►
Description
No description was provided for this meeting.
If this is YOUR meeting, an easy way to fix this is to add a description to your video, wherever mtngs.io found it (probably YouTube).
A
A
B
Thank
you,
everybody,
so
we'll
go
ahead
and
get
this
operations
hr
focused
meeting
started.
We
are
being
broadcast
over
the
county
channel,
it
is
a
hybrid
meeting
and,
as
is
our
custom,
let
us
stand
for
the
pledge
of
allegiance.
B
A
B
All
in
favor
aye
awesome,
unanimous.
Any
public
comment,
no
call
the
comment.
Moving
right
on
compensation
study,
discussion,
all
right
who's
going
to
leave.
I
will
read
this
all
right.
B
F
Start
this
afternoon
with
like
this,
I
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.
F
F
F
Hi
sheena,
along
with
tina
with
me
today,
is
matt
hunt
who
is
very
active
in
this
process
and
also
dale
manager,
dale
crawford,
who
is
our
internal
manager
of
this
process?
So
I'm
going
to
turn
the
mic
to
sheena
and
you
can
get
started.
D
Thank
you
alice
and
good
afternoon.
First,
I'd
like
to
request
the
permission
to
share
my
screen,
so
I
could
pull
my
presentation
up
or
oh,
I
see
you've
got
on
the
screen
as
well,
so
that
that
works
as
well.
I
can.
B
D
Oh
no
problem
at
all:
that's
the
nature
of
living
in
a
zoom
virtual
environment.
These
days,
all
right.
Well,
I'm
glad
we
all
were
able
to
get
together
today,
as
mentioned
I'll,
be
walking
through
an
overview
of
what
we
did
with
the
study.
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.
D
D
B
D
Refresher
for
the
classification
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
and
provides
room
for
that
career
advancement
and
career
growth,
as
well
as
weathering
any
changes
for
workforce
changes
in
the
future.
D
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
more
easily,
have
consistent
implementation
as
well
as
ensuring
that
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.
D
We
kicked
off
the
project
with
the
internal
project
team,
to
discuss
the
overall
objectives
of
the
project
communications
between
our
teams,
but
also
communication
regarding
distribution
of
information,
about
the
study
introducing
staff
to
what
a
classification
compensation
study
does
and
does
not
do
as
well
as
details
and
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,
any
issues
regarding
career
ladders
or
advancement
things
in
that
regard.
D
The
next
step.
Following
that
data
collection,
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,
all
positions,
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
enable
candidates
in
the
market
to
be
able
to
find
your
job
apply
for
that
position
and
making
sure
it's
recognizable
just
again
to
support
recruitment
efforts.
D
Part
of
our
data
collection
also
include
a
market
survey
in
which
we
reached
out
to
peer
and
competitor
organizations
to
gather
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.
D
So
it's
one
thing
to
offer
high
salaries,
but
if
you
are
added
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.
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,
any
kind
of
adjustments
in
terms
of
updating
the
system
itself
and
in
regards
to
longevity,
for
example.
D
So
we
look
at
a
variety
of
different
things
when
we
look
at
the
market
and
determine
market
competitiveness
as
part
of
the
study
after
guiding
that
job
data,
we
also
updated
your
job
descriptions
as
needed.
This
was
focused
on
providing
that
data
for
re-uploading
into
your
hr
system
that
houses
your
job
descriptions,
so
those
were
provided
all
those
details
regarding
this
methodology
and
more
are
included
on
the
draft
report
and
the
supplemental
appendices
that
are
within
that
report,
as
well
as
copies
of
the
surveys
we
used.
D
So
I
talked
a
little
bit
about
the
data
gathering
from
employees
so
for
the
market
data
source
itself,
we
focus
on
a
couple
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.
D
As
part
of
our
studies,
we
do
try
to
aim
to
benchmark
as
many
as
we
can.
Instead
of
a
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
in
addition
to
our
market
survey
that
we
we
do
of
your
peers
and
competitor
organizations,
is
salary.com
comp,
analyst
database
and
try
to
think
of
this
database
as
a
survey
of
surveys,
it's
probably
one
of
the
more
comprehensive
market
data
databases
out
there
today.
D
It's
all
employer
reported
data
that
is
compiled
and
updated.
Monthly
and
provides
it
across
a
variety
of
different
industries
as
well
as
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.
D
For
this
project.
We
focused
on
these
key
areas
so
looking
at
south
carolina,
statewide,
the
charleston
south
carolina
market
area,
savannah
georgia,
market
area
and
then
one
of
the
key
ones
we
used
for
the
majority
positions
was
a
regional
metropolitan
composite
the
average
of
the
charleston
south
carolina
and
savannah
georgia
area
within
these
markets.
We
of
course
include
a
couple
industry
scopes
again,
all
industries
all
sizes,
just
as
a
general
baseline.
So
again,
if
down
the
road,
you
need
to
expand
how
far
you
cast
your
net
for
positions.
D
D
All
sizes,
as
well
as
cut
for
a
revenue
group
for
beaufort,
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.
Our
team
began
that
process
in
january
of
this
year
and
connect
to
online
survey,
as
well
as
additional
outreach
and
online
research
for
gathering
information.
D
With
these
key
10
peers,
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,
2,
rock
hill
schools,
new
york,
county
district
district,
5,
lexington
and
richland
naperville,
community
fort
mills,
school
district,
lancaster
county
school
district
and
york,
county
school
district,
1.
D
So
again,
following
the
classification
review,
as
I
mentioned
earlier
in
benchmarking,
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,
where
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
certain
employees
that
are
coming
up?
D
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
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.
D
So
again,
we
decided
upon
looking
at
your
current
pay
plans,
and
this,
of
course,
also
incur
in
includes
some
of
the
recent
updates
that
the
district
has
made
for
its
pay
plans
as
well,
in
updating
the
system
to
be
more
market
competitive,
more
equitable,
between
the
different
plans,
as
well
as
addressing
any
kind
of
current
compression
issues.
D
We
also
included
a
couple
considerations
for
strengthening
the
district's
benefits.
Overall,
the
district's
benefits
are
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.
D
D
E
B
B
B
H
To
share
this
with
me
is
better
because
I'm
I'm
looking
for
something-
and
I
thought
that
maybe
it
would
be
the
package
normally
what's
in
bulldogs-
is
in
the
packing
that
didn't
take
place
today.
So
therefore,
for
so
so
far
for
my
so
that's
not
you
know
I
I
don't
want.
I
want
to
come
across
that
I'm
lost,
but
I
don't
understand
I'm
not
prepared.
Normally,
what's
a
war
dogs
would
be
presented
to
us
so
therefore,
where
she
was
speaking
from,
I
had
no.
