►
From YouTube: Police CLA Negotiations - Day 3
Description
No description was provided for this meeting.
If this is YOUR meeting, an easy way to fix this is to add a description to your video, wherever mtngs.io found it (probably YouTube).
A
Good
morning,
everyone,
the
city,
is
experiencing
internet
issues,
which
has
led
to
the
delay
of
the
start
of
this
public
meeting
between
the
city
and
the
police
union.
Before
we
get
into
the
details
of
bargaining,
it
would
be
great
if
everyone
could
go
around
and
introduce
themselves.
My
name
is
courtney
washburn,
I'm
the
chief
of
staff
for
the
city
of
boise.
A
Thank
you,
everyone
and
just
a
reminder
to
please
use
your
microphones
so
that
the
reporter
picks
up
the
audio
and
with
that
I'll
check
my
memory
here,
I
believe
we
were
going
to
start
out
with
union
proposals.
Is
that
correct
that.
A
G
Chief
brooks,
I
wanted
to
start
off
briefly
with
a
little
bit
of
communication
and
trying
to
have
a
good
conversation
related
to
where
the
union
positions
are
where
they
stand
on.
This
proposal
related
agreements
that
we're
about
to
draw
we've
had
some
concern
in
our
membership.
G
Since
our
last
meeting
during
that
last
meeting,
you
guys
rejected
proposals
related
to
discipline,
and
you
had
said
something
you
know,
I'm
not
trying
to
quote
you
so
fairly
a
little
incorrect,
but
basically
that
the
department's
position
is
they're,
going
to
stick
with
a
51
standard
related
to
corrective
actions
on
discipline
and
up
to
an
including
firing
that
caused
some
trepidation
for
our
membership,
because
our
past
administrations,
both
the
last
two
chiefs,
have
verbally
committed
to
a
higher
standard
when
it
comes
to
life-changing
discipline,
including
firing
so
the
department
verbally
at
least
wanting
to
start.
G
There
has
some
serious
concerns
for
our
members,
and
so
I
would
like
to
address
this
real
quick
as
we
get
ready
to
drop
this
proposal
and
know
that
chief
lee
and
yourself,
our
newest
organization,
we
appreciate
your
work
towards
making
the
organization
better
and
recommend
the
chief
at
reforming
some
of
the
policies
related
to
discipline,
but
we
don't
feel
like
they're
quite
there
enough,
and
so
I
just
want
to
express
that
in
the
past,
we've
had
problems,
cultural
problems
with
disciplinary,
weaponized,
individuals,
etc.
G
I
know
that's
outside
of
your
privy
and
hasn't
occurred
since
you've
been
there.
You
know,
since
the
chieftain
has
been
there.
We
have
not
observed
this,
but
we
we
have
seen
that
through
other
administrations,
and
so
we
have
a
long
history
and
we
still
have
the
scars
to
show
for
it.
So
we're
gonna
we're
gonna
drop.
The
proposal
in
on
agreement
side.
G
G
That
I
would
like
to
discuss
real
quick
as
we
as
we
drop
this
in.
H
G
I'll,
just
I'll
just
go
through
it,
it's
on
my
computer.
I
don't
know
if
I
have
it
on
the
drive,
but
what
we'd
like
to
talk
about
is
the
philosophy
of
the
union
and
what
we
believe
is
important
related
to
discipline
and
that
we'll
continue
to
work
together
towards
community
trust
and
engaging
and
maintaining
and
building
that
trust.
We
feel
like.
We
have
a
long-standing
history
of
having
good
community
interactions.
G
We
want
to
you
know,
let
you
guys
know
we
stand
for
a
fair,
transparent,
ethical,
consistent
process
that
provides
for
accountability
and
it's
conducted
in
an
unbiased
manner.
The
department,
we
believe,
should
have
clear
expectations.
That'll
help
us
from
making
mistakes,
and
we
do
commend
chief
lee
for
and
yourself
for,
improving
those,
because
they've
been
a
little
vague
and
that's
where
we
run
into
some
problems,
and
we
want
to
address
that.
G
Last
time
about
a
doj
best
practices
and
that's
where
we
went
with
some
of
that-
and
I
think
that
it's
important
for
us
to
all
be
on
the
same
page
when
it
comes
to
best
practices,
and
so
we
kind
of
encourage
an
evolving
process
and
we
feel,
like
there's,
been
some
steps
made.
But
we
feel
like
there's
additional
protections
that
we
need
to
have
in
the
contract
and
just
so
we're
speaking
clearly.
G
You
know
we
understand
best
practices,
especially
on
the
national
level
as
evidence-based,
police
speaking
and
I
think
that's
kind
of
where
the
standard
comes
from
icp
and
some
of
the
some
of
that.
And
so
we
applaud
that
and
we
think
that's
a
great
direction
to
go.
But
we
also
think
that
the
2009
study
that.
G
G
We
want
to
continue
to
foster
that,
but
with
the
with
the
doj
best
practice
standard,
I'm
going
to
throw
this
in
here
for
your
references
afterwards,
I
think
I
found
it.
The
doj
2009
best
practice
standard
talks
about
rights
being
either
in
statutory
environments
or
individual
contracts.
Okay.
So
what
we're
asking
for
is
just
to
be
part
of
the
indian
contract.
G
Okay
and
it's
they
can
quote
them
as
saying
the
rights
of
officers
under
law
or
pursuit
contracts
should
be
carefully
observed.
G
Okay,
so
even
the
best
practices
standard
that
you
quote
from
last
time
that
gpu
in
reforming
our
policies,
which
we
appreciated,
really
only
involved
12
agencies
in
the
whole
country,
and
we
don't
feel
like
that's
necessarily
the
best
practice
standard.
There
were
some
things
that
came
out
of
that
that
are
beneficial.
G
We
did
some
research
and,
according
to
the
national
association
of
internal
affairs,
they
viewed
that
2009
best
practices
by
saying
that
it
was
a
cops.
The
props
group
that
did
that
it
was
remarkable
that
they
could
even
find
a
standard
out
of
that
because
of
the
lack
of
consistency
between
the
organizations
and
the
small
bug
group
that
it
involved.
G
They
also
recommend
that
they're
either
in
statutory
requirements
or
in
clas,
and
we
basically
highlight
the
point
that
even
criminals
get
notified
when
they're
under
investigation.
G
Our
current
policy
does
not
require
officers
to
be
notified
that
they're
under
investigation
anything
less
than
that's
going
to
create
a
system
of
distrust,
and
we
have
a
system
of
distrust
that
we
appreciate
and
we
recognize
that
you
guys
are
working
to
improve,
but
we
don't
feel
like
it's
over
there
yet
and
until
that
bridge
of
trust
has
surpassed.
G
G
D
Has
occurred
in
the
past
and
even
under
chiefly
not
part
of.
G
The
policy,
and
so
we
are
advocating
that
the
department
placed
some
of
this
stuff
into
the
collective
labor
agreement
we
feel
like.
It
is
a
place
that
should
be
based
on
the
neoday's
best
practices
based
on
icp's
best
practices
and,
as
you
know,
from
your
old
organization
that
there
was
a
bill
of
rights
and
officers
did
have
protection.
G
Did
have
their
rights
in
the
collective
labor
of
agreements,
and
so
what
we're
proposing
is
that,
under
section
f,
grievance
disciplinary
action,
that
disciplinary
action
or
corrective
action,
which
results
in
two
more
days
off
without
pay
or
demotion
or
a
firing
of
a
member,
should
be
for
just
cause.
That
is
a
standard
that
is
used
in
administrative
law
when
it
comes
to
property
rights
and
due
process,
we
feel
like
having
it
in
the
cla
is
an
appropriate
place.
G
I'm
sure
that
yourself
or
the
chief,
if
their
job
was
in
jeopardy,
would
hope
that
it
would
be
a
reason
more
than
51.
I
know
that
I
personally
would
be,
but
the
proponents
of
evidence
standard
is
not
sufficient
for
us,
so
we're
proposing
this
we're
not
trying
to
interfere
with
any
ongoing
investigations
that
are
underway
any
pending
disciplines
that
are
about
to
occur
or
under
considerations.
G
But
we
do
feel
like
this
is
a
very
critical
issue
for
our
members
that
at
least
we
have
a
just
pause
as
the
standard
for
substantial
discipline
two
days
off
or
more
so
we're
affecting
people's
livelihoods
and
or
devoting
them
and
or
firing
them,
and
that
we
would
ask
that
the
department
provide
written
notification
in
a
reasonable
amount
of
time
whatever.
That
is
we'll.
Let
you
determine
that,
but
we
would
like
reasonable
amount
of
time.
We
would
like
to
be
notified.
G
That
it
is
the
actual
one
that
I
intended,
but
it
may
have
some
errors
in
there,
but
it
has
references,
and
so
we
really
like
to
open
that
discussion.
I
don't
know
if
you're
prepared
to
have
a
discussion
about
that
chief
brooks,
but
it
is.
