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I KNOW, I KNOW THAT'S WHY I HAVE TO FOLLOW MY CALENDAR.
CAUSE THERE WAS LAST NIGHT TODAY TO MY, THE REST OF THE WEEK.
SO I KNOW THERE'S A LOT OF REALLY GOOD STUFF HERE.
SO WE'LL GO AHEAD AND GET THIS, UM, OPERATIONS, HR FOCUSED MEETINGS STARTED.
UM, WE ARE BEING BROADCAST OVER THE COUNTY CHANNEL.
UM, IT IS A HYBRID MEETING AND I ASKED IS OUR CUSTOM LIST.
I PLEDGE IT LOOKS LIKE THE UNITED STATES OF AMERICA.
ONE NATION UNDER GOD, INDIVISIBLE WITH LIBERTY AND JUSTICE FOR ALL.
INDIVISIBLE, THANK YOU VERY MUCH.
CAN WE HAVE A MOTION TO APPROVE THE AGENDA? SO MOVED.
ANY DISCUSSION? AND UH, MEL IS NOT ON.
ANY PUBLIC COMMENT, PUBLIC COMMENT MOVING RIGHT ON COMPENSATION STUDY DISCUSSION, RIGHT.
I'LL TRY TO PULL CLOSE TO MIAMI WHEREVER THAT MAY BE.
SO WE'RE GONNA START THIS AFTERNOON WITH, UM, LIKE MS. FULBRIGHT SAID SOMETHING THAT WE'VE BEEN ALL LOOKING FORWARD TO DISCUSSING AND WE WANTED TO MAKE SURE WE WERE IN THE RIGHT PLACE TO DISCUSS IT.
SO WE HAVE ALL OF YOUR ANSWERS, THE QUESTION, ALL THE QUESTIONS, ALL OF THE ANSWERS TO YOUR QUESTIONS, AND I'M SURE YOU PROBABLY HAVE SOME.
SO WE HAVE WITH US THIS AFTERNOON, OUR PROJECT MANAGER HERE WITH MTT CONSULTING AND AS CINA HORTON, SHE KNOW WHO'S GOING TO WALK YOU THROUGH THE PROCESS OF THIS STUDY.
SHE WILL TALK ABOUT METHODOLOGY.
SHE'LL TALK ABOUT WHAT WE DID, HOW WE WENT THROUGH, UH, DETERMINING WHERE WE ARE AT THIS POINT.
AND JUST, YOU KNOW, WE TELL YOU, UM, WHERE WE ARE NOW AT THE POINT OF MAKING A RECOMMENDATION TO THE GOALS.
SO SHAYNA ARE YOU ON HI ELLIS.
I AM, UH, SHEENA, UM, ALONG WITH CINA WITH ME TODAY IS MATT HUNT WHO WAS VERY ACTIVE IN THIS PROCESS AND ALSO DALE MANAGER, DALE, UH, WHO WAS OUR INTERNAL MANAGER OF PROCESS.
SO I'M GOING TO TURN THE BIKE TO SHEENA AND YOU CAN START.
UH, FIRST I'D LIKE TO REQUEST THE PERMISSION TO SHARE MY SCREEN SO I COULD PRO MY PRESENTATION UP OR, OH, I SEE YOU'VE GOT ON THE SCREEN AS WELL.
UM, I'LL STOP HEARING AND LET YOU CONTROL.
AND SHE KNOWS LIVING OFF OF MY APOLOGIES FOR BEING LATE.
SO I APOLOGIZE THAT YOU HAD TO SIT AND WAIT.
THAT'S THE, UH, NATURE OF LIVING IN A ZOOM VIRTUAL ENVIRONMENT THESE DAYS.
WELL, I'M GLAD WE ALL WERE ABLE TO GET TOGETHER TODAY.
UH, AS MENTIONED, I'LL BE WALKING THROUGH, UH, OVERVIEW OF WHAT WE DID WITH THE STUDY.
UM, I KNOW YOU'RE VERY FAMILIAR WITH THE METHODOLOGY WE USE, BUT JUST AS MORE SO A REFRESHER AND THEN I'LL COVER SOME OF THE RECOMMENDATIONS YOU SHOULD HAVE ALSO RECEIVED A STUDY HANDOUT THAT LISTS SOME OF THOSE CHANGES, UM, FOR THE PAY PLANS, AS WELL AS COPIES OF YOUR CURRENT AND THEN THE PROPOSED PLANS.
SO I WON'T HAVE THOSE SHARED ON THE SCREEN, BUT YOU DO HAVE THAT HANDOUT IT'LL WILL BE A LITTLE BIT EASIER TO SEE.
SO AS MENTIONED, I'LL JUST GO OVER THE MAIN PROJECT OBJECTIVES, METHODOLOGY, AND TALK ABOUT THE RESULTS OF THE COMPENSATION STUDY.
AND THAT INCLUDES A COURSE REVIEWING MARKET SALARY DATA, AS WELL AS OUR BENEFITS REVIEW.
AND THEN I'LL COVER IN TERMS OF NEXT STEPS, WHAT WE PROVIDE IN TERMS OF OUR ONGOING SUPPORT.
AND THEN JUST OPEN IT UP TO QUESTIONS AND DISCUSSION.
SO AS OUR REFRESHER, UM, FOR THE CLASSIFICATION AND COMPENSATION STUDY IS FIRST AND FOREMOST A MARKET STUDY.
SO THE MAIN AIM IS TO MAKE SURE THAT YOU HAVE A SYSTEM THAT IS ACCURATE UP-TO-DATE AND MARKET COMPETITIVE AND EQUITABLE, THAT REALLY SUPPORTS THE ATTRACTION AND RETAINMENT OF QUALIFIED EMPLOYEES
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AND PROVIDES ROOM FOR THAT, UH, CAREER ADVANCEMENT IN CAREER GROWTH, AS WELL AS WEATHERING ANY CHANGES FOR WORKFORCE CHANGES IN THE FUTURE.SO HAVING A SYSTEM THAT IS ALIGNED WITH BEST PRACTICES, AS WELL AS EASE OF ADMINISTRATION REALLY ENABLES YOU AS ORGANIZATION TO KEEP PACE WITH THE MARKET AND MORE EASILY, UH, HAVE CONSISTENT IMPLEMENTATION AS WELL AS ENSURING THAT, UM, YOU KNOW, YOU HAVE CLEAR PATHWAYS FOR CAREER ADVANCEMENT, AS WELL AS EQUITY WITHIN YOUR RANGES AND SYSTEM ITSELF.
AS PART OF OUR PROJECT AFTER WE'VE UPDATED, PROVIDED RECOMMENDATIONS FOR UPDATING THOSE SYSTEMS. WE ALSO INCLUDE PHASE-IN STRATEGIES.
UM, A LOT OF ORGANIZATIONS CAN'T DO THESE KINDS OF CHANGES WITHIN A SINGLE YEAR.
SO WE DO PROVIDE SOME STRATEGIES IN TERMS OF BEST PRACTICES AND HOW ORGANIZATIONS APPROACH IMPLEMENTING THESE CHANGES.
AND OF COURSE, ALL OF THESE DETAILS ARE ALSO PROVIDED IN THE FINAL REPORT IN TERMS OF BEST PRACTICE PRACTICES REGARDING ONGOING ADMINISTRATION OF THE SYSTEM, JUST INITIAL IMPLEMENTATION, BUT ADMINISTRATION OVER TIME, AS WELL AS MAINTENANCE OF THE SYSTEM.
UH, SO WEATHERING ANY KIND OF COST OF LIVING OR INFLATION CHANGES, A MINIMUM WAGE ADJUSTMENTS DOWN THE ROAD.
SO ANYTHING IN THAT REGARD, THERE'S SOME BEST PRACTICE GUIDELINES, INCLUDING THE REPORT ON THAT AS WELL FOR THE PROJECT YOU MIGHT RECALL, WE HAD 10 KEY STEPS, NINE BEING THE CORE STEPS THAT WE CONCLUDED DURING THE PROJECT.
WE KICKED OFF THE PROJECT WITH THE INTERNAL PROJECT TEAM TO DISCUSS THE OVERALL OBJECTIVES OF THE PROJECT, UH, COMMUNICATIONS BETWEEN OUR TEAMS, BUT ALSO COMMUNICATION REGARDING, UH, DISTRIBUTION OF INFORMATION ABOUT THE STUDY, UH, INTRODUCING STAFF TO WHAT A CLASSIFICATION AND COMPENSATION STUDY DOES AND DOES NOT DO AS WELL AS DETAILS IN TRAINING IN REGARDS TO DATA COLLECTED.
SO OUR SURVEY PROCESSES IN TERMS OF GATHERING JOB DATA INFORMATION FROM THE SUPERVISORS RELATIVE TO RECRUITMENT OR RETENTION ISSUES, OUTDATED JOB TITLES, UM, ANY ISSUES REGARDING CAREER LADDERS OR ADVANCEMENT THINGS IN THAT REGARD.
SO IN THE BEGINNING, A LOT OF THAT WAS THAT INITIAL DATA COLLECTION FROM STAFF, AS WELL AS FROM YOUR HR, UH, OFFICE TO REVIEW WHAT YOU CURRENTLY HAVE IN TERMS OF PLANS AND POLICIES AND PLACEMENT OF THOSE POSITIONS WITHIN THOSE PLANS.
THE NEXT STEP, FOLLOWING THAT DATA COLLECTION, UH, OUR TEAM FOCUSED ON PULLING MARKET DATA FROM A VARIETY OF DIFFERENT SOURCES, WHICH I'LL COVER IN THIS PRESENTATION AS WELL.
AND FOCUSING ON BENCHMARKING OPPOSITIONS, CONDUCTING CLASSIFICATION REVIEWS, TO MAKE SURE THAT WE HAVE A FULL UNDERSTANDING OF THAT JOB AND WHAT IT IS DOING TODAY, MAKING SURE IT HAS INDUSTRY STANDARD AND ACCURATE JOB TITLES TO REALLY, UM, ENABLE, UH, CANDIDATES IN THE MARKET TO BE ABLE TO FIND YOUR JOB, UH, APPLY FOR THAT POSITION AND MAKING SURE IT'S RECOGNIZABLE.
UM, JUST TO, UH, AGAIN, TO SUPPORT RECRUITMENT EFFORTS.
PART OF OUR DATA COLLECTION ALSO INCLUDE A MARKET SURVEY, WHICH WE REACHED OUT TO A PEER AND COMPETITOR ORGANIZATIONS TOGETHER, A CROSS-SECTION OF SALARY AND BENEFITS DATA FOR COMPARISON AS WELL.
THIS ALSO INCLUDES POLICY INFORMATION BECAUSE COMPETITIVENESS ISN'T IN A BOX OF JUST TOTAL COMPENSATION REGARDING PAY AND BENEFITS.
WE DO ALSO LOOK AT POLICY AND HOW SYSTEMS ARE IMPLEMENTED BY YOUR PEERS AND COMPETITORS.
SO, UH, IT'S ONE THING TO OFFER HIGH SALARIES, BUT IF YOU ARE, UM, ADDED, UH, RECEIVE A SALARY FOR EXAMPLE, BUT THERE'S NO CLEAR PATHWAY FOR GROWING DOWN THE ROAD AND YOU MIGHT BE STUCK AT THAT SAME PAY RATE FOR YEARS.
UH, THAT'S NOT CONSIDERED AS MUCH OF A COMPETITIVE SYSTEM.
SO YOU REALLY WANT TO HAVE SOMETHING IN PLACE FOR GOVERNING MOVEMENT WITHIN YOUR SYSTEM PROMOTIONS, UH, ANY KIND OF, UM, ADJUSTMENTS IN TERMS OF UPDATING THE SYSTEM ITSELF.
AND, UH, IN REGARDS TO LONGEVITY, FOR EXAMPLE.
SO WE LOOK AT A VARIETY OF DIFFERENT THINGS.
WHEN WE LOOKED AT THE MARKET AND DETERMINE MARKET COMPETITIVENESS AS PART OF THE STUDY AFTER GAVIN, THAT JOB DAY, WE ALSO UPDATED YOUR JOB DESCRIPTIONS, UH, AS NEEDED.
THIS WAS FOCUSED ON PROVIDING THAT DATA FOR, UM, RE UPLOADING INTO YOUR, UM, UH, HR SYSTEM THAT HOUSES YOUR JOB DESCRIPTIONS.
SO THOSE WERE PROVIDED, ALL THOSE DETAILS WERE OFFERING THIS METHODOLOGY AND MORE ARE INCLUDED ON THE DRAFT REPORT AND THE SUPPLEMENTAL DEPENDENCIES THAT ARE WITHIN THAT REPORT, AS WELL AS COPIES OF THE SURVEYS WE USED.
SO IF DOWN THE ROAD YOU WANT TO, UH, UTILIZE THE JOB CONTENT QUESTIONNAIRE WE USE, OR THE MANAGEMENT ISSUES, PAPER SURVEY, WE SENT THE SUPERVISORS.
YOU HAVE, YOU HAVE A COPY OF THAT INSTRUMENT TO USE ON YOUR OWN AS WELL.
AND AGAIN, WITHIN THE REPORT INCLUDES SOME, UH, IMPLEMENTATION STRATEGIES, WHICH I'LL GO OVER IN THIS PRESENTATION.
SO I TALKED A LITTLE BIT ABOUT, UM, THE DATA GATHERING, UH, FROM EMPLOYEES.
SO FOR THE MARKET DATA SOURCES.
SO WE FOCUS ON A COUPLE OF KEY AREAS IN TERMS OF DATA SOURCES, AS WELL AS THE RECRUITMENT MARKETS.
NOW RECRUITMENT MARKETS CAN VARY DEPENDING ON THE POSITION, SOME POSITIONS YOU CAN RECRUIT, NO PROBLEM LOCALLY, OTHERS, YOU MIGHT HAVE TO CAST YOUR NET A LITTLE BIT WIDER.
SO WE DO LOOK ACROSS A VARIETY OF DIFFERENT PARAMETERS, AS WELL AS SOURCES TO MAKE SURE WE CAN FIND GOOD BENCHMARKS FOR POSITIONS AND TO BENCHMARK AS MANY POSITIONS AS POSSIBLE.
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UH, AS PART OF OUR STUDIES, WE DO TRY TO AIM TO BENCHMARK AS MANY AS WE CAN, INSTEAD OF A PERCENTAGE OF, WE REALLY DO TRY TO DO THAT, TO PROVIDE YOU THE MOST ACCURATE UP-TO-DATE SYSTEM WITH THAT.WE HAD TWO MAIN SOURCES, UH, IN ADDITION TO OUR MARKET SURVEY THAT WE DO HAVE YOUR PEERS AND COMPETITOR ORGANIZATIONS, UH, HIS SALARY.COM COMP ANALYST DATABASE, AND TRY TO THINK OF THIS DATABASE AS A SURVEY OF SURVEYS.
UH, IT'S PROBABLY ONE OF THE MORE COMPREHENSIVE, UM, MARKET DATA DATABASES OUT THERE TODAY.
IT'S ALL EMPLOYER REPORTED DATA, UM, THAT IS COMPILED AND UPDATED MONTHLY AND PROVIDES, UH, ACROSS A VARIETY OF DIFFERENT INDUSTRIES, UM, AS WELL AS, UH, DIFFERENT MARKET AREAS.
SO WE CAN CUT DOWN TO DIFFERENT METROPOLITAN AREAS STATEWIDE DOWN TO THE ZIP CODE, FOR EXAMPLE, AS WELL AS SPLIT BETWEEN DIFFERENT INDUSTRIES AND DIFFERENT SIZES OF ORGANIZATIONS, WHETHER IT BE HEADCOUNT AND FTE OR BY REVENUE SIZE FOR THIS PROJECT, WE FOCUSED ON THESE KEY AREAS.
SO LOOKING AT, UH, SOUTH CAROLINA STATEWIDE, THE CHARLESTON, SOUTH CAROLINA MARKET AREA, SAVANNAH GEORGIA MARKET AREA.
AND THEN ONE OF THE KEY ONES WE USE FOR THE MAJORITY OF POSITIONS WAS A REGIONAL METROPOLITAN COMPOSITE, THE AVERAGE OF THE CHARLESTON, CHARLESTON, SOUTH CAROLINA AND SAVANNAH GEORGIA AREA.
THEN THESE MARKETS, UH, WE OF COURSE INCLUDE A COUPLE OF INDUSTRY SCOPES, AGAIN, ALL INDUSTRIES, ALL SIZES, JUST AS A GENERAL BASELINE.
SO AGAIN, IF DOWN THE ROAD YOU NEED TO EXPAND, UH, HOW FAR YOU CAST YOUR NET FOR POSITIONS, YOU KNOW, HOW THAT VARIES ACROSS DIFFERENT MARKETS AND CAN EXPAND IN TERMS OF THOSE RECRUITMENT WORK AREAS, AS WELL AS INDUSTRY.
WE, OF COURSE INCLUDED PUBLIC ELEMENTARY AND SECONDARY EDUCATION, UH, ALL SIZES AS WELL AS CUT FOR A REVENUE GROUP FOR, UM, DIVERT TO AGAIN, PROVIDE A COMPARISON AND SHOW THAT VARIATION BETWEEN THOSE DIFFERENT MARKET AREAS.
AND AGAIN, WE FOCUSED ON THOSE OF COMPARABLE REVENUE SIZE TO BUFORD FOR THE CUSTOM MARKET SURVEY.
UH, OUR TEAM BEGAN THAT PROCESS IN JANUARY OF THIS YEAR AND CONDUCT THE ONLINE SURVEY AS WELL AS ADDITIONAL OUTREACH AND, UM, UH, ONLINE RESEARCH FOR GATHERING INFORMATION WITH THESE KEY 10, UM, PEERS.
UH, WE WERE ABLE TO GATHER SOME DATA FOR THEM.
SOME OF THESE WERE BOTH BENEFITS AND SALARY DATA.
SOME WERE JUST SALARY DATA AND OR BENEFITS, FOR EXAMPLE.
SO THAT INCLUDE OF COURSE, CHARLESTON COUNTY SCHOOL DISTRICT, HENRY COUNTY SCHOOLS, SAVANNAH CHATHAM RICHLAND SCHOOL DISTRICT TWO ROCK HILL SCHOOLS, UH, IN YOUR COUNTY DISTRICT DISTRICT FIVE LEXINGTON AND RICHLAND, UH, NAPERVILLE COMMUNITY, UH, FORT MILL SCHOOL DISTRICT, LANCASTER COUNTY SCHOOL DISTRICT IN YOUR COUNTY SCHOOL DISTRICT ONE AND MORE DETAILS ABOUT THE MARKET SURVEY INCLUDED IN THE REPORT AS WELL AS A COPY OF THE MARKET SURVEY WE USED AND THE DATA.
SO AGAIN, FOLLOWING THE CLASSIFICATION REVIEW, AS I MENTIONED EARLIER IN BENCHMARKING, UH, THAT'S WHEN WE REALLY CONDUCT THE MARKET ASSESSMENT AND WHERE THE RUBBER HITS THE ROAD.
SO TO SPEAK, WHEN WE LOOK AT YOUR CURRENT SYSTEM AND ASSESS ESSENTIALLY WHERE FOLKS ARE FALLING WITHIN YOUR CURRENT SYSTEM, UH, WE'RE COMPRESSION POINTS ARE OCCURRING.
