compensation plan review - white settlement isd think …boardbook.wsisd.net/2013 board pages/june...

Compensation Plan Review White Settlement Independent School District

Cindy Clegg, Director

Kim Scambilis, Compensation Consultant

June 11, 2013

Texas Association of School Boards

HR Services

P.O. Box 400

Austin, TX 78767-0400

(800) 580-7782

http://hrservices.tasb.org

© 2013 Texas Association of School Boards, Inc. All rights reserved. 1

TABLE OF CONTENTS

I. Introduction ...................................................................................................... 2

II. Methodology ..................................................................................................... 3

III. Summary of Findings

a. Issues Summary .......................................................................................... 8

b. Pay Characteristics

i. Teachers .......................................................................................... 8

ii. Other Groups ................................................................................ 10

c. Current Cost Summary .............................................................................. 11

d. Market Summary

i. Teachers ........................................................................................ 12

ii. Exempt .......................................................................................... 13

iii. Non‐Exempt .................................................................................. 14

IV. Recommendations .......................................................................................... 18

V. Estimated Cost of Recommendations............................................................. 21

VI. Pay System Management ............................................................................... 22

VII. Proposed Pay Structures

a. Teachers and Librarians ............................................................................ 23

b. Administrative/Professional ..................................................................... 25

c. Clerical/Paraprofessional .......................................................................... 27

d. Auxiliary .................................................................................................... 29


INTRODUCTION CHAPTER I White Settlement Independent School District (WSISD) engaged the HR Services Division of the Texas Association of School Boards (TASB) to conduct a comprehensive review of its employee compensation plan. The HR Services Division has been providing compensation consulting and support service to Texas schools for over 20 years. This report presents a summary of the findings and recommendations from this project. The report includes a description of the study process, an explanation of the definitions and general purpose and methodology of pay systems, and a summary of findings and recommendations resulting from this study with supporting data.

Background WSISD has approximately 772 employees which serve an enrollment of more than 6,000 students at 10 campuses across the district. Currently, WSISD has four elementary campuses, one middle school campus, one intermediate school, two traditional high schools, a Fine Arts Academy, and an alternative campus. White Settlement is located in the Fort Worth area and is surrounded by school districts, including Fort Worth, Aledo, Azle, Eagle Mountain‐Saginaw, Lake Worth, and Castleberry ISDs. TASB HR Services has provided various human resources services to WSISD since 2001. The last pay review conducted by TASB was in 2009.

Purpose This study was conducted to objectively examine pay equity for employees and to determine if pay practices were internally fair and externally competitive. The primary goals for the project included the following:

provide an objective assessment of pay based on job value; develop an affordable salary plan to correct existing pay inequities; and develop pay system controls for the future.

All employee groups were included in this study, including:

Administrative/Professional;

Auxiliary;

Clerical/Paraprofessional; and

Teachers (and related instructional staff).


METHODOLOGY CHAPTER II

Project Activities In consultation with the district, a work plan was developed to complete the study. HR Services consultants completed the following work tasks through the course of the review:

Initial planning and data collection Consultants conferred with district administrators to ensure a clear understanding of the concerns, problems, and objectives for the study. Pay data was collected on personnel employed at the start of the project.

Assess competitive pay levels for common jobs

The competitive job market group was approved by the district. Market data on competitive pay practices was compiled and compared to district pay practices. Consultants analyzed the data to determine where the district is at risk and identified priorities for pay system improvements.

Evaluate job assignments and recommend pay classifications

Consultants assessed job requirements against common indicators of skill, effort, and responsibility. Recommendations were then made for grouping jobs of similar value into pay grade levels. Consultants also reviewed the exemption status of jobs for compliance with the Fair Labor Standards Act (FLSA).

Build pay range structures

Benchmark jobs were identified in each employee group and used as the basis for market pricing and setting pay ranges. A pay range hierarchy was designed for each employee pay group to provide competitive pay ranges and internal pay system controls.

Design implementation plan

Pay data of current employees was applied to the new models to assess the cost and impact of implementing the proposed pay structures. The implementation plan was designed to achieve the following:

o provide a general pay increase to employees who are already within the recommended pay range;

o bring all employees up to the recommended minimum pay rates for their position; and o grandfather employees who are already paid above the recommended maximum rates

and slow further advancement until future adjustments to the pay structure recapture their salary.

