I think some strategic since we're being so strategic with the compression work. I feel like we should probably be strategic with the people that aren't being um touched. And when we talk about the strategy, it can't be something that breaks all the work we're doing or that sets us up to be very compressed in the future, which is what happened in the first place and why our schedules are so broken. So, I mean, I would lean towards moving this as a mechanism to help the people who are at zero compression fix and move them so that they get a minimum um increase. You will then have a line by line item that shows you everybody in the district and exactly how much movement each job function would have >> question. How will teachers be able to on their own? >> They will now be on a published schedule that they could find themselves on.
which number >> in their contract. >> And that's going to show them if they're going to get the medium or the max, >> it'll show them an amount. So, a schedule looks like this. Um, wherever we put those compression schedules, let's go look at them. >> I'm just doing a quick time check. It's 3:11. We're trying to end at 3:30. >> Okay. >> Unless people want to stay and I see lots of nos. Um and I want to give us time to wrap up. So >> here's a schedule for a certified. So uh currently if you're brand new in the district, you have a bachelor's and you have no years of experience, you get $50,000. You'll be able to know what this is. I'm sure people know this about themselves. and then they will know which A to B they're on. Um it's just a mechanism to create those tiers of of uh amounts.
So then they could just say, "Oh, I'm an M. I make 54,000." >> So then they can show the bottom of the schedule. It's going to show them what their rate is. But how they supposed to know? >> They don't know what they make this year. >> So yes, but how they don't get it? Okay, we can do that. We could we could create a communication that says with the compression fixes, we did that last year and we created letters for everybody who had a compression years of service adjustment. We sent a letter and said you're getting this more money because of this compression work. We could do the same. We could just send it and say, "Here's the breakout of how you got your money this year. You got this much for years of service. You got this much for a schedule fix. And you got this much for whatever." And remember the >> everyone would get a letter >> because not everyone was touched.
Everyone else got a 2% letter. That's what they got. They got a communication that said you got 2%. >> Well, I can't I can't help that, >> Joel. >> All right. So remember when the contracts come out on March 16th, they will have their salary, current salary on that document and that's going to be based on this year's salary schedule. So then when they're reissued their contract once the addendum is published, then they would see what their change in their salary is just if they're look. So there are multiple places where that could be accessed. So before usually we like to tell people these things before contracts are due. Are we going to give any communication out to people >> before? >> Well, the contracts are coming up right after the day after spring break. >> I know. >> So >> we haven't decided on anything.
So what communication could we give them? >> Yeah. Remember contracts used to come out in February. So, >> and that's not a guarantee. >> Ariel, contracts aren't due back till April 8th and we have an additional meeting and next meeting we're focusing on compensation. So, that was kind of when Kelly and I set the schedule, we were intentional and thinking about if we're going to message something that's going to happen, let's make sure we have a meeting before contracts are due. So even though they're not they're not in the know on the 16thly after the 26th they will know and we'll be able to at least let them know that the board has to approve this but this is the recommendation for meet and confer. >> Yeah. >> And right now what's on the table with the years of service and the compression schedule repairs that we've been able to do is 417,000 including the 46.
So, we have wiggle room to do these other ideas to help those groups that aren't getting something. And we can have we can set a minimum threshold and I can price it out. We can say everybody in the district needs to get at least $300 increase and then we price it and we could, you know, make that work in our current schedules. That's why we're repairing the schedule so we can do exactly what Ariel's saying, which is, you know, giving people an exact amount of this is we we moved you one of these and that that equals $300. We moved you one of those and that equals $500 as opposed to the across the board percent that is just not seeming to be very palatable in some areas. And we know that this compression has to work and we have the dollars and we've had the direction.
So, I wouldn't want to move away from fixing compression. Um, it would just really put us backwards. And this is hundreds of hours of work on me and my staff. So, >> I'm sorry. >> What do you mean by years of service? >> Years of service. >> In Kraton district, >> I know what years of service mean. I mean, what you guys plan to do to years of service? So last year we did a years of service adjustment for certified staff who came in and didn't get the So I'm a certified teacher and I have 10 years of service and I walk in and I start making 10 years higher than the person who's been who got here 10 years ago and started on a and never moved. They never got credit for years that they've been in Kraton. And people who were outside of Kraton walked in and got the 10 years right off the bat.