I
had
no
idea
of
great.
A
G
Which
document
is
it
the
presentation
draft
the
public
final
report
published
by
the
court?
That's
what
page
are
we
on.
B
D
B
B
D
D
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-
and
essentially
you
know,
as
it
says,
we
made
sure
that
5.5
percent
separated
each
grade
to
allow
for
adequate
separation
between
positions
and
also
for
meaningful
movement.
D
Often
is
the
case
you'll
see
in
if
you
have
very
tight
pay
plans
and,
for
example,
if
you
had
a
a
top
level
position,
not
top
level
but
a
top
system
in
a
series
of
jobs,
say
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
kind
of
jobs.
Sometimes
you'll
hear
folks,
don't
want
to
move
to
a
managerial
level.
D
You
know
why
do
I
want
all
that
responsibility
for
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
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
further
professional
development
within
your
workforce,
as
with
all
plans
as
you
do,
these
updates,
if
you're
not
creating
something
100
new.
D
Usually
you
have
to
build
upon
your
current
plan
to
make
sure
there's
adequate
space
for
movement
when
we
make
these
kind
of
adjustments
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.
So
we
want
to
make
sure
we're
not
causing
compression
as
we're,
implementing
and
recommending
these
systems
and,
of
course,
providing
that
flexibility.
For
you
know
whether
a
year
two
years
down
the
road,
you
want
to
add
a
position.
D
You
have
room
to
do
so
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
25
through
30
to
allow
that
room
for
growth,
as
well
as
two
new
grade
levels,
to
also
accommodate
your
schedule,
movement
and
added
a
line
for
supervis
superintendent
as
well
again
level
215
just
provides
additional
room
for
market
adjustments
and
maintaining
that
hierarchy
and
supervisory
lines
within
this
group.
D
And
similarly
the
classified
plan
was
updated
as
well
in
that
similar
fashion
and
making
sure
that
there
is
consistent
spread
between
the
grade
levels,
in
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,
sellers
that
you're
looking
at
in
a
particular
plan.
So
if
you've
got
the
bottom
part
of
your
scale
at
20k
and
the
top
might
be
50k,
another
scale
might
be
more
between
40k
and
80k.
D
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
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
and
we're
seeing
more
these
days,
four
to
five
percent
in
between
grade
levels
to
again
allow
for
that
kind
of
meaningful
movement
and
encouragement
within
a
system.
D
Similarly,
and
you'll
see
this
in
the
other
planes
as
well,
we
added
additional
steps,
step
25
through
30
to
allow
room
for
growth
and
support
retention
and
for
the
classified
we
need
to
add
one
new
grade
level
level,
115
to
again
provide
room
for
those
market
adjustments
and
maintaining
hierarchy.
When
we
updated
great
assignments,
certified
plan.
D
We
can
wait
to
the
end
and
then
I
can
just
hop
back
to
any
slides
that
we
would
like
to
review
again.
Okay,.
D
Sure
so
survey
plan
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
30
to
again
allow
and
support
room
for
growth.
In
that
plan.
D
Occupational
therapist
and
physical
therapist,
your
current
pay
plan
was
actually
found
to
be
market.
Competitive
market
competitive
is
usually
within
five
to
ten
percent
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
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.
D
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
through
30
were
added.
D
Bus
driver
plan
was
updated,
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
25
through
30,
were
also
added.
D
D
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,
there's
also
some
other
strategies
we
use
we'll
show
on
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.
D
What
the
remaining
cost
is
to
get
them
to
their
base
salary
or
their
appropriate
step,
for
example.
Now
if
they
have
a
salary,
that's
already
at
or
above
where
the
study
calculations
show,
they
should
fall,
then
there's
no
market
adjustment
we
had.
That
means
they
have
been
market
competitive,
paid
competitively
along
the
way
and
aren't
needing
a
market
adjustment.
D
So
these
two
adjustment
costs
are
broken
up
in
this
way
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,
and
then
any
data
changes
after
that
would
need
to
be
incorporated
into
your
implementation
plan.
D
So
again,
as
best
practice,
you
want
to
move
employees
with
a
minimum
salary
below
the
recommended
sign
grade
up
to
that
as
soon
as
possible
in
the
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
organizations
will
focus
on
between
15
to
25
percent
of
that
remaining
adjustment
cost
to
make
those
changes.
D
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.
I
haven't
encountered
many
organizations
that
can
do
it
within
a
single
year.
There
are
some
that
have
a
bucket
you
know
set
aside
for
making
these
kind
of
changes.
I
work
with
state
lotteries,
they're,
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.
D
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,
so
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.
D
So,
on
the
next
slide,
this
provides
you
just
a
couple
ideas
and
options
of
how
organizations
typically
split
up
these
kind
of
costs
from
what
I
described
before.
So
these
three
options
detail
a
couple
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,
then
the
remaining
adjustment
cost
would
be
about
a
2.9,
for
example.
D
You
know
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
hard
recruit.
You
know
in
the
coordinate
coordinator
positions,
and
this
again
is
split
between
1.4
mill
in
the
first
year
and
then
2.9
in
the
second.
That
said,
there's
a
lot
of
different
ways.
You
can
approach
these
this
type
of
implementation,
but
by
and
large
best
practice.
D
So
that's
on
the
pay
side.
On
the
benefits
side,
we
did
survey
your
peer
and
competitor
organizations,
and
that
includes
districts
as
well
as
city,
local
city
and
county
that
compete
against
as
well.
So
overall,
the
district
has
a
competitive
pay
benefits
system
rather
and
is
higher
on
average
than
your
peers
at
47,
and
the
pure
average
is
about
44.5
percent.
When
we're
talking
about
benefits
as
a
percentage
of
total
compensation,
this
is
essentially
that
value
on
average
to
an
employee.
D
This
includes
you
know
any
kind
of
worker
comp
benefit
fica
all
those
different
intangibles,
as
well
as
the
overall
benefits
package.
It's
paying
for
health
care
retirement
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
whether
it's
during
you
know
recruitment.
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.
D
So
it's
not
just
simply
a
pain,
number
you're,
also
looking
at
the
benefits
value
as
well.
So,
similarly
and
ending
with
a
lot
of
other
organizations,
dental
and
vision
do
vary.
Quite
a
bit
district
is
competitive
in
terms
of
offering
multiple
options
that
is
very
attractive
to
a
lot
of
candidates,
as
well
as
employees
for
for
staying
with
the
organization.
D
Premiums
are
just
going
to
vary
across
the
board
on
those,
but
we
are
looking
at
those
that
are,
you
know
most
affordable
compared
to
your
peers
by
and
large
varied
quite
a
bit
in
terms
of
dental
vision.
