Our Projects
At Cobb Professional Fire Fighters, Local 2563, we are committed to advancing initiatives that support our members’ well-being, career development, and long-term success. Our current projects reflect a strategic focus on compensation fairness, workforce modernization, and community engagement.
01
True YOS Step
Background
Local 2563 supports efforts to ensure employees are recognized and compensated in alignment with their actual years of service. This initiative would eliminate the ‘minus one’ (-1) restriction that delays step increases based on a YOS on October 1, and waiting until March for the step to take place. This change will allow for fairer, more consistent, and transparent compensation growth.
Work Completed
Internal modeling has been conducted to evaluate how this change would impact staffing and pay structures. Tools and systems have been considered to automate and streamline the process for easier administration. Our Command Staff is also working on streamlining the tools to ensure this is feasible.
Current Status
The concept has been introduced for administrative consideration. Due to the plans associated within the current budget cycle, this is expected to be revisited during a future budget cycle. Local 2563 supports a collaborative path forward that balances operational needs and fiscal responsibility while still pursuing this long-term improvement.
02
Background
Strong retirement benefits are critical to attracting and retaining top talent in public safety. This project aims to assess and develop a more competitive and sustainable retirement plan that supports long-term service and family security.
Retirement
Work Completed
Local 2563 has conducted preliminary comparisons of retirement offerings across similar agencies nationwide. The findings highlight opportunities to enhance benefits while maintaining fiscal prudence. Early-stage collaboration with leadership has helped outline the framework for further analysis.
Current Status
A formal proposal is in progress to establish an independent Blue Ribbon Committee composed of diverse stakeholders, including finance professionals, public safety representatives, County department heads, and other personnel. This group will explore data-driven options that can strengthen retirement outcomes while considering long-term financial impacts. The initiative is intended to promote both employee retention and the County’s ability to remain competitive in the labor market.
03
Step & Grade (S&G)
Background
Work Completed
Current Status
Local 2563 is reviewing the current pay step system to ensure it reflects modern cost-of-living standards, supports employee development, and aligns with the needs of a growing metropolitan workforce.
Drafting of a new step and grade proposal is underway, with continued refinement based on operational input and long-term staffing needs. Local 2563 is working closely with department leadership to ensure any revisions are aligned with organizational goals and sustainable for the community.
Extensive benchmarking has been performed using compensation structures from comparable fire departments. Variables such as start and top-out salaries, incentive pay, and longevity bonuses have been evaluated. The goal is to create a more adaptable and future-oriented system.
04
Retirement/Financial Advisors
Background
Local 2563 is committed to equipping County personnel with the tools needed to make informed, long-term financial decisions. This initiative aims to expand access to qualified, independent financial advisors who can assist employees with personalized retirement planning.
Work Completed
Initial conversations have taken place to identify experienced financial advisors who are independent of plan providers. The goal is to offer guidance that is objective and tailored to the unique needs of public safety professionals.
Current Status
The process of identifying and vetting trusted advisors is ongoing. Local 2563 aims to compile a list of reputable professionals and provide it to County personnel as a resource for retirement and financial planning.
05
Revenue Streams
Background
To fund public safety improvements and personnel initiatives without relying solely on property taxes, Local 2563 is exploring alternative revenue options. The objective is to identify sustainable funding mechanisms that can support long-term investments in public safety.
Work Completed
Research has been conducted into how other municipalities utilize local sales taxes and diversified funding strategies. Preliminary analysis suggests certain models could help reduce the burden on homeowners while still supporting critical services.
Current Status
Stakeholder discussions are underway to further explore these options. Additional sources such as service-based fees are also being considered as part of a broader, diversified revenue strategy.
06
Bi-Weekly / Tri-Weekly Pay Period
Background
This proposal reviews whether moving from a 21-day to a 14-day pay period would improve payroll consistency and address unintended impacts on overtime eligibility for public safety employees.
Work Completed
A cost-benefit analysis has been conducted to evaluate the financial implications of this shift, including its potential to increase fair overtime payouts and align payroll with existing cycles.
Current Status
Formal transition is not currently planned due to it not fitting into the plan for the 42-hour work week. Although, continued evaluation is recommended. Local 2563 encourages ongoing review of how scheduling and payroll structures interact with compensation systems and employee incentives.
07
42-Hour Work Week
Background
This initiative is CCFES based, but the committee is comprised of several Local 2563 members. This proposes a shift from the traditional 56-hour firefighter schedule to a 42-hour work week, aligning with national best practices and improving quality of life for public safety professionals.
Work Completed
A feasibility study has been completed to assess staffing requirements, health and wellness benefits, and potential cost adjustments. The plan outlines both short-term impacts and long-term benefits for employees and the department.
Current Status
The proposal is under review and will move forward pending additional administrative approvals. Local 2563 supports this initiative as a key component of modernizing the public safety workforce model.
08
Housing Incentive
Background
Local 2563 is exploring the development of a housing incentive program to support recruitment and retention by reducing the cost of living for public safety professionals working in the community they serve.
Work Completed
Preliminary research is underway to identify incentive models used by other municipalities. Local input and case studies are being gathered to assess how best to structure such a program.
Current Status
The next phase involves collecting more comprehensive data on available housing programs in the region. Local 2563 will work with stakeholders to evaluate options and identify a feasible, impactful approach. We are looking for assistance from our members in pushing this initiative forward. Please reach out to the Executive Board if you are interested.
09
Formal Structure/Strategic Plan
Background
To build long-term organizational strength, Local 2563 is updating its internal structure and governance framework to reflect modern needs while honoring foundational principles.
Work Completed
Revisions to bylaws and organizational practices have been made, and a strategic plan is under development. Formal structures have been reintroduced to enhance operational efficiency and transparency.
Current Status
Strategic planning sessions are ongoing, with participation from both internal leadership and external advisors from the IAFF. Member engagement and participation remain a priority to ensure the plan reflects the needs and values of the membership.
10
Community Relations
Background
Improving public awareness and community engagement is essential to maintaining support for public safety services. Local 2563 is focused on enhancing visibility and strengthening relationships with the community.
Current Status
Plans are underway to coordinate participation in public events, educational outreach, and service opportunities. Members interested in contributing to these efforts are encouraged to get involved. Please reach out to the Executive Board if you are interested.
11
Event Planning
Background
Creating opportunities for members and their families to come together fosters stronger connections and promotes overall well-being. Local 2563 is committed to organizing meaningful events for its membership.
Current Status
Ideas are being collected for future large-scale events, and volunteers are invited to assist in planning. Participation from both members and spouses is encouraged. Please reach out to the Executive Board if you are interested.
12
Political Action Committee
Background
Developing strong relationships with elected officials and supporting public safety-friendly legislation is a strategic priority. Local 2563 seeks to formalize this through a dedicated Political Action Committee (PAC).
Work Completed
Initial conversations with experienced advocates have begun. This groundwork will help establish a committee capable of increasing the union’s influence on public policy.
Current Status
Formal committee formation is pending, but interest and early involvement are encouraged. Engagement in legislative matters is a critical step in advancing member-focused initiatives.
13
Promotional Assistance
Background
Supporting professional advancement is a key priority. Local 2563 is developing resources to assist CCFES personnel preparing for promotional exams and assessment centers.
Current Status
Subject matter experts are being sought to help facilitate study groups and practice sessions. Volunteers are encouraged to share their knowledge and assist fellow CCFES personnel in achieving their career goals. Please reach out to the Executive Board if you are interested.