Presentation on theme: "By Bobby Stephens Willard Crouthamel (770-432-2404 x-233) Power Point Presentation #3 of 3."— Presentation transcript:
by Bobby Stephens Willard Crouthamel ( x-233) Power Point Presentation #3 of 3
Understanding the reports Drawing conclusions & implications Use of the data to make changes
How can we make good use of the annual salary data we receive?
By clicking on the I icon box whenever it appears at the bottom of a slide, there will be additional dialog related to the content of the slide…either information clarification or an example related to that slide.
Three main salary surveys Large System Version Medium System Version Small System Version Non Teaching Personnel Salary Reports
Salaries being paid at: T-Levels, Years of Experience Levels. Furlough and Reduction Day Information Maximum and Minimum supplements reported for each of 73 activities
Past participation has occurred solely by word-of-mouth, school systems have never been solicited by advertisement.
Salary Survey Rationale Comparisons with other school systems to see if we are in line with their salaries. Opportunity to compare: Urban, Metro, Rural System size…large, medium, small, Vicinity or RESA area. North, Middle, or South Georgia
Just to have salaries on hand to reference is a good reason by itself. Keeping abreast of what other school systems are doing. Defending whether salaries are high or low (an even-handed view). Justifying assigned values of particular jobs. Identifying the need for further review of salaries. Underpinning your districts setting of salaries.
Salary Comparison Possibilities 1. System Size: Large Systems…(a) those over 45,000 and (b) between 20,000-45,000 Medium Size Systems…between (a) 10,000-20,000 and (b) 6,000-10,000 Small Systems…between (a) 3,300-6,000 and (b) under 3,300 students 2.Urban, Metro, Rural Districts 3. Geographic Area or Locale: Neighboring systems or within RESA area Region of the State (North, Middle, South GA) 4. Ability to pay: Comparison with systems having similar financial limitations Contrast with systems whose local supplements match ours 5. Values and Strategies: Compare with school systems using approaches similar to our district T he next slide illustrates financial strategies to illustrate this point. Similar SystemsPlenty of Data
Compare with systems in regard to: Local supplements added to the State Salary Schedule Front-end or rear (maximum) loading of salary schedules Longitudinal steps (years of experience salary plateaus…Ls) Step increment amounts (percentage based, flat amounts, other) Number of furlough days (or Reduction Schedule configuration) Relationship between T4, T5, T6, and T7 salaries (e.g., percentage) Same job title reflecting differing duties across system-size groups. The above points require additional dialog to expand understanding.
# of systems The four RESAs listed on this slide contain numerous school systems from North, Middle, and South Georgia…in addition to those mentioned as Other GA systems.
There are 18 Large districts, 19 Medium-sized districts, and 16 Small systems. Additional categories are by enrollment: (a) over 20,000 FTE, (b) 20,000-45,000 FTE, (c) 10,000-20,000, (d) 6,000-10,000, (e) 3,300-6,000, and (f) under 3,300 students.
The next series of slides describe the Teacher Salary Survey process and report (with samples of the various types of salary figure comparisons).
Teacher salaries paid comparisons T4, T5, T6, T7 Levels (certificate levels) Years of Experience Steps (E to 30) Comparisons by: RESA area, system size (Large, Medium, Small), like-systems, and to numerous group averages and state/regional averages Salaries ranked by school system (highest paying at various Certificate and Experience levels)
Four certificate levels: T-4, T-5, T-6 and T-7 Years of prior teaching experience Actual years of prior teaching is the alignment method; that is, yearly increments from Entry Level to Years of Experience 30. For matching purposes, there are three columns on the left side of the salary tables: (1) Actual Years of Prior Teaching, (2) Years of Creditable Experience (State), and (3) State Salary Step.. Salaries listed in schedules represent the highest amounts that systems pay regular teachers on the T-4 through T-7 levels for 0 to 30 years of teaching experience. This table aligns the state salary schedule and its unique step format comprised of Educational Levels, Years of Creditable Experience, and Longevity Plateaus, with the schedules of the participating local school systems…with their local supplements added in. Many school districts have salary schedules based on year-for-year prior teaching experience and these are matched with the first column. Other districts derive their schedule by the combination of State Salary Schedule and Local Supplement scale and are aligned with the STATE SALARY STEP column.