SO DO YOU HAVE A NUMBER OF EMPLOYEES CURRENTLY SURPASSING YOUR MAX OF YOUR SYSTEM OR THAT ARE TOPPED OUT? DO YOU HAVE, UH, CERTAIN EMPLOYEES THAT ARE COMING UP, UM, YOU KNOW, CLOSER TO THEIR SUPERVISOR SALARIES, JUST ANY OF THOSE COMPRESSION POINTS THAT INDICATES WE MIGHT NEED TO EITHER UPDATE YOUR SYSTEM OR CREATE SOMETHING NEW FROM THERE.
WE'RE ALSO LOOKING AT YOUR PERCENTAGE SPREAD RANGES.
SO, YOU KNOW, IS THERE ROOM FOR MOVEMENT AND CAREER GROWTH WITHIN THOSE, UM, SCALES OR DO PEOPLE TOP OUT QUICKLY FROM THAT WE DO A SERIES OF DIFFERENT MODELING TO DETERMINE WHAT'S GOING TO BE A BEST FIT FOR YOUR ORGANIZATION AND WORKFORCE, AND THAT'S GOING TO SUPPORT YOUR OVERALL COMPENSATION STRATEGY AND PHILOSOPHY GOING FORWARD.
FROM THERE, WE DID A SERIES OF DIFFERENT MODELS AND DISCUSS THE IMPLICATIONS OF EACH, UH, AND TALKED IN TERMS OF REALLY FOCUSING ON UPDATING YOUR SYSTEM RELATIVE TO ENSURING EQUITY ACROSS ALL THOSE PLANS, WHICH YOU'LL SEE IN A MOMENT ON THOSE RECOMMENDATIONS, HOW THOSE WERE IMPLEMENTED, AS WELL AS AGAIN, BUILDING THOSE PLANS OUT TO ACCOMMODATE YOUR WORKFORCE AND, AND GROWTH.
EACH OF THESE MODELS ALSO INCLUDED A CALCULATION OF IMPLEMENTATION COSTS.
UH, AND I'LL GO INTO THAT A LITTLE BIT MORE ON A LATER SLIDE AS WELL.
UM, SO AGAIN, UH, WE DECIDED UPON LOOKING AT YOUR CURRENT PAY PLANS AND THIS OF COURSE ALSO INCUR IN INCLUDES SOME OF THE RECENT UPDATES, UM, THAT THE DISTRICT HAS MADE FOR ITS PAY PLANS AS WELL, UH, IN UPDATING THE SYSTEM TO BE MORE MARKET COMPETITIVE.
UH, WE'RE EQUITABLE BETWEEN THE DIFFERENT PLANS, AS WELL AS, UH, UH, ADDRESSING ANY KIND OF CURRENT COMPRESSION ISSUES.
UM, WE ALSO INCLUDED A COUPLE OF CONSIDERATIONS RESTRENGTHENING, THE DISTRICT'S BENEFITS, UH, OVERALL THE DISTRICT'S BENEFITS ARE
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COMPETITIVE, BUT WE DO ALWAYS PROVIDE SOME ADDITIONAL THOUGHTS FOR CONSIDERATION IN TERMS OF IF THERE'S ANY ADDITIONAL BENEFITS YOU WOULD LIKE TO INCLUDE TO SET YOURSELF APART FROM ANY PEERS OR COMPETITORS IN THE MARKET.SO NOW WE'RE GOING TO GET INTO WHAT EVERYONE'S VERY INTERESTED IN IS THE ACTUAL PAY PLANS ITSELF AND WHAT THOSE RECOMMENDATIONS ARE.
AND AGAIN, COPIES OF YOUR CURRENT PAY PLANS AND THE PROPOSED ARE INCLUDED IN THAT HANDOUT.
SO FOR THE ADMINISTRATIVE SCALE, AND THIS IS SIMILAR TO THE OTHER ONES WE HAVE AS WELL, YOU'LL SEE SOME OF THOSE SIMILARITIES, UM, WAS UPDATED TO BE MARKET COMPETITIVE.
UM, WE ALSO UPDATED THIS SCALE AND OTHERS TO HAVE A CONSISTENT SPREAD BETWEEN THE GRADE LEVELS.
UH, YOUR CURRENT PAY TRILLIONS HAD VARIATION BETWEEN THOSE GRADES, WHICH CAN ALSO LEAD TO A GREATER FREQUENCY OF, UH, ENCOUNTERING COMPRESSION ISSUES, AS WELL AS, UH, EQUITY ISSUES.
WHEN YOU'RE MOVING THE SYSTEM, IT CAN ALSO MAKE IT MORE DIFFICULT FOR MAINTAINING YOUR SYSTEM AND KEEPING IT UP-TO-DATE.
MAY I INTERRUPT JUST FOR ONE SECOND PLACE? I'M SORRY.
I BOUGHT THE PAGE, BUT, AND I, AND I, AND I'M FARMER, BUT IT'S COMING ACROSS THAT SHE ALWAYS SHE'S SPEAKING FROM SOMETHING THAT WE DON'T HAVE, AND THAT'S A LITTLE CONFUSING IN THE WAY SHE'S DOING HER PRESENTATION TO ME AS A MEMBER OF
SO THIS IS MORE DOCS AND MORE NOT SORRY, MR. SMITH, I'M ON FOLLOWING ALONG ONLINE.
YOU NEED TO GET, IF YOU'RE LOOKING AT THE PAY PLAN, SHE'S REFERENCING THERE IN THE APPENDIX OF THE ONLINE BOARD DOC DOCUMENTS, APPENDIX FOUR DOCS, THEIR COMPUTER.
WELL, THEN YOU MEET THEM DOWN HERE AND SHARE WITH ME I'M SURE.
SO THIS IS WHAT SHE'S REFERENCING.
THERE WAS A, THERE'S A HUGE SUPPORTING, THIS IS, THIS IS JUST A POWERPOINT.
THIS IS JUST TO CLEAN THE IMPORTANT, RIGHT? UM, SO THEY, THE REPORT ALSO THE WHOLE REPORT IS RIGHT HERE ONLINE.
AND THIS WAS IN BOARD DOCS FOR US.
THAT WOULD BE B IF YOU, AGAIN, YOU WANT TO SHARE THIS WITH ME AND THE CHARACTER CLARITY IS BETTER BECAUSE I'M, I'M LOOKING FOR SOMETHING.
AND I THOUGHT THAT MAYBE IT WOULDN'T BE THE PACK.
NORMALLY WASN'T MORE DOCS IS IN THE PACKAGE THAT IT TAKES PLACE TODAY.
SO THEREFORE, SO, SO FOR MY IT'S, THAT'S NOT, YOU KNOW, I DON'T WANT, I DON'T WANT TO COME ACROSS WITH THAT, THAT I I'M LOST.
NOBODY WAS IN THE WAR DOCS WOULD BE PRESENTED TO US.
SO THEREFORE, WHERE SHE WAS SPEAKING FROM, I HADN'T, NO, I HAD NO IDEA HOW GREAT THANK YOU FOR STOPPING SO THAT WE CAN CLARIFY.
WHICH DOCUMENTS THAT PRESENTATION, DRAFT PUBLIC FINAL PUBLISHED BY THE COURT.
AND WHAT PAGE ARE WE ON? UM, I'M LOOKING AT PAGE, I BELIEVE IT'S 12.
MS. GORDON, ARE YOU REFERENCING PAGE 12? IT IS THE PROPOSED PLAN FOR THE ADMINISTRATIVE RANKS.
UM, SO GOING BACK, YOU'LL SEE A LOT OF SIMILARITIES AND ADJUSTMENTS TO THE PLANS AGAIN, TO PROVIDE EQUITY BETWEEN THOSE DIFFERENT PLANS AND POSITIONS.
UM, SO MOST OF THESE, I THINK, EXCEPT FOR ONE, MOST OF THESE NEEDED TO HAVE, UH, ADJUSTMENTS FOR MARKET COMPETITIVENESS.
SO ADMINISTRATIVE PLAN WAS ONE OF THOSE TO BE UPDATED, TO BE MARKET COMPETITIVE ALSO TO HAVE CONSISTENT SPREAD BETWEEN THE GRADE LEVELS.
AND THAT WILL ESSENTIALLY, YOU KNOW, AS IT SAYS, UH, WE MADE SURE THAT 5.5% SEPARATED EACH GRADE TO ALLOW FOR, UH, ADEQUATE SEPARATION BETWEEN POSITIONS AND ALSO FOR MEANINGFUL MOVEMENT.
UM, OFTEN AS THE CASE, YOU'LL SEE IF YOU HAVE VERY TIGHT PAY PLANS.
AND FOR EXAMPLE, IF YOU HAD A, A TOP LEVEL POSITION, UM, NOT TOP LEVEL, BUT A TOP SYSTEM AND A SERIES OF JOBS SAY A ONE TWOS AND THREES AND THE NEXT STEP WOULD BE A MANAGERIAL OR SUPERVISORY TYPE LEVEL.
YOU WANT TO MAKE SURE IT'S A MEANINGFUL MOVEMENT TO THAT NEXT STEP.
SO FOLKS ARE ENCOURAGED TO TAKE THOSE KINDS OF JOBS.
UM, SOMETIMES YOU'LL HEAR FOLKS DON'T WANT TO MOVE TO A MANAGER LEVEL.
YOU KNOW, WHY DO I WANT ALL THAT RESPONSIBILITY FOR, UH, NOT THAT MUCH MORE PAY? SO WE ALWAYS WANT TO MAKE SURE THAT WE'RE ENCOURAGING FOLKS TO SEEK PROFESSIONAL DEVELOPMENT AND ADVANCING THEIR CAREERS, AND TO OF COURSE, ASSIST YOU WITH, UM, ANY KIND OF SUCCESSION PLANNING AND, YOU KNOW, GROWTH AS AN ORGANIZATION OVERALL.
SO MAKING SURE YOU HAVE ADEQUATE SPACING AND CONSISTENT SPACING IN BETWEEN YOUR GRADES IS VERY HELPFUL IN DOING THAT AND SAME THING ON AN EQUITY NOTE, JUST MAKING SURE YOU HAVE EQUAL DISTANCE BETWEEN THE STEPS AS WELL, TO, AGAIN, ENCOURAGE RETENTION AND GROWTH IN, IN PURSUIT OF, UH, FURTHER PROFESSIONAL DEVELOPMENT, UH, WITHIN YOUR WORK FORCE AS WITH ALL PLANS, AS YOU DO THESE UPDATES, UH, IF YOU'RE NOT CREATING SOMETHING A HUNDRED PERCENT NEW, USUALLY YOU HAVE TO BUILD UPON YOUR CURRENT PLAN TO MAKE SURE THERE'S ADEQUATE SPACE FOR MOVEMENT WHEN WE MAKE THESE KINDS OF ADJUSTMENTS.
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SO AS YOU'RE PLACING FOLKS INTO A SYSTEM, YOU WANT TO MAKE SURE YOU CAN MAINTAIN YOUR CURRENT INTERNAL INTERNAL HIERARCHIES AND THAT THERE IS SPACE FOR SETTING WHERE SUPERVISORS FALL, FOR EXAMPLE.UH, SO WE WANNA MAKE SURE WE'RE NOT CAUSING COMPRESSION AS WE'RE IMPLEMENTING AND RECOMMENDING THESE SYSTEMS. AND OF COURSE, PROVIDING YOU THAT FLEXIBILITY FOR, YOU KNOW, WHETHER A YEAR OR TWO YEARS DOWN THE ROAD, YOU WANT TO ADD A POSITION YOU HAVE ROOM TO DO SO, UH, AND YOU'RE NOT ALREADY, YOU KNOW, TOPPING FOLKS OUT OR RUNNING OUT OF ROOM WITHIN YOUR PLAN.
SO THAT'S ONE OF THE OTHER STRATEGIES THAT WE USE AS WELL.
SO WITH THE ADMINISTRATIVE PLAN, WE ADDED STEPS, UH, 25 THROUGH 30 TO ALLOW THAT ROOM FOR GROWTH AS WELL AS TWO NEW GRADE LEVELS, UM, TO ALSO ACCOMMODATE YOUR SCHEDULE MOVEMENT AND ADDED A LINE FOR, UM, SUPERVISE, UH, SUPERINTENDED AS WELL.
UH, AGAIN, LEVEL TWO 15, JUST FOR BUYS ADDITIONAL ROOM FOR MARKET ADJUSTMENTS AND MAINTAINING THAT HIERARCHY AND SUPERVISORY LINES WITHIN, UH, THIS GROUP.
AND SIMILARLY, THE CLASSIFIED PLAN WAS UPDATED AS WELL IN THAT SIMILAR FASHION AND MAKING SURE THAT THERE'S CONSISTENT SPREAD BETWEEN THE GRADE LEVELS AND THAT CASE 5.6 AND BETWEEN THE STEPS OF 2.7.
NOW THESE ARE GOING TO VARY SOMEWHAT, DEPENDING ON ESSENTIALLY THE SPREAD OF MARKETS, UM, SELLERS THAT YOU'RE LOOKING AT IN A PARTICULAR PLAN.
SO IF YOU'VE GOT, UH, THE BOTTOM PART OF YOUR SCALE AT 20 K AND THE TOP MIGHT BE 50 K, UH, ANOTHER SCALE MIGHT BE MORE BETWEEN 40 K AND 80 K.
YOU MIGHT HAVE DIFFERENT PERCENTAGE SPREADS BETWEEN THOSE, JUST DEPENDING ON HOW LARGE OF A SYSTEM YOU NEED TO ACCOMMODATE YOUR WORKFORCE COMPOSITION, AS WELL AS PLACING THOSE IN THE SYSTEM.
SO THERE'S A SERIES OF MODELS, WHICH WE DO TO DETERMINE BEST PRACTICES IN TERMS OF WHAT'S GOING TO FIT BEST FOR YOUR WORKFORCE.
BUT GENERALLY SPEAKING FOLKS USUALLY AIM BETWEEN, UM, UH, AND WE'RE SEEING MORE OF THE BIGGEST DAYS, FOUR TO 5% IN BETWEEN GRADE LEVELS TO AGAIN, ALLOW FOR THAT KIND OF MEANINGFUL MOVEMENT AND ENCOURAGEMENT WITHIN A SYSTEM SIMILARLY.
AND YOU'LL SEE THIS IN THE OTHER PLANS AS WELL.
WE ADDED ADDITIONAL STEPS, STEP 25 THROUGH 30 TO ALLOW ROOM FOR GROWTH AND SUPPORT RETENTION.
AND FOR THE CLASSIFY, WE NEED TO ADD ONE NEW GRADE LEVEL LEVEL ONE 15 TO AGAIN, PROVIDE ROOM FOR THOSE MARKET ADJUSTMENTS AND MAINTAIN ANY HIERARCHY.
AND WHEN WE UPDATE A GREAT ASSIGNMENTS CERTIFIED PLAN, OKAY.
UM, QUESTIONS TO WAIT TILL THE END, OR DO YOU WANT TO ADDRESS THAT MASS WHEN YOU GO THROUGH THIS, YOU'RE YOUR CALL.
UM, AND WE CAN WAIT TILL THE END.
UH, AND THEN I CAN JUST HOP BACK TO ANY SLIDES THAT WE WOULD LIKE TO REVIEW AGAIN.
SO CERTIFIED PLAN, UH, BASED ON DEGREE LEVEL.
SO AGAIN, THESE WERE BASED ON THE MARKET DATA, PRIMARILY FROM YOUR PEER ORGANIZATIONS FROM THE CUSTOM MARKET SURVEY, AND IN THAT THOSE WERE UPDATED PER THEIR MARKET AVERAGES AND ADDITIONAL STEPS.
LIKE THE OTHER PLANS WERE ADDED STEP 25 THROUGH 32, AGAIN, ALLOW AND SUPPORT ROOM FOR GROWTH IN THAT PLAN, OCCUPATIONAL THERAPISTS AND PHYSICAL THERAPIST, YOUR CURRENT PAY PLAN WAS ACTUALLY FOUND TO BE MARKET COMPETITIVE.
A MARKET COMPETITIVE IS USUALLY WITHIN FIVE TO 10% OF THE MARKET AVERAGE, AND ALSO MAKING SURE THAT IN TERMS OF STAFF, THAT FOLKS AREN'T ALREADY MAXED OUT, MAKING SURE THAT THERE'S AGAIN, A ROOM TO GROW.
SO OVERALL THAT WAS FOUND TO BE MARKET COMPETITIVE, BUT WE DID MAKE SOME ADJUSTMENTS TO THAT, TO AGAIN, MIRROR THE OTHER PLANS FOR CONSISTENCY AND MAKING SURE THAT THERE WAS A CONSISTENT PERCENTAGE SPREAD BETWEEN THE STEPS WITHIN THE PLAN, A 1.8% AND ADDITIONAL STEPS.
25 THROUGH 30 WERE ADDED AS WELL.
SIMILAR REGISTERED NURSE AND SOCIAL WORKER AGAIN, WAS UPDATED, BE MARKET COMPETITIVE AND HAVE CONSISTENT SPREAD BETWEEN THE STEPS AND ADDITIONAL STEPS.
25 TO 30 WERE ADDED BUS DRIVER PLAN, UH, WAS UPDATED TO BE MARKET COMPETITIVE AS THAT WAS FOUND TO HAVE FALLEN BEHIND A LITTLE BIT AND TO ENSURE AGAIN, CONSISTENT SPREAD BETWEEN THOSE EXPERIENCE STEPS, ADDITIONAL STEPS TWENTY-FIVE TO 30 WERE ALSO ADDED.
SO WITH THESE CHANGES, AND OF COURSE THIS IS INCORPORATE SOME OF THOSE OTHER RECENT CHANGES FROM THE DISTRICT'S PLANS AS WELL, THAT YOU'LL SEE IN THE, UM, PRE-STUDY PLANS IN THE APPENDIX TO THE PROPOSED PLANS.
AND FROM THESE ADJUSTMENTS, WE BREAK THE COST UP IN A COUPLE OF DIFFERENT WAYS.
SO WITH THIS, WE'RE LOOKING AT, UM, ADJUSTMENT TO MINIMUM REMAINING ADJUSTMENT COSTS AND TOTAL COSTS.
TOTAL COSTS YOU SEE HERE IS ABOUT 4.3.
AND THE WAY WE BREAK THIS DOWN IS, IS BY ESSENTIALLY BEST PRACTICE IN TERMS OF IMPLEMENTATION.
SO ADJUSTMENT TO MINIMUM COSTS REPRESENTS THAT COST TO ADJUST EMPLOYEES WHO HAVE A CURRENT SALARY THAT'S FALLING BELOW THE PROPOSED SALARY OF THEIR NEW, UM, PLAN AND GRADE.
SO THOSE FAR JUST ARE THE WA FOLKS ARE THE ONES THAT YOU WANT TO PRIORITIZE FOR THAT FIRST YEAR TO MAKE SURE THEY ARE BROUGHT UP TO THE MINIMUM AS QUICKLY AS POSSIBLE WITHIN THAT FIRST YEAR.
[00:25:01]
THERE'S ALSO SOME OTHER STRATEGIES WE USED, WE ALL SHOW IN THE NEXT SLIDE THAT WE WANT TO INCORPORATE IN THAT FIRST YEAR TO AVOID ANY COMPRESSION ISSUES.AND THAT INCORPORATES SOME OF THE REMAINING ADJUSTMENT COSTS.