Conduct draft review meetings and prepare final report

Consultants met with administrators to review the initial draft of findings and recommendations before preparing the final report. TASB consultants also will review administrative procedures for placement and promotion in the pay system and make recommendations where needed.


Data Sources Data sources for this project were obtained from:

District employee records, Peer districts, and District administrator interviews.

Market Comparisons The following districts were used as the comparison districts to assess the competitive job market. Comparison districts were selected on the basis of enrollment and location. School district data was obtained from the most recent available surveys conducted by TASB HR Services. The full set of districts listed below were used in the exempt market comparisons (including Teachers), while a smaller localized subset were used for the nonexempt market comparisons.

EXHIBIT 1 – COMPARISON DISTRICTS

District Student

Enrollment

White Settlement ISD 7,000

1 Azle ISD 5,524

2 Birdville ISD 24,160

3 Castleberry ISD 3,423

4 Crowley ISD 15,059

5 Eagle Mountain‐Saginaw ISD 16,118

6 Fort Worth ISD 83,772

7 Hurst‐Euless‐Bedford ISD 21,572

8 Keller ISD 33,400

9 Lake Worth ISD 2,865

10 Weatherford ISD 7,643

Nonschool market data for Texas, from Kenexa’s CompAnalyst website, was incorporated for positions with similar jobs outside of K‐12 education.


Purpose and Objectives of Pay Systems All organizations have common management needs and employee expectations that must be translated

into pay practices. An effective pay system should address both the needs of the organization and the

expectations of its employees.

Management needs to:

recruit and hire qualified employees,

prevent the loss of good employees, and

control spending by paying the proper amount for job value.

Employees expect to receive:

fair pay for their job responsibilities,

fair pay compared to what other employers pay for the same work, and

annual pay increases for continued service.

Basic Pay System Elements Job Families: A job family includes jobs that share common characteristics and are grouped into a

common pay structure. These characteristics include the type of work performed, the competitive job

market, potential career paths for employees, and state and federal laws regulating wages and salaries.

Separate pay range structures are typically built for each job family.

Pay Grades: Compensable job factors such as skill, effort, and responsibility serve as the basis for

assigning jobs to different pay levels to achieve internal pay equity among employees. The greater the

degree of skill, effort, and responsibility required by a job, the higher the level of pay. The process of

evaluating compensable factors and assigning jobs to different levels of pay is called job evaluation and

classification. A job title alone is not adequate to determine proper pay classification for a position; nor

is the reliance on the personal characteristics or qualifications of incumbent employees in the position.

The actual content of the job itself must be analyzed to assign jobs to proper pay levels for internal

equity. Jobs that have similar value and are grouped into the same range of pay are assigned or

classified to pay grades.

Job Pricing: While objective job evaluation and classification contributes to internal pay equity, job

pricing contributes to external pay equity. Job pricing uses data collected from salary and wage surveys

of other employers to determine the external market value of benchmark jobs. This data is used to set

pay ranges that are competitive with the external job market. Because jobs have been analyzed and

classified into groups of similar value, job pricing does not require a survey match for each unique job.

Job Market: Job markets may be different for different employee groups. By definition, a job market

represents the employers that a district typically competes with to attract and retain employees.

Professional employees may be recruited from a larger geographic area than paraprofessional or


auxiliary employees. School districts may be the only competitors for instructional positions while other

types of businesses may be competitors for business or technology jobs. For this reason, different job

markets and survey sources may be used to accurately assess the district's true competitive job market.

Pay Structure: The pay structure itself is the key management tool that provides control over the

district's competitive position in the marketplace and internal pay equity among all employees.

Designing the pay structure involves setting the proper control points (midpoint, minimum, and

maximum rates of pay) for each pay grade and ensuring that appropriate pay differentials between pay

grade levels are established.

Issues that must be weighed and balanced in the design of pay structures include:

positioning the district competitively,

impact on current pay practices,

adequate pay differentials for higher levels of job responsibility,

internal consistency and rationality, and

controlled variance within each pay range.

