Uh again, this is an effort when we are either following our board direction looking for uh corrections or when we see something that just really stands out. So, we wanted to talk about this group These are what are called work calendars. This kind of talks about how many days employees work. Um this is kind of a general description. This comes straight out of our system. This is what the system looks like. Visions. Um these are their contract not contract because they don't get a contract they get annoyed at. But uh this is when their work period starts and when their work period ends. Um this is how many days that they get paid for. These are their position days. So between here and here they they get paid for 180 days. 883 days. They do 180 days of actual work. They're working that day and then they get a 3-day paid holiday.
They get three paid holidays in their entire working time during that 183 days. So when we tell them to show up for work on 84 and then release them on 521, there are an additional 26 days during that period that they do not work and they do not get paid. So that means that total time period between the 84 and the 521 of potential days to work is 209. So it's not like they could go out and get another job for the couple of days they don't work. And um I mean maybe some do. I'm sure some do. Okay. Um I'll go into details about who these people are here in just a second, but I want to show you what this looks like in real life. And this is something that we actually when we go went through this process, we said this would probably be very valuable for these groups to get this kind of data set to help them plan ahead.
So the difference between hourly and salary is that hourly staff are paid for the days that they work. We have a legal requirement that we cannot pay them ahead of time. We can't pay them like salary. Salaries, we take your entire contracted amount and we divide it by the 26 pays and you get the same paycheck every time. Every two weeks, you get the same paycheck. You're off for two weeks at winter break. You get the same paycheck. No matter what days you're paid for during that contracted time, hourly staff get paid only for the days that they are working. So, this is what uh those people look like. Uh the example is the first line, the 183 day staff. Um so they start their first paycheck, they get 10 10 days, 10 days, that's a full paycheck, and then there's a day in there that they don't get paid for.
That's nine. Another paycheck two weeks later, 10. Two weeks later, get a five day paycheck. They get half of a full pay. Uh 10 10 9 8 You can see the dates, too, when that's happening. Fall break and stuff. Um here they get one paid holiday. So that brings them from the seven days that they worked and they get a paid holiday. What's really interesting is right after winter break, this is where you can see the biggest impact on this group. They get two pay holidays, so they get something, but right after, you know, the holidays, they're getting uh two weeks and then two weeks later they get two days of pay and they have to wait another two weeks before they get a 10day pay. At least it's 10 days backed in there. I mean, that's the only good thing there. and then nine nine five again where they drop to another half a check 10 8 n so there's their 183 days uh with the three paid holidays the other thing we wanted to talk about with this group is that they are um the people that are in this group it's about 149 staff uh Linda has some uh statistical information she provided to talk about that too So, of the 149 employees that this affects that have a 3-day holiday calendar, 93 or over 30 hours per week, these are your paras and the people who are working enough of a schedule that they qualify for benefits and then they're in this weird bucket where they're they're almost full-time.
They're enough time to get benefits, but they're um not enough to get the other holidays. Uh the turnover rate in a 3-year period, Linda did some um attrition. It's 49% turnover. These are three years and less most of this group. So they do turn over pretty quickly. Um and the average hourly rate for these staff is$1850. So I guess you know when we ran these numbers, let me go ahead and take a put you on this other sheet we were looking at. Um, so 149 it includes our 7.8. They're 0.2 away from being an 8 hour full-time employee getting the next level of holiday pay. I want to point that out too before I leave this screen. Here are the paid holidays of the groups. The next highest level is 15. So there's a big disparity. They have three and then the next one is 15.
That's the jump. Uh, and then you have 22, 24, and 26. So, these are all a little bit more in alignment. But you have this one here, 149 staff. 93 of those staff are getting more than 30 hours a week. So, when um, go back to this this one. Okay. So, we had priced this out for the 149 and we said, well, one day of holiday pay for the 149 would be $20,000. two days. I mean, two days gets them up to five days. We could load those into that um winter break. So then they get it would get 4 days of pay. Uh we could maybe even say we don't ever want them to fall below 5 days of pay in a paycheck. So then that would be 3 days. That's 62,000. Uh but one of the things that we were just discussing um was that those 93 make up the biggest portion of the hourly rate, that $18 an hour that they're making on average.
Um so the if we were to just look at the other ones are those people who are only working very part-time, it's intended for that group. Somehow this 30-hour group got in there uh over the years and never addressed. So really, it's about 93 people that we think are kind of in this weird place, not the full 149. The other staff are like crossing guards. They only work a couple hours a day. I mean, they're not here to try to get paid holidays. They're not here for full-time schedule. Uh they're they're don't qualify for benefits. Um so we're not necessarily talking about them. So we recalculated that's about half. We'll come back with actual numbers. Um, but we did some Daniel Napkin math over here, uh, with the expert. So, really what that's looking at is if we were to do three days, it would be 31,000 to come off of the $750,000 uh, budget this year.