SO THIS IS AFTER FOLKS ARE ADJUSTED TO MINIMUM, UM, WHAT THE REMAINING COST IS TO GET THEM TO THEIR BASE SALARY OR THEIR, OR THEIR APPROPRIATE STEP.
FOR EXAMPLE, NOW, IF THEY HAVE A SALARY THAT'S ALREADY AT, UH, AT, OR ABOVE WHERE THE STUDY CALCULATIONS SHOW, THEY SHOULD FALL, THEN THERE IS NO MARKET ADJUSTMENT WE HAD.
THAT MEANS THEY HAVE BEEN, UH, MARKET COMPETITIVE, UH, PAID COMPETITIVELY ALONG THE WAY, AND AREN'T NEEDING A MARKET ADJUSTMENT.
SO THESE TWO ADJUSTMENT COSTS ARE BROKEN UP IN THIS WAY.
UM, AGAIN FOR ASSISTING YOU WITH IMPLEMENTATION STRATEGIES AND KEEPING IN MIND, THESE ARE ESTIMATES.
SO THIS IS BASED ON THE LATEST EMPLOYEE INFORMATION THAT WAS PROVIDED.
UM, AND THEN ANY DATA CHANGES AFTER THAT WOULD NEED TO BE INCORPORATED INTO YOUR IMPLEMENTATION PLAN.
SO AGAIN, AS BEST PRACTICE, YOU WANT TO MOVE EMPLOYEES WITH A MINIMUM SALARY BELOW THE RECOMMENDED ASSIGN GREAT UP TO THAT, UM, AS SOON AS POSSIBLE THAT FIRST YEAR, AND THEN USUALLY IN THAT FIRST YEAR TO OFFSET ANY KIND OF COMPRESSION OR TO EVEN FOCUS ON THOSE MORE HARD TO RECRUIT POSITIONS, FOR EXAMPLE, JUST DEPENDING ON WHAT FUNDING YOU HAVE AVAILABLE, USUALLY, UH, ORGANIZATIONS WILL FOCUS ON BETWEEN 15 TO 25% OF THAT REMAINING ADJUSTMENT COST TO MAKE THOSE CHANGES.
IT REALLY DEPENDS ON WHAT IMPLEMENTATION SCHEDULE YOU SETTLE ON, AND WHAT'S GOING TO BE AVAILABLE IN TERMS OF FUNDS.
MOST ORGANIZATIONS OPT FOR A TWO YEAR PLAN.
UM, I HAVEN'T ENCOUNTERED MANY ORGANIZATIONS THAT CAN DO IT WITHIN A SINGLE YEAR.
THERE ARE SOME, UH, THAT HAVE A BUCKET, YOU KNOW, SET ASIDE FOR MAKING THESE KINDS OF CHANGES.
UH, I'VE WORKED WITH STATE LOTTERIES.
THEY ARE PROBABLY THE FEW THAT CONSISTENTLY ARE ABLE TO DO IT IN A SINGLE YEAR SOMETIMES IT'S MULTI-YEAR.
SO WE DO PROVIDE YOU A VARIETY OF DIFFERENT OPTIONS.
UM, THERE IS A ARGUMENT TO BE SAID FOR BEING ABLE TO IMPLEMENT WITHIN A SINGLE YEAR, BECAUSE IT IS EASIER FOR ADMINISTRATION.
YOU GET IT ALL DONE AT ONCE AND YOU'RE NOT HAVING TO MANAGE AND KEEPING UP WITH THE IMPLEMENTATION PLAN FOR YEAR TWO AND YEAR THREE.
AND THE DATA IS BASED ON THE LATEST MARKET DATA AVAILABLE.
SO YOU ALSO DON'T WANT TO EXTEND YOUR IMPLEMENTATION STRATEGY PLAN TOO FAR INTO THE FUTURE FOR HIM FULL IMPLEMENTATION, BECAUSE THEN YOU'LL ALREADY FIND YOURSELF FALLING BEHIND.
YOU'LL BE HAVING TO ADD, UH, UH, ANY ADJUSTMENTS FOR INFLATION, FOR EXAMPLE, ALONG THE WAY AS WELL.
SO ON THE NEXT SLIDE, THIS PROVIDES YOU JUST A COUPLE IDEAS AND OPTIONS OF HOW ORGANIZATIONS TYPICALLY SPLIT UP THESE KINDS OF COSTS FROM WHAT I DESCRIBED BEFORE.
SO THESE THREE OPTIONS DETAIL, A COUPLE OF DIFFERENT AVENUES.
SO THE FIRST OPTION BEING ADJUSTING FOLKS TO THE MINIMUM THAT ARE FALLING BEHIND BELOW, AND THEN 25% OF THOSE REMAINING ADJUSTMENT COSTS, THAT'S ABOUT 1.4 MIL.
UH, THEN THE REMAINING ADJUSTMENT COSTS, UH, WOULD BE ABOUT 2.9.
FOR EXAMPLE, UM, FOLKS TEND TO EAT LEAN MORE ON, UH, EVEN SPLIT, UH, SWITCHES, MORE REFLECTED IN OPTION TWO.
UH, THIS ESSENTIALLY IS ADJUSTING FOLKS TO MINIMUM AND TAKING HALF OF THE REMAINING ADJUSTMENT COSTS IN THAT FIRST YEAR AND THEN ANY REMAINING ADJUSTMENT COSTS.
AND OF COURSE, ANY EMPLOYEE CHANGES IN BETWEEN THAT TIME.
AND THE NEXT YEAR OF IMPLEMENTATION WOULD BE IN THAT YEAR TO NOW YOUR OPTION THREE IS A ONE STRATEGY.
FOR INSTANCE, IF, IF BUDGET'S REALLY TIGHT AND YOU'RE NOT ABLE TO IMPLEMENT ACROSS THE BOARD, SOME ORGANIZATIONS WILL FOCUS ON THOSE THAT ARE, HAVE BEEN MOST HARD TO RECRUIT OR RETAIN.
SO AGAIN, YOU'LL FOCUS ON THAT ADJUSTMENT, UM, OF THOSE FOLKS BELOW, BELOW MINIMUM.
AND THEN SOMETIMES IT'S, UH, A COMBINATION OF A 25% OF THE REMAINING, AND THEN MAYBE AN ADDITIONAL PERCENTAGE FOR THOSE THAT ARE HARD TO RECRUIT.
IN THIS EXAMPLE, WE TOOK YOUR COORDINATOR POSITIONS, FOR EXAMPLE, AS WHAT THAT COST WOULD LOOK LIKE IF WE WERE TO FOCUS ON HARDER RECRUIT, YOU KNOW, IN THE COORDINATOR COORDINATOR POSITIONS.
AND THIS AGAIN IS SPLIT BETWEEN 1.4 MIL AND THE FIRST YEAR, AND THEN 2.9 IN THE SECOND THAT SAID, THERE'S A LOT OF DIFFERENT WAYS YOU CAN APPROACH THESE, UH, THIS TYPE OF IMPLEMENTATION, BUT BY AND LARGE BEST PRACTICE, YOU WANT TO FOCUS ON BRINGING THOSE FOLKS UP TO MINIMUM FIRST AND THEN A PROPORTION OF THAT REMAINING COSTS TO, UM, UH, NOT CORRECT, BUT TO ADDRESS ANY KIND OF COMPRESSION FOR MOVING THOSE FOLKS UPWARD FIRST.
SO THAT'S ON THE PAY SIDE ON THE BENEFITS SIDE, UH, WE DID SURVEY YOUR, UH, PEER AND COMPETITOR ORGANIZATIONS, AND THAT INCLUDES DISTRICTS AS WELL AS CITY, LOCAL CITY AND COUNTY THAT YOU COMPETE AGAINST AS WELL.
SO OVERALL, THE DISTRICT HAS A, A COMPETITIVE PAY, UH, BENEFIT SYSTEM SYSTEM RATHER, UH, AND IS HIGHER ON AVERAGE THAN YOUR PEERS AT 47%.
AND THE PEER AVERAGE IS ABOUT 44.5% WHEN WE'RE TALKING ABOUT BENEFITS AS A
[00:30:01]
PERCENTAGE OF TOTAL COMPENSATION, UM, THIS ESSENTIALLY THAT VALUE ON AVERAGE TO AN EMPLOYEE, THIS INCLUDES, YOU KNOW, ANY KIND OF A WORKER COMP BENEFIT, UH, FICA, ALL THOSE DIFFERENT INTANGIBLES, AS WELL AS OVERALL BENEFITS PACKAGE IS PAYING FOR HEALTHCARE RETIREMENT, UM, PAID LEAVE, FOR EXAMPLE, ALL THAT WOULD BE INCORPORATED IN DETERMINING WHAT THAT PERCENTAGE OF TOTAL COMP IS.AND IT'S ALWAYS BEST TO FRAME, UH, WHETHER IT'S DURING RECRUITMENT, UM, YOU KNOW, CONSISTENTLY WITH EMPLOYEES TO REMIND THEM ABOUT THE TOTAL PACKAGE AND VALUE THAT THEY'RE RECEIVING AS BEING AN EMPLOYEE AT THE DISTRICT.
SO IT'S NOT JUST SIMPLY A PAIN NUMBER.
YOU'RE ALSO LOOKING AT THE BENEFITS VALUE AS WELL.
SO SIMILARLY IN WITH A LOT OF OTHER ORGANIZATIONS, DENTAL AND VISION DO VARY QUITE A BIT.
UM, DISTRICT IS COMPETITIVE IN TERMS OF, UH, OFFERING MULTIPLE OPTIONS, UM, THAT IS VERY ATTRACTIVE TO A LOT OF CANDIDATES, AS WELL AS EMPLOYEES FOR, FOR STAYING WITH THE ORGANIZATION.
UM, PREMIUMS ARE JUST GOING TO VARY, UH, ACROSS THE BOARD ON THOSE, BUT WE ARE LOOKING AT THOSE THAT ARE, YOU KNOW, MOST AFFORDABLE COMPARED TO YOUR PEERS, UM, BY AND LARGE VARIED, QUITE A BIT IN TERMS OF DENTAL VISION, YOU WERE, UH, UM, A LITTLE BIT HIGHER IN PREMIUMS THAN THE SURVEYED SCHOOL DISTRICTS, BUT YOU DID OFFER A LOWER PREMIUMS COMPARED TO THE CITY OF BUFORD RETIREMENT.
UM, AND A LOT OF ORGANIZATIONS, THIS WOULD BE KIND OF SIMILAR ACROSS THE BOARD IN TERMS OF YOUR PEERS AND COMPETITORS.
SO SCHOOL DISTRICTS, SPECIALLY, UH, AGAIN, FOCUSED ON DEFINED BENEFIT AND DEFINED CONTRIBUTION PLANS, UH, MOST OF WHICH IS THROUGH THE SOUTH CAROLINA RETIREMENT SYSTEM AND PAID LEAVE.
A LOT OF THIS WAS PRETTY COMPARABLE TO YOUR OTHER DISTRICTS EXCEPT FOR SICK LEAVE IN WHICH THE DISTRICT REALLY, UH, STOOD OUT FROM HIS PEERS AND OFFERING UP TO 720 HOURS OF COMPARE, UH, PAID LEAVE COMPARED TO THE PEER AVERAGE IS ABOUT ONE 20 A, AND IT VARIES QUITE A BIT WITHIN THE REPORT ITSELF.
YOU'LL BE ABLE TO SEE, UM, WHAT THAT VARIATION IS BETWEEN THE HIGH AND LOW OF WHAT'S OFFERED BY THE PEERS.
AND WE'VE SEEN A LOT OF CHANGES IN THIS AREA SINCE OF COURSE THE PANDEMIC, UM, WORK, A LOT OF FOLKS ARE OFFERING MORE OF A SICK LEAVE BANKS, WHICH OF COURSE IS ONE OF THOSE ADDITIONAL BENEFITS OFFERED BY THE DISTRICT AND OTHER PEERS, UH, OTHER SIMILAR BENEFITS THAT ARE OFFERED COURSE LIFE INSURANCE, DISABILITY, FLEXIBLE SPENDING AND HEALTH SAVINGS ACCOUNTS, UH, EMPLOYEE ASSISTANCE PROGRAMS IS PRETTY STANDARD THESE DAYS AND SUPPLEMENTAL INSURANCE, WHICH IS INCLUDE OF COURSE, CRITICAL ILLNESS ACCIDENT AND CANCER COVERAGE ALL FAIRLY COMMON THESE DAYS.
SO WE DIDN'T HAVE ANY SPECIFIC RECOMMENDATIONS FOR, UM, NEEDS IN TERMS OF UPDATING BENEFITS, BUT WE DID HAVE SOME CONSIDERATIONS IF THE DISTRICT WANTS TO FURTHER SET YOURSELF APART FROM YOUR PEERS, JUST TO MAKE IT MORE ATTRACTIVE AS WELL.
UH, AND THINGS THAT WE SEE THAT ARE VERY POPULAR IN THE MARKET THAT ARE REALLY ATTRACTING FOLKS, ESPECIALLY YOUNGER FOLKS IN THE WORKFORCE AS WELL.
SO EDUCATION ASSISTANCE, TUITION AS ALWAYS BEEN A POPULAR OFFERING, UM, AS WELL AS FOLKS REALLY FOCUSING ON THOSE ADDITIONAL WELLNESS BENEFITS THESE DAYS, UH, WELLNESS HAS BECOME MORE FIRST AND FOREMOST ON THE FOREFRONT OF THIS EMPLOYEE DRIVEN MARKET, SO THAT ANY KIND OF DISCOUNTS, UM, UH, ANYTHING SUPPORTING WORK-LIFE BALANCE WITHIN AN ORGANIZATION, REWARDS PROGRAMS IS VERY ATTRACTIVE TO CANDIDATES AS WELL TO OTHERS.
OF COURSE, NO SECRET PAID PARENTAL LEAVE IS COMING UP MORE AND MORE AS A BENEFIT THAT ORGANIZATIONS ARE OFFERING, UH, AND STRENGTHENING IF THEY'VE ALREADY GOT IT, UH, ADDING MORE TO IT IN TERMS OF PROVIDING ADDITIONAL SUPPORT TO THEIR EMPLOYEES.
UH, ANOTHER ONE THAT'S A LITTLE ODD, BUT IF YOU OWN A PET, YOU KNOW, HOW EXPENSIVE THEY CAN BE, PET INSURANCE, UH, OPTIONS, SIMILAR TO YOUR SUPPLEMENTAL INSURANCE, THAT'S ALSO BECOMING A VERY POPULAR OPTION TO OFFER.
UH, THERE'S ALSO OTHER STRATEGIES YOU CAN USE FOR, UH, COMMUNICATING THE TOTAL VALUE OF WHAT YOU'RE OFFERING TO YOUR EMPLOYEES.
SO USING, UM, UH, PUBLISHING A SUMMARY OF YOUR BENEFITS ON YOUR WEBSITE.
SO IT'S CLEAR TO CANDIDATES WHAT THEY'RE RECEIVING AS PART OF THEIR EMPLOYMENT, USING TOTAL REWARDS STATEMENTS FOR COMMUNICATING THAT VALUE.
USUALLY MOST ORGANIZATIONS SEND SOMETHING OUT ANNUALLY, UM, BUT WE ALSO ENCOURAGE, YOU KNOW, YEAR ROUND BENEFITS, EDUCATION OPPORTUNITIES FOR EMPLOYEES, UM, BY AND LARGE, USUALLY IT'S MAYBE AN ANNUAL STATEMENT, AND THEN YOU MIGHT HEAR IT IN THE BEGINNING AT RECRUITMENT.
YOU DON'T HEAR AS MUCH ABOUT, YOU KNOW, THE VALUE OF WHAT YOU'RE RECEIVING OUTSIDE OF OPEN ENROLLMENT.
SO SOMETIMES EVEN JUST HAVING A LUNCH AND LEARN OR SMALL WORKSHOPS OR SOMETHING THAT GOES TO EMPLOYEES TO PINPOINT, REALLY SHOW THEM, YOU KNOW, HEY, THERE'S THIS BENEFIT.
DON'T FORGET, YOU KNOW, THIS IS OFFERED TO YOU BY THE DISTRICT.
UH, WE WANT YOU TO TAKE FULL ADVANTAGE OF, OF WHAT WE'RE OFFERING YOU AS PART OF, UM, BEING AN EMPLOYEE HERE WITH US.
AND IT REALLY IS HELPFUL FOR ALSO MAKING SURE FOLKS ARE TAKING FULL ADVANTAGE OF THOSE PLANS THAT YOU'RE OFFERING, UH, AND ENROLLING IN THOSE DIFFERENT OPTIONS.
SO FOR EXAMPLE, ANY, UM, UH, PARENTAL LEAVE PROGRAM YOU COULD OFFER, YOU KNOW, A ONE-ON-ONE SESSION FOR NEW PARENTS, JUST SO THEY REALLY UNDERSTAND, UH, WHAT THAT INSURANCE DOES, WHAT THEIR OPTIONS ARE.
[00:35:01]
TEND TO REALLY APPRECIATE THAT KIND OF EXTRA EFFORT BY ORGANIZATION TO HELP THEM FULLY UNDERSTAND WHAT THEY'RE BEING OFFERED.AND AS WE'VE ALL ENCOUNTERED, UH, LAST COUPLE OF YEARS, FLEXIBLE WORK OPTIONS, OF COURSE, VERY POPULAR RIGHT NOW, UH, HAS BEEN A PAIN POINT IN SOME AREAS, SOME JOBS JUST REQUIRE YOU TO BE ONSITE OTHERS.
YOU CAN OFFER MORE, UH, HYBRID REMOTE WORK OPTIONS, UM, WHICH IS AGAIN, HELPING TO FILL SOME OF THOSE VACANCIES THAT ARE OUT THERE TODAY, UH, FOR A LOT OF ORGANIZATIONS.
SO JUST BEING OPEN TO THAT AND PROVIDING THAT AS A BENEFIT AND FLEXIBLE WORK OPTIONS CAN REALLY HELP AS WELL.
SO WITH THAT, AND SOME OF THIS, AGAIN IS IN THE FINAL REPORT AND CHAPTER FOUR, UH, COMPENSATION SYSTEM SHOULD BE EVALUATED REGULARLY JUST TO ADJUST, UH, AN ADDRESS FOR ANY MARKET CHANGES.
UH, COST OF LIVING ADJUSTMENTS ARE VERY COMMON FOR, UM, UH, MANAGING THAT KIND OF ADJUSTMENT IN TERMS OF INFLATION USING CONSUMER PRICE INDEX, OR, UM, COSTAL OF YOUR RESEARCH CENTER HAS, UH, OUT, UH, OUTPUT NUMBER.
THEY PUT OUT EVERY YEAR, UH, ALSO DOING ANY KIND OF TARGETED CHANGES.
SO IF YOU, UM, ARE FINDING IT REALLY DIFFICULT TO FILL UP A CERTAIN POSITION, HAVING A MARKET EVALUATION FOR THAT POSITION, JUST TO MAKE SURE THAT YOU'RE KEEPING PACE WITH THOSE CHANGES IN THE MARKET CAN HELP AS WELL.