So, it was a one-year to move the people up to whatever their years of service were. A lot of them were more than 10 years. So, we made some adjustments in the schedule to absorb that. We obviously can't have that go on to infinity. So, we had to do some cuts. >> Um, but it was giving years of service years of service adjustments. So, if you've been sitting here for 10 years and hadn't gotten that 10-year adjustment, you got it. Uh you also just just so people know it wasn't like we never paid attention to those people. They were getting 10 years longevity. So we have tried to take care of it. It just the schedules have made it compressed and really out of whack. So we needed to give the adjustment to get us started fresh. >> Are we doing service again or that you mentioned you're serving those times?
That was last year >> for certified. >> Are we doing again this year? only if you decide to give them a A to B. >> I know we did it for people that was the first year in the district. They all from A to B, but that's not something we're going to do ongoing. Does that make sense? >> You can do it ongoing. That's why we >> Is it planned to be ongoing or just that one year we move? >> It's not planned for anything. It's planned to come in here and say to you guys, do you want to do it or do you not? Do you have dollars to do it or do you not? So, it's when we have the money, we can do it. Katie, >> I I feel like this has kind of become just like a back and forth conversation rather than a whole group conversation.
Could we table this and then move into our statement and then if we have to come back to this next time because we're kind of running out of time. >> So let's 569. >> I want to ask Vanessa if there is one more item on there that you have not covered like toward the bottom of that spreadsheet. Oh, you like the bottom the not included in the mink confer or the which one? >> Just if there are other other ideas around compensation. Oh, that special ed thing. Oh, I forgot about that one. That's a big deal. >> Okay. >> Uh, so there's a big piece that we should probably talk about and I don't want to rush and talk about it. It's about the contracted teacher and mitigation. We should put it on. It doesn't come out of your dollars. It's a reinvestment of dollars we're already spending.
>> And the APS also. >> Oh, and the APS. We did run the data. It is in the meet and confer folder. Um I I could do that one really fast. Um it it's kind of working conditions, but I know there's a lot of interest in this one. So, right now, this is the current AP daily uh rate is kind of what we talk about. So the the um key the logic was contract amounts do not change. That's what I was told. So um all of the APS put together this is their daily rate 3480. They get 24 paid holidays. And um remember we were talking about the uh days on a contract and not on contract and all that. So they don't acrew any vacation. They don't qualify for that. But their contract days are 250. They're 10 days less than the vacation people.
And in actuality, one of those days is an unpaid day. So, when you look at their calendar, here's their calendar. Um, and you count up all these days of the days that they work and the days of their paid holidays, and it's really right here. 1 2 3 4 5 6 7 8 nine. Nine days that they're not in that working period. And it doesn't feel like a break because most of the time there's work that overlaps. Maybe they're working. It doesn't give them enough time to plan anything really. It's those are these are the thing the conversations that came back. So um what happened was they said what does it look like to be no change in contract 12 months and what does it look like to be no change in contract 11 months. So the daily rate wouldn't change because APS are annualized, meaning they get the 26 pays and it's divided up in 26 pays.
And so their paycheck is the same every time even though they have it's just the total amount of their contract. So when we're talking about this, they will still get the total amount of their contract. It would just be divided up in various ways. So it doesn't change for 12 month. They then qualify for two additional holidays as a 12-month staff member. So there is a minimal cost of $7,000 to pay for those two holidays for that group. They would then acrue the 7693 per day per pay period which would equal an acred 20 days of vacation after a year. You have to acrue it and then they would have 260 oh 260 contracted days which means they have zero days off between contracts. Um, and during the year, depending on if it's a 260day year or a 261 day year, they may, like this year, they would have had one unpaid day.
Like I had one unpaid day. Uh, you don't really see it like the hourly people see it because it just comes in in the calculation of the total contract and then it's divided by you get the same pay no matter what. You don't get one day less in your pay uh on a paycheck. So, um, the other cost is future cost of term benefits, they then would qualify for term benefits, but we don't really have a mechanism to know how many days they'd have or what we pay. So, I don't think it's uh important in the conversation. If they go to 11month, no change in contract, that means that their paychecks could go up slightly depending upon how many pays they end up getting in 11 months, but their contract amount would stay the same. You're just dividing it up less times. So, if you were 26 pays and now you're 25 or 24 pays, it looks like your per pay per paycheck is bigger.