Pay System Implementation and System Administration Current employees may not be paid within the recommended pay ranges initially. Decisions must be

made during this transition period of how to deal with employees who are paid outside the pay range

for their position. If employees are paid below the minimum rate of their pay range, additional

adjustments should be provided to increase their pay to at least the minimum rate of pay. If employees

are paid above the maximum of the pay range, they are left outside the range. No employee's pay

should be reduced in this event.

Employees advance in pay through pay adjustments tied to budget planning that are determined on an

annual basis. These management decisions are based on current economic conditions, including

projected district revenues, the cost of living, and market competition.

The midpoint of the range is recommended as the basis for calculating employee increases. This ensures

a more equitable distribution of the dollars available for pay increases and moves employees up to the

range midpoint (market rate) more quickly. Using the range midpoints instead of current salaries will

deliver equal dollars to employees at the same job level and helps the district to control the rate of

advancement through the pay range.


Long-Term Salary Administration For any pay plan to meet its intended goals on a long‐term basis, it must be updated regularly and

administered properly. Salary administration involves four primary activities requiring administrative

decisions:

adjusting pay ranges for job market changes and general economic inflation,

budgeting for annual salary increases for employees,

placing new employees in the system, and

calculating special increases for promotions or other job changes.


SUMMARY OF FINDINGS CHAPTER III

Issues Summary HR Services consultants spoke with District administrators in April. During these conversations,

administrators provided detailed information about specific issues related to compensation and

classification.

Some of the overarching issues identified in these administrator interviews included:

Perceived pay inequities in the clerical/paraprofessional group,

Nominal to no pay raises for the last five years has caused district to lag behind the market, and

Lack of documented pay procedures.

Pay Characteristics – Teachers Salary Schedule: The current teacher hiring salary schedule is a 33‐step schedule that includes teachers

(and related instructional positions), Nurses, and Librarians. The range spread of the schedule, or

distance from minimum to maximum, is 31 percent. Step differentials between years of service range

from $50 to $1,400.

Years of Experience: Teachers on average have seven years of total experience, which is well below the

state average of 12 years of experience. Fifty‐eight percent of the district’s teachers have 10 or fewer

years of teaching experience. Eighteen percent of WSISD’s teachers have 20 or more years of

experience, and three percent of teachers have 31 or more years of experience. According to the

Teacher Retirement System of Texas, the average TRS retiree has 32 years of creditable experience. As

such, WSISD should be aware how many of its teachers will be approaching typical retirement age, so

the district must maintain a competitive position in the market to attract enough quality teachers to

replace its retiring teachers.


EXHIBIT 2 – TEACHER EXPERIENCE

Due to a variety of factors, including the district’s proximity to universities and colleges and a lower‐

than‐market pay structure, WSISD recruits relatively inexperienced teachers as new hires. On average,

72 percent of its new hires for 2012‐13 had between zero and five years of work experience at the time

of hire. Seventeen percent of its new hires this year had six or more years of prior teaching experience.

Only 11 percent of new hires had 15 or more years of experience.


EXHIBIT 3 –EXPERIENCE OF NEWLY HIRED TEACHERS, 2012-13

0 to 5 Years, 43, 72%

6 to 10 Years, 10, 17%

11 to 15 Years, 3, 5%

16 + Years, 4, 6%

Pay Characteristics – Other Groups Salary Schedule: The District maintains a market‐based pay range structure for all positions. The

Administrative/Professional pay structure includes nine total pay grades and is based on daily salaries.

Range spread, or distance between the pay grade minimum and maximum, ranges from 38 to 41

percent indicating good range control. Employees in the Administrative/Professional job family have

been with the district for 11 years and have almost 19 years of experience, on average.

The Clerical/Paraprofessional job group, which includes campus‐based positions providing direct

instructional support, as well as all other clerical and paraprofessional jobs in the district, includes six

total pay grades. Pay ranges in this job family are between 35 and 48 percent wide. Employees in this

group have been with the district for just over seven years, on average.

The District maintains one additional structure for Auxiliary positions. The range structure has six regular

pay grades with wider range spreads, between 49 and 52 percent wide. Three additional pay ranges are

maintained for bus drivers, bus aides, manual trades, and security guards. Typically, the Auxiliary job

family has less overall experience than the other employee groups. This group of employees has just

over five years of district experience, on average.