You
were
a
little
bit
higher
in
premiums
than
the
surveyed
school
districts,
but
you
did
offer
lower
premiums
compared
to
the
city
of
buford
retirement,
a
lot
of
organizations.
This
will
be
kind
of
similar
across
the
board
in
terms
of
your
peers
and
competitors.
D
School
districts,
especially
again
focus
on
defined
benefit
and
divine
contribution
plans,
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
stood
out
from
his
peers
and
offering
up
to
720
hours
of
compare
paid
leave
compared
to
the
peer
average
of
about
120,
and
it
varies
quite
a
bit
within
the
report
itself.
D
A
lot
of
folks
are
offering
more
of
sick
leave
banks,
which,
of
course,
is
one
of
those
additional
benefits
offered
by
the
district
and
other
peers
other
similar
benefits
that
are
offered,
of
course,
life
insurance,
disability,
flexible
spending
and
health
savings
accounts,
employee
assistance
programs,
which
is
pretty
standard
these
days
and
supplemental
insurance,
which
is
included
of
course,
critical
illness
accident
and
cancer
coverage
all
fairly
common.
These
days.
D
So
we
didn't
have
any
specific
recommendations
for
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
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
has
always
been
a
popular
offering,
as
well
as
folks,
really
focusing
on
those
additional
wellness
benefits.
D
These
days,
wellness
has
become
more
first
and
foremo
on
the
forefront
of
this
employee-driven
market,
so
that
any
kind
of
discounts
anything
supporting
work-life
balance
within
organization
rewards
programs
is
very
attractive
to
candidates
as
well,
two
others.
Of
course,
no
secret
paid
parental
leave
is
coming
up
more
and
more
as
a
benefit
that
organizations
are
offering
and
strengthening
if
they've
already
got
it,
adding
more
to
it
in
terms
of
providing
additional
support
to
their
employees.
D
D
To
offer
there's
also
other
strategies
you
can
use
for
communicating
the
total
value
of
what
you're
offering
to
your
employees
so
using
publishing
a
summary
of
your
benefits
on
your
website,
so
it's
clear
to
candidates
what
what
they're
receiving
as
part
of
their
employment,
using
total
reward
statements
for
communicating
that
value,
usually
most
organizations
send
something
out
annually,
but
we
also
encourage
you
know:
year-round
benefits,
education,
opportunities
for
employees
by
and
large,
usually
it's
maybe
an
annual
statement,
and
then
you
might
hear
it
in
the
beginning
at
recruitment.
D
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.
We
want.
D
D
So,
for
example,
any
parental
leave
program
you
could
offer
you
know
a
one-on-one
session
for
new
parents
just
so
they
really
understand
what
that
insurance
does,
what
their
options
are,
and
employees
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
last
couple
years.
Flexible,
work
options.
Of
course,
very
popular
right
now
has
been
a
pain
point
in
some
areas.
D
Some
jobs
just
require
you
to
be
on
site
others,
you
can
offer
more
hybrid
remote
work
options
which
is
again
helping
to
feel
some
of
those
vacancies
that
are
out
there
today
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.
D
D
Just
given,
given
the
markets
that
we're
encountering
these
days
as
part
of
all
our
projects,
mgt
davis
provide
ongoing
support
for
12
months
post
study.
This
is
address
any
questions
about
the
study,
providing
additional
training
to
your
hr
team
to
assist
with
implementation,
talking
about
any
any
of
the
recommendations
or
coming
with
new
strategies.
Just
to
make
sure
you
have
a
successful
implementation
plan
in
2020,
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.
D
You
know:
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
this
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
up
to
any
questions
from
the
group
and,
of
course
alice.
If
there's
anything
in
particular,
you
wanted
me
to
focus
on
in
more
detail.
Please
let
me
know
as
well.
B
Miss
horton,
thank
you
very
much.
We
appreciate
it
and
ingrid
for
your
edification
in
the
room.
Mr
mel
campbell
is
here
mr
earl
campbell,
mr
smith,
miss
crosby
and
mr
odding,
and
I
think
dale
and
matt
and
alice
you
introduced
and
robin.
So
we
have
a
full
house
questions.
E
D
A
E
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.
E
D
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
separate
it
out.
So
it
may
also
just
depend
on
the
offering
by
that
school
if
they
separate
it
out
differently,
but
by
and
large
that
that's
what
we
received
from
those
school
districts
in
terms
of
what
their
averages
were.
B
E
Yeah
and
one
final
question
I
had
in
the
notes,
so
we
it
went
up,
the
payroll
went
up
nine
percent
nine
point
two
percent
and
change
on
certified
staff.
Just
I
know
tanya's
in
the
room
or
miss
crosby's
in
the
room.
Does
what
did
our
classified
payroll
go
up?
G
Assuming
a
step
increase
is
about
two
percent,
which
I
think
it
may
be
a
little
less
than
that
actually,
but
that
would
be
eight
percent,
so
three
percent
cost
of
living
for
last
year,
three
percent
for
the
new
year,
plus
a
step
increase.
So
I
would
say
in
the
range
of
eight
percent.
G
A
C
I
I
That's
the
first
thing
I
want
thing.
She
said
that
she
compared
industries
along
with
school
districts,
and
I
think
one
point
was
made
about
hughes
premium
before
city
premium
versus
our
premium
jobs.
A
I
I
was
I
was
talking
about.
You
know
after
that,
again,
which
you
said
that
you
took
information
from
this
from
industries
as
well
as
school
districts.
D
I
can
sorry
it
was
a
little
bit
quiet.
So
I
think,
in
terms
of,
if
I
understand
your
your
question
correctly,
so
we
look
across
very
different
industries,
so
with
organizations
you're
going
to
have
those
positions
that
can
move
between
different
industries,
no
problems,
so
your
basic
administrative
assistants
and
and
some
I.t,
for
example,
finance
basic
administration
type
jobs.
Then
you're
going
to
have
those
that
are
more
specific
to
school
districts
themselves
and
those
are
of
course
best
compared
to
other
school
districts.
D
But
we
do
pull
both
composites
to
look
at
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
pay
that
can
compete
with
the
city
pay.
For
example,.
I
H
This
and
when
I
say
where
can
I
find
that
the
in,
in
your
analogy
of
doing
that
and
presenting
that
where,
on
the
on
this
powerpoint
and
the
evidence
and
the
evidence
that
that
that
could
be,
that
can
be
shown.
H
D
J
Yeah,
so
if
you're
looking
at
the
the
public
following
report
that
was
in
board
docs,
it's
an
appendix
and
appendix
b,
so
you'll
get
that
information.