Then we would load those into this so that those three days would hit here. They would have three periods of time where they would get half a paycheck, but that's we would give them this information so that they could plan ahead. They could take and do what we do with your salaries, which is they could take that and say, "Oh, I got to save aside some of these days to help me support when I have the less." If we could just take them and split them into the 26 and never change their pay up and down, I'm sure that everybody would love that. But we would step sideways of a bunch of different laws and regulations and we just it's just too difficult uh with those types of calendars and with hourlies and the restrictions that we operate under hourly staff that we are not held to with salary.
So that's the biggest difference and why it affects them the way that it does. So that's kind of what we wanted to bring forward. It's not. It was just something that because we have someone who pays attention to these things and sees it and has the conversations with the staff, she was able to see that there's a bucket of people that I don't know if that was the intent in the past when we set the three days if if we were really talking about those 30hour people who are almost full-time full year. So, I mean that's it. Anyways, that's what we were bringing. And so, I'm happy to answer questions. It doesn't we're not saying anything other than we're bringing information and wanted to make you aware of a situation. >> Kelly then uh I'm sorry and then Ariel >> um I really appreciate this.
Thank you Linda for um lifting the rocks and trying to make things equitable especially sounds like there is a lot of uh turnover with these 93 employees. Um so this would come from our 700k. >> Yeah. And we'd have to go and do a a policy update. >> Um for this, I think. >> Yeah, we'd have to do a policy update >> because the paid holidays are in in >> uh in policy. Yeah. >> Then is it sustainable? Like are we going to be able to continue? >> Yeah. All the monies that we give you are ongoing monies. >> Okay. >> So that's planned in the budget. This when you have the 750, that's 750 of ongoing dollars. >> Okay. So we just need to decide essentially which option if we're going to do it at all. if you were going to do it at all or if you wanted to table it for next year or if you don't want us to look at that at all or if you want us to dig deeper next year and look at all the holidays.
What I can we looked at them for the classified staff and you can see that it's 3 15 22 24 26. >> Um Linda I know you're relatively new still but have you had any staff that fall in this category that have said like uh this one project so small what's going on? Like is there any sort of anecdotal evidence you can bring to >> devastation? You have heard the microphone. >> Yes, I have. I um when I first started I had an employee that was unaware of that when she started that she wouldn't be paid during those holidays. So that's really something that we've worked really hard to make sure that our new hires are aware of that ahead of time so they can plan for that. But it's still a hardship to have to go those because this is also the group that doesn't work over the summer.
You know, they're they don't have any pay during that period and then when they work during the year then we're also asking them to go for periods of time with reduced pay. >> Ariel then Justin. >> Hi question. Hi. How are you? >> I'm Linda the payroll manager. Oh, >> Linda Barrett, a payroll manager. Hi. >> Nice to meet you. Nice to meet you all. I send you an email. I send you an email every other Friday. >> But she was talking. >> Okay. >> Um, and this is this question is not meant to shame people or anything. >> Have we surveyed the 93 It's 93 employees, right? Have we survey surveyed them to see if this is something they want? Because I I know like if you make more money then it starts to affect your um your >> your benefits. Yeah. >> Cuz I've known people that went from being parents to being teachers.
They thought I was better off being a parent because I made less money. My kids got Arizona state um insurance. I got this got different benefits. So are we sure these 93 people want this >> and they could potentially affect >> Right. We could survey. I mean that's that's something you could ask us to do and then um we would have to go back and do that work and bring it back to the committee for sure if that's an interest of the meet and confer for us to go out and survey that group. >> I wonder if neighbor could speak to any of this because I see bus drivers. Um >> well >> yeah let's let's just hear from Justin and neighbor if you want to contribute for sure. Go ahead. Oh, >> is this also looking into like non-paid days? So, I know like a lot of custodial landscaper bus drivers where we have non-paid days where we can't use our PTO.
Um, are we addressing that as well too? I know we're that's not PAR, but >> that's that's >> looking into >> that's what it No, it's exactly it's a it's a day. So, right now, if you Oh, jeez. If you look at this, you can see that it's how many days in their work calendar. So, no, we're not changing the work calendar. But, so if we were to add this this calendar then would become let's say we made the paid holidays six. >> This would be 186 day work calendar because they would get paid, right? Because of the 209 days right now, they only get paid 183. They have 180 work days. Oh, >> we're not talking about bus drivers. >> We're talking about custodians. >> Yeah. And I'm just talking about like non-paid days because I know this last year I've had a few employees upset because they weren't able to request PTO or personal time for days that the district were not paying >> right.