Current Cost Summary

The following exhibit provides an overview of current salary and supplement costs broken out by major

employee group. As shown below, teachers comprise the largest group, both in terms of number of

employees and the largest total cost. Of the nearly $38 million currently expended, teacher salaries

represent about 60 percent of the total cost. Administrators and non‐teaching professionals are

captured separately in the cost analysis below. This snapshot of expenditures is useful in determining

how increases within certain groups will impact the overall budget.

EXHIBIT 4 – CURRENT COST SUMMARY

EMPLOYEE GROUP ILLUSTRATED JOB TITLES COUNT* COST**

COST ‐ $

% OF

TOTAL

STAFF ‐ %

OF TOTAL

Exempt ‐ Teachers 397

Teachers & Librarians 18,272,297$ 63.9% 51.4%

Exempt ‐ Administrative/Professional 77

Central office and campus admin/prof 4,690,482$ 16.4% 10.0%

Non‐Exempt ‐ Clerical/Paraprofessional 162

Secretary, Clerk, Intr Aides, etc. 3,241,796$ 11.3% 21.0%

Non‐Exempt ‐ Auxiliary 136

Custodians, Maint, Transportation, CN 2,386,917$ 8.3% 17.6%

TOTAL COUNT & COST 772 28,591,492$ 100.0% 100.0%

* Count i s head count and not FTEs

** Excludes overtime payments


Market Summary – Teachers

WSISD is paying below the market median at all surveyed points in the range. District pay is lowest

compared to market at the 5‐year and 10‐year points – at 10 percent below market value. Beginning

teacher salaries at WSISD are seven percent below market, 15‐year teacher salaries are eight percent

below market, and 20‐year teacher salaries are four percent below market.

Many districts in ESC Region 11 are anticipating increases of between two and four percent for the

2013‐14 school year. Because current salaries are below market value, the district must provide more

aggressive increases to move closer to market value.

WSISD HR staff use the minimum teacher salary in their efforts to recruit teachers to the district, so

achieving a competitive advertised starting salary will help bolster the district’s efforts to recruit the

best and brightest new teachers.

EXHIBIT 5 – TEACHER SALARY SCHEDULE COMPARISON

Beginning Salary

5‐year Salary

10‐year Salary

15‐year Salary

20‐year Salary

Maximum Salary

Average Salary

White Settlement ISD Salary

$43,050 $43,800 $45,150 $48,000 $52,650 $58,000 $50,050

Local Market Median $46,210 $48,415 $50,269 $51,945 $55,064 $60,871 $51,156

Percent of Market 93% 90% 90% 92% 96% 95% 98%

Dollar Difference ($3,160) ($4,615) ($5,119) ($3,945) ($2,414) ($2,871) ($1,106)

Teacher Incentives: WSISD is offering only one critical shortage area stipend – a bilingual stipend – and

the amount offered is below market rates. The market median amount is $3,150 and WSISD offers

$1,500. WSISD does not offer secondary math and science stipends, although this stipend is being

offered by more and more districts across the state.

WSISD offers a master’s degree stipend to all teachers that have a master’s degree. Compared to peer

districts (a median amount of $1,332), WSISD pays significantly more at $2,000. Additionally, mentor

teachers at WSISD receive $2,000, compared to the peer market median of $500. This difference might

be attributed to higher expectations of mentor teachers at WSISD. A comparison of mentor teacher

responsibilities between districts was not possible. Department chairs for middle school and high school

are paid slightly below the market medians for those stipends.


Market Summary – Exempt

Across all surveyed exempt positions, WSISD is paying approximately five percent below market median

values, on average. When all exempt positions are broken out into central office and campus positions,

the difference from market changes slightly. Central office exempt positions are paid at six percent

below market value, and campus positions are five percent below market value, on average.

EXHIBIT 6 – CENTRAL OFFICE EXEMPT SALARY COMPARISON

Central Office Exempt: The majority of surveyed exempt positions at central office are below market

median value. However, some positions are at or slightly above market median, including Business

Director (102 percent of market value), Director of Research, Evaluation, & Accountability, Director of

Special Education, and Director of Maintenance (all at market median) Overall, this group is six percent

below market.