B
So
this
this
question
is
for
matt
dale
alice.
This
is
not
your
first
glance
at
this.
Is
that
correct?
Have
you
guys
seen
this
report
prior
to
today?
Yes,
yes,.
K
Several
ongoing
communications
throughout
the
process
over
the
last
year,
so
sheena's
been
very
responsive.
She's
also
sat
with
us
through
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.
K
B
Just
to
clarify
for
sure
it
did
all
the
plans,
I
mean
that
we
had
done
all
the
changes
that
we
made
with
the
budget
for
certified
salaries
were
included
in
this
and
also
I'm
sorry.
A
J
B
So
when
I
saw
in
here
that
there
were
only
seven
respondents
to
the
mip
survey,
I
just
was
wondering
you
know
we
won't.
We
haven't
had
a
chance
to
really
digest
this.
You
know
it
just
arrived
to
us
yesterday
and
so
is
seven
responses
enough
data
for
that
mip
survey
and
how
critical
is
that
mip
survey,
ms
horton.
D
Yes,
so
the
management
issues
paper
is
strictly
for
either
supervisors
or
top
directors,
and
they
can
submit
as
many
forms
as
they
wish
to
submit
some.
We
won't
receive
any
at
all,
and
it's
really
just
for
letting
us
know
about
any
of
those.
B
J
Directors,
officers,
yeah
and
the
myth
was
mainly
used
to
identify
any
concerns
that
they
may
have
had
regarding
staffing
hard
to
fill
areas
and
those
kind
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
the
positions
of.
What's.
B
F
Think
you
speak
to
yes,
because
those
responses
were
only
from
managers
that
had
concerns
with
either
the
survey
responses
from
their
individual
employees
that
they
wanted
to
add
on
something
or
to
say
that
here
are
my
concerns
with
that.
So
if
they
did
not
have
any
concerns,
then
they
didn't
need
to
reply
to
this.
D
Thank
you
apologies.
I
dropped
my
connection,
but
I
heard
the
tale
into
that
alice
and
you're
correct.
So
usually
we
I
don't
know
how
much
you
heard
my
response
before
it
dropped
me,
but
typically
we
might
receive
somewhere
between.
You
know,
six
to
15
18
responses
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.
B
Okay,
because
I
just
kind
of
throughout
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.
It
just
seemed
like
you
know,
city
of
buford,
no
response
this
account
this
school
district,
no
response,
only
seven
respondents
for
the
myth-
and
I
just
just
want
the
assurance
that
they,
the
suggestions
and
the
recommendations
that
have
come
out
of
this-
are
based
on
a
real,
accurate
picture
of
where
we
are.
K
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
or
a
lot
of
things.
We
need
to
catch
up
on.
C
E
Thank
you.
This
kind
of
ties
a
little
bit
to
a
question
I
have
and,
as
miss
fidrich
pointed
out,
we
got
this.
We
were
in
a
school
board
meeting
until
10
o'clock.
I
worked,
you
know
I'm
still
kind
of
going
through
it,
so
I
hate
that
this
may
sound
unprepared,
but
this.
How
long
did
this
study
take
from
start
to
finish,
because
I
know
that
we
were
talking
about
this
in
may
of
2021
and
only
have
seven
responses
and
we
had
a
year
that
this
I
don't
just.
E
Can
you
tell
me
the
ti
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.
D
Sure,
absolutely
so
contract
signed
was
back
in
october
25th
of
2021.
D
Let's
see
I'm
just
looking
at
my
notes
here
we
had
an
initial
conversation
in
november
about
mid-november
and
I
believe,
let's
see
we
did
initial
kickoff
to
sent
our
data
request
in
for
initial
data,
and
then
we
really
didn't
kick
off.
Let's
see,
we
did
initial
orientation
at
the
beginning
of
december
and
then
we
left
our
survey
process
open
over
the
holidays
into
january.
D
So
from
then
we
were
doing
data
collection
throughout
the
spring
and,
of
course,
modeling
updating,
job
descriptions
late
spring
and
then
the
summer
was
more
of
compensation,
analysis
and
the
modeling
and
cost
out
and
development
of
the
report.
With
the
market
surveys.
D
Responses
have
been
very
very
hard
to
come
by,
even
when
we
do
direct
outreach,
even
when
some
of
our
clients
out
reach
out
to
them
directly
as
well.
It's
just
it
was
difficult
in
the
beginning,
but
even
more
so
after
the
pandemic,
hr's
are
overwhelmed
and
it's
really
hard
to
get
anyone
to
respond
to
these
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,
as
well
as
doing
our
own
research
online
to
see
what
they
have
available.
D
D
Lost
my
thought:
yep
lost
my
thought,
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
kind
of
surveys,
a
dime
a
dozen
all
the
time.
E
D
That
one
was
the
job
content
questionnaire.
That's
usually
an
extended
process,
it's
usually
about
a
month
process
for
that,
where
we
did
the
initial
orientation
for
employees
and
then
left
it
open
into
january
for
filling
out
any
updated
job
data,
so
anything
pertaining
to
job
descriptions,
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.
F
E
You
know,
and
that
was
just
went
out
to
classified
staff-
that's
about.
E
G
C
G
Especially
in
specifically
in
hard
to
fill
areas
in
our
schools
and
those
that
we're
responsible
for
as
chief
officers
and
I'm
sure,
schools
have
the
same
feeling,
but
you
know
I
over
the
course
of
the
last
year,
knowing
that
this
salary
study
was
coming
out.
I
have
particular
interests
of
areas
that
were
needed,
and
so
I
made
sure
to
communicate
those
regularly
with
this
staff
and-
and
they
were
very
receptive
to
that,
so
I'm
not.
E
G
B
H
So
can
you
this
is
carol
at
the
beginning
of
the
quarter
of
the
present
our
question.
Q,
a
miss
bull
right
actually
was
classified
and
included
in
the
survey,
and
I
mean
I'll
see
the
certified
right.
Okay,
I
think
she's,
okay,
I
know
she's,
not
mad.
Okay,
I
mean
okay,
so
but
uncertified
it
is
included
in
in
the
survey
correct.
That's
what.
B
Right
now
they
did
in
it,
and
you
know
kind
of
threw
me
off
a
little
bit
when
I
was
prepping
for
this
is
that
I
saw
certified
information
in
there
and
I
remembered
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
on.
So
I
was
a
little.
H
In
turn,
in
terms
in
terms
of
gathering
gathering
their
information,
the
did
you
that
you
guys
at
any
point
in
time
I
didn't
have
anyone
on
the
actual,
with
their
boots
on
the
ground,
talking
and
gathering
personal
personal
information,
because
you
know
everyone
don't
do
good
or
everyone
does
not
do
surveys.