And you can't if it's not a scheduled paid day. And and honestly, that's a much bigger fiscal conversation. We would need a whole committee cuz there's 26 non-paid days and then right here is a let me find somebody like a bus attendant. There's 26 non-paid nonwork days. They're just not contracted days. So they can't do anything for them. >> Is there way we could make it so that >> can we just get one conversation at a time neighbor? I'll get to you in just a second. Is it a matter like we can't do it legally or the district just not set up for that for people to use the personal time to pay >> you know holiday pay date? >> Legally you cannot >> you can't or not set up for >> legally you can't unless it's unless it's something developed into the work calendar as a paid holiday.
It's the only way you can navigate it. >> Okay. Yeah, >> you'd be adding more days to the work. >> Same thing, right? >> Right. They'd still have 180 days. They would just get paid for instead of 183, they'd still have to work 180 days because we need them with our students. Um they would get, you know, additional paid holidays within those days. So, right now they Yeah, >> neighbor. >> Uh I do like the idea of the of a survey going out if they would like it. Although I think the staff that I do with the transportation, the bus attendants that I'm that what I think I think they would enjoy the additional days. But I do like the idea of the um surveying them because I was trying I was talking to Yolanda's little side conversation that I have had staff that when they got more hours it did kind of affect them negatively if they're some sort of state >> assistance.
Right. >> So we can um absolutely survey them. Uh, so to that point, like >> I don't think those are our 7.8 paras though. >> It'd be interesting to see what's the average increase in dollars for that employee, right? If if you were to do this dollar-wise because I that goes to what Ariel's saying and neighbors saying is because there is a threshold for state assistance uh or other federal things too. >> Yeah. Oh, I do think that was more for like bus drivers. the bus attendants, they're less hours than any of my bus drivers. So, >> and >> still it's just information, right? And you could add that into the survey that people would know, you know, because if they think about those a lot of people >> bus drivers, yeah, get 15 days. >> Okay, other questions. Ivon, >> not a question, just a suggestion for messaging if we could make it in a systemwise kind of thing.
Like two weeks before a break or an upcoming NAMP holiday for these specific groups that through office managers, maybe they get a paper sleep or a reminder saying, "Hey, remember, >> don't forget >> this coming. This holiday is coming. You're not going to get pay for it. Just a kind reminder." >> Okay. Um, other questions on this topic? Okay, Vanessa, what do you got next? >> Uh, transportation schedule. >> Thanks. >> No, we're going to bring back more information. >> Yeah, >> we weren't going to have you guys decide this today. We decided that before lunch. Um, transportation schedule. Um, it is I don't know how to what's the best way to do it. Okay. Um, it has it is pulled off. It is not included in the meet and confer budget dollars. Okay. Are we done? >> What did I talk about anymore? >> Um, >> do they have to make do they have to make a decision or you're just giving information?
>> It is a schedule change that will have to go to the board. Our intent is to change excellencia's start time. We are if we can move fast >> tomorrow right now. Bye. Dorothy said >> tomorrow we're leaving at 3:20. Good luck, Nick. >> There will be a deep dive with the transportation staff. We have been working on this for quite a while. Transport neighbors looking at routing software to allow us to be more efficient. Um, we know that we need approximately 8ish bus drivers to implement some of these plans and to expand the transportation. Part of the transportation plan and the reason why we want to pull it off of the regular schedule is that we have to be able to maintain the cost. So, the cost right now is looking to be about five it's about half a million dollars. That cost is coming from adding um not only adding the drivers, we we can add them all day long.
They sit there unfilled. Um the cost comes from needing to go maximize uh the driver pay to get the drivers that we need to make the change, right? Um and where we're kind of failing, we're not so far out of whack. Uh we're right here at 2003. Um, so Madison's less and Osborne's less. Obviously Wilson, I don't know why I have them in there. Um, Phoenix L Pavey went and scraped them all up. Pave is not struggling at all. U, but where we really are kind of out is not that beginning driver pay. It's the the maxes that are posted. So like most of the districts are giving credit to bus drivers for years of service. So when you can get up to 34, that's pivotal. and and so that's kind of what we're trying to navigate. But we know that that starting rate of pay should we know that bus driver behavior tends to be that they will move in mass when they find a better place to go and they usually decide that with money and uh benefits.