Listed at the bottom is the maximum that a district pays at a specific T level…which is almost always the same as Step 30. For matching purposes, there are three columns on the left side of the salary tables: (1) Actual Years of Prior Teaching, (2) Years of Creditable Experience (State), and (3) State Salary Step. Salaries listed in schedules represent the highest amounts that systems pay regular teachers on the T-4 through T-7 levels for 0 to 30 years of teaching experience. This table aligns the state salary schedule and its unique step format comprised of Educational Levels, Years of Creditable Experience, and Longevity Plateaus, with the schedules of the participating local school systems…with their local supplements added in. Many school districts have salary schedules based on year-for-year prior teaching experience and these are matched with the first column. Other districts derive their schedule by the combination of State Salary Schedule and Local Supplement scale and are aligned with the STATE SALARY STEP column.
Compare your system with: [Another system, Medium-Systems average, [Another system, Medium-Systems average, or All Participating Systems average] or All Participating Systems average] For example, Coffee County pays a second year teacher $34,543 compared to Wares $35,190 salary and compared to the Medium System average of $35,720. The average for all 53 systems is $36,310. Coffees teachers work 180 days ($ 192 per day compared with the State Minimum per day which is $181).
Compare your steps, plateaus, top step and maximum salary Notice the plateau that Marietta has at Years of Experience and the maximum salary that Wares teachers reach at 23 Years.
Five Year Intervals Capsule of Page Capsule of Page Steps (Years of Credit) Steps (Years of Credit) T4 T5 T6 T7 T4 T5 T6 T7 Plateaus (L Levels) Plateaus (L Levels) Maximum Salaries Maximum Salaries Matched with State Scale Matched with State Scale State Daily Minimums State Daily Minimums Group Averages Group Averages (Small Systems, All systems) (Small Systems, All systems) The bold figures circled in this chart are five year steps…which present a convenient way to view salary comparisons as systems schedules advance in years of experience levels. Some systems are entry-level loaded, some are heavy on the top end of the scale. Some systems have equal percentage advances, many do not. Patterns across the T4, T5, T6, and T7 levels can also be valuable to look at.
Are your salaries appropriate and in line with other districts? Are they competitive at various levels (T and Step Levels)? Do you need to review your supplements, longevity steps, maximum salaries reached?
Compare with your RESA systems or area of Georgia systems or area of Georgia or Rural/Urban/Metro or Rural/Urban/Metro Circled on this slide is Griffin RESA, which includes all of their systems for comparison. Other sheets contain groupings for Large, Medium, and Small school systems, and Rural vs. Urban vs. Metro systems, and North vs. Middle GA vs. South GA.
School systems ranked by salary paid Sample System: Cobb County Ranked 12 th in T-5 Top Salary $3, 731 (6.1%) above All Sys. Avg. $349 Daily Avg. (187 days worked) $44.70 above State Scale Daily Avg. (or 14.7% above State Scale) The table presented on this slide is very significant in that systems are ranked in order of top paying (in this example, T- 5 at the Maximum Step), and what percent is the system salary paid (in the circled part Cobb County) over or under the mean of the 53 systems and over or at the State minimum daily average.
The circled column indicates daily supplements Sample System: Cobb County $44.70 above State Scale Daily Avg. (or 14.7% above State Scale) The +/- STATE Daily Average column depicts that districts local daily supplement. The next column indicates the percentage that the supplement is above or below the State Daily Average. Local supplements are useful in viewing your ability or desire to pay teachers.
Furlough or Reduction Days Furlough day pay was subtracted from the schedules of systems not producing a reduction-day schedule and having furlough days. Information is presented on the number of furlough or reduced days the various systems have identified. Means are circled.
Each of the three salary survey studies has their own set of nuances to consider: Teacher Salaries are the first listed on this slide followed by Non- Teaching salary considerations. As for Extracurricular activity supplements, whether systems pay a flat amount, a negotiated amount, or have a schedule are all important salaries issues. Some items of this list may need additional clarification!
The next series of slides describe the Non-Teaching Personnel Salary Survey data collection process and report (with samples of the various types of salary figure comparisons) and describing the effort made to obtain accurate salary information).
Non-Teaching Personnel Positions Certificated, Classified, plus Stipends) High potential salary comparisons (top pay, plus other information…days worked, job titles & anomalies, etc.) 49 positions (small school districts), 82 positions (medium-size school districts), 124 positions (large school districts). 53 school systems from: Metro RESA, Griffin RESA, Northeast GA RESA, First District RESA and numerous other GA systems (North, Middle, and South GA).
Number of Jobs Large Systems – 124 Large Systems – 124 Medium Systems – 82 Medium Systems – 82 Small Systems - 48 Small Systems - 48 Jobs are presented first by: (a) System- wide workers (Central Office, Department Staff, and other system coverage) and (b) Local school building positions. Each of the jobs listed on this slide has an accompanying definition which has been derived by looking at work typical to that job…usually from organizational charts and system job descriptions, but also relevant to the school systems size.