UM, GENERALLY FULL CLASS IN COMP STUDIES LIKE THIS ARE DONE EVERY, DEPENDING ON THE ORGANIZATION, EVERY THREE TO FIVE YEARS, UM, FIVE YEARS BEING USUALLY, USUALLY WHEN FOLKS REACH OUT TO US, UM, WE'VE HAD SOME FOLKS REACH OUT TO US AFTER 10 YEARS, UM, BUT THAT'S BECOMING LESS AND LESS COMMON JUST GIVEN, GIVEN THE MARKETS THAT WE'RE ENCOUNTERING THESE DAYS.
UH, AS PART OF ALL OUR PROJECTS, MGT, DORIS PROVIDE ONGOING SUPPORT FOR 12 MONTHS POST STUDY.
UH, THIS IS ADDRESSING ANY QUESTIONS ABOUT THE STUDY PROVIDING ADDITIONAL TRAINING TO YOUR HR TEAM TO ASSIST WITH IMPLEMENTATION, UH, TALKING ABOUT ANY, ANY OF THE RECOMMENDATIONS OR COMING UP WITH NEW STRATEGIES, JUST TO MAKE SURE YOU HAVE A SUCCESSFUL IMPLEMENTATION PLAN.
UM, IN 2020, UH, WE DEFINITELY HAD A HANDFUL OF OUR CLIENTS REACH BACK OUT TO US AND SAID, YOU KNOW, IMPLEMENTATION PLAN, WE CAME UP IN, IN LATE 2019 IS NOT GOING TO WORK ANYMORE.
CAN YOU HELP US REWORK IT SO WE CAN STILL IMPLEMENT AND KEEP PACE WITH MARKET, BUT, YOU KNOW, WEATHERING THOSE OBVIOUS CHANGES.
SO WE LIKE TO PROVIDE THOSE JUST TO MAKE SURE YOU HAVE THE TOOLS AND SUPPORT YOU NEED TO HAVE A SUCCESSFUL IMPLEMENTATION.
AND WITH THAT, THAT'S MY PRESENTATION.
I'LL JUST OPEN IT UP TO ANY QUESTIONS FROM THE GROUP.
AND OF COURSE, ALICE, IF THERE'S ANYTHING IN PARTICULAR, WE WANT TO ME TO FOCUS ON, UM, UH, IN MORE DETAIL, PLEASE LET ME KNOW AS WELL.
MS. HORTON, THANK YOU VERY MUCH.
AND, UM, INGRID FOR YOUR ADVOCATION IN THE ROOM, MR. BELL CAMPBELL IS HERE MR. EARL MECHANICAL, MR. SMITH, MS. CROSBY AND MR. AUDITING.
AND I THINK DALE AND MATT AND ALICE, YOU INTRODUCED, UM, AND ROBIN.
SO WE HAVE A FULL HOUSE, UM, QUESTIONS.
I HAVE A, I'M TRYING TO FIND MY HAND EVERY TIME YOU DO ZOOM, IT'S LIKE A DIFFERENT FORMAT.
ONE OF MY QUESTIONS IS DID WE DO THE CLASSIFIED, I MEAN, CERTIFIED.
I THOUGHT WE WEREN'T DOING THIS CERTIFIED.
DID WE DO THE CERTIFIED AND IS THE CERTIFIED IN THAT $4 MILLION AMOUNT? THE $4.3 MILLION? I'M JUST CONFUSED.
AND THANK YOU FOR THAT QUESTION.
SO WE DID UPDATE THE CERTIFIED PLAN ITSELF, BUT CERTIFIED THAT IS NOT INCLUDED IN THAT COST AMOUNT.
UM, AND I HAD TWO OTHER QUICK QUESTIONS.
DID YOU SAY THAT MOST SCHOOL DISTRICTS THAT YOU LOOKED AT IN YOUR MARKET ANALYSIS OFFER 120 HOURS OF LEAVE AND WE OFFER 720 HOURS OF LEAVE? THAT'S CORRECT.
SO BY THE DAY, THAT IS ALMOST WHAT THAT DOES NOT MAKE ANY SENSE TO ME THAT, I MEAN, THAT'S ALMOST A HUNDRED DAYS OF LEAVE.
HOW DOES THAT WORK? IT ALSO DEPENDS ON HOW THEY GROUP IT.
SO NOT EVERYONE OFFERS SEPARATE VACATION OR PERSONAL, SOMETIMES ORGANIZATIONS, GROUP PERSONAL AND WITH SICK LEAVE AS WELL, OR THEY, OR THEY SEPARATED OUT.
SO IT MAY ALSO JUST DEPEND ON THE OFFERING BY THAT SCHOOL IF THEY SEPARATED OUT DIFFERENTLY.
BUT BY AND LARGE, THAT, THAT'S WHAT WE RECEIVED FROM THOSE SCHOOL DISHES IN TERMS OF WHAT THEIR AVERAGES WERE, IS THAT CUMULATIVE.
I MEAN, THERE'S NO WAY WE'RE OFFERING 90 DAYS OF LEAVE A YEAR.
I MEAN, THAT'S GOTTA BE, YOU CAN SAVE UP TO 90 DAYS.
SO, YOU KNOW, THAT'S, THAT'S A DIFFERENCE OF TINY SIPS.
SO THE WAY I MADE SENSE OF THAT IS THAT THEY TOOK OUR 90 DAYS AND YOU LOSE IT AFTER 98 GRAND.
YOU KNOW, IF YOU HAVE 91, YOU LOSE THE ONE AND IT JUST KIND OF LUMPED IT ALL TOGETHER.
AND MAYBE LIKE MS. HORTON JUST SAID, OTHER DISTRICTS CLASSIFY IT DIFFERENTLY.
UM, I'M GLAD THAT WAS SUCH A BIG DISCREPANCY AFTER.
SO YOU MIGHT ACCRUE UP TO THAT AMOUNT, BUT OF COURSE NOT, EVERYONE'S GOING TO TAKE THAT OFF.
[00:40:02]
RIGHT.AND THEN, UM, SO WE, IT WENT UP, THE PAYROLL WENT UP 9%, 9.2% AND CHANGE ON CER CERTIFIED STAFF.
JUST, I KNOW TANYA'S IN THE ROOM OR MS. CROSBY IS IN THE ROOM.
DOES WHAT DID OUR CLASSIFIED PAYROLL GO UP? WHAT WAS THE INSET INCOME PERCENTAGE INCREASE TO OUR CLASS OR CERTIFIED SEND ME A STEP INCREASE IS ABOUT 2%, WHICH I THINK IT MIGHT BE A LITTLE LESS THAN THAT ACTUALLY, BUT, UM, THAT WOULD BE 8%.
SO 3% COST OF LIVING FOR LAST YEAR, 3% FOR THE NEW YEAR PLUS A STEP INCREASE.
SO I WOULD SAY IN THE RANGE OF 8%.
THOSE ARE MY INITIAL QUESTIONS, MS.
I JUST WANT TO KNOW I SCREWING DISTRICT.
WELL, YEAH, I SEE WHY ONE, THAT'S THE FIRST THING, SECOND THING THAT SHE SAID IS SHE COMPARED INDUSTRIES ALONG WITH A SCHOOL AND THIS AND THAT, I THINK ONE POINT WAS MADE ABOUT FEW CREAMY CITY PREMIUM PREMIUM INSURANCE.
CAN YOU HEAR MR. CAMPBELL? I CAN A LITTLE BIT, IT'S A LITTLE BIT MUFFLED.
I WAS, I WAS TALKING ABOUT, YOU KNOW, A METHODOLOGY, WHICH YOU SAID THAT YOU, UH, SO INFLAMMATION FROM THIS FROM INDUSTRIES, AS WELL AS SCHOOL DISTRICTS SENSE OF THE INDUSTRY BOUGHT VERSUS THE SCHOOL DISTRICT HIGHER RELATED TO REAL CONCLUSION.
UM, SO I THINK IN TERMS OF, IF I UNDERSTAND YOUR QUESTION CORRECTLY, SO WE LOOK ACROSS VARIOUS DIFFERENT INDUSTRIES.
UM, SO WITH ORGANIZATIONS, YOU'RE GOING TO HAVE THOSE POSITIONS THAT CAN MOVE BETWEEN DIFFERENT INDUSTRIES, NO PROBLEMS. SO YOUR BASIC ADMINISTRATIVE ASSISTANCE, AND SOME IT, FOR EXAMPLE, FINANCE, BASIC ADMINISTRATION TYPE JOBS, UM, THEN YOU'RE GOING TO HAVE THOSE THAT ARE MORE SPECIFIC TO SCHOOL GESTURES THEMSELVES.
AND THOSE ARE OF COURSE, BEST COMPARED TO OTHER SCHOOL DISTRICTS.
UM, BUT WE DO PULL BOTH COMPOSITES TO LOOK OUT BECAUSE AGAIN, IF YOU'RE NOT HAVING A PROBLEM RECRUITING OR RETAINING YOUR FOLKS FROM OTHER SCHOOL DISTRICTS, BUT YOU'RE LOSING A PARTICULAR POSITION TO THE CITY, FOR EXAMPLE, THEN WE WANT TO LOOK AT THAT AS A COMPETITIVE FACTOR AND MAKE SURE THAT YOU HAVE PE THAT CAN COMPETE WITH THE CITY PAY.
THINKING FOR WAS ABOUT BALL SCHOOL DISTRICT SPECIFIC IN TERMS OF OUR DISTRICT VERSUS OTHER DISTRICTS, EITHER IN THE STATE OR IN THE REGION THAT I SEE THAT COMPARE WITH THE NUMBER OF SCHOOLS THAT I ASSUME WAS COMPETITIVE, WHAT THEY, YOU LOOK AT THE COST, THE LIMITING FACTOR INVOLVED IN THE OTHER COUNTIES TRACK.
AND THAT WAS FELT THAT IT TO YOUR FINDINGS.
WHEN WE PULL THE MARKET DATA, WE DO ADJUST ON THAT D TO D UH, AND WHEN I SAID, WHERE CAN I HAVE YOU FOUND THAT, UH, THE, IN, IN YOUR ANALOGY OF DOING THAT AND PRESENTED THAT WHERE ON THE, ON THIS TOP POINT IN THE EVIDENCE AND THE EVIDENCE THAT THAT COULD BE, THAT CAN BE SHOWN, SORRY, COULD YOU REPEAT THAT? IT'LL HAVE A LITTLE TROUBLE HEARING FROM FURTHER IN THE ROOM ABOUT WHERE CAN I PROCESS IN THAT? JUST THE INFORMATION THAT, WHAT YOU JUST SAID THAT YOU DID IN YOUR, IN YOUR POWERPOINT, WHERE WE'RE AT, DO YOU AGREE TO POP AND READ THAT INFORMATION? UM, NOT ON THE POWERPOINT, BUT WE DO PR FRIED, UM, UH, MATT, DYLAN, ALICE, WITH A COPY OF THE OVERALL MASTER FILE THAT HAS ALL THE MARKET BENCHMARK INFORMATION, THE CALCULATIONS AND REVIEW, UH, AN ASSESSMENT THAT WE DID AS PART OF THE STUDY.
SO I'M NOT GOING TO HAVE THOSE SPECIFICS MAPPED OUT IN THIS POWERPOINT, JUST CAUSE IT'S MORE OF A HIGHER LEVEL WHEN WE DID PROVIDE ALL THE DATA THAT WE REVIEWED AS PART OF THE STUDY TO YOUR HR OFFICE.
[00:45:01]
TO HAVE COPIES OF THE DATA THAT WAS COLLECTED THROUGH THE MARKET SURVEY FOR THOSE PEERS AND COMPETITORS IN TERMS OF PAY AND BENEFITS.UM, BUT THE ACTUAL ANALYSIS IS GOING TO BE WITHIN THE FILE ITSELF.
SO IF YOU'RE LOOKING AT THE PUBLIC FOLLOWING REPORT IN BOARD BOXES, IT'S AN APPENDIX IN APPENDIX B.
UM, SO THIS, THIS QUESTION IS FOR THAT DALE PALACE, UM, THIS IS NOT YOUR FIRST GLANCE OF THIS, IS THAT CORRECT? HAVE YOU GUYS SEEN THIS REPORT PRIOR TO TODAY? YES.
SO YOU'VE HAD TIME TO ANALYZE IT.
AND SO DID THIS PROVIDE YOU THE INFORMATION THAT YOU ALL WERE SEEKING? WE HAD SEVERAL ONGOING COMMUNICATIONS THROUGHOUT THE PROCESS OVER THE LAST YEAR.
SO SHE HAS BEEN VERY RESPONSIVE.
SHE'S ALSO, UM, SAT WITH US THROUGH, UH, THE TEACHER INCREASE IN SALARY.
AND THAT IS A CONSIDERATION WHEN YOU LOOK AT NOT TRYING TO CREATE CLASSES OF PEOPLE SO THAT, THAT, YOU KNOW, ESPECIALLY THAT COST OF LIVING FACTOR WAS FACTORED INTO THE RECOMMENDATIONS THAT CAME FROM NGT.
SO JUST TO, JUST TO CLARIFY FOR SURE.
UM, IF IT DID ALL THE PLANS, I MEAN THAT WE HAD DONE ALL THE CHANGES THAT WE'VE MADE WOULD PROVIDE YOUR FRONT TEETH FOR CERTIFIED SALARIES WERE INCLUDED IN THIS.
UM, AND ALSO, I'M SORRY, LET ME START OVER ANY ADJUSTMENTS THAT WE MADE TO THE CLASSIFIED KANSAS STATE MANDATED PLUS DRIVERS, IF ANY OF THOSE CHANGES, RIGHT.
THESE ARE ALL HAVING TAKEN THAT INTO CONSIDERATION FOR ACT THAT'S ALL WRITTEN.
INITIALLY I PUT, I BOUGHT ALL THE EMPLOYEE DATA AND SEND IT AS THE INITIAL FILE AND THEN HAS THE OTHER INCREASES WORK THAT WE REFRESH THE DATA AND SEND IT BACK TO MGT SO THEY COULD PUT IT WITHIN THEIR, THEIR PROGRAM AND ANALYZED.
AND SO WHEN I SAW IN HERE THAT THERE WERE ALL IN LIKE, UM, SEVEN RESPONDENTS TO THE MIP SURVEY, UM, I JUST WAS WONDERING, YOU KNOW, WE DON'T, WE HAVEN'T HAD A CHANCE TO REALLY DIGEST THIS IF YOU KNOW, IT JUST ARRIVED TO US YESTERDAY.
UM, AND SO IS SEVEN RESPONSES AND ENOUGH DATA FOR THAT MIP STAR, MAN.
HOW CRITICAL WAS THAT MIP SURVEY? MS. HORTON? YES.
UM, SO THE MANAGEMENT ISSUES, PAPER IS STRICTLY FOR, UH, EITHER SUPERVISORS OR TOP DIRECTORS.
UM, AND THEY CAN SUBMIT AS MANY FORMS AS THEY WISH TO SUBMIT.
UM, SOME WE WON'T RECEIVE ANY AT ALL.
AND IT'S REALLY JUST FOR LETTING US KNOW ABOUT ANY OF THOSE RESPONSES.
UM, GIVEN THOSE ARE FROM THE JOB CONTENT QUESTION.
SO THE JOB'S CONTENT YOU GOT 1070 IS WHAT LEVELS MAKE THEM MANAGERS.
SO THE TERMINOLOGY, THE CHIEFS CHIEFS PRINCIPLES FOR RECORDS IN THE MIP WAS MAINLY USED TO IDENTIFY ANY CONCERNS THAT THEY MAY HAVE HAD REGARDING STAFFING, UM, HARD TO FILL AREAS AND THOSE KINDS OF ISSUES THAT MAYBE THE PRINCIPALS WERE HAVING AT THEIR SCHOOL LEVELS WHEN SUPERVISORS WERE HAVING AT THEIR LEVEL AS WELL, TO IDENTIFY ANY EMPLOYMENT ISSUES THAT THEY HAVE MAJOR CONCERNS WITH ABOUT HARD TO FILL POSITIONS.
SO, SO THEN YOU ARE 40 PLUS PEOPLE, BUT YOU ONLY GOT SEVEN.
SO I, SO YOU FEEL THAT WAS ADEQUATE DATA FOR WHAT YOU NEED ADEQUATE NUMBER OF RESPONSES FOR WHAT YOU WERE SEEKING TO BIND AND TO COME UP WITH SUGGESTIONS THAT I GOT TO SPEAK TO HIM.
BECAUSE THOSE RESPONSES WERE ONLY FROM MANAGERS THAT HAD CONCERNS WITH EITHER OF THE SURVEY RESPONSES FROM THEIR INDIVIDUAL EMPLOYEES THAT THEY WANTED TO ADD ON SOMETHING, OR TO SAY THAT YOU, MY CONCERNS WITH THAT.
SO IF THEY DID NOT HAVE ANY CONCERNS, THEN THEY DIDN'T NEED TO REPLY TO THIS.
I DROPPED MY CONNECTION, BUT I HEARD THE TAIL END OF THAT.
SO USUALLY WE DON'T KNOW HOW MUCH YOU HEARD OF MY RESPONSE FOR IT DROP MY, UM, BUT TYPICALLY WE MIGHT RECEIVE SOMEWHERE BETWEEN, YOU KNOW, SIX TO 1518 RESPONSES, UM, FROM ANY GIVEN MIP THAT WE DO.
AND IF A SUPERVISOR DOESN'T HAVE ANYTHING SPECIFICALLY THAT THEY WANT TO REPORT TO US, THEY CAN SKIP THE PROCESS.
CAUSE I JUST KIND OF THREW OUT THIS REPORT AND AGAIN, I, I PROBABLY SPENT AN HOUR AND A HALF ON IT, WHICH IS NOT ENOUGH TIME, BUT THAT'S ALL THE TIME I HAD FOR IT RIGHT NOW.
UM, IT JUST SEEMED LIKE, YOU KNOW, CITY
[00:50:01]
OF BUFORD, NO RESPONSE, UH, THIS COUNTY, THIS SCHOOL DISTRICT, NO RESPONSE, ONLY SEVEN RESPONDENTS FOR THE MIP.AND I JUST, JUST WANT THE ASSURANCE THAT THEY SUGGESTIONS AND THE RECOMMENDATIONS THAT HAVE COME OUT OF THIS ARE, UM, BASED ON A REAL ACCURATE PICTURE OF WHERE WE ARE.
SO YOU GUYS ARE COMFORTABLE WITH THOSE RESPONSES.
AND I THINK WITH RESPECT TO THE MIP AND NOT HAVING VERY MANY PEOPLE REPORT ISSUES CHOSE THAT, UM, THE BOARD AND THE DISTRICT HAS BEEN WORKING TO MAKE SURE POSITIONS ARE FILLED OR CREATED IN ORDER TO MEET THE EVER, EVER CHANGING NEEDS OF THE DISTRICT SO THAT WE DON'T HAVE A LOT OF HOLES WHERE A LOT OF THINGS WE NEED TO CATCH UP ON.
UM, THIS KIND OF TIES A LITTLE BIT TO A QUESTION I HAVE, AND AS MS FIDRYCH POINTED OUT, WE GOT THIS, WE WERE IN A, A SCHOOL BOARD MEETING UNTIL 10 O'CLOCK.
I WORKED, YOU KNOW, I'M STILL KIND OF GOING THROUGH IT.