EXHIBIT 7 – CAMPUS EXEMPT SALARY COMPARISON

Campus Exempt: Similar to the central office exempt positions, campus exempt positions are below

market values. Furthest below market in this group is the middle school counselor at 84 percent of

market. Furthest above market is the social worker at 104 percent of market.

Market Summary – Non-Exempt

Across all non‐exempt jobs for which survey data exists, the district is paying eight percent below

market on average. Individual jobs range from 19 percent below market median to 16 percent above

market median.


EXHIBIT 8– CENTRAL OFFICE CLERICAL/PARAPROFESSIONAL SALARY COMPARISON

Clerical/Paraprofessional – Central Office: Central office clerical‐paraprofessional positions are

approximately three percent above market value, on average. Half of the surveyed positions are at or

above market value and half are slightly below. Since several of these positions are filled by an individual

employee, there may be some market differential due to that individual’s experience. However, pay

generally should still cluster close to market median.

Clerical/Paraprofessional – Campus: At the campus level, only one surveyed position was above market

median values – Special Education Aide (Self‐Contained) at 107 percent of market. Additionally, HS

Registrar and Elementary Principals’ Secretaries are at market. All other positions are below market,

with an average value from 29 to two percent below market.


EXHIBIT 9 – CAMPUS CLERICAL/PARAPROFESSIONAL SALARY COMPARISON

Auxiliary: Auxiliary positions in WSISD are, on average, nine percent below market, ranging from five

percent above market for Plumbers to 36 percent below market for Security Guards. Several of the

positions that typically have high turnover or are difficult to recruit statewide, including Custodian, Food

Service Worker, and some manual trades, are all paid below market values.


EXHIBIT 10 – AUXILIARY NON-EXEMPT SALARY COMPARISON


RECOMMENDATIONS CHAPTER IV

Following are a priority listing of recommendations for the WSISD compensation plan.

Recommendation 1

Consider removing nurses from the teacher salary schedule.

Because the market value of nurses is not related to the market value of teachers, these

staff (RNs) could be moved to the administrative/professional pay scale. The pay range

system will provide the district with more flexibility in hiring offers and valuing nursing

experience.

Licensed vocational nurses should move to the clerical/paraprofessional pay scale.

Recommendation 2

Provide all employees within pay ranges a general pay increase to reward and retain the district’s quality staff.

Anticipated increases in the district’s competitive market for 2013‐14 are between two and

four percent of market control points/midpoints.

Given the differences in market comparison among its employee groups, the district should

consider providing market adjustments to respond to market pressures and address market

differentials. The following pay raises were discussed with district administrators.

o Teachers: 1.9% ($1,000) for each teacher = $389,930

o Admin/Professional employees: GPI of 3 percent of midpoint = $145,288

o Clerical/Paraprofessional employees: GPI of 3 percent of midpoint = $106,763

o Auxiliary employees: GPI of 3 percent of midpoint = $68,582

The total cost of these general pay increases is $710,263. (This number does not contain

employer‐paid benefits or taxes.)


Recommendation 3

Consider limiting the teacher hiring range from 33 years to 25 years.

Only four of the district’s 60 new hires this year (six percent) had more than 15 years of

service at the time of hire, so new hires with substantial prior experience represent a very

small portion of the district’s new hires.

By reducing the years of experience for new hire placement, WSISD can place reasonable

limits on its teacher hiring range and create more robust and competitive pay levels in the

middle of its structure.

A limited hiring range will prevent the need to hire retirees at the top of the salary schedule.

Recommendation 4

Provide individual adjustments to bring employees to at least the minimum of recommended pay ranges and move employees in identified jobs further into their pay ranges to create market equity.

While the general pay increase provides a mechanism to move current employees further

into the proposed pay ranges, there are some employees for whom the general pay increase

is not enough to move them to the minimum of their pay range or to move their pay far

enough into the range to help create market equity.

Any employees whose pay rate after the general pay increase was less than their pay range

minimum were moved up to slightly above (0.05%) the new minimum.

