.
B
B
So
moving
to
the
next
slide,
so
with
this
data
that
we
collected,
I
created
four
ranks
of
positions
so
and
the
strategy
that
I
used
was
to
create
a
similar
set
of
qualifications
around
each
of
these
positions
and
then
do
my
best
interpretation
of
these
other
cities
compensation
strategies
of
how
they
would
administer
pay.
So
the
thought
being.
If
we
picked
one
person
up
and
just
moved
them
through
each
of
these
cities,
what
would
their
pay
be
to
try
to
create
an
apples-to-apples
comparison?
B
B
B
This
is
all
of
the
boise
data,
so
I
just
wanted
to
get
us
familiar
with
how
we
are
looking
at
the
data
so
using
those
four
ranks
it
is
looking
at
the
base
wage
and
then
looking
at
additional
pay
items
which,
for
our
organization,
is
primarily
going
to
be
longevity.
Pay
so
you'll
see
the
base
wage
dollar
amount.
Then
you'll
see
the
base,
pay
additional
pay
item
and
you'll
see
sort
of
a
percentage
next
to
it,
and
that
is
representing
how
high
above
the
base
pay.
B
B
So
then,
going
to
slide
six,
so
this
is
looking
at
boise's
data
for
all
the
additional
pay
so
base
wage
and
longevity
primarily
and
then
comparing
that
to
the
average
of
all
of
those
cities
that
we
just
talked
about
what
their
average
additional
pay
value
was
and
creating
a
differential.
So
for
our
probationary
police
officers,
you
see
that
we
are
lagging
the
market
compared
to
the
average
for
police
officer
seven
year.
B
B
B
B
So
this
is
coming
from
the
council
for
community
and
economic
research,
which
really
is
sort
of
a
preferred
provider
for
cost
of
living
data
and
then
we're
using
the
2021
third
quarter
data.
So
we
see
for
boise
we're
at
101.6,
so
how
the
cost
of
living
works
is
anything
that
so
100
would
be
average.
Anything
above
that
shows
that
it
has
a
higher
slightly
higher
cost
of
living.
Anything
below
100
would
be
a
lower
cost
of
living
than
average,
and
then
for
those
cities
that
didn't
have
data
we
assumed
that
they
were
at
the
average.
B
D
D
G
So,
if
you
go
to
slide
number
two,
I
want
to
highlight
that
this
transition
to
the
new
step
structure
includes
you
know,
and
this
is
compared
to
the
model
that
was
put
together
as
part
of
the
fiscal
year
23
budget
development,
as
courtney
mentioned
previously,
the
city
in
its
fiscal
year,
23
budget
contemplated
a
4
base,
wage
growth
for
the
police
union
and
then
for
modeling
purposes.
We
also
assumed
a
four
percent
base
growth
into
fiscal
year
24.
G
and
you
know
off
the
top.
I
want
you
to
know
that
the
proposal
we're
putting
on
the
table
exceeds
that
contemplated
budget
authority
for
those
two
years
by
a
quarter
million
dollars.
So,
there's
more
money
being
put
on
the
table
in
this
offer
and
then
had
been
contemplated
in
the
context
of
the
fiscal
year
23
budget
development
point
number
two.
This
proposal
does
include
a
corporal
rank
with
supervision
responsibilities,
as
we've
talked
about
before
point
number.
Three.
G
In
addition
to
that,
so
as
we
walk
through
I'll
highlight
some
pieces,
then
we
can
pause
for
questions
at
the
end,
but
slide
number
three
lays
out
the
proposed
steps
for
the
police
officer
rank
so
at
the
bottom.
You
would
start
in
fiscal
year
23
at
30
and
50
cents
an
hour
for
a
probationary
officer,
and
then
the
percent
increases
on
the
left-hand
column
represent
how
much
your
pay
would
change.
G
G
And
then
the
next
slide
slide
number
five.
You
know
we
really
wanted
to
to
make
this
as
easy
to
understand,
as
we
could
migrating
from
the
current
compensation
structure
to
the
new
compensation
structure.
So,
although
this
slide
is
busy,
let
me
describe
it
and
then
hopefully
it
will
make
some
some
things.
G
But
we
wanted
to
line
out
the
steps
that
are
proposed
in
the
new
structure,
so
those
are
listed
in
the
left-hand
column.