It
is
important
and
we
want
you
to
know
that
you
know
we
do
feel
that
transparency
is
important
to
the
city
but
also
to
its
members.
We
do
understand
that
trust
is
important.
A
I
just
have
a
couple
questions
when
you
refer
to
the
bill
of
rights
associated
with
the
state
of
oregon.
California,
is
that
housed
in
state
statute.
G
B
We
looked
at
these
back
to
2016.,
so
both
of
them.
B
B
H
H
H
H
H
H
A
Thanks
everybody
for
your
patience,
I
think
the
best
way
to
restart
is
to
indicate
we
were
talking
about
the
proposal
associated
with
disciplinary
action,
and
I
believe
I
asked
the
question
was
the
reference
to
the
police
bill
of
rights
in
the
state
of
oregon
and
california
associated
with
state
statute,
and
I
believe
you
are
in
the
middle
of
explaining
the
answer.
G
A
And
I
think
my
other
questions
are
all
kind
of
in
a
theme
I
think
is
starting
to
emerge
from
our
other
bargaining
meetings,
which
is
the
sense
that
you
all
are
extremely
concerned
about
fair
and
transparent
treatment
because
of
challenges
of
the
past,
so
you're
correct,
and
that
we
have
a
disadvantage
and
not
understanding
those.
So
as
we
continue
to
work
through
this,
I
think
the
city
side
is
really
geared
towards
the
police
department
of
the
future,
and
you
all
seem
to
be
bringing
a
bunch
of
stuff
that
we
don't
quite
understand.
A
G
G
We'll
see
how
long
that
lasts,
yeah,
so
we've
had
members
who
have
been
disciplined
for
actions
and
other
members
who
have
done
the
same
actions
and
not
been
disciplined.
G
We
have
had
investigations
specifically,
I
can
remember
an
inquiry
that
occurred
in
june
was
not
investigated
until
november
and
then
turned
into
an
investigation
which
ended
at
the
end
of
june
or
the
beginning
of
july,
and
so
we
understand
that
there
are
complications
that
can
occur
from
investigations
to
getting
a
hold
of
witnesses
and
those
kinds
of
things,
and
I
think
that
we
have
a
reasonable
approach
to
that.
We
understand
those
things,
but
we
don't
feel
like
it's
fair
to
be
under
investigation
for
a
month
or
two
months
without
even
being
notified.
G
It
just
seems
like
a
in
just
a
place
for
our
members
to
have
to
operate,
and
I
know
the
department
you
know
their
overall
wellness
of
the
officers
has
is
in
their
mind,
and
you
know
me
not
knowing
that
an
investigation
going
on
or
maybe
hearing
rumor
from
people
that
I'm
under
investigation,
but
not
really
being
told
what
that
is
about,
can
be
very
create
a
lot
of
angst
and
anguish
and
mental
stress
for
for
our
officers.
G
I
think
most
officers
have
good
conduct
and
you
know
sometimes
they
make
mistakes
sometimes
that
conduct
needs
to
be
corrected,
but,
as
a
general
rule,
I
think
the
city
is
fortunate
to
hire
good
people,
train
people
well
and
work
well
with
the
community,
and
I
think
we
don't
have
a
lot
of
problems
that
other
capital
cities
have.
G
I
think
that
comes
from
having
quality
officers.
Well,
all
we're
asking
for
is
that
you
know
if
you're
going
to
impose
a
fine,
a
substantial
fine
a
week
off
without
pay
several
thousand
dollars.
You're
going
to
demote
somebody
they're
going
to
lose
money
they're
going
to
fire
somebody
that
we
have
a
fair
standard
that
that
goes
by,
and
I
just
think
that
general
complaints
of
verbal
stuff,
you
know
was
it
rude.
Was
it
not?
G
We
don't
mind
that
that's
a
51
percent
kind
of
deal,
but
we're
talking
about
substantial
discipline
where
people
have
you
know
property
interests.
We
just
feel
that
we
need
to
bolster
our
due
process,
and
so
we
have
had
a
history-
and
I
know
chief
brooks
spoke
to
that
and
we
appreciate
them.
Working
on
that
issue
are
the
intake
process.
G
Chief
lee
has
tried
to
fix,
because
in
the
past
they
have
gone
to
internal
investigations
for
all
types
of
complaints,
very
small
complaints
that
should
be
handled
by
supervisors
and
chiefly
has
redirected
that
and
chief
brooks
not
to
leave
you
short
there.
You
guys
have
redirected
that
to
a
more
appropriate
level
and
that
has
started
a
better
process.
G
We
just
feel
like
written
notification
and
having
protection
of
at
least
just
cause
in
a
contract
gives
our
people
a
fair,
a
fair
look
at
stuff.
We
spoke
last
time
with
jamie.
Had
some
questions
about
our
grievance
process,
we
don't
just
protect
people
because
they're
in
the
union
and
even
if
they're
in
the
wrong,
if
they're
in
the
wrong
they're
in
the
wrong
and
we're
willing
to
say
you're
in
the
wrong
we're
not
going
to
fight
a
legal
battle
or
grievance
over
that.
G
So
historically,
you
know
we
have
had
at
least
two
chiefs
out
of
the
last
three
that
have
had
some
questionable
issues
when
it
comes
to
their
personnel
treatment
and
so
not
to
disparage
chief
lee
or
chief
brooks
in
any
kind
of
way,
I'm
sure
they're
going
to
do
a
fabulous
job.
It's
just.
G
We
still
have
the
scars
from
past
administrations
and
that
it
is
a
trusting
thing
and
the
organization
is,
is
an
entity
and
it's
a
relationship,
and
so
you
you've
come
here
you're
going
to
work
here
for
a
few
years.
You
know
people
at
this
table
work
here
for
25
or
30
years,
and
so
I've
worked
for
11
chiefs
in
my
career
chiefs
come
and
go
some
of
them
good,
some
of
them
great,
some
of
them
in
between,
and
so
we
want
some
lasting
protections.
G
So
if
the
city
administration
changes-
and
you
know
we
support
the
city
administration
or
our
department
administration-
changes
that
the
next
follow-on
people
we
don't
have
to
go
back
to
square
one
or
being
mistreated
and
and
have
issues
and
so
without
getting
into
personnel
issues.
As
far
as
you
know
how
these
things
have
played
out,
we
just
feel
as
a
group
that
there's
a
lack
of
trust.
G
It
takes
time
to
build
that
back,
and
I
think
this
is
the
first
step
that
we
could
do
to
help
build
that
back,
and
I
think
that
we
both
have
the
same
things
in
mind.
We
think
that
having
a
complaint
process,
that's
fair
and
transparent
is
important
for
the
citizens.
We
also
think
it's
important
for
our
members
and
if
we
have
trust
with
the
citizens,
but
we
don't
have
trust
within
the
organization-
it's
not
going
to
play
out
well
either,
and
so
that's
kind
of
I
don't
know
if
that
answers
your
question.
A
I
think
it
helps
me
understand,
so
if
I
were
to
say
that
the
union
is
proposing
the
notification
process
as
part
of
an
effort
to
be
transparent
and
fair
in
equalized
treatment.
But
it's
not
the
whole
thing
right
notification,
isn't.
Is
it
magic?
It's
not
gonna
address
what
I
think
you
refer
to
as
unequal
treatment
right,
I'm
just
trying
to
make
sure.
G
That
is
correct.
I
think
it's
it's
a
component
of
fairness
and
transparency.
Like
you
mentioned,
it
does
not
necessarily
address
the
fair
treatment
side
of
it.
We
hope
that
just
cause
and
having
a
a
fair
decent
standard
would
address
that,
and
especially
for
more
substantial
discipline.
G
The
current
the
current
policy
is
is
the
preponderance,
which
is
the
51.
in
past
administrations.
G
Last
week
I
spoke
to
one
of
the
former
captains
that
was
over
internal
affairs
and
during
his
tenure
he
agreed
that
they
they
would
have
a
higher
standard,
for
you
know
greater
discipline,
and
so
I
think
anytime,
you're,
looking
at
greater
discipline,
you
should
look
to
the
facts
and
finding
of
those
and
have
a
a
good
standard,
not
a
51.
Yes,
49,
no
standard.
B
I
just
have
one
quick
question
that
you
would
indicated
this
has
been
a
concern
for
at
least
the
last
two
chiefs
over
10
15
years.
You
bear
with
me
on
on
date,
so.
G
I
didn't
say
the
last
two
chief,
I
said
two
two
out
of
the
last
three
okay,
so
we
had
a
great
relationship
with
chief
masterson,
and
so
he
was
here
for
an
extended
period
of
time,
but
prior
to
that
and
then
prior
to
chief
lee's
administration,.
G
Well,
chief
lee
or
chief
pierce
worked
here
when
mayor
coles
was
the
mayor
and
susan
ramirez,
a
city
attorney,
and
we
had
that
whole
incident
so
as
during
that
same
genre,
okay,.