SO, UM, I HATE THAT THIS MAY SOUND UNPREPARED, BUT, UM, THIS, HOW LONG DID THE STUDY TAKE FROM START TO FINISH? BECAUSE I KNOW THAT WE WERE TALKING ABOUT THIS IN MAY OF 20, 21 AND ONLY HAVE SEVEN RESPONSES AND WE HAD A YEAR THAT THIS JUST, CAN YOU TELL ME THE, UH, GO OVER THE TIMELINE A LITTLE BIT? WHEN DID THIS THING GET SIGNED AND HOW LONG DID IT TAKE TO ACTUALLY DO THIS SURVEY OR DO THIS COMPENSATION ANALYSIS? SURE, ABSOLUTELY.
SO A CONTRACT SIGNED WAS BACK IN OCTOBER 25TH, 2021.
UM, LET'S SEE, I'M JUST LOOKING AT MY NOTES HERE.
UM, WE HAD INITIAL CONVERSATION IN NOVEMBER ABOUT MID NOVEMBER AND I BELIEVE, LET'S SEE, WE DID INITIAL KICKOFF SIT OUR DATA QUESTION FOR INITIAL DATA, AND THEN WE REALLY DIDN'T KICK OFF.
UH, WE DID INITIAL ORIENTATION AT THE BEGINNING OF DECEMBER, AND THEN WE LEFT OUR SURVEY PROCESS OPEN OVER THE HOLIDAYS INTO JANUARY.
UH, SO FROM THEN WE WERE DOING THE DATA COLLECTION THROUGHOUT THE SPRING AND OF COURSE MODELING UPDATING JOB DESCRIPTIONS, UH, LATE SPRING AND IN THE SUMMER WAS MORE OF COMPENSATION ANALYSIS AND THE MODELING AND COST OUT AND DEVELOPMENT OF THE REPORT WITH THE MARKET SURVEYS.
UM, RESPONSES HAVE BEEN VERY, VERY HARD TO COME BY.
UH, EVEN WHEN WE DO DIRECT OUTREACH, EVEN WHEN SOME OF OUR CLIENTS OUT, UH, REACH OUT TO THEM DIRECTLY AS WELL.
UM, IT'S JUST IT'S WAS DIFFICULT IN THE BEGINNING, BUT EVEN MORE SO AFTER THE PANDEMIC, UH, HR IS, ARE OVERWHELMED AND IT'S REALLY HARD TO GET ANYONE TO RESPOND TO THE SURVEYS, BUT WE TRY TO DO OUR BEST IN TERMS OF MAKING THE MARKET SURVEY SIMPLE AND QUICK AND EASY TO FILL OUT FOR THEM.
UH, AS WELL AS DOING OUR OWN RESEARCH ONLINE, TO SEE WHAT THEY HAVE AVAILABLE.
THAT'S UP-TO-DATE ON THEIR WEBSITES AS WELL AS MAKING PHONE CALLS, OF COURSE, TO GET, UM, THOSE PARTICULAR DATA POINTS.
UM, ONE OTHER ITEM THAT WE DO, UH, AS PART OF THAT PROCESS IS TRYING TO RECALL WHAT, UM, I LOST MY THOUGHT.
UM, BUT ANYWAY, IT'S, IT'S PRETTY COMMON ACROSS THE BOARD.
WE SEE THIS NOT JUST WITH SCHOOL DISTRICTS, WE'VE BEEN SEEING IT WITH COLLEGES, CITIES, AND COUNTIES.
IT'S BEEN VERY DIFFICULT TO GET SURVEY RESPONSES BECAUSE HR OFFICES RECEIVE THESE KINDS OF SURVEYS AT DIAMOND DOZEN ALL THE TIME.
SO CAN I JUST BACK UP FOR ONE SECOND, YOU SAID IT WAS SOME SORT OF A SURVEY AND CLARIFY THAT THAT'S NOT THE MARKET SURVEY THAT WAS OPEN OVER THE HOLIDAYS.
THAT ONE WAS THE JOB CONTENT QUESTIONNAIRE.
THAT'S USUALLY AN EXTENDED PROCESS.
IT'S USUALLY ABOUT A MONTH PROCESS FOR THAT, UH, WHERE WE DID THE INITIAL ORIENTATION FOR EMPLOYEES AND THEN LEFT IT OPEN INTO JANUARY, UH, FOR FILLING OUT ANY UPDATED JOB DATA.
SO ANYTHING PERTAINING TO THE JOB DESCRIPTIONS, UH, UPDATING ANYTHING RELATIVE TO DUTIES, MINIMUM QUALIFICATIONS, WORK ENVIRONMENT, JUST SO EVERYONE HAD AMPLE TIME FOR IT BECAUSE WE WERE STARTING EARLY TO GATHER INFORMATION.
SO WE JUST DECIDED TO GO AHEAD AND DO ORIENTATION AND THEN LEAVE IT OPEN.
SO WE LEFT IT OPEN FOR A MONTH IN JANUARY.
AND THESE WERE, YOU SAID THAT THE BLENDS, THE EMPLOYEES AND HOW MANY SHIRTS IN HERE, HOW MANY OF THOSE DID WE GET BACK? 7,000.
SO WE GOT BACK, I BELIEVE, LET ME PULL UP THE REPORT.
CAUSE I THINK WE ADDED THAT FIGURE IN ONE MOMENT.
SO THAT'S, YOU KNOW, AND THAT WAS JUST WENT OUT TO S UH, CLASSIFIED STAFF AND ADMINISTRATOR.
SO THAT'S PROBABLY A PRETTY DECENT PERCENTAGE.
I DON'T KNOW WHAT OUR TOTAL NUMBER IS.
I JUST WANTED TO MAKE A COMMENT THAT, UM, NOT ALL THE TIME, DO WE NEED A SURVEY TO COMMUNICATE WITH OUR PARTNERS ACROSS THE HALL? SO WE REGULARLY VISIT, ESPECIALLY IN SPECIFICALLY
[00:55:02]
AND HARD TO FILL AREAS, UH, IN OUR SCHOOLS AND THOSE THAT WE'RE RESPONSIBLE FOR AS CHIEF OFFICERS AND ASSURANCE SURE.WHOLE STAFF, THE SAME FEELING, BUT, UM, YOU KNOW, I, OVER THE COURSE OF THE LAST YEAR, KNOWING THAT THE SALARY STUDY WAS COMING UP, I HAVE PARTICULAR INTERESTS OF AREAS THAT WERE NEEDED.
AND SO I MADE SURE TO COMMUNICATE THOSE REGULARLY WITH THE STAFF AND, AND THEY WERE VERY RECEPTIVE TO THAT.
SO I'M NOT SURE IF I DON'T RECALL, BUT DID THAT PARTICULAR SURVEY, BUT I KNOW THEY KNOW THAT I'M ALWAYS IN THEIR OFFICES TALKING TO THEM ABOUT IT AND I'M SURE THE OTHER CHIEFS ARE AS WELL.
SO THAT'S ANOTHER PIECE TO IT THAT ISN'T REALLY SHOWN IN HERE, BUT IT'S SOMETHING THAT HAPPENS REGULARLY.
SO YEAH, I THINK THERE WAS NO DOUBT THAT HE WON'T COMMUNICATE ABOUT THAT AND SO ON, BUT YOU KNOW, WHEN, WHEN WE'RE LOOKING AT THIS AND TRYING TO ASCERTAIN WHETHER THE SAMPLE SIZE WAS LARGE ENOUGH AND EVERYTHING, IT'S JUST KIND OF IMPORTANT TO GET THAT CLARIFICATION.
SO CAN YOU, UH, UH, THIS CLEAR AND BEGINNING OF THE QUESTION TODAY, MS.
AND THAT'S WHAT THIS IS ALL ABOUT, RIGHT, RIGHT NOW.
AND YOU KNOW, IT KIND OF THREW ME OFF A LITTLE BIT WHEN I WAS PREPPING FOR THIS IS THAT I SAW A CERTIFIED INFORMATION THERE.
AND I REMEMBER IT THAT, THAT DURING OUR CONVERSATION, YOU ALL HAD SAID IT WAS NOT GOING TO LOOK AT THAT BECAUSE THAT'S THE SALARY SCHEDULE.
AND, YOU KNOW, SO, AND SO I WAS A LITTLE THROWN OFF TOO, JUST TO SEE THAT IN THERE, BUT THIS IS ABSOLUTELY ALL ABOUT THE CLASSIFIED
THE, DID YOU, DID YOU GUYS AT ANY POINT IN TIME HAD TO HAVE ANYONE ON THE ACTUAL BOOTS ON THE GROUND? OH, I'M TALKING, TALKING AND GATHERING PERSON, THE PERSON INFORMATION, BECAUSE YOU KNOW, EVERYONE DON'T DO GOOD DOES NOT DO SURVEYS.
YOU KNOW, I, I'M WHAT I BELIEVE THAT, THAT YOU GO TO THE HILLS TO GET INFORMATION AND THEY LET YOU GO ABOVE AND BEYOND TO, TO, TO GIVE PERMISSION, TO, TO GIVE CORRECT DATA.
BECAUSE I MEAN, YOU KNOW, LIKE I SAID, SOME PEOPLE ARE GOING TO COMPLY WAY, BUT I MEAN, DO WE HAVE EVERYBODY ON THE GROUND DOING AND GIVING US INFORMATION? CORRECT.
AND SO WITH OUR TEAM, WE DO THE ONLINE SURVEY, BUT WE ALSO DO, UH, VERY DIFFERENT PHONE CALLS, OUTREACH, UH, AS WELL AS ONLINE RESEARCH AS WELL.
UH, SEPARATE EMAILS TO, UM, NOW KEEPING IN MOUNTAIN MARKET SURVEYS, THAT MARKET SURVEY IS SUPPLEMENTAL.
UM, SO THE CUSTOM MARKET SURVEY IS FOCUSED ON A CROSS SECTION OF POSITIONS, NOT ALL POSITIONS.
SO PART OF THAT MANAGEMENT ISSUES, PAPER SURVEY, WE TALKED ABOUT A LITTLE BIT AGO THAT IS SENT TO SUPERVISORS.
IF THEY, FOR EXAMPLE, INDICATED A POSITION WAS REALLY HARD TO RECRUIT, OR THEY WERE LOSING A PARTICULAR POSITION TO, YOU KNOW, X SCHOOL DISTRICT.
UM, THEN THOSE ARE THE TYPE OF POSITIONS WE INCLUDE ON THAT SURVEY BECAUSE WE'RE REACHING OUT TO THOSE ORGANIZATIONS SPECIFICALLY TO GATHER SALARY INPUT.
UM, SO THIS MORE IN TERMS OF A CROSS-SECTION OF UPWARDS, I'M TRYING TO RECALL THE NUMBER WE HAVE, WE'RE PROBABLY UPWARDS AROUND 15 SURVEY TITLES, BUT WE DO BENCHMARK AND REVIEW ALL POSITIONS AS PART OF OUR STUDIES.
SO THAT'S WHAT WE HAVE THAT COMP ANALYST DATABASE, WHICH IS OUR PRIMARY SOURCE, BUT WE DO LEAN PRETTY HEAVILY ON PEER DATA AS WELL, BECAUSE IF THOSE ARE DRIVING FACTORS FOR THOSE POSITIONS IN YOUR ORGANIZATION, WE DO LOOK AT THE DIFFERENT JOB SERIES AND HOW THAT'S AFFECTED WITHIN YOUR SYSTEM ITSELF.
AND MAKING SURE WE HAVE A SYSTEM THAT ACCURATELY REFLECTS YOUR WORKFORCE, BUT IT'S ALSO COMPETITIVE AGAINST THOSE DIFFERENT VARIETY OF MARKETS THAT YOU HAVE TO OPERATE WITHIN.
SO THINK OF THE CUSTOM MARKET SURVEY IN THOSE OTHER SCHOOL DISTRICTS, AS THEY SUPPLEMENTAL TO THE MAIN OVERALL DATA SOURCE THAT WE HAVE AS WELL.
UM, I'M THINKING THE NEXT STEP IS THE NEXT STEP.
UM, ALICE, THAT YOU ARE GOING TO USE THIS INFORMATION.
IT COMES TO THE BOARD WHERE THE RECOMMENDATION, I'M THINKING THAT'S, THAT'S THE NEXT STEP? THAT IS THE NEXT STEP.
SO IT'S IMPORTANT THAT YOU UNDERSTAND THIS INFORMATION REALLY WELL SO THAT YOU CAN COME TO THE WARD OF, WITH A GOOD RECOMMENDATION.
I JUST WANT TO MAKE SURE THAT'S, THAT'S THE, THAT'S THE END OF THIS, SO TO SPEAK.
SO, UM, ALONG IF I WAS GOING TO SAY, SO MS. WALTON, UM, WHAT WERE YOU HOPING TO COME OUT OF THIS MEETING, THIS DISCUSSION IT WAS LABELED AS, ARE YOU LOOKING FOR ANY RECOMMENDATION FROM THE OPERATIONS COMMITTEE
[01:00:01]
OR WHAT WERE YOU HOPING WOULD OCCUR? I WOULD, I AM HOPING THAT THIS COMMUNITY WILL RECOMMEND TO THE FULL BOARD THAT THEY, UM, CONSIDER OUR RECOMMENDATIONS COMING UP OF HUMAN RESOURCES AND GOING TO INCLUDE TANYA ON THIS, BECAUSE WE WERE IN TANDEM WITH THIS TO FUND THIS STUDY FUND THE RECOMMENDATIONS FROM THE, ON THE RECOMMENDATIONS FROM THE STATE.AND WE WILL COME BACK WITH A RECOMMENDATION FOR GETTING INVITATION.
SO WE HAVE THREE, THREE OPTIONS HERE.
WE WILL GET TOGETHER AS A TEAM, AS A LEADERSHIP TEAM AND DECIDE WHICH ONE OF THESE OPTIONS WOULD BE BEST FOR THE DISTRICT.
AND WE'LL MAKE THAT RECOMMENDATION TO THE FULL BOARD.
SO YOU WILL, UM, AS I UNDERSTAND WHAT YOU JUST SAID, YOU ALL ARE GOING TO MEET, YOU RUN NOT, AND THE GRANT BACK TO THE OPERATIONS COMMITTEE BOARD, A RECOMMENDATION, YOU WANT TO GO DIRECTLY TO THE BOARD.
IF THE OPERATIONS COMMITTEE WOULD LIKE FOR US TO DO THAT, WE CAN DO THAT.
IT DOES NOT MATTER HOW WE GET TO THE FULL BOARD.
UM, I PERSONALLY DON'T FEEL COMFORTABLE ENOUGH WITH THIS REPORT, HAVING THE LIMITED AMOUNT OF TIME TO, TO REVIEW IT, UM, AND DIGEST IT TO, UM, EVEN GIVE A, A, A PRO OR CON AS TO WHAT A RECOMMENDATION MIGHT BE FROM YOU, BECAUSE I'M NOT, I'M NOT SURE WHETHER YOU'RE ASKING FOR THAT WHOLE 9.7%, UM, INCREASE OR A PART OF IT, OR WHICH OPTION SO ON.
SO I WOULD, I WOULD VERY MUCH LIKE A CHANCE TO REVIEW THIS MORE BASED ON WHAT WE'VE DISCUSSED HERE.
AND THEN HAVE YOU GUYS BRING BACK TO US WHAT THE RECOMMENDATION IS? UM, AND BRIT, SORRY, I HAD TO EXCUSE MYSELF FOR A MOMENT.
UM, SO I MAY BE REPEATING, I ALSO WAS WONDERING IF FINANCE SHOULD BE INVOLVED WITH THIS BECAUSE THERE'S SO MUCH IN TERMS OF PAYROLL AND BUDGET.
DID YOU GUYS SAY THAT ALREADY? YES.
THEY WALK EVERY SINGLE COMMITTEE.
IF A FINANCE COMMITTEE SHOULDN'T LOOK AT THIS AS WELL.
I GUESS IF THAT WASN'T ALREADY SAID SO, YES, SIR.
WE LOOK AT, BEFORE WE DO ANYTHING, BECAUSE THEN THE FINANCE COMMITTEE AND OPERATIONS TO READ THIS REPORT, THE HOME REPORT, THIS IS WALTER.
NO, IT WON'T CAUSE ANY PROBLEM.
CAUSE I WON'T KNOW ANYTHING AT ALL ABOUT THE FACT THAT I'M JUST DISCOVERING SOME OF THESE PATIENTS.
I THOUGHT THAT WAS IT A RELATIVE.
I STILL WANT TO KNOW, WELL, THIS BE COMPARED WITH A COMPARABLE DISTRICT, YOU KNOW, CAUSE THIS IS THE OVERLAPPING INFLAMMATION HERE AND I'M NOT STAYING ANY CONCRETE COMPARISON, JUUL, HOOVER COUNTY SIZE DISTRICT, LIKE CHARLESTON IS NOT.
I SEE A LOT OF INFORMATION ON CHAT.
SO I'LL SEND, IT'S NOT BEAUTIFUL GUN.
LOOK AT A LOT OF DIFFERENT POSITIONS IN THE CHARLESTON DISTRICT.
AND I'M JUST BLESSED THAT WE DON'T HAVE CHARLESTON IS OUR COMPETITION AS A SAVANNAH AT TERMS OF JOHN'S LIVING AND JOBS.
THEY'RE NOT, I MEAN, THEY MIGHT BE, BUT THEY'RE NOT BECAUSE IT COSTS A LITTLE BIT MORE DELIVERABLE, RIGHT? AT BLUFFTON AS, YOU KNOW, COMPARATIVE AND RESIDES.
THE JOBS THAT, THAT WE ARE TALKING ABOUT CLASSIFIED IN BUFORD COUNTY IS NOT THE SAME AS THE JOB, TWO JOBS.
SO I WANT TO SEE, WELL, SOME OF THEM I'M TALKING.
I THINK IF WE'RE LOOKING AT THE SCHOOL SYSTEM, IT DOESN'T HOLD THE POSITIONS THAT WE HAVE, THE STAFF, THE SYSTEM COMPARATIVELY, MOST OF THOSE POSITIONS ARE IN THE MAJORITY OF SCHOOL DISTRICTS AND IT DOESN'T HAVE, WHERE ARE THEY ALL? SO THOSE JOBS OR WHATEVER,
[01:05:03]
RIGHT? YES.THAT'S AN, THEIR JOB, THEIR JOB ANALYSIS.
THEY LOOK AT POSITIONS BASED ON THE DESCRIPTION.
AND IF THE DESCRIPTIONS WERE SIMILAR, NOT THE TITLES NECESSARILY, RIGHT.
WE CAN CUT SOMETHING TO SHOW THE CHARLESTON COMPARATIVE BUFORD RULE AND THE COST, ALL THE DISTRICT COURT
WE REALLY LIKE MS.
AND THIS I THINK WENT IN YESTERDAY.
SO WE, I HAVEN'T HAD ENOUGH TIME TO REALLY REVIEW IT, BUT I THINK IS TIME OF A CRUCIAL MATTER FOR YOU ALL.
I WOULD YOU WANT TO MEET AGAIN NEXT WEEK OR WOULD YOU WANT TO MEET NEXT MONTH? IS THIS SOMETHING, UM, YOU'LL WANT TO EXPEDITE THE DECISION? I THINK WE NEED TO DECIDE ON WHAT WE WANT TO DO IN TERMS OF HOW QUICKLY WILL WE GET THIS OUT TO EMPLOYEES? HOW QUICKLY DO WE WANT TO ACT? I THINK THAT NEEDS TO BE OUR BASIS FOR A DECISION.