Certified and Classified Jobs Certified and Classified Jobs 14 Job Areas: Central Office, Academics, Special Ed, Human Resources, Financial Services, Transportation, Local Schools, etc. 14 Job Areas: Central Office, Academics, Special Ed, Human Resources, Financial Services, Transportation, Local Schools, etc. Large Systems (124 Jobs) Large Systems (124 Jobs) Medium Systems (82jobs) Medium Systems (82jobs) Small Systems (48 Jobs) Small Systems (48 Jobs) Organizational charts played a major role in creating the types of jobs and departmental organizations to which are used to match with others having the same type of work…recognizing that similar jobs are not titled the same from system to system.
Sample County Schools In this example, the sample county has the assistant superintendent position having a maximum potential salary of $102,241. It calls for a certified based individual to work for 230 days (which we consider an annual job) and that person is a division or department director…which was not specified. No additional comments were provided.
Highest Potential Salary Highest pay with maximum experience & degree Salary figures should be reported as the highest potential salary a job holder might make this year. That is, the Top end of highest scale, say Doctorate Level, with maximum experience and degree or training, not just current top pay. The Chief Technology Officer, in this example, has a high potential salary of $102,241 and is not required to have certification. That school system calls the title Director of Instructional Technology. This may be a small system position since larger systems have persons with less of an instructional orientation. Sample Data-Entry Sheet Item
The top end of a salary scale is the most reliable in terms of cross-system comparison (reducing the apples-to- oranges effect…the low end is very elusive, some systems never pay that. An average system salary per worker might also be erratic…one system having older workers than others. Current salary holder salary comparisons could be unreliable with some systems having long-time staff and others with newer personnel.
Highest Potential Salary Ranked by School System Sample System: Douglas Co. $108,231 2 nd highest potential $11,248 over the Large System Avg. (11.6 % over) Sample System: Douglas Co. $108,231 2 nd highest potential $11,248 over the Large System Avg. (11.6 % over) Circled in this example, is an Assistant High School Principal at maximum potential of $108,231, which is 11.6% above the mean for this group of 18 large school systems. Sample Printout Sheet
Other averages of comparison For example, Douglas with systems between 20,000-45,000 Note other comparative grouping averages which have been circled at the bottom of the page. In this example, Douglas is paying 11.6% more than the average of this group Sample Printout Sheet
Other information to consider Job Description Certified Job (Y/N) # Days Worked Local Title Comments (job uniqueness) Non-Teaching jobs are ranked from systems paying the most to systems paying the least. In this example, Atlanta has the highest potential salary for Assistant HS Principal. Factors for higher pay might include: certified job (Y/N), days worked, local title, or job particulars …items which have been circled on the slide.
Varsity Basketball, Head Coach 11 -A- SALARY SUPPLEMENT RANGES Numbe r of METRO MinimumMaximumHighMid.Additional Information RESA (Base)(Top End)Sch. 1 Buford$10, plus 30 additional days 2 Gwinnett$4,269$7, Cobb$5,978$7, Clayton$4,882$7, Rockdale$4,255$5, Decatur$4,140$5, Douglas$5, Marietta$4, Fulton$4, DeKalb$3,384$4, Atlanta$4, Flat Rate 12 Forsyth$4, RECEIVE SUPPLEMENT PLUS 19 ADDITIONAL DAYS Metro RESA Avg.$5,040$5, < Averages for Metro RESA Districts Min. Avg. incl.s flat salaries SALARY SUPPLEMENT RANGES Numbe r of GRIFFIN MinimumMaximumHighMid.Additional Information RESA (Base)(Top End)Sch. 1 Newton$5,500$7,00034 plus 10 state teacher rate 2 Spalding$6, Upson $5, Butts$5, Lamar$5, days extended year 6 Fayette$3,750$4, yrs:$4,313 ; 10 yrs: $4,500 ; 15 yrs:$4,688 ; 20 yrs: $4,875 7 Henry $4, HBC 8 Pike $4,75011 Griffin RESA Avg.$5,044$5, < Averages for Griffin RESA Districts Min. Avg. incl.s flat salaries The next series of slides describe the Extracurricular Activity Salary Supplement Survey process and report (with samples of the various types of salary figure comparisons).