G
About
about
17
18,
this
yeah
yeah,
so
on
and
off,
and
so
that
that's
where
we
stand
is,
is
we
can
have
that
achieve
or
we
can
have
some
distrust?
We
have
some
mistreatment
that
we
can
have
a
good
chief
and
then
that
chief
goes
away
and
then
we
get
could
potentially
get
stuck
with
somebody
who
mistreats
us,
and
so
we
want
a
little
protection
that
way.
B
My
follow-up
question
to
that
is:
has
the
union
ever
submitted
this
proposal
and
passed
negotiations
during
that
time
period?.
G
I
I
personally
none
of
us
sitting
here
at
this
table
negotiated
past
negotiations.
I
can
tell
you
that
discipline
has
been
brought
up.
I
don't
know
specifics
on
that.
Additionally,
policy
is
continuously
changing,
so
we
just
had
a
policy
revision
which
improved
some
of
those
things
for
us.
We
just
feel
like
it
didn't
go
far
enough.
G
So
over
the
course
of
time,
policy
has
not
been
static,
especially
in
the
course
of
20
years,
and
so
I
can't
speak
to
100
what
exactly,
but
I
know
that
discipline
has
always
or
in
the
past
on
on
some
of
the
contracts
has
has
come
up.
So
I
don't
know
if
that
answers
your
question
or
not,.
I
Danny,
I
don't
have
any
questions
for
you
I'll,
just
affirm
for
you
that
the
current
administration
wants
what
the
union
wants
and
a
fair
and
transparent
objective
process
throughout
this.
I
think
the
change
to
our
current
policy
and
how
that
process
works
is
demonstrative
of
that.
So
I
don't
have
any
questions
for
this,
but
I
will
take
this
under
submission
and
look
at
what
you
guys
proposed.
G
And
essentially,
some
of
it
is
a
language
cleanup.
The
changes
are
in
red
and
the
first
part
of
that
has
to
do
with
the
language
change
cleanup
just
from
the
dates
and
the
years
updating
it
from
the
last
contract
going
forward.
And
then
we
would
ask
that.
Well,
I
shouldn't
say
we
would
ask.
We
understand
that
health
and
insurance
costs
are
continuing
to
go
up
and
that
causes
issues
for
us.
G
So
we
would
ask
for
our
members
to
start
contributing
into
that
post
and
helmet
post
employment
health
plan
of
a
half
a
percent
per
year
based
on
a
bi-weekly
draw,
since
we're
going
go
in
that
direction
on
some
of
the
other
leave
issues
and
that
the
city
in
year,
two
of
this
contract
would
add
another
half,
a
percent
which
would
equal
a
total
of
two
and
a
half
percent
for
the
package
in
the
end
of
year.
G
Two,
and
so
we
feel
it's
an
important
issue
and
that's
why
we're
asking
our
members
to
contribute
and
we're
asking
the
city
to
also
increase
that
a
little
bit
and
to
help
our
members.
The
real
goal
is
keeping
pace
with
those
rising
costs.
So
our
officers
can
retire
on
time
instead
of
having
to
work
an
extended
period
of
time,
because
they
can't
afford
the
health
care
and
that
gap
between
retirement
and
and
medicare
at
65..
G
And
so
this
proposal
would
look
to
increase
that
and
an
equal
contribution
between
the
union
members
and
the
city
with
the
city,
starting
in
year
two
and
the
uni
members,
starting
in
year.
One.
A
If
there
aren't
any
questions,
what
the
city
has
been
doing
is
just
running
the
financial
impact
of
all
economic
related
proposals
and
then
looking
out
at
them
at
one
piece,
but
I
don't
think
we
have
any
further
questions
on
this.
One.
G
Yeah-
and
I
think
you
know,
as
we
discussed
last
time-
I
think
you
know
biff's-
and
christians
and
justin
financial
wizardry-
is
where
to
put
that
and
we'll
we'll
get
that
back
and
we'll
see
where
that
falls
on
on
all
our
compensation
stuff.
But
I
think
that's
the
direction
we're
going
for
all
of
our
compensatory
stuff.
Today,.
A
G
G
G
We
added
some
members
that
were
getting
these
things,
that
weren't
in
the
contract
and
we
added
some
newer
positions,
for
example
like
the
drone
position,
so
some
of
those
are
additions
and
to
it-
and
we
also
had
a
issue
where
some
guys
were
getting
an
hour
and
some
guys
were
getting
an
additional
hour
and
additional
two
hours.
So
some
are
getting
three.
Some
are
getting
four.
G
We
change
that
to
all
of
the
people
that
are
responsible
for
sending
out
resources
in
the
middle
of
the
night
or
on
the
weekends
would
get
the
two
hours.
So
it's
a
change
in
that
regard.
A
I
think
I
just
have
a
quick
question:
how
does
this
relate
to
the?
I
think
we
were
calling
it
a
different
designation
for
corporals.
I
can't
remember
what
we
were,
the
the
designation
we
were
using
master
corporal.
I
can't
remember,
associated
with
the
sergeants.
I
think
in
that
discussion.
My
understanding
is
the
expectation,
was
the
administrative
responsibilities
would
lessen
for
sergeants?
So
I'm
just
wondering
how
you
see
those
two
interact.
G
So
primarily,
these
are
resources,
detectives,
k-9
units,
swat
team
members
that
deal
with
calls
and
meetings
and
those
kinds
of
things
on
the
fly.
The
the
way,
probably
the
corporal
thing
will
work
out
is
that's
probably
going
to
be
more
related
to
patrol
and
that
will
alleviate
some
of
the
responsibilities
and
depend
on
how
the
department
defines
their
duties
and
responsibilities.
G
That
may
change,
but
I
don't
foresee-
and
I
don't
know
if
the
department
foresees
that
corporals
would
necessarily
have
to
do
off-duty
or
personal
time
work.
So
this
is
really
so
that
in
the
middle
of
the
night,
when
the
fire
department
says-
and
I
hate
to
use
that
term
but
hey-
we
need
a
drone,
because
ours
isn't
available
for
this
big
fire,
then
we
would
have
to
wake
up
the
sergeant
and
say
hey.
G
So,
typically,
if
patrol
ends
up
needing
a
narcotics
detective
at
10
in
the
night
10
at
night
or
11
at
night,
they
called
the
on-call
sergeant,
which
is
a
narcotics
sergeant,
and
then
he
would
call
out
an
on-call
detective
or
make
the
determination
that
it's
not
something
they
need
to
send
somebody
out
for
in
the
middle
of
the
night,
and
so
the
administrative
pay
has
been
based
in
the
past
on
those
inconveniences
and
compensating
them
for
that
and
some
of
those
groups
like
the
violent
crimes
unit,
the
persons
crimes
unit
sergeant
they
they
failed
calls
daily,
and
so
it's
a
it's
a
substantial
burden
to
them,
and
so
this
portion
of
that
contract
historically
has
dealt
with
that.
G
But
we
had
just
divided
it
into
some
of
them
get
one
and
some
of
them
get
two
and
then
we've
expanded
the
organization
to
include
things
like
drones
and
crash
reconstruction
and
some
of
those
things
that
are
now
privy
to
some
of
the
sergeants
responsibilities
for
coming
out
in
the
middle
of
the
night.
I
G
Yeah,
currently
they
do
and
and
it's
it's
it's
more
than
that-
it's
I'm
sure
it's
very
similar
to
your
job,
where
you
get
a
lot
of
phone
calls
all
across
the
board
and
have
to
deal
with
stuff,
and
so
in
the
past
we
have.
We
have
compensated
our
sergeants
with
these
administrative
pays,
and
so
so
there
is
some
of
these
members.
Not
all
of
them
are
on
call,
so
negotiation
is
not
on
call.
G
Eod
is
not
on
call
community
outreach
guys
are
not
on
call
crash,
reconstruction
is
property
is
drones,
drones
are
not
school,
resources
are
so
so
for
those
people
that
would
be
their
own
call
pay
so
to
speak,
and
so
for
the
other
ones
it's
it's
just
to,
for
the
the
volume
is
how
it's
been.
I
guess,
oh,
that.
D
I
Two
hours
of
overtime
per
week-
and
I
guess
I
just
want
to
clarify-
is
that
if
those
services
are
used
they're
entitled,
if
they
actually
work
it
or
is
the
expectation
that,
regardless
of
whether
they
receive
any
additional
calls
or
anything
that
they're
entitled
to
two
hours,
whether
they
do
anything
for
that
or
not.
Am
I
making
sense
when
I
say
that.
G
Yeah
and
so
that
they
are
entitled
to
that
every
week,
that
is
their
on-call
pay,
what
they
get
for
being
on
call
so
to
speak,
and
so
in
the
past
contract
those
hours
were
divided.
So
the
real
problem
we
had
is
they
were
divided.
Weird
someone
were
getting
one,
someone
were
getting
compensated
in
two,
so
all
sergeants
get
two
hours
for
their
administrative
duties.