You
know
I
I'm
one.
D
Correct
and
so
with
our
team,
we
do
the
online
survey,
but
we
also
do
a
very
different
phone
calls
outreach
as
well
as
online
research
as
well
separate
emails
too
now
keeping
in
market
surveys
that
market
survey
is
supplemental,
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.
D
If
they,
for
example,
indicated
a
position
was
really
hard
to
recruit
or
they
were
losing
a
particular
position
to
you
know
ex-school
district,
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.
So
it's
more
in
terms
of
a
cross-section
of
upwards,
I'm
trying
to
recall
the
number.
We
have
we're-
probably
upwards
about
15
survey
titles,
but
we
do
benchmark
and
review
all
positions
as
part
of
our
studies.
D
So
that's
why
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
accurate
reflects
your
workforce.
L
Thank
you,
I'm
thinking.
The
next
step
is
the
next
step
alice
that
you're
going
to
use
this
information
and
come
to
the
board
with
the
recommendation.
Is
I'm
thinking?
That's
that's
the
next
step.
L
L
B
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
or
what
were
you
hoping
would
occur.
F
From
the
study
on
the
recommendations
from
the
state-
and
we
will
come
back
with
a
recommendation
for
implementation,
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
forum
board.
B
Okay,
so
you
will,
as
I
understand
what
you
just
said
you
all
are
going
to
meet.
You
are
not
going
to
bring
it
back
to
the
operations
committee
for
a
recommendation
you're
going
to
want
to
go
directly
to
the
board.
F
B
I
personally
don't
feel
comfortable
enough
with
this
report,
having
the
limited
amount
of
time
to
to
review
it
and
digest
it
to
even
give
a
pro
or
con
as
to
what
a
recommendation
might
be
from
you,
because.
B
Whether
you're
asking
for
that
whole
nine
point,
seven
percent
increase
or
part
of
it
or
which
option
and
so
on.
So
I
would.
I
would
very
much
like
a
chance
to
review
this
more
based
on
what
we
discussed
here
and
then
have
you
guys
bring
back
to
us
what
the
recommendation
is
andrew.
E
B
H
B
I
B
I
They're,
not
I
mean
they
might
be,
but
they're
not
because
it
costs
a
little
bit
more
to
live
on
earth
than
that
than
because
anywhere
right
and
bluffton
is
getting
to
be.
As
you
know,
comparative
and
besides
the
the
jobs
that
that
we
are
talking
about
and
pacified
in
beaufort
county
is
not
the
same
as
their
jobs
in
charleston.
I
K
I
B
You're,
right
and-
and
I
think
that's
key-
we
really,
like
mr
wright,
said
everybody
in
this
room.
You
know
it
was
a
late
night
last
night,
we're
board
meeting
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.
Would
you
want
to
meet
again
next
week
or
would
you
want
to
meet
next
month?
Is
this
something
you
want
to
expedite
a
decision?
B
F
F
I
think
that
needs
to
be
our
basis
for
a
decision
tanya,
I'm
going
to
ask
you
to
put
your
thoughts
on
the
table
now,
because
you
have
to
make
this
work.
Yes,.
A
G
Thank
you
alice.
We
have
been
in
many
conversations
in
the
last
few
weeks,
just
as
we
began
to
see
the
you
know
the
beginnings
of
this
study.
We
do
have
a
budget
for
both
of
a
little
over
two
million
dollars
for
the
salary
study
and
we
have
a
budget
for
the
sick
leave
payouts
of
about
700,
no
1.5
million.
G
So
in
during
the
budget
process.
We.
G
To
that
any
savings
from
the
sickly
payout
decisions,
this
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.
G
My
thought
is
this:
it's
going
to
require
two
years
for
implementation,
because
2
million
is
not
enough
to
cover
the
full
cost
here.
I
think
the
the
pay
increases
that
we've,
given
the
six
percent
plus
step,
made
huge
strides
to
get
us
a
lot
further
than
where
we
would
have
been.
G
So
I
think
that's
a
great
thing
that
happened,
but
in
my
opinion,
is
that
we
need
to
look
at
the
sickly
payout
plans
that
I
think
they're
on
the
agenda
today
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
we'll
be
able
to
determine
how
much
we
can
implement
in
year.
One.
C
Can
answer
the
question
that
mel
was
asking
about
the
the
schools
and
the
positions
with
the
salaries
is
in
that
study
and
it
starts
on
page
62.
That's
in
board
docs,
so
it
starts
on
62
and
it
has
charleston
county
school
district
and
all
the
list
of
the
different
positions
and
the
salaries,
the
minimum
mid
max
hourly
rate
and
the
days.
So
it's
important
you
have
it
and
it
just
starts
on
62
and
it
goes
down.
A
D
I
did
want
to
note
that
any
data
that
we
gathered
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
a
you
know,
added
probably
another
hundred
pages
to
your
to
your
report.
So
that's
included
in
the
main
file.
B
Okay,
so
it
seems
to
me
that
if
you
met
with
continue
to
meet
with
everyone
required
and
brought
back
a
recommendation,
we
could
schedule
an
operations
committee
meeting
for
next
week.
B
C
B
F
C
C
C
So
legislative
has
just
been
cancelled,
so
now
the
23rd
is
open.
That's
a
tuesday
right
tuesday,
the
23rd.
G
E
Yeah,
I
was
just
wondering
I
know:
we've
got
the
title.
9
presentation
is
pretty
much
all
we're
doing
on
the
22nd.
Is
that
right,
correct?
Yes,
how
long
do
you
think
that'll
take
probably
not.
B
G
E
E
E
Okay,
okay
and
then
it
will
just
have
so
who's
presenting
title.
Nine
is
that
miss
swinton.
F
F
B
Thank
you
all
right,
so
then
you
will
just
to
summarize,
you
all
will
bring
a
recommendation,
yes
on
monday,
at
five
o'clock
for
that
meeting,
and
that
will
then
allow
more
a
little
more
time
to
digest
some
of
those
and
and
have
any
other
questions
that
we
might
have.
B
Are
we
comfortable
with
this
good
all
right,
all
right
great,
so
why
don't
we
jump
into
sit,
leave
and
vacation
day
payout
initiative,
so
miss
horton?
Thank
you
very
much
for
your
presentation
here.
Do
you
want
to
understand
why
please
do
not
feel
you
need
to
stay
and
listen
to
this
next
part,
and
I'm
sure-
and
I
know
that
if,
if
we
have
any
questions,
we
certainly
can
reach
out
and
ask
you.