Extracurricular Supplements 73 school activities grouped by: Athletic, Non-athletic (clubs, etc.) Salary supplements reported: maximum & minimum pay School systems ranked by highest paying supplement per activity
Varsity Basketball, Head Coach 11 -A- SALARY SUPPLEMENT RANGES Number of METRO MinimumMaximumHighMid.Additional Information RESA (Base)(Top End)Sch. 1 Buford$10, plus 30 additional days 2 Gwinnett$4,269$7, Cobb$5,978$7, Clayton$4,882$7, Rockdale$4,255$5, Decatur$4,140$5, Douglas$5, Marietta$4, Fulton$4, DeKalb$3,384$4, Atlanta$4, Flat Rate 12 Forsyth$4, RECEIVE SUPPLEMENT PLUS 19 ADDITIONAL DAYS Metro RESA Avg.$5,040$5, < Averages for Metro RESA Districts Min. Avg. incl.s flat salaries SALARY SUPPLEMENT RANGES Number of GRIFFIN MinimumMaximumHighMid.Additional Information RESA (Base)(Top End)Sch. 1 Newton$5,500$7,00034 plus 10 state teacher rate 2 Spalding$6, Upson $5, Butts$5, Lamar$5, days extended year 6 Fayette$3,750$4, yrs:$4,313 ; 10 yrs: $4,500 ; 15 yrs:$4,688 ; 20 yrs: $4,875 7 Henry $4, HBC 8 Pike $4,75011 Griffin RESA Avg.$5,044$5, < Averages for Griffin RESA Districts Min. Avg. incl.s flat salaries School systems are ranked based on the highest supplements paid (the top end of the supplement scale). This sheet also indicates the number of middle and high schools each district has. 73 Extracurricular Activities (54 Athletic, 19 Non-Athletic) Minimum and Maximum Supplements Special Clarifications
Athletic Activities Salary supplement tables were produced for 54 athletic activities/functions (including cheerleading) and 19 non- athletic activities (e.g., drama coach, band director). Reported salary supplements were not supposed to include Extended Year Pay. Athletic supplements include head and assistant coaches, and include cheerleading as an athletic event.
Systems Ranked by Top-End Pay Sample System: Coffee County $7,253 maximum supplement $3,242 avg. for these systems Large, Medium, Small Sys. Avg. (below) Salary supplements reported include both the minimum (base) and maximum (top) amounts. School systems were rank ordered using the maximum salary column. If a fixed salary was paid for an extracurricular activity, then the Minimum and Maximum figures were recorded with the same amount or the minimum salary was left blank. RESA and other group averages are contained at the bottom of each table. The Minimum Average includes salaries that were determined to be a flat fee.
Two questions were posed as part of the data collection process:
Page 50 A to F Pagination runs from 1 to 73 to correspond to the 73 supplemented extracurricular activities. But, each of those numbers is associated with 5 pages (A to E); for example…Page 1-A, 1-B, 1-C, 1-D, and 1-E. The A pages contain the supplements for the Metro RESA and Griffin RESA systems, the B pages for the NE GA RESA and First District RESA systems, and the C pages for all Other GA school systems participating. The D and E pages repeat that information for all 53 participating districts reclassified into: Large and Medium systems (D pages) and Small school systems (E pages).
Middle School Chorus 73 -A- SALARY SUPPLEMENT RANGES Number of METRO MinimumMaximumHighMid.Additional Information RESA (Base)(Top End)Sch. 1 Buford $9, plus 30 additional days 2 Clayton $2,604$3, Fulton $2, Gwinnett $1,296$2, Forsyth $1, Marietta $1, Cobb $1, Atlanta $ Flat Rate 9 Rockdale $ Decatur 11 not applicable 11 DeKalb Douglas 48 Metro RESA Avg. $2,322$2, < Averages for Metro RESA Districts Min. Avg. incl.s flat salaries SALARY SUPPLEMENT RANGES Number of 1st District MinimumMaximumHighMid.Additional Information GA RESA (Base)(Top End)Sch. 1 Effingham $1, Liberty $955$1, Chatham $ Bulloch 11 5 Glynn 24 6 Screven 11 7 Tattnall 13 1ST Dist. RESA $985$1, < Averages for First District RESA Districts Sample: Metro and 1 st District RESAs Minimum and Maximum Salaries Ranked In this example, Buford City has the highest supplement for the Middle School Chorus Director. Reported salary supplements were not supposed to include Extended Year Pay.
Salaries paid by Georgia school systems are often based on outdated and/or a misunderstood mixture of politics and personal preference by former superintendents and boards. The next slide presents a listing of items which provide clarity to the above statement.