For employees on midpoint ranges whose pay ranges moved significantly and/or whose

current pay is substantially below market value (85% or lower), an increase equal to a

percentage of their midpoint was provided to help move them further into the pay range.

For employees on the teacher pay structure, some levels were adjusted to ensure logical

progression through the structure and to increase the district’s competitive position at the

starting teacher salary.

These adjustments will bring each employee group up to at least 95 percent of market

value.


Cost for these additional strategic pay adjustments are as follows:

o Teachers: $433,500

o Administrative/Professional: $9,386

o Clerical/Paraprofessional: $100,968

o Auxiliary: $35,330

Recommendation 5

Reassign some employees to different pay grades in order to maintain market competitiveness.

Move the high school secretary/bookkeeper from clerical/paraprofessional pay grade 3 to

pay grade 4.

Move the custodial supervisor from auxiliary pay grade 5 to pay grade 6.

Recommendation 6

Annually review and update the district compensation plan.

Using the same market districts, the district should calculate median starting pay and

median average pay on an annual basis.

The Human Resources office should ensure the pay structures are adjusted annually to

maintain a competitive position in the local market.


ESTIMATED COST OF RECOMMENDATIONS CHAPTER V

The recommendations proposed in the previous chapter carry a cost to the district, as depicted in the

two charts below. The total annualized cost for implementation, which includes a $1,000 per teacher

pay increase, is approximately $1.2 million for the 2013‐14 school year, or 4.3 percent of the current

salary budget.

White Settlement ISD

Summary of Cost Estimates for 2013‐14 3.00%

Model 1 $1,000

$45,000

Percent of 2012‐13

Total Staff Cost Current Current

Staff Affected Increase Budget Budget

Teachers

1.9% general pay increase ($1,000) 397 396 389,630$ 2.1% 18,272,297$ 1 Schedule adjustments 291 433,500$ 2.4%

Subtotal ‐ Teachers 823,130$ 4.5%

Administrative/Professional

3.0% of pay range midpoint increase 77 73 145,288$ 3.1% 4,690,482$ 2 Adjustments to slightly above pay range minimum 4 1,466$ 0.0%3 Market adjustments to employees 6 7,920$ 0.2%

Subtotal ‐Administrative/Professional 154,674$ 3.3%

Clerical/Paraprofessional


Subtotal ‐Clerical/Paraprofessional 207,731$ 6.4%

Auxiliary


Subtotal ‐ Auxiliary 103,912$ 4.4%

Total Cost Estimate 772 1,289,447$ 4.5% 28,591,492$

* Employees paid above range maximum did not receive a general pay increase, and employees paid near range maximum received a reduced general pay increase.

Footnotes:1 Additional adjustments were made to the teacher schedule to improve market competitiveness.2 Additional pay adjustments to move employees to slightly above range minimum.3 Additional pay adjustments to move experienced employees closer to market rates.

Gen'l Pay Increase (% of midpoint) ‐ A/P, C/P, Aux:

Gen'l Pay Increase ‐ Teachers:

Starting Teacher Salary:


PAY SYSTEM MANAGEMENT CHAPTER VI

The recommendations provided in Chapter IV help ensure a market‐competitive and equitable system

for WSISD. However, pay systems are dynamic and are impacted by numerous factors. To maintain a

competitive and equitable system, the district must work to manage its pay system. Following are

recommendations to aid the district in this endeavor:

Adjust Ranges: Regularly adjust salary ranges in response to market changes. This will help the

district maintain competitive salary levels over time.

Provide Pay Increases: Provide pay increases based on a percentage of the range midpoint rather

than a percentage of individual salaries. This will accelerate advancement to the range midpoint

for the lowest paid employees.

Pay At Least Minimum: Ensure that all employees are paid at least the minimum rate of pay.

Pay Within Ranges: Do not advance pay beyond the maximum of the range. Adherence to range

limits helps to maintain pay equity between employees and control salary costs.

Follow Procedures: Document and follow consistent administrative procedures that address

employee pay actions such as job classifications, promotions, reassignments, and new hire salary

placement. Review procedures annually to ensure these are meeting district needs, are

consistently applied, and support the district’s strategic goals.