D
F
Okay,
so
I
think
I'll,
just
I'll
kick
this
off
right
now
include
tanya,
dale
and
matt
in
this
discussion.
F
F
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
time
at
ten
dollars
a
day
plus
what
it
would
cost
us
if
we've
compensated
employees
half
of
their
daily
grade
when
they
retire.
So
I'm
gonna,
let
I'm
gonna
turn
it
over
to
dale.
F
We
worked
diligently
and
I
think
I
need
to
reiterate
this
with
tonya.
She
is
our
partner
in
anything
that
we
do
in
hr.
That
involves
compensation
because
we
don't
want
to
go
out
on
the
limb
and
say
we're
going
to
do
x,
y
and
z
when
we
are
not
able
to
do
it.
So
tanya
is
our
partner
here
with
us.
So
I'm
going
to
give
the
floor
to
tommy
and
dale
and
we'll
let
you
know,
okay,
so.
J
J
J
Staff
weren't,
taking
as
many
sick
days
off
at
that
time
because
of
the
remote
owning
factor,
and
so
that
year
there
was
a
they
belong.
We
lost
2
498
days
by
snap
last
year,
the
21
22
at
the
end
of
that
school
year,
16
days
were
lost
by
staff.
So
we
we
started
looking
at
that
and
and
of
course,
what
could
we
do
in
order
to?
J
You
know
compensate
these
individuals
and
and
to
even
reduce
the
number
of
sick
days
that
are
being
taken
in
the
district
which,
if
we
can
reduce
that
from
our
staff,
then
it
reduces
the
number
of
lost
construction
hours
as
well,
which
is
sometimes
more
important
than
the
dollar
factor,
because
when
you're
looking
at
nearly
two
over
200
000
hours
of
instruction
time,
that's
lost.
What
can
you
do
with
that
time
every
year?
So
we
started
looking
at
you
know
we
pay.
We
had
discussions
with
finance
with
superintendent,
with
our
leadership
team
and.
F
J
Came
up
with
the
proposal
of
paying
them
half
of
their
daily
rate
for
elapsed
day.
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
determine
the
financial
impact
of
that
and
make
a
decision
to
pay
them
one
half
of
their
daily
rate,
so
the
number
of
days
that
they
have
lost,
and
then
we
looked
at
the
number
of
days
for
those
who
have
retired
over
the
last
five
years
as
well,
and
that
impact
2017-2018.
J
There
was
almost
2
000
days
paid
out
2018-19
we
had
just
a
little
over
2
300
days,
paid
out,
2019
2020.
We
had
21.25
and
2020
2021.
We
had
2800
days
paid
out
and
of
course,
at
ten
dollars
a
day
you
you
can
estimate
what
that
cost
was
at
28
16,
that's
28,
167
dollars
and
ten
dollars
a
day,
which
is
an
embarrassment
as
miss
figers
has
indicated.
J
So
we
decided
you
know
what
we
started.
We
started
looking
at
the
full
day
payout
that
was
nearly
700
000
just
for
the
wages
and
not
the
the
benefits
of
the
700
000,
because,
even
though
we're
paying
out
seven
hundred
thousand
dollars,
we
still
have
to
we're
still
responsible
for
the
the
taxes
medicare
medicaid
on
that
money.
However,
we
would
not
have
to
be
responsible
for
the
retirement
on
those
days
because
they're
leaving
the
system,
so
we
decided-
maybe
that
was
too
too
aggressive.
J
On
the
retirement
to
prevent
individuals
coming
from
jasper
and
work
for
a
year
and
then
retire
on
us,
so
we
put
in-
and
we've
talked
with
tom
tom
dave
john
barlow,
our
attorney
regarding
this,
and
we
can't
implement
a
qualifier
so
we've.
We
believe
that,
in
order
for
this
to
occur,
you
have
to
have
been
with
the
district
at
least
five
consecutive
years
at
every
time
of
your
retirement,
in
order
to
be
eligible
to
receive
the
payout
at
your
half
day.
J
J
L
A
J
L
Thank
you
regarding
the
cost
to
this
I've.
Always
this
is
kind
of
a
budget
neutral.
L
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,
and
I
have
a
feeling
we
probably
pay
substitutes
more
than
half
the
half
day
wages
that
we
pay
the
teachers.
So
I
I
think
this
is
budget
neutral,
but
I'll.
L
Let
tonya
weigh
in
on
that,
but
that's
always
been
my
view
on
it
and
and
be
beside
the
you
emphasize
this
beside
the
the
financial
non-impact
of
this
there's
the
instructional
value
of
having
that
teacher
in
the
classroom-
and
you
can't
put
a
price
on
that,
but
money-wise
I
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.
K
Mr
scrimmage,
might
I
speak
to
that.
This
is
matt
hunt.
Last
year
in
2122
we
had
a
total
of
six
hundred
and
twenty
one
vacancies
teacher
vacancies.
Four
subs
of
that
22
000
of
those
spilled
and
9
450
were
unfilled
and
that
still
resulted
in
a
loss
of
237
000
over
237
000
instructional
hours.
A
E
Yeah-
and
I
I
support
this,
but
I
will
say
it's
not
just
teachers,
it's
also
administrators
and
you
know
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
calls
in
or
has
a
personal
leave
day.
B
She's
challenging
the
budget
neutral
comment,
so
two
initiatives
here
are
you
asking
for
an
or
I
mean?
Are
they.
B
H
H
We
could
be
also
shooting
ourselves
in
the
foot
because
we
could
have
that
great
teacher
that
kind
of
getting
older
or
that
he
said
we
gotta
be
closer
to
home.
So
now
we're
gonna
have
these
days.
I
can't
move
closer
to
home
because
of
the
fact
that
I'll
lose
my
days.
If
I
move
the
beautiful
so
do
we
really
need
them?
I
mean
it's,
so
I
think
there's
some
variables
here
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.
F
The
reason
we
put
five
years
is
because
this
is
a
recruiting
and
a
retention
initiative,
so
we
want
to
recruit
them,
but
we
want
them
to
get.
We
want
to
get
the
best
service
out
of
them
that
we
can
so
they
are
going
to
come
here
at
least
give
us
five
solid
years
before
you
say
I'm
going
to
be
talking,
so
it
has
to
be
something
that
they
want
to
do,
because
otherwise
they
wouldn't
leave
their
district.
B
E
Is
this
about
right
question
I'm
in
apparently
a
challenging
mood
as
a
parent?
I
would
support
the
five
years
because
I
it
you
want
some
continuity.
