Comprehensive Compensation, Classification, and Organizational Design and Structure Study for Portland Public Schools, ME FINAL REPORT

Transcription

1 Comprehensive Compensation, Classification, and Organizational Design and Structure Study for Portland Public Schools, ME FINAL REPORT August 13, 2013

2 EVERGREEN SOLUTIONS, LLC Chapter 1- Introduction In March 2013, Evergreen Solutions was retained by the Portland Public Schools (PPS) to conduct a and Organizational Design and Structure Study for the organization. A compensation and classification study is primarily designed to focus on internal and external equity of both the structure by which employees are compensated as well as the way positions relate and compare to one another across the organization. An organizational design and structure study is designed to analyze who is performing the various functions and tasks of an organization, how these people and functions relate to one another, and the organization s reporting structure. As part of the study, Evergreen Solutions was tasked specifically with: Collecting and reviewing current environmental data present at the PPS. Conducting a classification analysis and developing recommendations for the classification structure. Reviewing and updating existing classification descriptions and creating new descriptions as needed. Analyzing system-wide organizational design and structure, and developing recommendations for improvement. Collecting and reviewing labor cost of peer organizations. Evaluating the current compensation plans and conducting market salary and benefits surveys to determine the market competitiveness of the PPS plans. Developing recommendations following analysis of the PPS pay plans. Developing a standard employee evaluation system for all employees (excluding teachers and principals.) Developing and submitting draft and final reports summarizing all study findings and recommendations. Evergreen Solutions, LLC Page 1-1

3 Chapter 1 - Introduction for Portland Public Schools, ME 1.1 STUDY METHODOLOGY Evergreen Solutions combined qualitative as well as quantitative data analysis to produce recommendations in order to maximize the fairness and competitiveness of the PPS compensation and classification structures and practices. The Evergreen team also reviewed, analyzed, and made recommendations for the PPS organization design and structure. As well, analysis of PPS organizational goals and best practice employee evaluation design were utilized to develop an evaluation tool for employees (excluding Teachers and Principals). Project activities included: conducting a project kick-off meeting; conducting employee outreach; analyzing and evaluating the existing classification system; analyzing, evaluating, and developing recommendations for improvements to the PPS organization s design and structure; assessing labor costs of peers compared to the PPS; conducting a competitive salary survey; conducting a benefits survey; developing recommendations for compensation management; developing a performance evaluation system for all employees (excluding teachers and principals;) developing detailed implementation plans for study results; and creating and delivering draft and final reports. Major activities are further described below: Kickoff Meeting The kickoff meeting provided an opportunity to discuss the history of the organization, finalize the work plan, and begin the data collection process. Data collection of relevant background material (including existing pay plans, organization charts, policies, procedures, training materials, job descriptions, and other pertinent material) was part of this process. Evergreen Solutions, LLC Page 1-2

4 Chapter 1 - Introduction for Portland Public Schools, ME Orientation and Focus Group Sessions Employee outreach consisted of orientation sessions designed to brief employees and supervisors on the purpose and major processes of the study. These were intended to address any questions and resolve any misconceptions about the study and relevant tasks. In addition, employees were asked in focus groups about their experience with the organization and to identify any concerns they have about the compensation and classification system. While employee participation at these meetings was minimal, the information gathered from the meeting attendees provided some basic perceptional background as well as a starting point for the research process. Classification System Review and Recommendations In this study, the evaluation and recommendations for the classification system were to be based on internal equity relationships resulting from review of completed Job Assessment Tool (JAT)s. Findings therefore, were contingent upon PPS employees completion of the JAT. Since the percentage of employees completing the JATs was relatively low, the analysis relied on JAT results review, discussion of the findings with the PPS Project Team, and Evergreen team s knowledge of best practice classification systems for K-12 schools. Subsequently, findings and recommendations were made to the PPS classification system. Organizational Design and Structure Review and Recommendations The process for this analysis included a review of existing organization charts and holding meetings with PPS leaders to understand what could be improved in the organization s reporting relationships, and design and structure. A major focus was to learn which strategic outcomes could be improved through modification of the PPS organization. As well, Evergreen Solutions utilized their knowledge of best practices in organizational design in K-12 schools to provide findings and develop the recommendations provided in this report. Salary Survey The external market was defined as identified peers that have similar characteristics, demographics, and service offerings as the PPS organization. Benchmark positions were identified from each area and level of the organization and included a cross-section of positions at the PPS. Once this target and benchmark information was finalized with the PPS Project Team, a survey tool was created to solicit pay grade information from each of the peer organizations and matches were made using job functions and responsibilities. When the results were received, the data was organized and analyzed to produce aggregate findings. Evergreen Solutions, LLC Page 1-3