G
Some
sergeants
get
we're
getting
an
hour
and
some
were
getting
it
two
two
hours,
and
so
what
we
did
was
we
changed
it
from
one
and
two
to
two
and
we
added
some
people
that
were
currently
added
to
that,
even
though
they
weren't
in
the
contract,
and
so
as
the
department
has
grown,
some
people
were
left
out
verbally
or
the
written
contract,
but
we're
already
receiving
this
or
already
getting
paid
for
this
based
on
approval
through
their
through
their
supervisors
and
so
really
what
we
did
was
we
switched
it
so
everybody's
equal
that
is
going
to
be
getting
calls
or
that
is
on
call,
so
to
speak
to
two
hours
and
from
one
to
two
and
and
and
somewhere
in
two.
G
I
guess
I'm
trying
to
get
a
little
tongue
tied
there,
but
does
that
make
sense.
I
G
That
is
correct,
so
normally
all
sergeants
receive
two
hours
a
week,
that's
for
their
administrative
sections
and
then
in
part,
two
of
that
where
the
red
is
the
following
sergeant.
So
all
of
those
sergeants
are
going
to
get
two
hours
which
has
been
divided
up
into
either
one
hour
or
two
hour
for
most
of
those
groups.
However,
we
did
add
a
couple
of
of
groups
to
it
that
we
did
not
previously
have
this
like
drone
reconstruction,
dre,
etc.
G
E
A
Okay
is
that
a
accident
acronym.
C
Yeah
one
one
question
that
I've
gotten
this
is
just
principally
I'm
thinking
back
to
why
the
current
language
is
structured,
how
it
is-
and
I
suspect
that
it
may
be
due
to
the
operationally
the
incidence
of
getting
called
back
so
I'd
be
interested
to
hear
from
the
union.
C
You
know:
do
you
have
any
concerns
about
the
different
sergeants
in
under
your
proposal
that
might
perceive
that
their
their
compensation
is
going
to
be
disproportionate
with
the
effort
that
they're
putting
forward?
Does
that
make
sense
you
know?
So,
if
I'm
in
a
particular
unit,
that's
getting
called
regularly
versus
somebody,
that's
an
assignment
that
isn't!
Is
that
going
to
create
and
either
so.
G
Currently
we
we
have
this
system
and
everybody
gets
two,
that's
a
sergeant
and
then
the
people
that
are
technically
really
we'll
call
it
on
call,
even
though
it's
not
really
on
call
get
additional
hours,
and
so
I
think
we
we
always
pull.
Our
is
a
very
democratic
thing
and
you
know
the
membership,
you
know
tells
us
the
directions
to
go,
and
then
we
make
our
discussions
related
to
them,
and
so
you
know
when,
when
we
prepared
for
this,
we
did
not
have
that
brought
to
our
attention.
G
Extra
work,
extra
liability,
and
so
you
know,
I
think,
the
office,
the
sergeants,
who
don't
receive
that
know
that
hey
those
guys
are
are
doing
more
than
I'm
doing
so,
they're
being
compensated
in
a
greater
fashion,
and
I
think
that
that's
understandable
it's
standard.
I
don't
think
we
have
any
issues
we
haven't
had
any
issues
with
it.
C
Okay,
thank
you
and
then
quick
question
for
kristen.
We
can
take
this
offline
too,
so
I
heard
also
that
there
are
those
in
the
contract
that
are
receiving
this
benefit,
those
that
are
receiving
this
benefit
that
aren't
in
the
contract.
And
do
you
have
insight
in
on
the
payroll
side?
Are
we
going
to
be
able
to
get
our
hands
on
that
or
do
we
need
to
ask
the
union
for
a
list
of
who
is
and
isn't
currently
receiving,
that.
C
G
G
We
dropped
on
a
proposal
for
on-call
for
non-sergeants,
so
your
traditional
members
and
detectives,
and
basically
it
cleans
up
some
of
the
language.
G
During
during
this,
and
puts
us
to
a
little
better
standard,
currently
our
detectives
get
an
hour
of
regular
time
every
day
of
the
week
and
we're
asking
to
increase
that
to
an
hour
of
overtime
monday
through
friday,
in
two
hours
for
the
saturday
and
sunday,
which
is
an
equal
of
nine
hours
per
week
for
those
involved
in
the
criminal
investigations
division,
which
is
our
investor
detective
group.
G
We
we
do
have
it
listed
below
who
those
who
those
members
are
and
we're
asking
to
kind
of
bring
that
up
a
little
bit
currently
ada
county
has
a
this
system,
so
detectives
of
data
county
receive
an
hour
every
day,
monday
through
friday
and
two
hours
of
more
time
for
being
on
call
during
during
the
weekends,
and
we
we're
we're
asking
to
get
on
parity
with
them.
We're
also
asking
for
certain
holidays
to
to
fall
that
fall.
G
Then
we
talked
about
we're
asking
for
members
of
the
patrol
division
in
cod
division,
so
essentially
our
uniform
groups
with
the
civil
disorder
and
disorder
that
has
has
happened
in
the
last
few
years.
G
We've
been
placing
members
on
standby
status.
We
want
to
memorialize
that
and
we
want
to
define
what
that
is,
and
we
want
to
compensate
members
for
that.
So
what
we're
asking
for
is
if
it's
a
civil
disorder
or
emergency
that
occurs
and
we're
placing
people
on
standby
before
their
shift.
G
G
That
occurred
a
lot
in
the
last
two
years
and
members
are,
are
more
than
willing
to
be
ready,
but
it
also
eats
into
their
personal
time
and
they're
unable
to
do
the
things
they
do
before
shift.
We
can't
go
on,
runs
or
get
their
hair
cut
or
do
other
errands
because
they
have
to
be
available
for
the
department.
G
Typically,
those
types
of
events
are
things
that
are
pre-planned
and
foreseen,
and
the
organization
has
done
a
good
job
of
of
dealing
with
that,
I
believe-
and
so
it's
stuff
that
they
know
is
coming
and
then
they're
placing
people
on
on
standby.
G
They
don't
always
get
called
in,
but
they're
they're
waiting
to
be
able
to
become
be
called
in,
and
so
we're
really
talking
about.
You
know
civil
disorder
and
any
kind
of
emergency
that
they
would
be
paid
for
on
call
or
for
standby
status
when
they're
placed
on
that
by
their
supervisors,
and
then
we
ask
to
add
to
the
definition
section
what
that
standby
status
is
and
we're
specifically
talking
about
those
types
of
incidents
is
not
unforeseen.
Incidences
of
you
know
an
emergency
happen.
G
There
was,
you
know
something
catastrophic
that
happened,
earthquake
or,
or
something
weird
like
that.
That
could
happen.
We're
just
talking
about
hey,
there's
a
pre-planned
event.
We
need
you
to
be
ready
to
come
in
in
case
we
have
to
use
all
our
on-duty
personnel
for
other
issues
to
come
in
and
handle
calls,
and
so
we're
looking
for
compensation
on
that.
A
Just
a
quick
question
when
you
refer
to
civil
disorder.
F
G
I
I
think
so.
Yes,
I
think
the
department
can
manage
that,
and
you
know
I
think,
by
placing
some
kind
of
compensation.
It
also
holds
them
accountable
because
there's
a
cost
to
it,
and
so,
when
they
need
to
do
it,
they'll
do
it
and
when
they
are
on
the
fence,
they
probably
won't
because
it's
going
to
cost
the
city
some
money,
and
so
we
want
to
be.
We
just
don't
want
to
randomly
abuse
that
and-
and
I
think,
having
a
compensation
for
that
will
help
that.
I
G
I
think
we're
just
basing
on
what's
happened
in
the
last
two
years,
so
a
couple
of
things
most
of
detectives
work,
an
eight-to-five
job,
so
they're
not
being
asked
to
be
on
standby,
they're
already
at
work
right
and
if
we
need
to
pull
them.
You
know
during
this
period
of
time
I
worked
in
the
detective
group
and
you
know
when
we
had
those
kinds
of
incidences.
We
said:
hey
bring
a
uniform.
If
we
need
you
we're
going
to
pull
you
out
of
your
detective
job
and
put
you
into
that.
G
What
we're
really
looking
for
is,
if
I'm
coming
in
at
three
and
you're
like
hey,
I
need
you
to
be
ready
to
come
in
any
time
between
eight
and
three,
and
now
I
put
my
time
off
on
hold
that
we
should
be
compensated
for
it,
and
so
I
think
it
mostly
applies
to
shift
schedule,
uniform
personnel
versus,
say,
cid,
and
so
that's
kind
of
where
our
thought
process
is
on
it.
If
that,
if
that
helps.
G
Yeah
we're
looking
to
do
it
differently
and
I
think
historically,
the
way
the
department's
handled
that
is,
like
I
said,
having
come
from
detective
bureau
hey,
we
need
five
of
you
guys
to
work
saturday
for
this
event
and
we're
told
ahead
of
time,
and
so
we
can
make
scheduling
arrangements.