You
don't
want
employees
that
come
in
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
a
retention
initiative,
we
should
have
a
five
year,
so
I'm
just
challenging
yes.
A
B
You
so
let
me
just
ask
a
question:
if
was
there
any
consideration
to
the
individual,
the
teacher
or
whoever
that
doesn't
stay,
till
retirement
and
has
you
know
30
days
military
orders
there
they
have
to
leave
and
they,
you
know,
have
37
days
of
sick
pay
accrued?
Was
there
any
consideration
to
increasing
or
a
lot
or
right
now.
B
B
You're
here
for
three
years,
you're
going
to
earn
36
days
and
if
you
don't
use
them
all,
when
you
leave
you
get
no
pay
for
those
36
days.
What
was
that
part
of
this
discussion?
We.
J
Talked
about
that
as
well
one,
the
policy
agrees
that
you
only
get
paid
your
sick
days
upon
retirement.
So
if
I'm
only
here
for
three
years
and
I'm
not
retiring
here,
then
we
don't
pay
sick
days
out
for
anybody
who
leaves
the
district
unless
you
retire
in
accordance
with
policy.
So.
F
B
J
By
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
resigned
and
left
the
school
district
and
pay
them
out
for
their
sick
days
that
they
have
because
they're,
probably
looking
you
have
an
average
company
350
to
450
new
employees
every
year
and
plus
you
know
a
lot
of
them,
don't
use
all
their
sick
days
and
to
pay
that
out.
I
don't
even
know
how
we
could
begin
to
to
cover
that.
I
F
B
And
so
I
would
think
that
that
certainly
would
be
a
way
to
keep
teachers
in
the
classroom.
If
I
know
I'm
leaving
on
orders
in
three
years
and
I
could
approve
36
days
of
sick
leave
and
not
take,
I
mean
36
to
86.
B
A
H
That
just
goes
back
to
million
dollars,
but
that
just
goes
back
to
the
point
of
cash
22,
something
I
said
we
have
a
teacher
who's
working
over.
There
was
living
over
there
and
he
was
working
over
in
jasper
and
her
doctor
tells
her
okay.
You
know
you
got
about
three
years
before
you
can
retire.
Okay,
you
need
to
you
need
to.
You
need
to
go
back
somewhere
close
to
the
home
and
you
find
out
so
now.
H
She
comes
in
teaching
here
for
her
last
three
years,
but
we
don't
pair
her
out
either
that
military
person's
no
different
than
that
person
who's
been
living
referring
to
who
works
in
jobs
and
her
doctor
will
tell
her.
We
need
to
come
back
home,
so
do
we
do
we
give
her
the
same?
We
give
her
a
10
discipline
that
we
get,
that
mental
person.
H
B
L
Thank
you.
This
is
just
for
last
six
days.
What
would
it
cost
us
if
we
changed
that
to
unused
sick
days
at
the
end
of
each
school
year,
because
lapsed
only
rewards
our
more
experienced
teachers,
and
you
know
the
let
the
one
two
three
five-year
teachers
have
to
save
to
get
to
that
lapse
thing.
L
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
for
half
the
rate
of
pay
at
the
end
of
each
year.
I've
seen
that
done
in
in
business
and
it
had
and
it
reduced
the
two
times.
I
remember
it-
reduced
absenteeism
by
almost
20.
F
Mr
I'll,
just
we
we
have
talked
about
that.
We
did
talk
about
that,
and
one
of
the
things
that
came
across
in
that
discussion
was
if
we
allowed
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
any
illnesses
in
the
future.
Maternity
leave
fmla
if
they
got
rid
of
all
their
sick
days
at
the
end
of
every
year,
they
start
off
with
zero
every
year.
C
H
L
You
know
I
we're
being
kind
of
maternalistic
and
looking
out
for
their
best
benefit.
I
think
they
can
look
out
for
it
themselves,
so
I
would,
I
would
like
to
give
them
the
option
of
either
cashing
in
or
accruing
it,
and
I
think
that
really
helps
with
those
newer
employees.
I
I
just
think
that's
a
big
benefit
for
newer
employees
and
I've
seen
it
really
reduce
the
absentee
rate,
and
you
know
that's
what
we're
trying
to
do.
B
E
Yeah
counterpoint,
one
thing
that
has
came
up
with
you
know:
the
pandemic
is
if
you're
incentivizing
people
not
to
use
their
sick
leave
at
that.
You
know
like
a
like
what
mr
schwerbach
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-
and
I
don't
know
I-
I
know
some
employers
do
to
me.
It's
always
been
something
affiliated
with
retirement.
E
My
parents,
retired
they
cashed
out
their
sick,
leaves
there's
all
these
little
things
you
can
do
so
that
would
be
sort
of
something
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
with
illness
and
then
the
second.
I
have
a
question
as
well,
which
is
you
know
there
are
tax.
E
The
way
we
structure
a
payout
has
tax
implications,
and
so
some
school
districts
and
some
other
businesses
have
gotten
more
creative
about
how
they
allow
employees
to
choose
to
cash.
That
out.
Have
we
discussed
that
at
all?
I
thought
about
that.
G
The
one
of
the
similar
or
common
practices
is
to
require
those
funds
to
go
into
a
retirement
account
right,
so
that
would
help
too.
I
think
that's
what
you're
referring
to
is
to
require
it
to
be
put
into
an
annuity,
and
I
think
even
dr
rodriguez
mentioned,
he
was
aware
of
other
districts,
doing
something
to
that.
Okay,.
E
I
don't
think
it
you
can
have
to
require.
I
think
you
can
give
them
the
option
that
hey
you
can
cash
this
out,
but
you're
going
to
pay.
You
know
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
you
know
I
would
like
to
see
it
as
an
option
so
that
they
don't
immediately
lose
half
of
their
half
at
payout.
B
B
Consideration
to
the
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
offer
some
type
of
payoff
or
unused
days
even
for
those
not
retiring
all
right,
but
for
the
for
the
purposes
of
today's
meeting
and
this
so
as
not
to
hold
this
up
so
that
you
can
add
this
into
the
calculation
for
the
determination
of
the
feasibility
of
doing
this
pay
raise.
Does
the
ingredient
or
male
1?
B
E
B
G
B
So
my
personal
belief
and
we're
not
taking
a
vote
on
this,
but
just
to
express
to
make
sure
that.
G
E
Yeah,
do
you
want
me
to
make
a
motion
to
that
bring
this
to
the
full
board?
No.
B
H
These
days,
I
know
that
you
can
only
give
a
certain
amount
of
days
like
you
may
have
a.