Items Impacting Salaries Salary scales containing numerous levels (pay levels) and annual steps. Salaries based on degree, certification type, years of experience. Negotiated salaries (typically for higher level positions) or those based on a Market Analysis. Past strategies to increase pay (local supplements, extended year pay…200, 210, 220, etc.), Cost cutting strategies (furloughing, hiring contract workers, calendar year reduction) Hourly wage earners (custodians, bus drivers, classroom aides)…hours ranging all over the place. Annual days worked range all over the place (most job-holders do not actually work those amounts. Level of expertise (determined at hiring) or job-holders who are grandfathered into salary steps. Entry pay established by superintendent or department (and yearly COLA raises/steps) Some school systems require certification for particular jobs, others do not.
Every job has a value to the school system. Its not important how job pay got there- over the yearsjust that some adjustments are needed. Adjustment decisions should be data-based to be fair and competitive. Salaries might require comparing with peer school systems– what is the going rate (what percent are we over/under peer systems). Are adjustments…driven by teacher salary relationships…needed to be made to jobs identified with out-of range pay (to get within an acceptable range). Today savings will compound over the years. Review the comments made by the other school systems...are you out of sync.
Reign in high salaries or make salaries fairer across the board? Get in sync with other similar systems? Modify salary schedules to make more sense? Examine relationships between salary steps and local supplements? Examine how furloughing or use of a reduction schedule has worked? Appraise the relationship between the local tax digest and district budget? Do you have too many pay grades, too big of a step increase, not enough salary plateaus.
Every job has a value to your system. The objective of a compensation study is to identify that value. The goal is to determine fair salaries based on relationships among jobs and departments. Salaries should be based on your systems ability to pay and proportionate to how you pay teachers. A hierarchy ranking of job titles is a good start. An appropriate salary range for each position can then be established. Do the job description and duties justify the salary being paid …have the yearly salary increases extended beyond the value of the job?
Nobodys salary is reduced. Reel in top of pay scale (then only cost-of-living when top reached). Build schedule instead of using a formula such as teacher schedule plus extended pay (start with T7 maximum high pay and work backwards). Days worked should reflect actual days worked. Examine if you have a lot more top jobs than systems with about the same number of students. Determine if any jobs are no longer needed. Possibilities include: layoffs, attrition, merging duties, eliminating extended year benefits.
Salary reductions: step freezes, local supplement cuts, fewer days worked, capping maximums. Positions paid based on job-responsibility, rather than on degree and experience. Job pay determined by placement levels rather than a negotiated process. Re-evaluation of actual days worked for 12-month status (230, 235, 245, 260). Examination of the number of job-holders per department. Determining if certification is an essential requirement. Eliminating and/or merging with other jobs (or layoffs, attrition). Reassignments, furlough days, central office reductions. Cutting or capping extended year benefits. Does your system have a need for a pay-grade spreadsheet… for non- certified personnel, which allows you to generate different salary schedule scenarios (by entering a base salary figure and percentage of step increase…thus producing the calculations down-and- across grade and step levels )?
Comparative salary information is vitally needed this year to make wise future decisions. HR staff wish to keep abreast of what others are doing to have a board range of choices. School systems are currently implementing all sorts of measures to cut expenses. Every school system has jobs whose pay is out-of-range with that of other systems. Now is a good time to make adjustments…it is a period favorable for shared sacrifice. Adjustments should be based on comparisons with the going rate systems). Non-teaching pay should be set in relationship to teacher pay (ability of system to pay). Every job does not need to be a 12 month job…and days worked can reflect actual days worked (a more equitable method). Todays savings will compound over the years. Salary scales can be produced so that nobodys salary is reduced (no backward reductions, but limiting forward movement).
Eliminate systems with extreme high and low salaries Eliminate jobs unlike what you reported (title, description) Adjust for number of days or hours worked Eliminate Certified vs. Non-Certified mismatches. Select 8 to 10 comparative systems. Adjustments: Salaries identified that are regarded as anomalies due to factors such as: job mismatches, dissimilar amount of days worked, misreported information, etc. This year may be the time to cap or cut salaries, supplements, or perks which have been out-of-line with the accepted value of a job, and upgrade our salary schedule to make it more comprehensive, fair, and understandable.
Sample Systems List Sample Analysis Page Figures to Examine Percent above/below the Group Average Number of Days Worked Local Title and Comments Average of Similar Systems listed at the bottom of the page
Sample Analysis Page Sample Systems List Figures to Examine Certified Position Variety of Local Titles Additional Comments
1. Salary rationale/schedules which are comprehensive, fair, and understandable (not one done in the past…we cannot alter it) 2. Comparison of our district with others to see if we are out of line. 3. Relational to our teacher scale (which is more time-honored as an indicator of our systems ability to pay …based on the local economy). 4. Recommendations that are data driven.