PROPOSED PAY STRUCTURES CHAPTER VII

As discussed in the recommendations, TASB HR Services has recommended adjustments to the district’s

current pay structures. The following exhibits depict the proposed pay structures, including updated pay

rates.

2013–14 Proposed Pay Structures

New Hire Guide for Teachers and Librarians

Years Experience

New Hire Salary

0 $45,000

1 $45,300

2 $45,600

3 $45,900

4 $46,100

5 $46,300

6 $46,500

7 $46,700

8 $46,900

9 $47,100

10 $47,550

11 $47,750

12 $47,950

13 $48,150

14 $48,350

15 $49,100

16 $49,500

17 $50,400

18 $51,200

19 $52,050

20 $52,850

21 $53,650

22 $54,250

23 $54,850

24 $55,350

25 $55,650

26 $55,950

27 $56,250

28 $56,550


Years Experience

New Hire Salary

29 $56,900

30 $57,200

31 $58,000

32 $58,700

33+ $58,900

Salaries are based on 10‐month employment.

Master’s Degree stipend: $2,000 This salary plan is for the 2013–14 school year only. Salary advancement is based on the annual

pay raise budget approved by the Board of Trustees.




Pay Grade

1

Speech Pathologist Assistant Minimum Midpoint Maximum

Daily $223.86 $273.00 $322.14

187 Days 41,862 51,051 60,240

2

Athletic Trainer Minimum Midpoint Maximum

Counselor Daily $245.13 $298.94 $352.75

Counselor, Elem 187 Days 45,839 55,902 65,964

Counselor, HS 192 Days 47,065 57,396 67,728

Counselor, MS 202 Days 49,516 60,386 71,256

Diagnostician/Lssp 226 Days 55,399 67,560 79,722

Nurse

Police Chief

Social Worker

Speech Therapist

3

Asst. Principal, Alternative Minimum Midpoint Maximum

Asst. Principal, Elem Daily $262.29 $319.87 $377.45

Asst. Principal, MS 193 Days 50,622 61,735 72,848

Coord, At‐Risk 202 Days 52,983 64,614 76,245

Coord, Campus Technology 207 Days 54,294 66,213 78,132

Coord, Curriculum/Testing 217 Days 56,917 69,412 81,907

Coord, Family Resource Center 226 Days 59,278 72,291 85,304

Coord, Instruction

Coord, Student Services

Director, Bilingual & ESL Director, Testing & Program Evaluation

Elementary Instruction Coach

Secondary Instruction Coach

4

Asst. Principal, HS Minimum Midpoint Maximum

Coord, Facilities Daily $281.97 $343.86 $405.75

Director, Band 200 Days 56,394 68,772 81,150

Director, Child Nutrition 202 Days 56,958 69,460 81,962

Director, Communications 217 Days 61,187 74,618 88,048

226 Days 63,725 77,712 91,700




5

Director, Maintenance & Operations Minimum Midpoint Maximum

Principal, Alternative Daily $301.70 $367.93 $434.16

217 Days 65,469 79,841 94,213

226 Days 68,184 83,152 98,120

6

Director, Business Minimum Midpoint Maximum

Director, Elem Education & Staff Development Daily $322.07 $392.77 $463.47

Director, HR & Community Relations 187 Days 60,227 73,448 86,669

Director, Secondary Education 217 Days 69,889 85,231 100,573

Director, Special Education & Federal Programs 226 Days 72,788 88,766 104,744

Principal, Elem

7

Director, Athletics Minimum Midpoint Maximum

Principal, MS Daily $346.23 $422.23 $498.23

226 Days 78,248 95,424 112,600

8

Principal, HS Minimum Midpoint Maximum

Daily $379.12 $462.34 $545.56

226 Days 85,681 104,489 123,297

9

Asst. Supt, Curriculum/Instruction/Admin Services Minimum Midpoint Maximum

Asst. Supt, Finance & Operations Daily $403.76 $492.39 $581.02

226 Days 91,250 111,280 131,311




Pay Grade

1