You,
may
have
a
two
sisters
that
disagree:
a
brother
and
sister
who
may
have
to
have
a
lot
of
days,
and
the
question
is:
why
can't
that
brother
give
their
sister
their
days
to
if
for
say,
for
instance,
the
sister
is
sick,
you
know
you're
going
to
be
going
to
give
sources,
I
mean
so.
H
F
Be
spoken
to
so,
if
I
can
address
that,
mr
smith,
we've
had
that
discussion
with
our
labor
lawyers
about
sharing
sick
days
among
each
other
in
districts
and
he's
a
he's
advised
us
that
it's
something
we
do
not
want
to
do.
No.
A
F
H
B
A
E
Well,
this
is
all
going
to
tie
in
together,
but
I
think
hr
16
needs
to
be
revised.
I
don't
know
if
miss
cartilage
is
still
on
the
phone
or
still
on
the
line.
A
couple
of
the
statutes
that
are
referenced
and
the
reason
I
bring
it
up
is
because,
in
our
ar
hr,
16
family
members
can
give
leave
to
other
immediate
family
members.
So
if
we've
gotten
legal
advice
that
says
we
shall
not
do
that,
I
think
we
should
update
that
ar.
B
F
So
I
dr
rodriguez
said
that
the
board
wanted
to
know
and
he's
been
approached
by
some
stuff
about
increasing
something
per
day.
We
did
that
last
year
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
we
listed
every
sub
or
every
position
that
we
pay
through
ess,
what
the
old
rate
was
and
what
the
current
rate
is.
A
B
I
understand
that
I
think
it's
a
conversation
worth
having
how
difficult
is
it
to
get
a
certified
sub
in
the
classroom,
awfully
difficult,
awfully
difficult,
and
and
are
we
of
the
belief
that
an
increased
rate
that
we
might
be
able
to
increase
our
certified
subs,
our
retired
teachers?
Someone
coming
back
if
we
had
an
increase
rate,
I
mean.
K
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
120.
I
think
mid,
mid,
like
early
winter.
Our
fill
rate
last
year
was
only
70
okay,
so
that
left
a
lot
of
stream
on
the
buildings
for
teachers
to
have
to
share
classes,
split
classes
use
their
planning
time
to
go
in
so
that
that
was
that
was
tough
yeah
the
year
prior
to
that
20
2020
2021,
we
had
an
88
fill
rate
the
year.
A
A
B
B
Yeah,
seven
point
five.
So
when
I
looked
at
this
pay
scale
and
you
look
at
let's
say
a
permanent
paraprofessional
fed
teacher
or
a
clerical
nurse
at
18
an
hour,
they
would
end
up
making
more
than
a
certified
sub.
B
Because
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.
And
I
don't
think
that
I
don't
think
that
makes
sense
to
me.
Let's
see
so
I
like,
I
said
I
did
six
and
a
half
hours
so.
A
B
So
they're
making
less
than
you
would
pay
for
a
permanent
paraprofessional
in
this
fed
classroom.
I
mean
I'm
just
I
mean
I'm
just
wondering.
Did
we
look
at
those
numbers
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.
F
A
B
Saying
all
right,
you've
got
someone
making
18
an
hour
and
they
work
seven
and
a
half
hours
right.
So,
even
if
it's
just
even
if
it's
just
for.
F
No,
of
course
we're
not
good
with
it.
We
would
love
to
pay
them
200
today,
but
we
always
think
in
terms
of
budgeting
and
how
much
can
we
afford
and
what
is
our
sub
budget.
F
A
A
E
I
agree
with
all
the
concerns
you're
raising,
miss
fidrich.
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
what
our
sub
issues
are.
I
mean
was
the
120
enough.
Are
we
still
having
all
kinds
of
problems?
How
many
certified
subs
are
there
did
a
bunch
of
them
retire
with
covet,
I
mean
there's,
it
seems
like
we
have
data.
I
think
it
was
mr
hunt,
I'm
guessing
that
said
talked
about
fill
rate
and
that
talked
about
you
know
this.
E
E
We
got
to
get
some
of
our
discipline
issues
and
some
are
mental
health
stuff
under
control,
but
that's
just
a
different
topic,
but
I
think
that
we
need
to
look
at
how
how
many
subs
we
have,
how
well
staff
wear
how
much
of
a
struggle
it
is.
I
know
personally
that
it
might
that
my
son
had
essentially
no
teacher
for
a
while.
E
It
was
one
teacher
kind
of
watching
two
rooms
because
they
couldn't
get
a
sub,
and
so
I
would
like
to
see
data
on
that
and
if
money
could
get
us
more
subs,
I
think
we
need
to
do
it
because
I
think
we've
got
a.
I
know
we've
talked
about
this
with
covet.
I
don't
think
it's
as
much
of
a
big
deal
but
where
they
would
just
take
classrooms
full
of
kids
and
basically
hurt
them
into
the
cafeteria
or
the
gym
because
they
didn't
have
a
sub.
E
So
at
some
point
we're
going
to
reach
a
not
a
patient
safety,
sorry
work,
stuff,
a
student
safety
and-
and
so
to
conclude
all
this.
I
think
we
need
some
data.
B
F
Please
we
have
that
data
in
this
boat
right,
we
yeah,
I
think
you
did.
We
can
pull
it
for
you
by
school.
We
can
pull
it
for
you
in
terms
of
field
rate
by
school.
What
school
has
the
best
or
worse
fill
rate
the
number
of
subs
that
we
have
assigned
for
each
building,
so
any
data
you
want,
we
can
pull
it
for
you.
Oh
we
get
that
constantly.
K
Study
to
know
that
I
mean
it's
hard
to
staff.
What
kova
did
in
this
in
the
realm
of
substitute
teachers
is
that
we
had
a
lot
of
retired,
subs
and
people
that
were
over
a
certain
age.
They
just
stopped
working
all
together.
K
H
So,
just
to
go
to
go
back
to
report
that
mr
smith
was
making
and
and
in
in
terms
of
probably
yo
yo
wrong
was
that
you
could
have
a
person
who's
working,
make
another
person
working
a
regular
job.
They
make
eight
dollars
an
hour
that
they
can
make
more
than
a
certified
stuff.
H
C
H
Who's
on
staff
too,
because
they're
trying
to
get
they're
trying
to
get
to
that
point
of
retirement.
So
we
have
to
make
sure
that
that
you
know
we
kind
of
careful
on
how
we
spin
it
because
it
could
come
across
as
a
as
though
because
you're
certified
it
could
create
a
war
between
being
certified
and
uncertified.
H
B
The
classroom,
we
want
a
certified
teacher
in
the
classroom,
so
I
thank
you
guys
so
much.
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
right,
excellent,
okay,
all
right!
Ingrid.