Does that make sense? Sometimes that gets people. Okay. They would then have their 24 paid holidays. That wouldn't change. They would have no acred vacation. Their contracted days would go down, which means that from the end of their contract to the beginning, they would have 20 days off in the summer versus nine, which feels like nothing. So, um, also if they chose, uh, just as we've done in the past, summer work could occur, uh, with their school sites based on the school sites discretionary M and time sheet extra pay. So, if they did want some summer work, it would be through their school and whatever is available and summer work and all of that. So, um, those are the options. One of them does have a cost that would come out of your 750,000. I do recommend that the AP should have a say. And if we're going to survey um staff to see if they want the extra holiday, I think we should survey the APS more than one in the room and see what they what they say.
Yes. >> Which graphic? >> The the picture of the calendar. >> Yeah, there it is. It's depressing. >> And that cost is total for all AP >> total for all of them to add the two days is 7,000. >> All right. >> Either way, you would give either have >> off the 750. >> It would come off the 750. >> Makes me sad. >> All right. >> Uh I honestly don't I I don't feel confident making that uh uh statement right now. We're meeting tomorrow. Um and we can talk. >> You can show them that. It's right there on that link. >> Yeah. I I mean I can tell you that graphic is depressing. But um >> Why is that depressing? >> I It just there's just it's just just it Sorry, >> if you look at mine, all the days are blue. >> All right, so we've got some items.
Uh first of all, I think we should give Vanessa and Linda a round of applause for all their work. Vanessa just presented a ton of data and information and um >> so I do have a question. >> Okay, we'll be quick because we got to finish up with collaborative uh statement and then agenda. Thank you. >> If we do survey the APS and they say yes, we want it. Does it matter automatically came to consensus or do we still >> No, we're still bring it through here. >> They're just getting information >> kind of like what you're going to do with the classified. I think it's the same as surveying the classified about the holiday pay. >> Yeah. Yeah. >> But I'm asking the question, what happens after the survey? >> They get whatever they want. No, I'm just We still have to make a decision in here if it's the best lens for the district, for the work, for all the different things.
This one's another weird one because it overlaps with working conditions, which is it's just it's a great it's like a weird squishy one. All right. >> All right. Let's move on to the uh where I'm not putting my stuff up. I I know that um >> I don't really need mine because it just says collaborative statement. So that's okay. But uh I know you've been taking notes. >> So my I think the way we did it that is just the information is in there that gets sent out through the district communication as well. Is there Thank you. So here, uh, thank you Joel for capturing this. Um, pretty much just has our agenda, what we did, what we're doing, what we had to, uh, table. >> Thank you. >> Are there any Yes. Thank you, Joel, for doing that.
Are there any questions about the what's on there? Um, is the part about like that we made the decision we could come to consensus on? >> Yes. >> Came to consensus. >> Max out of pocket. Max out of pocket. Maximos. Max out of pocket. >> Correct. Yes, I think that's good. >> Absorb premium increase. Yeah, that's fine. for 26. Yeah. And then the creation of a good all right here's what I have that we need to talk about at our next meeting. We got it to come back to performance pay around classified uh transportation changes uh the workload issues, precision, um and then lots of these items within the compensation that we need to take a look at to to put on the as options and go through the standards and see what we're going to do. Are there other items that I'm not thinking about that from today?
I'm gonna keep that. Well, you have it under compensation. It's hourly or holiday pay, AP, other compensation options around compression and salary stuff. >> Contracted. Oh, sped contracting. Is that what you're talking about? Okay. Okay. Okay. All right. It's been a day. I'm going to let you exit. If anyone has any uh uh thing to share before we leave, let's do so now. Otherwise, I'm going to see you in three weeks from today, I think, to talk about. >> Which medieval dead rat do you feel like right now? >> No. Everybody's feeling great. I don't know about dead rats because there's two things. We did a lot of work. We got a lot of information and you're going on spring break in a few days. So, all right. Thanks for the uh conversation, your patience. Thanks again for all the info. Joel, thanks for taking notes.