Aide Minimum Midpoint Maximum

Aide, Classroom Hourly $10.37 $12.65 $14.93

Aide, Library 187 Days 15,514 18,924 22,335

Paraprofessional (ESL) 202 Days 16,758 20,442 24,127

Secretary

2

Registrar, MS Minimum Midpoint Maximum

Secretary, Asst. Principal HS Hourly $12.55 $15.31 $18.07

Secretary, Attendance Elem 187 Days 18,775 22,904 27,033

Secretary, Attendance HS 202 Days 20,281 24,741 29,201

Secretary, Attendance MS 207 Days 20,783 25,353 29,924

Secretary, Band 226 Days 22,690 27,680 32,671

Secretary, Campus Special Ed

Secretary, Counselor

Secretary, Elem

Secretary, HS

Secretary, PEIMS

3

Receptionist, HR Minimum Midpoint Maximum

Registrar, HS Hourly $13.93 $16.99 $20.05

Secretary, Director 202 Days 22,511 27,456 32,401

Secretary, Police 207 Days 23,068 28,135 33,203

Secretary, Principal Alternative HS 217 Days 24,182 29,495 34,807

Secretary, Principal Elem 226 Days 25,185 30,718 36,250

Secretary, Principal Fine Arts

Secretary, Principal MS

4

Nurse (LVN) Minimum Midpoint Maximum

Secretary (Bookkeeper) Hourly $15.15 $18.48 $21.81

Secretary, Athletic Director 187 Days 22,664 27,646 32,628

Secretary, Child Nutrition 207 Days 25,088 30,603 36,117

Secretary, Principal HS 217 Days 26,300 32,081 37,862

226 Days 27,391 33,412 39,432




5

Accounts Payable Clerk Minimum Midpoint Maximum

Activity Accounts Clerk Hourly $16.82 $20.51 $24.20

Daycare Coordinator 187 Days 25,163 30,683 36,203

Secretary, Director HR 202 Days 27,181 33,144 39,107

226 Days 30,411 37,082 43,754

6

Benefits Coordinator Minimum Midpoint Maximum

Payroll Coordinator Hourly $18.92 $23.07 $27.22

Secretary, Asst. Superintendent 226 Days 34,207 41,711 49,214

Secretary, Director Business

7

Certification Officer Minimum Midpoint Maximum

Hourly $21.33 $26.01 $30.69

187 Days 31,910 38,911 45,912

226 Days 38,565 47,026 55,488

8

Business Manager Minimum Midpoint Maximum

PEIMS Coordinator Hourly $24.31 $29.65 $34.99

Secretary, Superintendent 226 Days 43,952 53,607 63,262



Auxiliary

Pay Grade

1

Cafeteria Worker Minimum Midpoint Maximum

Custodian Hourly $8.60 $10.75 $12.90

183 Days 12,590 15,738 18,886

240 Days 16,512 20,640 24,768

2

Courier Minimum Midpoint Maximum

Grounds Hourly $9.90 $12.36 $14.83

Security Guard 187 Days 14,810 18,491 22,186

240 Days 19,008 23,731 28,474

3

Cafeteria Manager, Elem Minimum Midpoint Maximum

Cafeteria Manager, MS Hourly $11.40 $14.22 $17.03

Custodian, Head 183 Days 16,690 20,818 24,932

Grounds (Weghorst) 231 Days 21,067 26,279 31,471

Warehouse 240 Days 21,888 27,302 32,698

4

Cafeteria Manager, HS Minimum Midpoint Maximum

Hourly $13.00 $16.35 $19.70

183 Days 19,032 23,936 28,841

5

Carpenter Minimum Midpoint Maximum

Electrician Hourly $15.75 $19.70 $23.65

HVAC Technician 170 Days 21,420 26,792 32,164

Kitchen Equipment Technician 202 Days 25,452 31,835 38,218

Locksmith 221 Days 27,846 34,830 41,813

Painter 240 Days 30,240 37,824 45,408

Pest Control

Plumber

Police Officer



Auxiliary

6

Custodial Supervisor Minimum Midpoint Maximum

Electrician, Master Hourly $19.00 $23.74 $28.48

Grounds Supervisor 170 Days 25,840 32,286 38,733

240 Days 36,480 45,581 54,682

compensation plan review - white settlement isd think …boardbook.wsisd.net/2013 board pages/june...

Documents