All
the
white
section
includes
the
steps
that
that
go
into
those
steps
that
we
talked
about,
with
the
exception
of
the
npo10,
so
npo10s
would
fall
down
into
step
j
in
the
new
model
and
then
the
npo15
and
the
npo20.
G
So
the
current
structure
column
identifies
the
points
at
which
there
are
pay
changes
for
those
those
different
steps
in
the
current
structure
and
the
pay
rates.
If
we
did
add
a
four
percent
pay
rate
change
in
fiscal
year,
23
and
fiscal
year,
24
what
those
pay
rates
would
be,
then
the
proposed
structure,
it
now
lands
the
pay
rates
into
the
new
structure
and
it
blacks
out
the
npo10.
G
And
then,
if
you
look
at
the
the
grandfathered
employee
rose,
you
know
we
would
then
mirror
what
they
would
have
received
in
fiscal
year,
23
so
that
49.85
for
the
npo20s,
the
46.71
for
the
npo
15
and
then
growing
their
their
wages
by
5
into
fiscal
year.
24
puts
them
ahead
of
where
they
otherwise
would
have
been
in
the
current
structure.
G
D
B
The
lpl
schedule,
I
think
it
is
valuable
so
knowing
that
the
definition
really
is
addressing
somebody
that
entered
into
the
pay
schedule
as
an
entry
level
police
officer.
So
our
intention
right
now
with
these
step
increases,
is
that
it
would
be
based
on
time
and
grade
so
it
would
be
after
12
months.
You
would
move
from
step
a
to
step,
b
b
to
c
after
an
additional
12
months.
B
D
D
G
D
B
I
do
think
that
is.
One
of
our
intentions
is
to
try
to
get
away
from
having
five
six
different
pay
schedules
and
try
to
simplify
it
into
a
single
one.
So
I
know
we're
pulling
out
sergeants
and
corporals
into
their
own
pay
schedules,
but
it's
a
little
bit
easier
to
follow
from
a
transparency
perspective
which
will
help
members
understand
what
they're
going
to
get
pay
as
well
as
help
us
with
our
recruitment
strategies.
G
Crosswalk,
where
sergeants
would
currently
be
where
they
would
hypothetically
be
if
there
were
four
percent
increase
in
fiscal
year,
23
and
24.,
and
what
the
current
offer
on
the
table
constitutes
and
would
land
them
and
so
similar
to
the
po
discretion
we
just
had
in
every
case,
and
we
wanted
to
land
the
sergeants
in
a
better
position
than
they
otherwise
would
have
been.
And
so
you
can
see
the
the
hourly
pay
rate
differentials
in
those
last
two
columns
and
I
think
the
so
the
rest
is
self-explanatory.
A
A
A
D
D
We
in
our
proposal,
we
didn't
really
include
cost
of
living,
we're
arguing
cost
of
living,
we're
not
arguing
comparable
cities,
and
I
think
the
primary
reason
that
we
elected
not
to
do
that.
Well,
there's
two
primary
reasons,
the
first
being
that
we
think
the
citizens
of
our
community
deserve
a
unique
perspective
and
the
people
we
serve.
D
We'd
like
to
go
on
record
of
saying
we
have
a
high
level
of
trust
and
a
low
level
of
crime,
especially
considering
the
volume
of
service
that
we
have.
I
mean
our
population
base
is
one
thing:
that's
our
non-resident
population
base,
but
our
non-resident
population
base-
I
guess
swells
pretty
high,
and
so
I
I
appreciate
the
city's
efforts
and
and
biff
and
christine
and
justin,
and
all
your
efforts
in
that.
But
we
looked
at
the
comparables
that
you
did
on
the
executive
level
and
we
want
to
be
transparent.
D
D
D
If
we're
going
to
even
come
close-
and
so
I
think
for
today
I
mean
we
can
work
with
biff
a
little
bit
as
far
as
numbers
or
the
or
finding
out
what
the
numbers
are
for
some
of
these
categories.
But
the
general
consensus
of
our
membership
overwhelmingly
is
yeah.
That's
that's.
