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Negotiators review counselor extra-duty pay options, weighing percentage vs. flat rates
Summary
District negotiators discussed whether counselors’ extra-duty pay—currently described in the agreement as 8% tied to an obsolete special-salary figure—should be aligned to the actual number of extra days worked or converted to a flat dollar amount; the group also discussed equity with librarians and coaches and agreed to continue work to produce cost estimates.
District negotiators and staff spent much of the session reviewing how counselors are compensated for extra-duty work and whether the negotiated agreement should be revised to reflect current practice.
A staff member said the district’s notice letter referenced compensation for extra-duty days and an additional stipend tier that had not been discussed in detail, and asked the group to clarify intent before moving language forward. Negotiators indicated the existing approach lists counselors’ extra-duty pay as 8% of a former “special salary” amount; one participant traced that percentage to a prior special-salary figure the group described as $36,700 that is no longer used for most stipends.
“That 8% came from a special-salary amount that was left behind when we moved many stipends to straight dollar amounts,” a staff member said, summarizing the history and why the percentage now reads as an inconsistency in the agreement.
Negotiators described two possible approaches: keep the same overall compensation but change the formula so the percentage matches the actual number of extra days worked (ten days were discussed) or replace the percentage calculation with a flat dollar amount to ensure consistency with other stipends. Several participants warned that changing the structure could create coverage risks if it increases the number of required days or reduces staff availability.
Participants raised equity concerns: under the current language counselors’ percentage-based pay can exceed what librarians and instructional coaches receive under the district’s fixed-dollar approach. One negotiator urged bringing other positions to parity rather than lowering counselors’ pay.
The group agreed not to make final changes in the meeting. Instead, negotiators asked staff to provide cost estimates and further information about how many positions would be affected, how additional days have been applied in recent years and the potential coverage implications of any change. A staff member said the requested details were not yet available and recommended continued discussion at a later session.
Next steps: negotiators will pursue cost estimates and options to either align the percentage to the actual days worked or convert counselors’ extra-duty pay to a fixed dollar amount, with an eye toward minimizing individual financial burden and preserving necessary coverage.