UM, TONYA, I'M GOING TO ASK YOU TO PUT YOUR THOUGHTS ON THE TABLE NOW BECAUSE YOU HAVE TO MAKE THIS WORK FINANCIALLY SAW.
UH, WE HAVE BEEN IN MANY CONVERSATIONS, UM, IN THE LAST FEW WEEKS, UM, JUST AS WE'VE MANNED TO SEE THE, YOU KNOW, THE, THE BEGINNINGS OF THIS STUDY.
UM, WE DO HAVE A BUDGET, UH, OR VOTE OF A LITTLE OVER $2 MILLION FOR THE SALARY STUDY AND WE HAVE A BUDGET FOR THE SICK WEEK, UM, OF ABOUT, UH, SEVEN 1.5 MILLION.
UM, SO IN, DURING THE BUDGET PROCESS, WE COMMITTED TO, UM, THAT FINI SAVINGS FROM, UH, THE SICKLY PAYOUT DECISIONS.
UM, THE PLAN THAT WAS IMPLEMENTED OR APPROVED BY THE BOARD WOULD BE SHIFTED OVER TO THE SALARY STUDY TO BE ABLE TO IMPLEMENT A LARGER PERCENTAGE IN THE FIRST YEAR.
UM, MY THOUGHT IS THIS IT'S GOING TO REQUIRE TWO YEARS FRAME IMPLEMENTATION.
UM, BECAUSE 2 MILLION IS NOT ENOUGH TO COVER THE FULL COST YEAR.
UH, I THINK THE, THE PAY INCREASES THAT WE'VE GIVEN, UH, THE 6% PLUS STEPH MADE HUGE STRIDES TO GET US A LOT FURTHER THAN WHERE WE WOULD HAVE BEEN.
UM, SO I THINK THAT'S A GREAT THING THAT THAT HAPPENED.
UM, BUT IN MY OPINION, UH, IS THAT WE NEED TO, UH, LOOK AT THE SICKLING PAYOUT PLANS THAT I THINK THEY'RE ON THE AGENDA TODAY.
UM, AND THEN NOT NECESSARILY TODAY, BUT TO HAVE SOME DECISIONS MADE ON THAT.
AND THEN I CAN IDENTIFY POTENTIAL ANY POTENTIAL SAVINGS FROM THAT BUDGET AND THEN WILL BE ABLE TO DETERMINE HOW MUCH WE CAN IMPLEMENT IN YOUR ONE.
SO I CAN ANSWER THE QUESTION THAT MEL WAS ASKING ABOUT THE SCHOOLS AND THE POSITIONS WITH THE SALARIES.
IT'S BEEN THIS STUDY AND IT STARTS ON PAGE 62, THAT'S IMPORTANT TO US.
SO IT STARTS AT 62 AND IT HAS TRUST IN COUNTY SCHOOL DISTRICT AND ALL THE LIST OF THE DIFFERENT POSITIONS AND THE SALARIES, THE MINIMUM BID BACKS OUT, OUT HOURLY RATE AND THE DATES.
SO IT'S IMPORTANT THAT WHEN YOU HAVE IT IN BE DISCHARGED ON 62 AND IT GOES DOWN AND I DID WANT TO NOTE THAT ANY DATA THAT WE GATHER FROM COMP ANALYST, ISN'T GOING TO BE LISTED IN THE REPORT.
THAT'S GOING TO BE IN THE MAIN MASTER FILE, JUST BECAUSE OF THE ABUNDANCE OF DATA.
IT'S REALLY DIFFICULT TO PDF THAT.
AND IT WOULD BE ADDED PROBABLY ANOTHER A HUNDRED PAGES TO YOUR, TO YOUR REPORT.
SO THAT'S INCLUDED IN THE MAIN FILE.
SO IT SEEMS TO ME THAT YOU MET WITH CONTINUE TO MEET WITH, UM, EVERYONE REQUIRES AND BROUGHT BACK A RECOMMENDATION.
WE COULD SCHEDULE AN OPERATIONS COMMITTEE MEETING FOR NEXT WEEK.
UM, I DO BELIEVE THAT FIND ORGANIZED THE JOINT FINANCE OPERATIONS COMMITTEE MEETING WHEN WE KNOW THAT THE MEMBERS OF THE FINANCE COMMITTEE ARE WELCOME TO JOIN US DIFFICULT, TO TRY TO JUST, YOU KNOW, SO LET'S JUST, UM, DO YOU WANT NEXT WEEK OR THE FOLLOWING? I I'M SERIOUSLY.
I WANT TO KNOW WHAT I CAN TELL YOU, MR. SMITH.
AND I HAVE BOTH RECEIVED SEVERAL EMAILS, CLASSIFIED.
[01:10:01]
YOU KNOW, WHAT ARE YOU DOING? WHEN IS IT GOING TO HAPPEN? SO I FOR ONE WOULD LIKE IT SOONER THAN LATER.SO YOU HAVE AN OPERATIONS MEETING SCHEDULED FOR ON THE 22ND.
YOU HAVE TO DETERMINE THE TIME BECAUSE THAT MEETING IS ALSO, YOU'RE GOING TO COUNTY COUNCIL OF, FOR THE FACILITIES, MEANING WHERE THEY WERE GOING TO DISCUSS.
SO WE'RE EITHER STARTING AT FOUR OR FIVE FOR OUR MEETING.
UM, THEN THERE'S AN ACADEMICS COMMITTEE MEETING ON THE 24TH, UM, AND AN ACE BOARD MEETING.
AND THERE'S A SPORT MEETING ON THE 25TH.
THEN ON THE 26TH THROUGH THE 28TH, THE SCHOOL LAW CONFERENCE, WHAT'S ON THE 23RD.
SO, UM, LEGISLATIVE HAS JUST BEEN CANCELED.
SO NOW THE 23RD IS A, AND THAT'S A TUESDAY RIGHT NEXT TUESDAY.
UM, YEAH, I WAS JUST WONDERING, I KNOW WE'VE GOT THE TITLE.
NINE PRESENTATION IS PRETTY MUCH ALL WE'RE DOING ON THE 22ND.
HOW LONG DO YOU THINK THAT'LL TAKE PROBABLY THEN WHY DON'T WE ADD IT TO THE 22ND AND START AT FIVE, WHICH I HATE, BUT IF WE'VE GOT THAT, THE PUBLIC FACILITIES COUNTY COUNCIL MEETING AT THREE, IS THAT TWO OR THREE OVER AT COUNTY COUNCIL TWO.
IS THAT IT TWO OR THREE ON MONDAY? THAT'S WHAT I'M CHECKING.
THAT'S A REALLY GOOD IDEA IN BREAD.
GIVE ME ENOUGH TIME TO COME UP WITH A RECOMMENDATION.
WE, AS A DECISION ON THE SICK LEAVE PAYOUT PLANS, WE CAN BRING BACK RECOMMENDATION ON THURSDAY.
NO, NO, NO, NO WRONG AT COUNTY COUNCIL.
THE ONE THAT WHEN THEY'RE GOING TO TAKE THE VOTE ON THE 20 SECONDS.
SO IT WAS EITHER GOING TO BE SCHEDULED AT TWO O'CLOCK OR THREE I'M CHECKING OUT OUR MEETING AT FIVE O'CLOCK.
I'M ALMOST THERE PUBLIC FACILITIES, BUT THREE, THERE STAY AT THREE O'CLOCK ON THEIR SCHEDULE.
CAN YOU ALL DO FIVE? I KNOW IT'S LATE IN THE DAY.
AND THEN IT WILL JUST HAVE, UM, SO PRESENTING TITLE NINE, IS THAT, UM, MS. SWINTON? THAT'S MR.
SO THEN YOU WILL JUST TO SUMMARIZE, YOU ALL HAVE WRITTEN RECOMMENDATION ON MONDAY AT FIVE O'CLOCK FOR THAT MEETING, AND THAT WILL THEN ALLOW MORE, A LITTLE MORE TIME TO DIGEST SOME OF THIS AND, UM, HAVE ANY OTHER QUESTIONS THAT WE MIGHT HAVE? ARE WE COMFORTABLE WITH THIS? ALRIGHT.
SO WHY DON'T WE JUMP INTO SEPARATELY AND VACATION DAY PAYOUT INITIATIVE.
SO MS. HORTON, UM, THANK YOU VERY MUCH FOR YOUR, UH, PRESENTATION HERE.
UM, DO YOU WANT HER TO STAND UP, PLEASE DO NOT FEEL YOU NEED TO STAY AND LISTEN TO THIS NEXT CHART.
AND I KNOW THAT IF, IF WE HAVE ANY QUESTIONS WE CERTAINLY CAN REACH OUT AND ASK YOU.
AND THANK YOU FOR HAVING ME TODAY.
IT WAS A PLEASURE TO PRESENT TO YOU.
AND DO YOU FEEL FREE TO REACH OUT ANYTIME WITH QUESTIONS? THANK YOU SO MUCH.
INGRID IS YOUR HAND STILL OFF? CAUSE YOU HAVE A QUESTION.
SICK LEAVE AND VACATION DAY PAYOUT INITIATIVES.
SO I THINK I'LL JUST, I'LL KICK THIS OFF AND THEN I'LL INCLUDE TANYA MATT IN THIS DISCUSSION.
UM, THE BOARD HAS WELL DIRECTED US IN THE SUMMER AND ONE OF OUR WORK SESSIONS TO GO BACK AND COME BACK WITH A PLAN IN TERMS OF COMPENSATED EMPLOYEES FOR DAYS THAT WE GIVE THEM UPFRONT THAT THEY DON'T USE.
AND TO BRING US OUT OF THE, THE PITS OF PAINT $10 PER DAY.
CAN I REPEAT THAT WORD? OH YES.
MISS RENTER JUST SAID, TAKE US OUT OF THE EMBARRASSMENT OF OFFERING EMPLOYEES THAT HAVE SERVED US WELL, $10 PER DAY FOR SICK DAYS THAT THEY'VE APPROVED AND NOT USED.
SO WE'VE COME UP WITH A PROPOSAL TO COMPENSATE
[01:15:01]
EMPLOYEES WHEN THEY RETIRE FROM BUFORD COUNTY TO PAY THEM A PERCENTAGE OF THEIR DAILY RATE FOR THOSE DAYS THAT THEY DID NOT USE AS WELL AS FOR THOSE EMPLOYEES WHO LOSE DAYS EVERY YEAR, BECAUSE THEY DON'T USE THEM BECAUSE THEY ARE DEDICATED EMPLOYEES AND THEY WORK.AND OUR PROPOSAL IS IN FRONT OF YOU.
AND I'LL LET DALE TALK US THROUGH IT BECAUSE HE HAS ALL OF THE BACKGROUND INFORMATION ABOUT HOW MUCH, HOW MUCH MONEY WE HAVE SPENT IN THE LAST FIVE YEARS, COMPENSATING EMPLOYEES, EVERY CHILD AT $10 A DAY, PLUS WHAT IT WOULD COST US IF WE'VE COMPENSATED EMPLOYEES, HALF OF THEIR DAILY GRADE WHEN THEY RETIRED.
SO I'M GONNA, I'M GONNA TURN IT OVER TO DALE.
UM, WE WORKED DILIGENTLY AND I THINK I NEED TO REITERATE THIS WITH TANYA.
SHE IS OUR PARTNER IN ANYTHING THAT WE DO IN HR COMPENSATION, BECAUSE WE DON'T WANT TO GO OUT ON THE LAND AND SAY, WE'RE GOING TO DO X, Y, AND Z.
SO TANYA IS OUR PARTNER HERE WITH SOME OF YOUR, THE FLORIDA'S TIMING AND WE'LL LET YOU.
SO, UM, WHEN WE FIRST STARTED LOOKING AT, AT THE, UH, THAT LAST STAGE, WE WENT ALONE.
HOW MANY, HOW MANY ACTUAL DAYS THAT THE, OR STAFF WILL ACTUALLY LOSE THEM OVER? AND WE LOOKED AT IT OVER THE LAST FIVE YEARS AND, UM, AND NORMALLY IT WAS, IT WAS RIGHT AROUND 1300, UH, 2017, 2018 WAS 1320 2018, 2019.
AND THEN 2019, 2020, THERE WERE 1,621 DAYS, 2000 TO 2000 OR 2020 TO 2021.
AND THAT WAS AN ANOMALY BECAUSE AS YOU KNOW, WE WERE DOING A LOT OF, UM, MORE REMOTE LEARNING.
SO, UM, STAFF WEREN'T TAKING AS MANY SICK DAYS OFF AT THAT TIME BECAUSE THE ONLY FACTOR.
AND SO THAT YEAR THERE WAS A BILL OFF THE LAST 2,498 DAYS BY SNAP.
UH, LAST YEAR, THE 2122 AT THE END OF THAT SCHOOL YEAR, 1,600, 620 DAYS WERE LOST BY STAFF.
SO WE, UH, WE STARTED LOOKING AT THAT AND IN A BOARD, UM, WHAT COULD WE DO IN ORDER TO COMPENSATE THESE INDIVIDUALS AND, AND TO EVEN REDUCE THE NUMBER OF SICK DAYS THAT ARE BEING TAKEN IN THE DISTRICT, WHICH WE CAN REDUCE THAT FROM OUR STAFF, THEN IT REDUCES THE NUMBER OF LOST INSTRUCTION HOURS, WHICH IS SOMETIMES MORE IMPORTANT THAN THE DOLLAR FACTOR.
WHEN YOU'RE LOOKING AT NEARLY TWO, OVER 200,000 HOURS OF INSTRUCTION, TIME AS LOSS, WHAT CAN YOU DO WITH THAT TIME EVERY YEAR? UM, SO WE STARTED LOOKING AT, YOU KNOW, WHAT CAN WE PAY? WE HAD DISCUSSIONS WITH FINANCE, WITH A SUPERINTENDENT, WITH OUR LEADERSHIP TEAM.
AND SO WE CAME UP WITH A PROPOSAL OF PAYING THEM HALF THEIR DAILY RATE FOR ELAPSED DAYS.
SO WHAT WOULD HAPPEN AT THE END OF THE SCHOOL YEAR? WE WOULD PULL A REPORT OF THOSE INDIVIDUALS WHO HAD LAB STAYS AND THEN, UH, DETERMINE THE FINANCIAL IMPACT OF THAT AND MAKE A DECISION TO PAY THEM ONE HALF OF THEIR DAILY RATE.
SO THE NUMBER OF BASE THAT THEY HAVE LOST, UM, AND THEN WE LOOKED AT THE NUMBER OF DAYS OR THOSE WHO HAVE RETIRED OVER THE LAST FIVE YEARS AS WELL.
AND THAT IMPACT, UH, 2017, 2018, THERE WAS ALMOST 2000 DAYS, PAID OUT 2018, 19.
WE HAD JUST A LITTLE OVER 2300 DAYS, PAID OUT 2019, 2020.
WE HAD 2,800 HUNDRED DAYS, EIGHT OUT.
UM, AND OF COURSE AT $10 A DAY, YOU CAN ESTIMATE WHAT THAT COST WAS AT 28, 16 THAT'S $28,167 AT $10 A DAY, WHICH IS AN EMBARRASSMENT AS THIS FEDERAL HAS INDICATED.
UH, SO WE DECIDED, YOU KNOW, WHAT, WHERE CAN WE START? WE STARTED LOOKING AT THE FOUR DAY PAYOUT, UM, THAT WAS NEARLY 700,000 JUST FOR THE WAGES AND NOT BE THE BENEFITS OF THE 700,000.
BECAUSE EVEN THOUGH WE'RE PAYING OUT $700,000, WE STILL HAVE TO, WE'RE STILL RESPONSIBLE FOR THE, UH, THE TAXES, MEDICARE AND MEDICAID ON THAT MONEY.
UH, HOWEVER, WE WOULD NOT HAVE TO BE RESPONSIBLE FOR THE RETIREMENT ON THOSE DAYS BECAUSE THEY'RE LEAVING THE SYSTEM.
SO WE DECIDED THAT MAYBE THAT WAS TOO,
[01:20:01]
TOO AGGRESSIVE.SO WE DECIDED TO GO TO HALF DAYS WITH OUR SICK, THEY PAY UP FOR OUR RETIRED STAFF, REWARDING THEM FOR THEIR LONGEVITY.
AND THERE WAS ALSO A QUALIFIER ON THE RETIREMENT TO PREVENT INDIVIDUALS COMING FROM JASPER AND WORKED FOR A YEAR AND THEN RETIRE ON US.
AND SO WE PUT IT OUT AND WE THOUGHT WITH TOM, TOM, DAVE BARLOW BARLOW OUR ATTORNEY REGARDING THIS, AND WE CAN IMPLEMENT A QUALIFIER.
SO WE'VE, WE BELIEVED THAT IN ORDER FOR THIS TO OCCUR, YOU HAVE TO OPEN WITH THE DISTRICT AT LEAST FIVE CONSECUTIVE YEARS.
IT HAD TO BE TIME OF YOUR RETIREMENT DATE IN ORDER TO BE ELIGIBLE TO RECEIVE THE PAYOUT AT YOUR HALF DAY.
AND SO THAT'LL JUST PREVENT PEOPLE FROM COMING HERE FOR SIX MONTHS OR A YEAR FOR A YEAR, AND THEN RETIRING, WANT US JUST TO REAP THE BENEFITS OF THEIR HALF DAY, PAY HELP FROM
UM, SAY WHAT WE'RE SAYING HERE FOR ONE YEAR.
AND WELL, WHAT I'M SAYING IS THE FIVE-YEAR CONSECUTIVE YEAR REQUIREMENT.
SO IF I COME HERE FROM JASPER THIS YEAR AND I'VE GOT MY 90 SICK DAYS TAKEN DOWN, I'M GOING TO GET PAID.
I'M ONLY GOING TO STAY WITH THE DISTRICT 40 A YEAR, JUST ONLY TO REAP THAT BENEFIT.
JUST, JUST TO COME HERE JUST TO, UM, WHEN WE GET 9, 8, 4, 1 I HAVE ONE YEAR IS THAT 90 ALREADY, YOU GET NINE OR 10 OR WHATEVER, I'LL GET NIKE.
SO THAT'S KNOW THAT'S WHAT I'M SAYING.
I CAN, I CAN, I CAN ACCUMULATE AT 90 DAYS.
I COULD COME HERE FROM JASPER COUNTY LEGISLATURE SAYS THAT WE HAVE TO ACCEPT THERE.
WE CAN'T, WE HAVE TO ACCEPT THEIR SICK.
YOU CAN'T PUT BONFIRES ON THAT BLOOD MAN, BUT I HAD TO TRANSFER, BUT JUST THE NUMBER THAT CAN BE TRANSFERRED FROM HER SIDE.
WELL, I MEAN, WE CAN'T, WE CAN'T DO THAT IN THE STATE.
WE HAVE THIS TAPE OFF TRANSFER IN THEIR DAYS THAT THEY HAD FROM ANOTHER INDUSTRY ORGANIZATION WITHIN THE STATE, THE SYSTEM.
AND IF THEY, IF THEY CHOSE TO LEAVE AFTER TWO YEARS OR THREE YEARS BEFORE THEY WERE VESTED, THEY WOULD GET $10.
UM, REGARDING THE COST TO THIS, I PROMISE YOU, THIS IS KIND OF A BUDGET.