G
Usually
the
standby
thing
is
at
I'm
working
today,
I'm
getting
ready
to
go
home
and
you're
like
hey
we're
gonna
need
you
to
be
ready
tomorrow,
because
we
have
this
disorder
potential
issue,
and
so
that's
that's
where
we're
looking
with
that.
G
We're
asking
for
a
shift
differential
change
in
compensation,
we'd
like
to
create
a
weekend
shift
differential
of
a
half
a
percent,
and
we
define
the
weekend
as
two
contiguously
scheduled
days
of
either
a
day
swing
or
night
shift
which
occur
on
a
saturday
or
a
sunday
and
or
a
scheduled
shift
of
friday
saturday
for
night
in
swing
teams,
the
theory
being
that
you
know
we
want
to
incentivize
having
to
give
up
your
weekend
and
that
way
we
can
keep
senior
people
on
there.
G
Additionally,
we
ask
that
the
swing
shift
differential
goes
up
by
a
third
of
a
percent
from
three
percent
to
3.33
percent
and
clean
some
language
related
to
the
longevity
and
hazard
pay
which
hazard
pay
has
has
been
removed
and
longevity
still
exists.
But
I
think,
as
we're
working
through
that
pay
schedule,
we're
gonna
we're
gonna,
see
a
difference
in
that,
so
we're
removing
that
from
the
language.
A
C
C
G
G
B
A
All
right
we're
all
back
and
I'm
my
assumption
is:
the
union
has
more
proposals.
G
So
we'd
like
to
talk
about
our
pay
package,
our
pay
compensation
package,
which
includes
a
little
bit
of
a
rework
of
that
schedule,
that
the
chief
brooks
counter
proposal.
A
A
G
And
I
dropped
in
an
excel
spreadsheet,
but
I
want
to
have
a
conversation
and
look
at
the
compensation
package
that
we're
asking
for
you
know
currently
we're
struggling
in
the
recruiting
and
some
of
the
retention
which
I'm
sure
the
chief
and
deputy
chief
has
made
the
city
aware
of
and
that
we're
constantly
trying
to
stay
on
the
right
side
of
that
for
lack
of
a
better
terms
in
the
last
year
or
so,
we've
lost
several
people
to
80
county
sheriff's
department.
G
We
have
people
that
are
in
process
with
meridian
police
department
and
we
additionally
have
people
that
are
looking
potentially
to
go
to
meridian,
and
I
think
that
we
can
get
in
the
weeds
on
that.
But
I
think
everybody's
kind
of
on
the
same
page
that
we
have
fallen
behind
on
wages
to
local
agencies
in
the
in
the
treasure
valley
and
as
a
result,
people
are
leaving
and
historically
the
police
department,
at
least
in
the
26
years.
I've
been
here,
we've
always
been
the
recipient
of
people
lateraling
to
us.
G
G
G
I
can
literally
just
drive
four
four
miles
away
from
where
I'm
starting
my
work
to
start
in
a
new
place,
and
so
these
are
the
issues
that
we're
battling
so
I'll.
Let
you
guys
look
at
the
pay
schedule
that
we
tweaked
we
left
kind
of
some
of
those
columns
are
not
quite
working
out.
We
left
the
scheduling,
as
you
proposed
chief
brooks.
G
We
have
not
added
anything
into
corporal
because
we
really
haven't
come
to
a
full
agreement
on
that
and
what
that
looks
like.
I
think
you
had
five
steps
for
the
sergeants.
We
lowered
that
to
three
steps
and
really
when
we,
when
we
came
up
with
these
numbers,
we
couldn't
really
come
up
with
a
percentage
like
traditionally
we
would
do
because
there's
a
shift
and
so
we're
compressing
our
pay
scale
and
changing
it,
changing
the
longevity
and
how
that's
been
written
and
so
what
we?
G
What
we
tried
to
formulate
was
really
comparison
to
a
meridian
pay
scale.
That
starts
in
october
of
23,
which
I
have
an
excel
spreadsheet
attached,
with
the
comparisons
which
we'll
talk
about
and
then
go
through
and
say:
hey,
we
have
a
lot
of
responsibilities.
We
have
a
lot,
it's
a
different
place
to
work.
The
volume
of
work
is
substantial,
as
the
chief
knows,
and
chief
washburn
knows
that
we're
constantly
battling
right
now.
I
think
we're
upsetting
about
30
30
officers,
short
of
a
full-time
employee
rate.
G
That
number
has
floated
between
50
and
and
25
and
continues
to
be
an
issue
for
us.
I
know
that
meridian
I
recently
talked
to
their
background
investigator
he's
a
sergeant
and
two
months
ago
he
told
me
that
they
had
approved
60
laterals,
that
they
would
take
to
work
at
meridian
police
department
that
they
were
just
trying
to
sort
through
that
and
figure
out
who
was
hired.
G
That
is
a
substantially
greater
number
than
that
we
are
receiving
currently
and
we're
getting
to
the
point
of
potentially
having
a
critical
staffing
issue,
and
we
feel,
like
the
number
one
cause
behind
that
is,
is
our
pay
when
you
can
do
the
same
job
in
the
same
place
and
make
have
worked
less
hard.
It's
hard
to
compete
with
that.
This
pay
scale.
A
H
A
I
just
needed
to
hear
it
again:
do
you
have
the
compensation
information
associated
with
meridian
for
the
police
department.
G
We
we
know
that
our
benefits
are
higher.
We
know
that
we
have
better
benefits
and
you
know
we
we.
We
appreciate
that,
and
we
applaud
that,
and
we
know
that
that
comes
into
play,
but
really
for
most
the
laterals
that
are
looking
to
come
here
either
within
the
state
or
from
other
states.
G
The
benefit
package
is
a
it's
a
bonus,
and
so,
if
things
are
fairly
equal,
that
benefit
package
is
going
to
rule
the
day,
but
if
you're
making
eight
dollars
less
an
hour
at
one
place,
it's
really
hard
for
officers
or
members
to
to
not
want
to
leave
or
to
come
here
versus
their
that.
That
is
pretty
consistent.
G
Now
I
will
also
say
that
you
know
keeping
in
mind
that,
on
the
administrative
side,
the
chief
and
the
deputy
chief
side,
you
know
their
pay
rate
is
the
highest
in
the
state
and
they
have
good
benefit
packages
and
so
worse,
we
have
always
had
to
sacrifice
pay
for
some
of
that
benefit
package
and
we've,
it's
put
us
where
we're
at
now
I
mean
I
can
honestly
say
from
a
from
a
state
agency
side.
G
We
have
never
received
a
lateral
that
went
back
to
where
they
came
from
or
left
the
boise
police
department
into
the
last
year
and
a
half,
and
so
obviously
the
cost
of
living
everybody's
aware
of
we're
not
arguing
cost
of
living
stuff,
and
so
what
we
tried
to
do
was
with
this
shift
in
compression
and
battling
what
meridian
makes
is
where
we
kind
of
came
up
with
those
year,
one
numbers
and
we're
trying
to
make
it
so
that
it's
more
attractive
for
the
deputy
chief
and
the
chief
to
get
quality
people
in
here
and
you
know.
G
Ultimately,
our
goal
is,
I
think
the
reason
that
boise
is
a
good,
safe
community
and
we
have
a
good
relationship
is
because
we've
hired
good
people
with
good
character
and
they've
stayed
here.
Most
of
our
members
come
to
work
here
and
they
work
here
for
20
plus
years.
They
don't
leave
typically
up
until
recently.
So
if
you,
if
you
want
to
look
at
the
other
document,
I
dropped
in
there,
which
is
the
spreadsheet
involving
just
the
pay
and-
and
I
I
understand-
where
we're
going
with
compensation
stuff.
G
So
if
you
look
at
that,
just
to
explain
that
year,
one
pay-
this
is
for
2023,
and
this
is
our
current
pay
scale.
For
us.
They
have
an
intermediate
advanced
in
master
pays
year,
one
they
start
off
at
at
30
36.
G
We
start
off
at
27,
36,
and
so
in
that
far
right
column
is
the
difference
in
in
boise
police
department
dollars,
and
so
you
can
see
how
all,
but
two
years,
the
second
year
and
our
20th
year,
are
we
so
in
the
second
year
we
actually
make
70
cents
more
an
hour
than
them.
G
But
as
you
look
down
that
list,
it's
a
pretty
substantial
deviation
all
the
way
up
to
eight
dollars
for
supervisors,
and
so
when
we,
when
we
came
up
with
our
our
compensation,
pay
package
side,
we
tried
to
play
this
paradigm
shift
with
compressing
it
our
pay
scale
and
changing
it
and
then
trying
to
ensure
that
we
can
get
people
that
we
can
get
the
best
candidates.
That
meridian
is
not
beating
us
for
candidates
and
that
any
county's
not
beating
us
for
candidates,
and
so
we
we
came
up
with
the
year.
G
One
numbers
based
on
based
on
those
and
we're
trying
to
find
a
place
where,
where
we
could
recruit,
people
retain
people
and
sort
of
pay,
our
people,
what
we
feel
like
they're
worth.