There's
no
place
to
go
from
here,
it's
pretty
low,
so
I
think
we're
going
to
be
done
for
today
and
we'll
figure
out
if
we're
going
to
come
back
with
a
counter
proposal
or
where
we
go
from
here.
E
D
And
so
we
don't
we're
not
advocating
that
the
chief
make
less
money.
We
think
that
he
probably
deserves
the
money
he
gets
we're
just
saying
we
deserve
the
money
that
we're
asking
for
somewhere
close
based
on
the
totality
of
everything.
So
that's
kind
of
what
we
did.
We
just
went
back
at
them
and
looked
at
those
comparables
and
tried
to
pull
up
internet
wise.
D
What
was
available
came
up
with
about
six,
I
think,
out
of
those
nine
or
ten
cities
and
looked
at
the
averages,
we
were
unable
to
compare
the
benefits,
but
based
on
what
christine
said,
we're
assuming
that
our
benefits
are
better,
and
that
applies
to
the
chief,
even
though
he
has
a
little
increased
benefits
from
a
general
membership.
So
that's
that's
what
we
we're
talking
about.
A
D
I
know
that
even
members
of
this
team
three
weeks
ago
got
a
call
and
were
asked
or
recruited
by
ada
county
and
said
I
will
bring
you
on
at
10
more
an
hour
if
you
come
over
to
our
agency
and
so
that
that
is
what
we're
fighting
with
our
memberships
and
that's
what
the
department
is
having
to
deal
with.
And
you
know
as
we
go
forward.
We
we
probably
could
come
up
with
some
some
examples
of
of
numbers
for
you
and
we
will
be
willing
to
do
that.
But
it's
it's.
B
D
Well,
we
we
set
the
on
our
pay
scale,
the
difference
between
a
level
j
and
your
counter
proposal
was
7.67
cents
an
hour.
I
know
that
approximately
comparing
it
to
meridian
was
probably
about
a
two
dollar
difference
to
meridian,
and
so
we're
looking
at
losing
around
five
dollars
an
hour
to
meridian
at
the
top
step,
we're
looking
at
losing
close
to
three
dollars
an
hour
for
level,
j
or
level
g.
Excuse
me
to
meridian,
and
I
know
that
our
sergeants
on
that
scale
that
kept
the
proposed
from
the
city
are.
B
So
it's
using
meridian
as
a
comparison.
So
in
the
data
that
you
shared
in
that
excel
file
and
one
of
the
union
proposals,
there
were
a
couple
of
inaccuracies.
I
just
want
to
call
out
to
make
sure
that
we
are
doing
the
true
apples
to
apples
comparison
of
in
the
meridian
budget
document.
They
do
not
call
out
the
recruit,
so
we
got
a
little
off
of
in
the
comparisons
that
you
were
using.
We
were
using
the
entry
level
police
officer
and
comparing
it
to
what
is
actually
their
step,
one.
B
So
a
police
officer
with
one
year
of
experience,
so
it
sort
of
shifted
everything
down
and
then
we
were
also
looking
at
their
fy
23
numbers
compared
to
our
fy
22
numbers,
so
naturally
they're
getting
one
pay
increase
ahead
of
where
we
are
so.
I
just
want
to
make
sure
that
we're
doing
a
true
apples
to
apples
comparison
and
I'm
happy
to
re-look
at
that
number.
D
So
obviously
we
may
not
call
our
stuff
the
same,
and
I
could
only
go
off
of
the
information
that
I
had
from
the
internet.
So
I'd
be
more
than
happy
to
look
at
the
dollar
figure
that
they
they
had
obviously
we're
comparing
22
to
or
our
current
to
the
fiscal
year
23,
which
is
their
fiscal
year
23
and
we're
already
that's
what
we're
arguing
our
pay
increases
based
on
on
that
they're
going
to
start
in
october
with
that,
and
we
would
like
to
be
pretty
close
to
that.
D
B
And
then
I
think
it
is
just
making
sure
directionally
that
we're
headed
in
the
same
sort
of
pathway,
because
it
feels
like
really
what
was
being
proposed
from
the
union
is
consolidating
what
would
have
been
a
20-year
police
officer's
total
earnings
into
10
years.
So
if
it's
a
consideration
of,
we
need
additional
steps,
or
something
like
that.
I
think
we're
also
happy
to
look
at
that.