UM, I DON'T THINK IT'S GOING TO COST US ANYTHING BECAUSE EVERY DAY THAT THEY DON'T USE A SICK DAY, WE DON'T HAVE TO PAY A SUBSTITUTE.
UH, AND I HAVE A FEELING WE PROBABLY PAY SUBSTITUTES MORE THAN A HALF THE HALF DAY WAGES THAT WE PAY THE TEACHER.
SO I THINK THIS IS BUDGET NEUTRAL.
UM, BUT I'LL LET TANYA WEIGH IN ON THAT, BUT THAT'S ALWAYS BEEN MY VIEW ON IT AND BE BESIDE THE, YOU EMPHASIZE THIS BESIDE THE, UH, THE FINANCIAL NON-IMPACT OF THIS, UM, THERE'S THE INSTRUCTIONAL VALUE, UH, OF HAVING THAT TEACHER IN THE CLASSROOM AND YOU CAN'T PUT A PRICE ON THAT.
UM, BUT MONEY-WISE, I DON'T, I DON'T THINK WE NEED TO WORRY ABOUT IT BECAUSE I THINK THE MONEY COMES OUT OF WHAT WE BUDGETED FOR SUBSTITUTES.
UH, MR. STRINGER, MIGHT I SPEAK TO THAT? UM, THIS IS MATT HUNT.
UH, LAST YEAR IN 21, 22, WE HAD A TOTAL OF 31,621, UM, VACANCIES TEACHER VACANCIES FOR SUBS, UM, OF THAT, UH, 22,000 OF THOSE FIELDS AND 9,450 WERE UNFILLED AND ACTUALLY STILL RESULTED IN A LOSS OF 237,000, OVER 230, 7,000 INSTRUCTIONAL HOURS.
WE DEFINITELY NEED TO DO SOMETHING TO TRY TO KEEP TEACHERS IN THE CLASSROOM BECAUSE WE'VE GOT A THREE-YEAR RATE OF 572,000 INSTRUCTIONAL HOURS LOST.
AND I, I SUPPORT THIS, BUT I WILL SAY IT'S NOT JUST TEACHERS, IT'S ALSO ADMINISTRATORS AND, YOU KNOW, UH, WHERE WE DON'T HAVE TO.
SO IT'S NOT GOING TO BE COMPLETELY BUDGET NEUTRAL BECAUSE THERE ARE POSITIONS THAT WE DON'T HAVE TO PAY SOMEONE TO FILL IN WHEN SOMEONE, UM, CALLS IN OR HAS A PERSONAL LEAVE DAY.
[01:25:01]
WE'RE NOT TALKING ABOUT JUST TEACHERS.UM, AND SHE'S CHALLENGING THE BUDGET NEUTRAL COMMENT.
SO, UM, TWO INITIATIVES HERE, ARE YOU ASKING FOR, OR, I MEAN, ARE THEY, WE ASKED WHAT AM YES.
WELL, I HAVE NO PROBLEM WITH FIVE YEARS BECAUSE FIVE YEARS IS A BIT, THAT'S A LOT.
YOU ASK THEM SOMEONE TO SAY, YES, THEY'LL GIVE YOU FIVE YEARS FOR YOU TO PAY OFF.
THAT'S WHAT LOOKS LIKE ALCOHOL.
I ACTUALLY USED THAT TO GIVE YOU A PREMIUM PRICE.
YOU DIDN'T GIVE ME FIVE YEARS FOR THE, FOR THIS.
SO WHY WOULD WE DO THAT WITH THESE? WELL, I MEAN,
SO NOW THEY HAVE THESE DAYS, I KEPT MOVE CLOSER TO THE HOME BECAUSE OF THE FACT THAT I LOSE, I LOSE MY DAYS IF I'M MOVING FOR, SO DO WE REALLY NEED THEM? I MEAN, IT'S SO I, I, THERE'S SOME VARIABLES THAT WE SHOULD THINK ABOUT TOO, THEN THAT FIVE YEARS IS WHERE I'M STUCK AT.
THAT'S THAT, THAT RIGHT THERE, I CAN'T SUPPORT THAT.
YOU KNOW, IT WAS ONE OF THOSE, THE REASON WE PUT FIVE YEARS IN IS BECAUSE THIS, OUR RECRUITING AND OUR RETENTION INITIATIVE, SO WE WANT TO RECRUIT THEM, BUT WE WANT THEM TO GET, WE WANT TO GET THE BEST SERVICE OUT OF THEM.
SO THEY'RE GOING TO COME HERE AT LEAST GIVE US FIVE SOLID YEARS BEFORE YOU SAY I'M ON THE JOB.
SO IT HAS TO BE SOMETHING THAT THEY WANT TO DO BECAUSE OTHERWISE THEY WOULDN'T LEAVE THEIR DISTRICT, STAY IN THEIR DISTRICT AND GET, AND GET THEIR PAID OUT THERE.
SO THIS IS, THIS IS FOR RECRUITING.
IT'S NOT UNUSUAL, BRENDA, JUST INVESTING TIME, YOU KNOW, UM, MS. LOAD, RIGHT? YOU HAVE A QUESTION ABOUT RIGHT.
I'M IN APPARENTLY A CHALLENGING MOOD.
UM, AS A PARENT, I WOULD SUPPORT THE FIVE YEARS BECAUSE I, IT, YOU WANT SOME CONTINUITY.
YOU DON'T WANT EMPLOYEES THAT COME IN AND STAY FOR A YEAR AND LEAVE OR COME IN AND STAY FOR HALF A YEAR AND LEAVE.
SO I DO THINK THAT IF THIS IS A RECRUITMENT INITIATIVE OR RETENTION INITIATIVE, WE SHOULD HAVE A FIVE-YEAR.
UM, SO LET ME JUST ASK YOU A QUESTION.
UM, WAS THERE ANY CONSIDERATION TO THE, UH, IN FEDERAL, THE TEACHER OR WHOEVER THAT, UM, SHE DOESN'T STAY TILL RETIREMENT AND HAS, YOU KNOW, 30 DAYS MILITARY ORDERS THEY'RE HAVE TO LATE AND THEY, YOU KNOW, HAVE 37 DAYS OF SICK PAY ACCRUED.
WAS THERE ANY CONSIDERATION TO EMBRACE IT OR A LAB OR ORCS RIGHT NOW THAT TEACHER WOULD HAVE NO COMPENSATION BECAUSE SHE RETIRES OR HE RETIRED.
HE RESIGNS SO NO COMPENSATION FOR THIS UNUSED SICK DAYS.
SO IS THERE ANY CONSIDERATION, DO YOU HAVE, I MEAN, WHAT, WHAT A, WHAT A GREAT RETENTION TOOL THAT, HEY, LISTEN, YOU'RE MILITARY, YOU'RE HERE FOR THREE YEARS.
UM, AND IF YOU DON'T USE A BALL, WHEN YOU LAID, YOU GET NO PAY FOR THOSE 36 DAYS, WHAT WAS THAT PART OF THIS DISCUSSION? WE TALKED ABOUT THAT AS WELL.
UM, ONE, THE POLICY READS THAT YOU ONLY GET PAID YOUR SICK DAYS UPON RETIREMENT.
SO IF I'M ONLY FOR THREE YEARS AND I'M NOT RETIRING HERE AND WE DON'T PAY SICK DAYS, OUTBREAK, ANYBODY WHO LEAVES THE DISTRICT, UNLESS YOU RETIRE IN ACCORDANCE WITH THE POLICY.
SO IS THAT WORK POLICY OR IS THAT STATE STATUTE OR WHAT, WHAT IS THAT? THAT IS AN AR.
AND SO IT'S, IT'S, IT'S DISTRICT IT'S DISTRICT DECIDED THE DISTRICT.
I DON'T THINK YOU COULD, I DON'T THINK WE'D HAVE A BUDGET BIG ENOUGH TO SUPPORT PAYING EVERY SINGLE INDIVIDUAL WHO REDESIGNED AND LET THE SCHOOL DISTRICT AND PAY THEM OUT FOR THEIR SICK DAYS THAT THEY HAVE.
CAUSE YOU'RE PROBABLY LOOKING AT 350 OR 400 YEAR, 450 NEW EMPLOYEES EVERY YEAR.
UM, AND PLUS, YOU KNOW, A LOT OF THEM DON'T USE ALL THEIR SICK DAYS IN THE PAY THAT OUT.
I DON'T, I DON'T EVEN KNOW HOW WE COULD BEGIN TO COVER THAT.
[01:30:05]
LET ME HAVE THAT MANY SICK DAYS.THAT'S NOT COMPENSATED GIVE SOME KIND OF SEVERANCE PAY THOSE SIX DAYS.
WELL, I MEAN, IF YOU JUST LEAVE IT HERE AND DON'T TRANSFER, THEY GIVE YOU SEVEN SORT OF SICK VISITS
I MEAN, I DON'T KNOW WHAT IT IS, BUT I'M SURE THAT'S BUILT INTO THE COST OF I WAS SUBSTITUTE SYSTEM.
AND SO I WOULD THINK THAT THAT CERTAINLY WOULD BE A WAY TO KEEP TEACHERS IN THE CLASSROOM.
IF, IF, IF I KNOW I'M LEAVING OUT ORDERS IN THREE YEARS, UM, AND I CAN ACCRUE VERY SIX DAYS OF SICK LEAVE AND NOT TAKE, I MEAN 36 DAYS, THAT'S ONE THING.
WELL, IF IT'S A MONTH OF INSTRUCTION, YOU KNOW, IT'S ONE OF THAT ACTUALLY.
BUT ACTUALLY GO BACK TO THE POINT WHERE WE HAVE A TEACHER WHO CAN WORK IT OVER AND LIVE WITH LIVING OVER THERE.
AND HE WAS WORKING OVER IN JASPER AND HER DOCTOR TOLD HIM, OKAY, YOU KNOW, YOU'VE GOT ABOUT YEARS FOR YOU TO RETIRE.
HEY, YOU NEED TO, YOU NEED TO GO BACK.
SO WE'RE CLOSE TO THE WHOLE $25.
SO NOW SHE COMES AND TEACHES HERE FOR OUR LAST FEW YEARS.
WE DON'T PAIR OUT EITHER DENVER TYPE PERSON ON DIFFERENT THAN THAT PERSON WHO WORKS IN JASPER AND HER DOCTOR, WHATEVER WE'D COME BACK HOME.
SO WE DO, WE GIVE HER THE SAME.
WE GIVE HER THE SAME DISCIPLINE THAT WE GET THAT MULTI-PERSON, WHAT'S GOOD FOR GOOGLE.
I DON'T SEE THEM EXACTLY APPLES TO APPLES.
BUT, UM, DAVID, THIS IS JUST FOR LAPSED SIX DAYS.
WHAT WOULD IT COST US IF WE CHANGED THAT TO UNUSED SICK DAYS? UM, AT THE END OF EACH SCHOOL YEAR, BECAUSE LAPSED ALL LEAN REWARDS ARE MORE EXPERIENCED TEACHERS.
AND NONETHELESS THE 1, 2, 3, 5 YEAR TEACHERS HAVE TO SAVE TO GET TO THAT LAPSE THING.
WHAT IF WE SAID IT WAS JUST UNUSED SO THAT EVEN THOSE PEOPLE WITH ONLY TWO YEARS IN, IF THEY DIDN'T USE THEIR STICK DAYS, THAT YEAR THEY COULD GET COMPENSATED, PERHAPS RATE OF PAY AT THE END OF EACH YEAR.
UM, I'VE SEEN THAT DONE IN, IN BUSINESS.
UH, AND IT HAD IT REDUCED THE TWO TIMES.
I REMEMBER IT, IT REDUCED ABSENTEEISM BY ALMOST 20%.
HAVE WE CONSIDERED THAT? UM, SO DISTRIBUTOR, WE HAVE TALKED ABOUT THAT.
AND ONE OF THE THINGS THAT CAME ACROSS IN THAT DISCUSSION LAWS, IF WE ALLOWED, UM, TEACHERS OR EMPLOYEES TO SELL BACK THEIR DAYS AT THE END OF EVERY SCHOOL YEAR, THEN THEY WOULD NOT HAVE THE OPPORTUNITY TO ACCRUE DAYS FOR SICK FOR, UM, ANY ILLNESSES IN THE FUTURE.
IF THEY GOT RID OF ALL OF THEIR SICK DAYS AT THE END OF EVERY YEAR, THEY START OFF WITH ZERO EVERY YEAR.
SO THEY WILL NEVER HAVE ANY SAVED SICK DAYS TO USE IN CASE OF AN EMERGENCY.
BUT THAT WOULD BE THAT THAT WOULD BE THEIR DECISION TO MAKE EACH YEAR.
YOU COULD EITHER SAVE THEM OR THEY COULD CASH THEM IN, UM, YOU KNOW, WE'RE, WE'RE BEING KIND OF, UH, MATERNALISTIC AND LOOKING OUT FOR THEIR BEST BENEFIT.
I THINK THEY CAN LOOK OUT FOR THEMSELVES.
UM, SO I WOULD, I WOULD LIKE TO GIVE THEM THE OPTION OF EITHER CASHING IN OR ACCRUING IT.
UM, AND I THINK THAT REALLY HELPS WITH THOSE NEWER EMPLOYEES.
I JUST THINK THAT'S A BIG BENEFIT FOR NEWER EMPLOYEES AND I'VE SEEN IT REALLY REDUCE, UM, THE ABSENTEE RATE AND, YOU KNOW, THAT'S WHAT WE'RE TRYING TO DO.
UM, COUNTERPOINT, ONE THING THAT IS CAME UP WITH, UM, YOU KNOW, THE PANDEMIC IS IF YOU'RE INCENTIVIZING PEOPLE, NOT TO USE THEIR SICK LEAVE AT THAT, YOU KNOW, LIKE, UH, LIKE WHAT MR. CHAVEZ WAS TALKING ABOUT, DO YOU NOT RUN THE RISK OF PEOPLE COMING TO SCHOOL ILL, WHICH IS SOMETHING THAT THERE IS A LOT OF BACKLASH AGAINST RIGHT NOW, YOU KNOW, IF YOU'RE SICK, STAY HOME.
UM, AND I DON'T KNOW, I, I KNOW SOME EMPLOYERS DO, TO ME, IT'S ALWAYS BEEN SOMETHING AFFILIATED WITH RETIREMENT.
MY PARENTS RETIRED, THEY CASHED OUT THEIR SICK, THERE'S ALL THESE LITTLE THINGS YOU CAN DO.
[01:35:01]
SOMETHING THAT I WOULD WANT TO THINK ABOUT MORE.I DON'T WANT TO BE PATERNALISTIC, BUT I ALSO DON'T WANT TO INCENTIVIZE PEOPLE TO COME TO SCHOOL, UH, WITH ILLNESS.
AND THEN THE SECOND, I HAVE A QUESTION AS WELL, WHICH IS, YOU KNOW, THERE ARE TEXTS THE WAY WE STRUCTURE A PAYOUT HAS TAX IMPLICATIONS.
UM, AND SO SOME SCHOOL DISTRICTS AND SOME OTHER BUSINESSES HAVE GOTTEN MORE CREATIVE ABOUT HOW THEY ALLOW EMPLOYEES TO CHOOSE TO CASH THAT OUT.
UM, IS HAVE WE DISCUSSED THAT AT ALL OR THOUGHT ABOUT THAT? UM, I HAVE, UM, DISCUSSED THAT WITH OTHERS.
UM, THE S ONE OF THOSE SIMILAR OR COMMON PRACTICES IS TO REQUIRE THOSE FUNDS TO GO INTO A RETIREMENT ACCOUNT.
I THINK THAT'S WHAT YOU'RE REFERRING TO IS TO REQUIRE IT, TO BE PUT INTO AN ANNUITY.
AND, UM, I THINK, UH, EVEN DR. RODRIGUEZ MENTIONED, UH, HE WAS AWARE OF OTHER DISTRICTS DOING SOMETHING TO THAT EFFECT.
I DON'T THINK YOU CAN HAVE TO REQUIRE IT.
I THINK YOU CAN GIVE THEM THE OPTION THAT, HEY, YOU CAN CASH THIS OUT, BUT YOU'RE GOING TO PAY ORDINARY INCOME TAX ON IT, OR YOU CAN PUT IT INTO AN ANNUITY AND AVOID THE, I DON'T THINK YOU HAVE TO REQUIRE, I THINK YOU CAN GIVE THEM AN OPTION.
AND PERSONALLY, UM, YOU KNOW, I WOULD LIKE TO SEE IT AS AN OPTION SO THAT THEY DON'T IMMEDIATELY LOSE HALF OF THEIR HALF AT PAYOUT.
SO WHAT, WHAT I'M HEARING, UM, IS THAT I THINK THAT THESE ARE VERY TWO VERY GOOD INITIATIVES, RIGHT? MAYBE SOME CONSIDERATION TO FIVE-YEAR, BUT I THINK THE MAJORITY THINK THESE ARE TWO VERY GOOD INITIATIVES, AND I WOULD NOT WANT TO DELAY THIS FOR ANY FUTURE INVESTIGATION INTO, WOULD IT BE POSSIBLE TO, UM, OFFER SOME TYPE OF PAYOFF OR UNUSED DAYS, EVEN FOR THOSE NOT RETIRING.
UM, BUT FOR THE PURPOSES OF TODAY'S MEETING AND THIS, SO IT'S NOT THE WHOLE THIS UP, SO THAT YOU COULD ADD THIS INTO THE CALCULATION FOR THE DETERMINATION OF THE, THE FEASIBILITY OF DOING THIS PAY RAISE, UM, DOES THE INGRID OR MEL, WHAT NEVER WOULD YOU LIKE TO BRING THIS FORWARD TO THE FULL BOARD? OR WHAT ARE YOUR RECOMMENDATIONS FOR INITIATIVE ONE AND TWO, JUST A QUICK POINT OF CLARIFICATION.
SO WHAT WE'RE TALKING ABOUT IS BRINGING THIS FORWARD AND CONTINUING TO HAVE SOME CONVERSATIONS ABOUT IF THERE'S DIFFERENT THINGS, BECAUSE WE WANT TO GET, WE ALL AGREE ON THIS ASPECT OF IT.
IS THAT KIND OF WHAT WE'RE SAYING? YES.
ACTUALLY, I DON'T EVEN KNOW IF WE'RE GOING TO BRING IT TO THE BOARD OR YOU JUST NEED TO KNOW THAT THIS IS THE WAY WE'RE LEANING.
CAUSE YOU'RE COMING BACK ON MONDAY AND WE WON'T HAVE A BOARD MEETING UNTIL SEPTEMBER.
WE WOULD COME BACK WITH A RECOMMENDATION, ASSUMING THIS PROPOSAL WOULD BE ACCEPTED.
THE SICK LEAVE, UH, PROPOSALS WOULD BOTH BE ACCEPTED AND THAT ANY SAVINGS FROM THIS MOVE INTO THE CLASSIFIED SALARY STUDY TO FURTHER IMPLEMENT THAT AT, TO ITS EXTENT IN THE FIRST YEAR.
SO, UM, MY PERSONAL BELIEF, AND WE'RE NOT TAKING A VOTE ON THIS, BUT JUST TO EXPRESS, TO MAKE SURE THAT WE ARE GETTING THE PULSE IS THAT I THINK THAT THIS IS, THIS IS SO MUCH BETTER.
