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requirements have been reviewed and, if so, why they have not been shared with us.There is no checklist or process to demonstrate proficiency. We would like to know whether leadership is qualified to provide in-service training on these topics, and, if not, who will provide the training. i Before any policy requiring these duties takes effect,we need formal training, competency verification,proper safety equipment; and confirmation of L&I compliance. We have been presented with policies on a 30-day clock to provide feedback, yet these policies were drafted without our initial input, and you have been working on them much longer than 30 days. Policies were written and presented as near-final documents.A healthy policy development process invites stakeholder input before drafting, not after.When one of us shared policy concerns with the team to ensure alignment, we were told this was inappropriate and that it should be communicated to just the administration. Open communication among colleagues about policies that affect our work is not insubordination. It is professional collaboration. It has become difficult to determine the current policy on any given topic. Standards shift, and we are held accountable to expectations that have not been formally adopted. When we were hired, fingerprinting, blood draws,X-rays, and transport duties were not in our job descriptions. Adding duties without updating job descriptions or compensation is a significant change to our employment terms. Policies should be developed collaboratively with input from deputy coroners before finalization, feedback should be welcomed, not suppressed, and the policies should be formally adopted with clear, effective dates before enforcement begins. The tone of recent policies and communications has been overwhelmingly punitive.Termination is referenced repeatedly throughout draft policies for what are often first-time or minor infractions. Progressive discipline is a cornerstone of fair employment practice. Policies should follow a structure of verbal warning, written warning, suspension, and termination as a last resort. Instead, termination appears as a consequence throughout our policy documents without intermediate steps(including in our mission statement). We are tired of being threatened with termination in written policies that have not even been adopted. We do not understand why termination is included in everything that is now sent to staff. We also do not understand why the first response to any concern is either a threat of HR involvement or termination,rather than a simple conversation. When the only tool in a person's toolbox is a hammer, every problem looks like a nail. We ask that you replace punitive language with progressive discipline. We ask that you create an environment where mistakes are learning opportunities, not grounds for immediate termination. We ask that you treat your staff as professionals worthy of development,not problems to be managed. Communication from leadership has been inconsistent, contradictory, and at times dangerously inadequate.A flu outbreak at a local retirement home was brought to leadership's attention days before staff were notified. One of us responded to a call at that facility without any warning and Page 2