So,
if
you
look
in
that
column,
h
where
it
has
those
longevities,
that's
included
in
that
4097
number
so
like.
If
you
go
to
year,
five,
where
it
shows
our
pay
at
4097.
G
That
includes
that
five
percent.
But
those
are
the
percentages
that
we
have
and
so
as
we
as
we
go
back
and
forth
with
the
the
pay
that
we're
requesting
we're
we're,
also
requesting
percentage
increase
for
post
certifications,
which
kind
of
alleviates
some
of
that
longevity,
and
so
on
our
appendix
a
presentation.
G
At
the
bottom
chief,
we
tried
to
leave
you
some
discretion.
We
understand
that
it's
important
to
be
able
to
bring
in
laterals
commiserate
with
their
skills
and
training
and
experiences,
and
this
kind
of
mirrors
the
current
system
that
meridian
has
with
with
their
pay
and
so
they're
bringing
laterals
in
at
a
variety
of
levels.
G
What
we
would
advocate
is
that
if
you
have
eight
years
or
greater
that
you
could
bring
them
in
at
step
e,
which
is
a
fairly
substantial
pay
for
them
and
then
for
year,
two
we
actually
just
went
off
of
year,
one
and
added
a
percentage
which
is
listed
at
the
top
there,
and
we
would
go
from
go
from
there.
G
A
G
That
that
is
the
second
year
the
first
year
on
that
bike.
Sorry,
sorry,
the
the
first
year
would
be
starting
october,
1st
of
2022,
which
that
would
be
the
first
year
and
then
the
second
column
is
that
six
five
increase
so
the
first
column,
which
is
the
negotiated
hourly
rate
for
the
year.
One
of
the
contract
is
the
numbers
that
we're
asking
it's
not
associated
with
a
percentage,
because
when
we
combined
the
pay
scale
and
compressed
it,
the
percentages
waive.
And
so
it's
not
a
consistent
percentage
because,
for
example,
we
don't
have
a
four-year
paid.
G
We
have
a
three-year
pay
and
a
five-year
pay,
and
so
I
couldn't
say
give
me
a
percentage
on
top
of
that,
because
it's
it's
new
pay,
and
so
we
condensed
it
which
will
be
a
paradigm
shift
for
us
and
then
so
when
I
evaluated
those
numbers
when
we
evaluated
those
numbers,
what
we
did
was
we
we
basically
looked
at
meridian
scale.
We
looked
at
our
current
scale,
we
compressed
it
and
then
tried
to
come
up
with
numbers
for
each
of
those
steps
and
then
for
year,
two.
We
just
asked
for
that.
A
And
then,
though,
just
so
I'm
understanding
this
correctly,
so
the
comparables
you're
using
in
this
space
are
strictly
meridian,
so
you
didn't
look
at
anyone
else.
Is
that
correct,
correct.
G
And
you
know,
boise
is
a
unique
city
in
a
sense
that
you
know
our
population.
Our
resident
population
is
one
thing,
but
our
non-resident
population
swells
and
affects
services,
and
so
really
we're
not
trying
to
get
paid.
What
you
know,
madison
wisconsin
gets
paid.
We
we
feel
like
in
the
treasure
valley.
G
This
is
a
competitive
wage
that
will
make
laterals
want
to
come
to
boise
it'll,
retain
our
our
current
employees
and
provide
for
a
a
good
working
wage
for
for
our
members,
and
so
we
did
not
really
go
out
and
explore
a
lot
of
comparables,
because
I
we
feel
like
it's
unique
with
the
economy
and
the
housing
market.
So
we
just
said
hey:
why
are
we
losing
guys
to
meridian?
Why
are
we
losing
guys
to
ada
county?
G
Why
are
we
not
winning
the
recruiting
battle
and
we
feel
like
it
comes
down
to
the
pay,
and
we
do
feel
like
the
benefits
package
is
important
that
we
do
have,
which
is
better
than
meridians,
but
that
it's
it
doesn't
weigh
in
as
heavy
as
as
we
would
think
it
would
be,
and
we
we
feel
like
we
have
to
have
a
competitive
rate
to
stay
viable
with
our
personnel
staff
and
our
employee
satisfaction.
A
Just
as
a
side
note,
the
general
employees
are
experiencing
this,
our
new
employees.
It
appears
to
be
generational.
It
used
to
be
the
benefits
package
weighed
in
on
people's
career
selections,
and
now
it
appears
to
feel
so
far
off
that
people
would
just
like
the
money.
Now
I
assume
it's
it's.
What
we're
looking
at
as
well.
G
And
so
we,
like,
I
said
we,
we
left
the
corporal
section
blank
because
we
don't.
We
haven't
really
come
to
a
full
agreement
on
that,
and
we
don't
really
know
what
that
looks
like.
We
do
have
a
supervisor's
addition
of
a
half
percent
for
having
a
supervisor
certificate
and
obviously,
chief,
if,
if
laterals
come
and
they
have
those
certificates
from
other
states,
all
they
have
to
do
is
produce
them
and
they
can
be
eligible.
G
C
Yeah,
so
I
really
appreciate
both
the
format
and
how
this
information
is
put
together.
I
really
think
it
puts
us
in
a
strong
position
to
help
cost
out
what
the
budget
implications
might
be.
C
G
Yeah
so
meridian,
currently
their
corporals
are
supervisors
and
they're
a
tested
supervisor
position
in
a
traditional
law
enforcement
manner.
And
if
you
go
to
the
picture,
you'll
see
that
they're
actually
on
there
that
that
pay
scale
from
their
budgetary
website
goes
from
the
chief
all
the
way
down
to
the
newest
officers
and
has
their
history
on
their
of
their
past,
pays
and
they're.
What
they'll
be
getting
in
october
of
23..
C
Yeah,
that's
the
only
question
I
have
at
this
time.
I
think
you
know
just
taking
this
data
running
it
through
our
models
we
can
come
back
with
a
budget.
Implication
sounds
good.
G
Essentially,
we
added
an
incentive.
So
when
the
department
came
to
the
union
and
asked
to
do
the
mou
for
fto,
the
basic
concept
was
hey.
We
want
to
convert
the
way
this
is
done
and
we
would
like
to
provide
a
specialty
incentive
of
five
percent
which
has
been
memorialized
from
the
mou,
and
so
our
understanding
from
the
department
side
was
hey.
If
you're
doing
extra
duties,
you
have
extra
responsibilities,
you
have
extra
leadership,
you
have
extra
liability,
you
have
extra
hazards.
G
You
should
be
compensated
for
that
over
people
that
are
not
doing
those
kinds
of
things.
So
with
that
in
mind,
we
added
a
two
percent
incentive
for
our
detective
bureau
for
the
general
detectives
and
for
the
higher
liability,
the
persons
detectives
and
the
violent
crimes
were
requesting
a
three
percent
increase
for
their
incentive.
G
We
also
asked
for
a
one
percent
for
a
special
operations
group
which
includes
explosive
ordinances,
crisis,
negotiation
or
disorderly
liaison
officers.
I
understand
they're
doing
both
roles
and
the
special
operations
unit,
which
is
traditionally
called
swat
of
a
one
percent
and
keeping
in
mind
with
the
department's
philosophy
on
that
is
is
the
same
is
why
we
put
this
in
here.
Canine
officers
were
asking
for
one
percent
pay
rate
for
k-9
officers
and
a
one
percent
rate
for
motor
officers
for
uniform
officers.
G
We're
asking
for
a
half
a
percent
for
a
body,
camera
recording
system,
uniform
members
who
are
required
to
wear
that
on
a
daily
basis
would
get
half
a
percent
and
members
who
are
trained
in
crisis
intervention,
training
and
dealing
with
mental
health.
We're
asking
for
a
half
percent
for
those
officers.
A
I
just
have
a
clarifying
question
just
so.
I
understand
this,
so
the
selected
or
assigned
duties
here.
Do
they
infer
a
training
element
to
these,
or
is
this
just
an
assignment?
So
is
there
some
sort
of
increased
training?
These
officers
need
to
do
to
hold
these
positions,
or
is
this
just
the
units
in
which
they
are
assigned.
G
So
there
are,
there
is
additional
training
related
to
all
of
those,
so
any
of
the
investigative
units
are
required
to
you
know
as
they
go
through.
That
process
update
their
training
to
to
be
more
specialized
into
the
investigations
the
depending
on
the
assignment.
G
It's
a
variety
of
things:
cell
phone
related
training
on
how
to
do
cell
phone
work,
how
to
write,
search
warrants,
conduct,
interviews,
etc,
and
so
on.
On
the
detective
group,
depending
on
where
they're
at
there's
a
lot
of
specialized
training.
You
know
the
narcotics
guys
have
a
lot
of
specialized
training,
the
violent
or
the
victims
special
victims
unit.
They
deal
with
the
internet,
crimes
against
children
and
all
the
the
sex
crimes.
G
There
is
a
there's,
a
high
amount
of
training
that
is
required,
and
so,
additionally,
with
that,
there's
a
there's,
a
high
liability,
the
special
operations
group
there's
an
immense
amount
of
training
that
goes
into
those.