5 Chapter 1 - Introduction for Portland Public Schools, ME Benefits Survey The benefits survey and analysis was designed to review and compare benefits provided by the PPS to benefits provided by the competitive market. A survey instrument was used to collect peer information. As well, benefit data made available to Evergreen Solutions upon direct contact with peer organizations was reviewed and analyzed. All results were organized to produce summary findings. Compensation Plan Review Assessing the appropriateness of PPS s current compensation plan was based on salary and benefits survey data, a review of competitive positions within the PPS, and understanding the PPS s compensation philosophy. Following this review and analysis, the Evergreen Solutions team reviewed the findings and recommendations with the PPS Project Team. 1.2 OVERALL FINDINGS Our analysis of the PPS compensation and classification system revealed a number of strengths as well as some challenges. PPS possesses a compensation system that was designed to be fair, uniform, comprehensive, and transparent. However, the actual PPS pay plans are above the public market in most cases. Moreover, cost analysis found that PPS allocates 65 percent of its budget to salary expenses, while its peer organizations average 59.8 percent. Our analysis of PPS classification and organizational design illustrated that the current classification and organization systems have fallen behind current best practices in titling and roles. When comparing classifications to work assigned as well as typical roles in a school district setting, there are gaps in the current central office structure, especially pertaining to finance, human resources, and performance improvement. 1.3 REPORT ORGANIZATION This report includes the following chapters: Chapter 2 Summary of Employee Outreach Chapter 3 - Assessment of Current Conditions Chapter 4 Classification and Organization Recommendations Chapter 5 - Market Summary Chapter 6 Compensation Recommendations and Implementation Evergreen Solutions, LLC Page 1-4

6 EVERGREEN SOLUTIONS, LLC Chapter 2 - Summary of Employee Outreach The Evergreen Solutions team conducted a series of employee focus groups and interviews over the course of three days in March Questions were designed to solicit input on a number of topics related to the compensation and classification study. Unfortunately, less than 10 percent of the PPS employees attended these sessions. Therefore, the summary comments below should not be considered representative of PPS employees in general. The comments of the participants, however, are valuable and the findings from these meetings are summarized below. General Feedback Employees who participated in these sessions commonly regarded PPS as a good, stable place to work. Employees were committed to public education, and enjoyed the good benefits package for full-time employees offered by the PPS. However, employees suggested several areas where the PPS could improve. For example, they cited the lack of current, accurate job descriptions as an issue that should be addressed. As well, they expressed a strong desire to have a consistent performance evaluation system linked to merit pay. Employees had several positive comments regarding their employment with the PPS including the following: Employees cited the benefits package as one of the primary reasons for both seeking employment with the PPS as well as remaining employed. Similarly, these employees enjoyed the challenging working environment and believed they are contributing to the community. Several employees said they appreciated the opportunities provided by the PPS for them to learn, grow, and develop. Employees also provided additional areas for improvement: A few employees expressed concern over what they considered to be selfappointed job titles, and would like a review of all job classifications and related responsibilities. Some employees stated that it seemed there were discrepancies with starting rates of pay and that pay structures and hiring rates should be reviewed for equity and fairness. Evergreen Solutions, LLC Page 2-1

7 Chapter 2 - Summary of Employee Outreach for Portland Public Schools, ME Benefits Observations Employees who participated in the outreach sessions were generally pleased with the employee benefits package offered by the PPS. In fact, they believed their benefits were at least as competitive as other local public or private sector organizations. However, there was some concern expressed about the minimal benefits offered to part-time employees. Employees appreciated the health plan in general, particularly the coverage for single employees. Generally, employees cited the retirement system as a good benefit; however, there was some confusion with regard to their understanding of the Maine Retirement System and Social Security benefits. Compensation Issues Session participant employees offered the following related to compensation: Some employees expressed discontent with the inability to receive merit increases. Employees who have been redlined, or reached the top of their pay grade, favored salary increases over lump sum payments as an incentive to stay employed with the PPS. As well, employees cited the desire to have their pay structure reviewed and updated periodically. Various union pay structures create some confusion among employees, and those employees who do not belong to a bargaining group expressed concern that their pay is not competitive. Classification Issues Again, employees who participated in outreach sessions provided the Evergreen Solutions team with issues specific to individual classifications. The Job Assessment Tool (JAT) review process should provide additional clarification in these areas. Below is a list of a few of their concerns: Employees generally believed classification titles need to be updated to reflect changes to current duties and responsibilities. A few employees stated that positions with the same title may have different duties and responsibilities within PPS. They expressed a need for consistency between job titles. Some employees were concerned about part-time classifications which are critical to their organization but are more difficult to retain. Evergreen Solutions, LLC Page 2-2