IT'S A VERY GOOD START AND APPRECIATE THE WORK AND THE THOUGHT IN, ON THIS NOW.
DO YOU WANT ME TO MAKE A MOTION TO THAT? UH, BRING THIS TO THE FULL BOARD, SO NO, WE'RE NOT GONNA DO THAT.
WE'RE JUST GOING TO, THEY'RE JUST CHECKING THE PULSE BECAUSE ON MONDAY WE'RE GOING TO HAVE A MEETING, BUT, BUT TONYA NEEDS TO KNOW WHETHER THIS IS THE RIGHT, YOU KNOW, INCLUDING THIS IN THE BIGGER DISCUSSION.
BUT ALSO IN THE PROCESS OF THAT, MY AVID PROCESS QUESTION THAT I'VE BEEN ASKED AS WELL.
UM, AND, AND IN TERMS OF THE, OF THESE DAYS, I DON'T KNOW THAT YOU CAN ONLY GIVE A CERTAIN AMOUNT OF DAYS.
LIKE YOU MAY HAVE A, YOU MAY HAVE A TWO SISTERS AND A DISREGARD, A BROTHER AND SISTER WHO MAY HAVE HAVING A LOT OF DAYS.
AND THE QUESTION IS WHY CAN'T THAT BROTHER GIVE THEIR SISTER THAT DAYS TO, IF, FOR SAY FOR INSTANCE, THE SISTER'S SICK, UM, GIVE SOURCES.
I MEAN, SO THAT IS SOMETHING TOO, THAT I'D BE THAT WE NEED TO THAT POLICY CHILD POLICY THAT NEEDS TO BE CHANGED BECAUSE I WAS TOLD THAT THERE WAS A SITUATION WHERE OUR TWO COUSINS WANTED TO GET IN ONE COUSIN WANTED TO GET THE OTHER COUSINS.
THEY DIDN'T HAVE ALREADY HAVE SOMEBODY ELSE ALREADY HAD TO BE GIVEN THEM TWO BUS DAYS THAT DON'T DO THAT.
THERE'S A DAY, THERE'S A CAP OFF.
I THINK THAT WE SHOULD OFFER OFF PEOPLE THAT TOO, THAT, THAT OPTION, THAT OPTION COULD, BECAUSE THAT WOULD DEFINITELY SAY IT WAS REALLY ALLOW PEOPLE TO
SO IF I CAN ADDRESS THAT IN A SMITH, UM, WE'VE HAD THAT DISCUSSION WITH OUR, UM, LABOR HOLDINGS ABOUT, UH, SHARING SICK DAYS AMONG EACH OTHER.
[01:40:01]
AND HE'S, UH, HE'S ADVISED US.THAT IS SOMETHING WE DO NOT WANT TO DO.
UM, NO OTHER DISTRICT IN STATE DOES IT BECAUSE IT IS DIFFICULT TO MANAGE IS DIFFICULT TO REPORT BECAUSE YOU'RE, YOU'RE GIVING FINANCIAL AID ACROSS LINES BECAUSE MY DAY IS MY DAY I'VE BEEN PAID FOR THAT DAY.
AND THEN I'M GIVING MY DATA USE TO YOU THROUGH THE SYSTEM.
IT WAS A WHOLE ELABORATE DISCUSSION THAT YOU HAD WITH US.
BUT THE BOTTOM LINE WAS WE WANTED TO STAY WITH OUR SIT DATE, OUR SICK MENTION, AND WE HAD A PLACE WAS FINE.
BUT IN TERMS OF HAVING EMPLOYEE SHARE DATES, IT WAS SOMETHING THAT HE DIDN'T ADVISE
I STILL DON'T HAVE A PUMP THAT STILL BE AN OPTION.
I MEAN, WHAT WOULD YOU BE OKAY WITH THIS? RIGHT.
COULD WE, COULD WE PUT THAT CONVERSATION ON HOLD BECAUSE THAT IS NOT PERTINENT TO WHAT WHAT'S MISSING IS RIGHT HERE AND OKAY, WELL, SO YOU'RE RIGHT.
I MEAN, AND ON THAT SIDE, I DON'T THINK IT'S FOR THIS CONVERSATION JUST SO THAT THIS TEAM KNOWS TO GO FORWARD FOR THE NEXT MONDAY, BRING US BACK A RECOMMENDATION.
AND WE HAVE ONE MORE TOPIC THAT YOU ALSO, UM, SUBSTITUTE PAY UPDATED WOULD NOT AFFECT THIS.
BUT IT'S JUST SOMETHING THAT WE DID ASK FOR.
SO DESCRIBE TO ME, DO YOU HAVE WHAT YOU NEED JUST TO BE OKAY TO WORK WITH? OKAY.
THE NEXT ITEM, INGRID, YOU HAVE QUESTION, WELL, THIS IS ALL GOING TO TIE IN TOGETHER, BUT, UM, I THINK HR 16 NEEDS TO BE REVISED.
I DON'T KNOW IF MS. CARTILAGE IS STILL ON THE PHONE OR STILL ON THE LINE.
UM, A COUPLE OF THE STATUTES THAT ARE REFERENCED AND THE REASON I BRING IT UP IS BECAUSE IN OUR AR
SO IF WE'VE GOTTEN LEGAL ADVICE THAT SAYS WE SHALL NOT DO THAT, I THINK WE SHOULD UPDATE THAT AR UH, NEPAL.
IT IS IN THE PROCESS RIGHT NOW.
RODRIGUEZ SAID THAT SOMEONE WANTED TO KNOW, AND HE'S BEEN APPROACHED BY SOME STUFF ABOUT INCREASING SUBBING PER DAY.
AND AS, AS THE DOCUMENT IN FRONT OF YOU SHOWS WE HAVE LISTED THE PREVIOUS RATE TO THE RATE THAT WE ARE PAYING RIGHT NOW AND RESISTED EVERY SUB OR EVERY POSITION THAT WE PAY THROUGH ESS WHAT THE OLD RATE WAS AND WHAT THE CURRENT RATES, OUR PREVIOUS RATE FOR CERTIFIED SUBS PER DAY WAS $90.
SO THAT'S WHERE WE ARE RIGHT NOW.
IF THE BOARD WANTS TO LOOK AT ANY INCREASES BEYOND THAT, YOU WOULD HAVE TO MAKE THAT RECOMMENDATION AND FINANCE WOULD HAVE TO SAY YES OR NO.
I THINK IT WOULD BE A BUDGET CONVERSATION AND PERHAPS NOT FOR THIS YEAR, UM, WITH THE CURRENT CONSTRAINTS OF THE BUDGET THAT WE HAVE, HAVE TO BE FOR SOME FUTURE, BUT OKAY.
AND I THINK IT'S A CONVERSATION WORTH HAVING, HOW DIFFICULT IS IT TO GET A CERTIFIED SOUTHERN CLASSROOM AWFULLY DIFFICULT?
I MEAN, IS THAT, WOULD THAT BE A, I THINK THAT'S A FAIR STATEMENT.
I MEAN, LAST YEAR WHEN IT WAS $90, AND THEN WE SWITCHED TO ONE 20, I THINK, MID, MID, LIKE REALLY WINTER, OUR FIELD RATE LAST YEAR, IT WAS ONLY 70%.
SO THAT LEFT A LOT OF STRAIN ON THE BUILDINGS, UM, FOR TEACHERS TO HAVE TO SHARE CLASSES, SPLIT CLASSES, USE THEIR PLANNING TIME TO GO IN.
SO THAT, THAT WAS, UM, THAT WAS TOUGH.
BUT THE YEAR PRIOR TO THAT 20, 20, 20, 20, 21, WE HAD AN 88% FAIL RATE THE YEAR BEFORE THAT WE HAD A 94%, BUT WE HAD COVID AS WELL.
SOME PEOPLE, YEAH, THAT'S RIGHT.
THERE WEREN'T AS MANY ABSENCES BECAUSE WE TAUGHT VIRTUALLY.
SO I JUST HAD SOME CONCERNS WHEN I WAS LOOKING AT THE NUMBERS HERE, HOW MANY HOURS OF DAY DOES A CERTIFIED SUB WORK? WHAT IS IT? SIX AND A HALF OR SEVEN,
[01:45:01]
7.5.SO WHEN I'M LOOKING AT THIS PAY SCALE AND YOU LOOK AT, LET'S SAY A PERMANENT PARAPROFESSIONALS SPED TEACHER, OR A CLERICAL NURSE AT $18 AN HOUR, THEY WOULD END UP MAKING MORE THAN A CERTIFIED SUB.
CAUSE IF I TAKE 18 TIMES 7.5 AND I DID SIX AND A HALF, I DIDN'T KNOW HOW MANY HOURS YOU'RE TALKING, THAT THEY WALK AWAY WITH MORE MONEY THAN A CERTIFIED SUB.
I DON'T THINK THAT MAKES SENSE TO ME.
UM, LET'S SAY SO I, I GUESS I DID SIX AND A HALF HOURS.
SO CLERICAL NURSE COULD MAKE $117 A DAY TO SUB IF IT'S SIX AND A HALF HOURS, BUT A NURSE ONLY HAS A HUNDRED DOLLARS A DAY.
SO YOUR CLERICAL NURSE IS MAKING MORE THAN YOUR NURSE.
IF YOU EVER CERTIFIED SUB AND LET'S WORK BACKWARDS.
I DID THEY 120 DIVIDED BY SIX AND A HALF.
I THINK IT COMES OUT TO $15 A DAY.
SO THEY'RE MAKING LESS THAN YOU WOULD PAY FOR A PERMANENT PARAPROFESSIONAL IN A SPED CLASSROOM.
I MEAN, I'M JUST, I MEAN, I'M JUST WONDERING, DID WE LOOK AT THOSE NUMBERS THAT TO BREAK IT DOWN TO THE HOURLY RATE AND REALIZE THAT IF MY NUMBERS ARE CORRECT AND THAT'S A QUALIFIER THAT YOU'D HAVE A CLERICAL NURSE MAKING MORE THAN THE SUBSTITUTE NURSE? I THINK THE NURSES, WE CHANGED OURS FOR THEM BECAUSE THE RATE WAS WHAT WAS, SO THEIR HOURLY RATE WOULD NOT FALL INCIDENT.
I DON'T THINK THEY'RE AT SIX HOURS STATE.
BUT YOU MEAN, YOU GET, KEEP THAT MY POINTS, LET'S SAY, YOU'RE SAYING, ALL RIGHT, YOU GOT, UH, SOMEONE MAKING $18 HOUR AND THEY WORKED SEVEN AND A HALF HOURS.
SO EVEN IF IT'S JUST, EVEN IF IT'S JUST SEVEN HOURS, IT'S $126 AND A CERTIFIED SUB CASE, IF IT GETS PAID 120, SO YOU'VE HAD THIS CONVERSATION AND YOU, SO EVERYBODY'S GOOD WITH THAT.
NO, OF COURSE WE NOT GOOD WITH IT.
WE WOULD LOVE TO PAY HIM A $200 A DAY, BUT WE ALWAYS THINK IN TERMS OF BUDGETING AND HOW MUCH CAN WE AFFORD AND WHAT IS OUR SUB BUDGET FLEET.
THAT'S WHAT WE THINK
YOU DO IT THE THINK ABOUT GOOGLE AND I MEAN, AND YOU KNOW, WHAT THE JOB IS WORTH, YOU KNOW, AND THAT'S, THAT'S A BIG PART OF THE BUDGETING PROCESS IN TERMS OF WHAT WE TRYING TO ACCOMPLISH.
AND I, I AGREE THAT, YOU KNOW, HOW DOES MY QUESTION ASIDE FROM THAT IS HOW DOES THIS IMPACT, OR HOW HAS IT THAT'D BE IMPACTED BY IT? UM, UH, SIMPLY THAT DECISION, WHAT WE PAID.
SO HOW MANY CELLS WE'VE GOT A NEED NOW
SO I'M SAYING IF, YOU KNOW, CLOSE THAT DOC ON THE BUDGET, BUT OF COURSE GOAL ALLOW US TO PAY THAT FEE.
SO ALL MY, THE QUESTION INGRID, IT WAS THAT A RHETORICAL QUESTION BECAUSE THERE'S NO WAY IT'S RIGHT.
UM, I AGREE WITH ALL THE CONCERNS YOU'RE RAISING MS. FIDRYCH, YOU KNOW, IN TERMS OF HOW WE STRUCTURE THIS.
I THINK WHAT I, WHAT I FIND MISSING FROM THIS PRESENTATION IS THE DATA ON WHAT OUR SUB ISSUES ARE.
I MEAN, WAS THE ONE 20 ENOUGH, OR ARE WE STILL HAVING ALL KINDS OF PROBLEMS? HOW MANY CERTIFIED SUBS ARE THERE, DID A BUNCH OF THEM RETIRE WITH COVID? I MEAN, THERE'S, IT SEEMS LIKE WE HAVE DATA.
AND I'M GUESSING THAT SAID TALKS ABOUT FILL RATE, AND THAT TALKED ABOUT, YOU KNOW, THIS, THIS DATA IS AVAILABLE.
SO WHEN WE'RE LOOKING AT THIS AND WE'RE HEARING CONCERNS, AND I'VE CERTAINLY HEARD THE CONCERNS.
AND AS AN ASIDE, I WILL SAY, I WAS TALKING TO A TEACHER.
I SAID, WOULD YOU EVER CONSIDER COMING BACK? AND YOU KNOW, OR AS A SUB, AND SHE SAID, YOU COULD NOT PAY ME ENOUGH.
WE'VE GOT TO GET SOME OF OUR DISCIPLINE ISSUES AND SOME OF OUR MENTAL HEALTH STUFF UNDER CONTROL, BUT THAT'S JUST A DIFFERENT TOPIC.
UM, BUT I THINK THAT WE NEED TO LOOK AT HOW MA HOW MANY SUBS WE HAVE, HOW WELL STAFF, WHERE, HOW MUCH OF A STRUGGLE IT IS.
I KNOW PERSONALLY THAT IT MIGHT, THAT MY SON HAD ESSENTIALLY NO TEACHER FOR AWHILE.
IT WAS ONE TEACHER KIND OF WATCHING TWO ROOMS CAUSE THEY COULDN'T GET A SUB.
AND SO I WOULD LIKE TO DATA ON THAT AND IF MONEY COULD GET US MORE SUBS, I THINK WE NEED TO DO IT.
CAUSE I THINK WE'VE GOT A, UM, I KNOW WE'VE TALKED ABOUT THIS WITH COVID.
I DON'T THINK IT'S AS MUCH OF A BIG DEAL, BUT WHERE THEY WOULD JUST TAKE CLASSROOMS FULL OF KIDS AND BASICALLY HERD THEM INTO THE CAFETERIA
[01:50:01]
OR THE GYM, UM, BECAUSE THEY DIDN'T HAVE A SUP.SO AT SOME POINT WE'RE GOING TO REACH A P UH, NOT A PATIENT SAFETY, SORRY, WORK STUFF, A STUDENT SAFETY.
UM, AND, AND SO TO CONCLUDE ALL THIS, I THINK WE NEED SOME DATA.
SO WE HAVE THAT BIG ON THIS BOAT, RIGHT? I DON'T ARE, YOU'RE GOING TO PULL IT FOR YOU BY SCHOOL.
UM, IN TERMS OF FEEL GREAT BY SCHOOL, WHAT SCHOOL HAS THE BEST OR WORSE FILL RATE, UM, THE NUMBER OF SUBS THAT WE HAVE ASSIGNED FOR EACH BUILDING.
SO ANY DATA YOU WANT, WE CAN PULL IT FOR YOU.
I'D LIKE TO HAVE THIS CONVERSATION, COME BACK WITH THAT DATA AND REALLY LOOK AT IT AND SEE IF THERE IS A WAY FOR US TO BE IMPACTFUL ABOUT THAT.
CAUSE I DO, I HEAR STORIES AS A PARENT.
I DON'T KNOW IF THEY'RE ALL TRUE, BUT YOU KNOW, I THINK IT IS A CRISIS IN THE SCHOOLS AND YOU DON'T HAVE TO THINK ON THAT.
YOU REALLY DON'T NEED A, HAVE SOME FIRSTHAND STUDY TO KNOW THAT.
I MEAN, IT'S, IT'S HARD TO STAFF.
UM, WHAT COVID DID IN THIS RISK, IN THE REALM OF SUBSTITUTE TEACHERS IS THAT WE HAD A LOT OF RETIRED SUBS.
UM, AND PEOPLE THAT WERE OVER A CERTAIN AGE, THEY JUST STOPPED WORKING ALL TOGETHER.
WE HAD ABOUT 150 THAT STOPPED.
THEY JUST STOPPED WORKING ALTOGETHER.
SO THAT ACCOUNTS FOR A HUGE GAP AND WHY OUR FILL RATE WAS SO LOW LAST YEAR, JUST TO GO INTO, TO GO BACK TO, UH, WHAT THAT MR. SPIVEY WAS MAKING.
UM, AND IN TERMS OF YOUR, YOUR PUT GRAMMAR WRONG WAS THAT YOU COULD HAVE A PERSON WHO WORKING, UH, MAKE, UH, OUR WORK, THE PERSON'S WORKING A REGULAR JOB.
THEY BEHAVED OUT AN HOUR THAT THEY CAN BE MORE THAN A CERTIFIED STUFF.
WELL, YOU KNOW, I WAS WANTING TO RUN THE NUMBERS AGAIN, BUT MY POINT, I WOULD SAY THAT ALSO FOR LONG-TERM TOO, BECAUSE, BECAUSE THAT PERSON WHO WAS SERVED BY HIMSELF, THEY THEY'RE ALREADY GETTING RETIREMENT.
SO THIS IS A, THIS IS A BONUS FOR THEM TO COME IN.
SO, SO WE HAVE TO ALSO TAKE CARE OF THAT PERSON WHO WAS ON STAFF TOO, BECAUSE THEY'RE TRYING TO DO, THEY'RE TRYING TO GET TO THAT POINT OF RETIREMENT.
SO WE HAVE TO MAKE SURE THAT, THAT, YOU KNOW, WHERE YOU WOULD KIND OF YEAH.
FOR ON HOW WE EXPLAIN IT, BECAUSE IT COULD COME ACROSS AS A, AS THOUGH, BECAUSE YOU'RE CERTIFIED, IT COULD CREATE A WARM TREAT, BEING CERTIFIED IN A CERTAIN VOLUME, ONE THAN THE OTHER.
AND I THINK THAT I HAVE TO INTERRUPT YOU ON THIS.
WE WANT CERTIFIED SUBSTITUTES IN OUR CLASSROOMS. I MEAN, I HEAR WHAT YOU'RE SAYING, BUT YOU KNOW, YOU ARE NOT GOING TO DISCUSS THIS RIGHT NOW.
IT IS TIME TO CALL THIS MEETING TO AN END.
THIS IS A BREAK FOR, I JUST WANT TO PUT THAT OBJECTION ON BECAUSE
THIS WAS JUST AN AWFUL LOT, A LOT OF INFORMATION.
WE'LL DISCUSS THIS AT A DIFFERENT TIME.
WE HAVE A MEETING ON MONDAY AT FIVE O'CLOCK AND YOU HAVE WHAT YOU NEED TO GO FORWARD WITH BRINGING THAT BACK ON MONDAY.
ALL RIGHT IN, DO YOU HAVE A FINAL STATEMENT? NO, I DON'T SORRY.