G
G
You
know,
members
of
our
organization
that
are
doing
a
large
volume
of
work
and
with
specialized
training
and
education,
and
so
we
feel
that
it's
it's
equivalent
to
what
they're
asking.
What
we're
asking
for.
I
G
So
we,
this
incentive
wouldn't
be
for
members
foreign
officers,
none
for
the
sergeants.
The
sergeants
are
covered
under
the
administration
section
that
we
already
had
talked
about.
So
we
approached
them
and
we
said:
hey
we're
going
to
go
this
direction
in
this
area.
Do
you
want
to
go
that
direction
in
that
area?
They
actually
decided
as
a
group
that
they
would
rather
leave
it
the
way
it
is
with
some
slight
slight
tweaks
than
go
to
a
percentage,
and
so
we
that's
that
was
our
determining
factor
all
right.
Thank
you.
C
And
a
clarifying
question
from
my
perspective
dc
brooks:
do
you
have
enough
knowledge
about
all
of
these
assignments,
how
they
split
out
across
the
population
to
help
us
get
the
right
positions
in
the
right
categories,
or
do
we
need
any
follow-up
from
the
union
to
help
us
sort
that
out
as
we
cost?
No,
I
have
that
excellent.
Thank
you.
G
Okay,
so
the
union
dropped
in
a
proposal
for
benefits
on
the
sick
leave
side
and
we're
asking
to
go
from
eight
hours
of
accrual
a
month,
which
is
less
than
a
day
to
a
10
hour
standard,
which
would
be
a
day
bear
in
mind
that
this
hasn't
been
changed
in
at
least
26
years.
We've
been
been
that
way,
a
lot
of
organizations,
both
civilian
and
non-non-civilian,
get
a
day
and
then
we're
asking
for
an
up
tick
in
the
buy
down
at
retirement
to
go
to
75
percent
from
60.
G
The
next
proposal
deals
with
the
special
operations
or
swat
unit
workout
time,
bank
and
I'll
go
into
a
little
bit
of
history.
Here
with
how
that's
played
out
for
the
organization
danny,
I.
C
Apologize,
I'm
a
little
slow
on
this.
When
I
was
just
reading
the
language
thinking
through
questions,
can
I
go
back
to
the
sickly,
absolutely
real,
quick?
Yes,
I
see,
and
you
might
have
said
it-
I
was
just
trying
to
process
the
language
is
struck
out
in
that
under
the
wellness
incentive
plan
that
that
payment
is
attributable
to
hours
in
excess
of
600
accumulated
at
that
particular
point
in
time.
C
So
how
would
it
be
determined
which
hours
apply
to
that
75
conversion?
Is
it
at
the
members,
discretion
or.
G
No,
so
what
we're
asking
for
is
that
at
retirement
all
of
the
sick
leave
hours
in
a
member's
bank
would
go
be
converted
at
the
75
rate.
So
currently,
the
way
it
is
is
the
first
600
hours
at
retirement
is
converted
at
60,
and
then
the
remaining
hours
are
converted
at
75.
So
if
we
had
650
hours,
600
would
go
at
60
and
the
other
50
would
go
at
75..
We're
asking
for
all
of
the
hours.
G
The
organization
asked
to
put
that
into
a
separate
bank
and
ask
for
it
to
be
flex
time.
The
the
members
of
the
swat
team,
of
which
I
was
the
team
leader,
decided
not
to
hold
them
to
the
comp
time
issue
that
it
seemed
fair
to
put
into
administrative
time,
which
is
flex
time.
However,
currently
with
manpower
issues,
the
current
bank
can
only
be
held
to
20
hours
after
20
hours.
They
lose
the
time.
G
So,
with
the
current
manpower,
staffing
issues
guys
are
being
denied
their
flex
time
because
of
manpower,
but
then
their
their
time
is
being
lost.
So
what
we're
asking
is
that
that
bank
be
pushed
up
to
50
hours
so
that
that
would
allow
the
supervisors
greater
discretion
under
the
scheduling
conundrum,
so
to
speak,
that
we
have
and
that
way
officers
will
not
lose
their
time
now.
G
Prior
prior
to
the
current
standard-
and
I'm
not
sure
if
this
occurred,
when
you
were
here
or
not
chief
brooks,
but
the
department
had
asked
us
to
go
to
40
hours
on
that
flex
bank
because
of
scheduling
they
couldn't
accommodate
it
and
the
swat
team
said
yeah,
that's
fine
and
so
the
flowing
of
that
bank
time,
I
think,
is
something
that
can
be
flexible.
A
G
So
currently,
the
way
the
the
way
the
grievance
read
from
28
years
ago
and
the
way
it's
written
is
officers
are
required
to
take
a
quarterly
fitness
test.
As
a
result,
the
department
and
the
city
has
agreed
to
allow
them
compensation
for
their
time
to
stay
fit
at
10
hours
a
month.
So
the
way
the
system
works
is
officers
are
required
to
weekly
log,
their
workout
times
and
durations
and
dates,
and
all
that
kind
of
stuff,
and
so
the
supervisors
maintain
we
physically
turn
in
a
report
that
says
monday.
G
I
did
an
hour
of
this
and
tuesday.
I
did
that,
and
so
that's
part
of
the
requirement
for
the
time
off
is
that
that's
being
met
and
that
they
keep
testing
four
times
a
year
if
they
don't
test
four
times
a
year,
it's
subject
to
removal
if
they
don't
log
their
stuff,
it's
subject
to
removal.
So
it's
10
hours
a
month
as
you
well
know,
it's
not
a
lot
of
fitness
time
to
stay
to
stay
in
shape.
G
So
it's
a
it's
a
fraction
of
the
amount
of
time
those
guys
use
or
put
into
that
effort.
And
but
we,
like,
I
said
the
biggest
concern
that
we
have
right
now
is
the
bank,
and
we
understand
that,
even
though
it
was
in
comp
time
with
the
grievance
that
that
causes
some
issues
and
and
so
the
team
was
willing
to
push
that
into
the
flex
side
and
that
gun
in
the
last
contract.
G
A
G
Members
and
officers
sorry
work,
they
work
40
hours
a
week
and
then
they're
required
to
work
out.
In
addition
to
that,
and
so
it's
additional
time
I
guess,
and
so
the
grievance
was
where
that
time
should
go,
and
so
the
grievance
that
the
hearing
officer
said
it
could
be
used
as
comp
time,
and
so
that's
where
that's
where
that
morphed
to,
and
this
is
where
we
ended
up,
and
so
I
don't
know
if
that
answers
your
question
or
not.
A
What
I'm
wondering
is
is
that
this
is
this
benefit
is
being
used
differently
because
of
the
scheduling
issues
than
was
originally
intended.
So
if
this
is
time
to
make
sure
that
people
have
the
opportunity
to
ensure
they
pass
the
physical
fitness
exam,
has
it
now
morphed
into
a
bank
of
time
off
for
officers
just
to
sort
this
out
in
whatever
way
they
can
with
their
schedules,
because
at
one
point
this
benefit
must
have
been
aligned
with
the
actual
physical
activity.
A
So
I
guess,
is
it
because
the
scheduling
issues
are
preventing
officers
from
logging
this
time
to
work
out,
I'm
just
not
quite
because
sometimes
over
time
in
these
contracts,
the
origin,
the
original
intent
of
a
benefit
morphs
into
something
that's
being
used
slightly
different,
which
is
fine.
I'm.
G
G
So
the
original
intent
was
for
officers
that
are
required
to
work
out.
They
would
be
compensated
for
that
time.
That
time
was
originally
designated
as
comp
time,
so
that
officers
could
use
that
as
leave
over
the
course
of
time
it
has
turned
into
a
flex
time
and
in
that
flex
time
we
currently
have
a
20
hour
bank
that
officers
are
allowed
to
bank
time
in
and
because
it's
flex,
it's
manpower,
dependent,
okay,
so
they're
not
going
to
pay
somebody
over
time
for
the
flex.
G
G
The
goal
is
for
it
to
be
used
the
month
that
it
was
earned
in
and
if
not
the
month
that
was
after
and
so
with
the
scheduling
shortages
officers
are
asking
to
flex
off
days
and
their
supervisors
are
advising
that
they're
unable
to
because
of
manpower.
G
I
So
I
have
a
couple
questions:
okay,
how
many
active
members
of
sou
do
we
have
currently
there's
20.
G
I
G
Where
are
they?
Okay,
currently
they're
on
the
idrive
under
the
special
operations
folder,
and
I
believe
the
subfolder
is
fitness,
but
the
procedurally,
the
sergeant
they're
sent
to
the
sergeant
the
respective
sergeants
to
monitor
and
log,
and
then
the
lieutenant
is
doing
checkups
on
that
is,
is
the
procedure
for
that,
and
so
they
should
be
on
the
idrive.
