The most pressing topic was the district’s budgetary constraints, which dominated discussions. The board revealed a substantial budget shortfall of $25 million, which led to a cautious wage proposal of a 1% recurring raise and a 1% lump-sum cash-out for staff. This offer was met with skepticism, especially given the contrasting hiring markets for law enforcement and teaching personnel. Detailed figures were presented, indicating that implementing a 1% raise would cost approximately $281,791 for officers and around $10 million for teachers. This raised questions about the sustainability of such offers, especially in the current economic climate. The district cited the lowest per-student funding increase in a decade as a contributing factor to its financial challenges.

Compensation proposals were a point of contention, with one party suggesting a 3% salary adjustment along with a signing bonus totaling over a million dollars for the police department. Comparisons were made to other agencies offering 8% to 10% raises, highlighting the competitive market. The proposal aimed to keep compensation competitive and ensure the retention of qualified personnel.

In addition to budget discussions, there was considerable focus on officer health concerns. Reports surfaced of several officers feeling unwell during a wellness event, experiencing symptoms like dizziness. This highlighted limitations in current policies that prevent school nurses from quickly evaluating officers on duty. The potential change in these guidelines or contract stipulations was discussed, with an exploration into allowing nurses to perform quick evaluations. This change could prevent the diversion of resources from the Palm Beach County Fire Rescue for minor health issues.

The meeting also delved into evaluation procedures, with a draft of a new evaluation tool aiming to streamline the current, lengthy form. The requirement for officers to achieve an average score of 80% to qualify, which could include varying scores across different areas, was discussed. This proposal sought to create a more efficient and fair evaluation process.

Overtime and work week policies were also on the agenda. An agreement was reached to increase the outside detail pay rate from $55 to $60 per hour and from $65 to $70 per hour on designated holidays, effective July 1. There was ongoing debate about adjusting the extra duty rotation, with discussions about moving from counting hours to counting the number of details officers pick up. The proposal aimed to simplify calculations and reduce discrepancies, though concerns about equity were raised.

Further, the board addressed the need for clearer guidelines within the specialized unit, particularly concerning the 24-hour detail requirement. A preference was expressed for extending this period to 48 hours to ensure full staffing. Additionally, the introduction of a paid nonworkday was agreed upon, though proposals for new paid benefits, such as paid parental leave, were rejected due to budget constraints. The district acknowledged the importance of parental leave but cited financial limitations.

The conversation also covered workers’ compensation policies, maintaining a status quo position to ensure adherence to legal requirements. Proposals were made to increase additional leave days from 10 to 20 for officers temporarily or totally disabled, allowing them to supplement workers’ compensation pay with sick leave during recovery.