G
I
G
G
I
think
that
if
the
organization
had
something
in
mind
that
was
different
and
flexible,
that
I
think
the
team
would
probably
be
okay
with
that.
It's
just.
However,
that
looks
in
the
best
way
for
the
organization.
I
think
we
have
some
flexibility
in
there
and
so
that
that's
a
potential,
but
this
is
kind
of
how
it's
always
been
in
the
contract
and
so
we're
just
trying
to
alleviate
some
headaches
from
from
what's
currently
happening.
I.
I
G
G
So
the
current
mou-
you
don't
want
to
more,
I'm
just
making
sure
I'm
clear,
because
it
really
wasn't
a
proposal.
We
just
don't
want
to
memorialize
it
going
forward,
as
this
is.
A
Correct,
but
just
to
be
clear.
The
city
currently
has
no
intention
of
implementing
a
policy
on
the
current
workforce
moving
forward
and
because
of
that
and
the
need
for
flexibility
in
this
space.
We're
not
interested
in
moving
forward,
but
I
do
want
to
make
it
clear.
It's
not
because
we
have
any
current
intentions
in
the
space.
I
I
Okay,
I
just
uploaded
the
city's
response
to
a
counter
proposal
from
the
union
regarding
the
removal
of
disciplinary
language
concerning
missed
court,
and
the
city
is
rejecting
the
counter
proposal
in
large
part
due
to
current
existing
language.
That's
already
in
the
cla
that
is
noted
in
the
additional
information
section
of
this
counter
proposal.
I
I
Hopefully
it's
in
mind
with
what
you
were
thinking
there
as
well,
removing
like
you
had
mentioned
before
the
definitive
timeline
of
october
1st
of
2023,
but
just
kind
of
clear
cleaning
up
some
of
the
language
specifically
relating
to
the
union's
involvement
in
the
committee
and
looking
at
what
the
corporal
position
looks
like.
A
So
I
think
what
we'd
like
to
do
unless
their
objection
is
for
the
city
to
take
the
launch
break
to
do
some
time.
Estimates
on
how
long
it
will
take
our
team
to
come
back
with
the
financial
implications
of
your
proposals.
A
We
will
not
be
able
to
do
that
today.
I'm
wondering
if
we're
even
going
to
be
able
to
make
our
next
meeting,
which
is
monday,
so
we're
just
going
to
take
the
time
during
lunch
to
figure
out
the
schedule,
scheduling,
considerations
and
then
we'll
return
after
lunch
with
some
sort
of
proposal
in
that
space,
because
I'm
not
sure
we're
going
to
be
productive
without
the
actual
economic
impact
of
your.
G
A
Sounds
good,
thank
you.
We
will
be
adjourned
until
one
o'clock.
A
All
right,
we
are
back
if
it's
okay,
I'd
like
to
propose
some
schedule.
Adjustments
before
you
get
into
the
counter
proposals,
so
the
city
would
like
to
propose
reducing
our
calendar
hold
on
august
8th
that
I
think,
is
currently
nine
to
five
shorten
that
from
nine
to
twelve
and
our
intent,
and
that
will
be
to
address
the
issues
that
are
non-economic,
related
and
then
give
biff
and
the
team
some
more
time
to
get
the
numbers
together
on
your
economic
proposals
and
return
on
the
24th
from
8
30
to
11..
A
A
A
Correct
that
is
indicative
of
some
of
the
room
challenges
we're
having.
So
our
intention
is
to
keep
these
meetings
here.
In
the
event,
we
can't
move
the
folks
I'm
going
to
attempt
to.
We
will
the
the
next
best
place,
which
you
all
probably
know
more
than
I
do
for
streaming
might
be
city
hall
west,
but
we'll
let
you
know
if
we
have
to
find
a
different
location.
A
G
So
I
dropped
it
in
the
union
proposals
for
today.
It's
account
proposal
for
annual
druthers
and
I
guess
the
original
intent
chief
that
you
had
described
was
some
scheduling
issues.
G
The
union
rejects
that
proposal
in
that
offer.
We
understand
that
the
new
timesheet
system
will
help
with
some
of
the
druthering
issues,
and
the
union
body
is
not
interested
in
doing
six-month
rotations
that
are
selected
once
a
year.
G
The
next
is
going
to
be
the
civil
service
rules
which,
in
its
current
form,
the
union
is
rejecting,
and
I
think
we
need
to
have
some
conversation
to
figure
out
a
little
more
where
the
department
is
going
with
that,
so
that
we
can
have
a
better
understanding
we
met.
I
think
it
was
about.
A
year
ago,
adam
was
present,
or
at
least
on
zoom.
He
was
present
related
to
civil
service
rules,
at
which
time
the
department
was
interested
in
putting
them
into
policy.
G
We
just
had
a
discussion
related
to
them
being
part
of
the
contract
as
an
mou,
and
so
we
are
we,
we
kind
of
have
the
concept
that
we
need
to
figure
out
where
all
this
stuff
is
going,
and
so
you
removed
a
lot
of
things
that
were
in
the
civil
service
rules
on
your
proposal,
but
we
don't
really
have
any
understanding
of
what
the
department's
intent
is
where
those
things
are
going.
G
How
that
really
looks
going
forward
and
I
think
it
probably
warrants
a
conversation
versus
us
having
a
written
proposal
that
includes
things
that
you
have
a
different
plan
for,
and
maybe
if
we
can
understand,
really
how
that
we
want
that
to
look
going
forward
and
then
we
can
maybe
find
some
common
ground
and
and
that
way
we're
not
wasting
time
going
back
and
forth
with
stuff.
That
is
not
going
to
work.
G
So
I
don't
know
if
you
have
conversation
that
can
be
had
today
related
to
it,
but
I
mean
I
think
this
is
a
another,
extremely
critical
issue
for
the
membership,
and
so,
instead
of
you
know,
going
back
and
forth
over
the
course
of
weeks.
If
we
have
a
conversation,
maybe
kind
of
get
to
the
general
understanding,
then
we
can
maybe
start
putting
some
things
in
writing
on
either
side.
G
I
Well,
I
think,
without
going
through
this
line
by
line.
Much
of
this
is
currently
already
in
the
cla,
and
I
think
that
was
some
of
the
issue
is
it
was
redundant
in
here.
I
think
some
of
it
can
be
covered
in
policy,
and
then
there
was
some
stuff
that
we
had
put
in
here.
If
I
recall
correctly
that
we
were
recommending
putting
into
the
cla
as
well.
G
I
know
you
weren't
in
the
room
then,
but
other
members
of
the
administration,
weren't
adam
was
on
zoom
and
we
basically
said
we
want
these
in
general
orders
and
that
way
they
can
be
pulled
out.
Fixed
cleaned
up,
adjusted
as
as
needed
without
reopening
the
collective
labor
agreement,
and
that
provides
both
sides,
the
most
the
most
flexibility
and
so
that's
kind
of
our
intent
and
without
really
knowing
whether
that's
something
that
we
can
proceed
down
or
not.
I
mean
that's
kind
of
where
we're
standing,
yeah
and.
I
E
Yeah,
that
is
correct.
The
city
didn't
want
to
go
down
the
route
of
creating
general
orders
for
the
police.
I
think
from
our
perspective,
some
of
these
items
were
more
appropriate
for
the
contract.
Some
of
them
seemed
more
appropriate
for
policy,
and
then
there
were
a
few
items
that
really
didn't
seem
to
impact
the
bargaining
unit.
E
At
all
there
were
there
were
non-bargaining
positions
that
we
felt
that
you
know
they
should
just
be
pulled
out,
so
we
can
have
further
conversation
about
where,
where
we
think
things
should
go,
but
from
our
standpoint
I
don't
think
we
want
to
go
down
the
route
of
creating
general
orders.
Okay,.
G
So
I
think
if
we
got
some
kind
of
information
related
to
where
the
ones
that
you
want
in
policy
go
and
where
the
ones
that
will
go
in
the
cla
will
go,
then
we
can
kind
of
start
working
from
ours
perspective
about
how
we
feel
those
need
to
or
what
kind
of
common
ground
we
can
get
on.
And
that
way
we
can
start
tackling
that
problem
without
you
know
us
having
no
idea
and
then
coming
to
the
table
and
saying
no
and
then
going
back
and
et
cetera,.
E
G
B
G
Okay,
and
is
that
in
the
city's
proposal,
or
is
it
somewhere
else.
B
G
G
G
However,
you
know,
we
sounds
alike,
can
probably
put
some
things
in
the
cla
and
some
things
in
policy,
so
I
think
that's
probably
best
to
hold
off
until
that
gets
resolved
related
to
the
civil
service
and
where
they,
where
they
track.
B
G
So,
just
to
confirm
we're
going
to
august
8th,
we'll
cover
the
rest
of
the
non-economic
and
the
language
cleanup
and
then
on
the
24th.
Hopefully
myth
and
crew
we'll
come
back
with
some
numbers
and
we
can.
We
can
meet
and
discuss
it.
Then
we
don't
have
anything
else
unless
you
guys
do.