8 Chapter 2 - Summary of Employee Outreach for Portland Public Schools, ME Performance Management Employees were also asked about their current performance evaluation system. They responded that the PPS had eliminated the formal evaluation process for them several years ago. Session participants stated they would appreciate reinstating a review system which also links pay to performance. Market Peers Focus group participants were asked to name organizations they considered market-peers. Participants named the following as several of PPS s biggest competitors in terms of employee compensation, benefits, and other intrinsic qualities such as working conditions: Unum; Ecomaine; IDEXX Laboratories; LL Bean; United Way; Maine Medical Center; University of Southern Maine; Southern Maine Community College; City of Portland; State of Maine; Lewiston Public Schools; School Department of Portsmouth; Boston Public Schools; Cumberland/North Yarmouth Schools; Cape Elizabeth School Department; Westbrook School Department; Gorham School Department; and Scarborough School Department. Benchmark Positions Employees were asked which positions within the PPS present the greatest challenges with regard to recruitment and retention. These positions provide a basic framework for populating the market salary survey. The positions or functional areas mentioned by focus group participants are: School Psychologist; Lunch Aide; Information Technology Director; Student Support Services Director; Superintendent; English Language Learners; Finance/Accounting Positions; Evergreen Solutions, LLC Page 2-3

9 Chapter 2 - Summary of Employee Outreach for Portland Public Schools, ME Payroll Supervisor; Human Resources positions; Custodial positions; Food Service positions; and Educational Technicians. SUMMARY The outreach session participant concerns discussed above exist in many organizations, and yet overall, employees believed the PPS is a good place to work. In fact, they cited the organizational commitment to serving the community through public education, the benefits package, the quality of co-workers, and the understanding of family needs as reasons they remain with PPS. The information received during employee outreach aided Evergreen Solutions in the development of recommendations and provided a foundation for the remainder of this study. Evergreen Solutions, LLC Page 2-4

10 EVERGREEN SOLUTIONS, LLC Chapter 3 Assessment of Current Conditions This statistical evaluation provides an overall assessment of the structure of the compensation plan in place within the PPS as well as a brief analysis of the employee demographics within the organization. Data included here reflect the demographics in place at present and should be considered a snapshot in time. The data contained within this report provide fertile ground for more detailed analysis and recommendations through the course of this study, but were not sufficient cause for recommendations on its own. By reviewing information about PPS compensation structure, philosophies, and employee demographics, Evergreen Solutions gained a better understanding of the structures and methods in place that helped identify issues for both further review and potential revision. Pay Plan Analysis The PPS pay plan structure consists of four employee bargaining unit pay plans and nonrepresented employee pay plan. This analysis was conducted based on each of these pay plans, and are discussed in further detail below. BENEFIT ASSOCIATION OF SCHOOL EMPLOYEES The Benefit Association of School Employees (BASE) bargaining unit has three pay schedules that employees can fall into depending on their shift and hours worked. Each schedule has 10 grades and is organized in a step plan configuration where there are established steps that enable employees to progress through the pay grade with each year of tenure in their respective classifications. All grades are occupied by at least one employee in the Shift 1 pay schedule. Range spreads within the Shift 1 schedule vary from 31 to 40 percent, with an average of 36 percent across the whole schedule. Five of the ten grades in the Shift 2 pay schedule are occupied by at least one employee, and range spreads in this schedule vary from 30 to 39 percent, with an average of 34 percent. In the Shift 3 pay schedule, two of the ten pay grades are occupied by at least one employee. Range spreads vary from 29 to 38 percent, with an average of 33 percent across the schedule. Exhibit 3A illustrates the BASE present pay plans. In Shift 1, grades B1-9 and B1-10 possess the highest number of employees with 34, and grades B1-14 and B1-8 have the lowest number of employees with three and seven, respectively. Grade B2-5 in Shift 2 has the highest number of employees with 40, while grade B2-13 is the lowest occupied grade in the schedule with one employee. Evergreen Solutions, LLC Page 3-1

11 Chapter 3 - Assessment of Current Conditions for Portland Public Schools EXHIBIT 3A BASE CURRENT PAY PLAN Grade Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Average Step Progression Range Spread Employees B1 5 $ $ $ $ $ $ $ $ $ $ $ % 31% 22 B1 6 $ $ $ $ $ $ $ $ $ $ $ % 32% 18 B1 7 $ $ $ $ $ $ $ $ $ $ $ % 33% 12 B1 8 $ $ $ $ $ $ $ $ $ $ $ % 34% 7 B1 9 $ $ $ $ $ $ $ $ $ $ $ % 35% 34 B1 10 $ $ $ $ $ $ $ $ $ $ $ % 36% 34 B1 11 $ $ $ $ $ $ $ $ $ $ $ % 37% 10 B1 12 $ $ $ $ $ $ $ $ $ $ $ % 38% 20 B1 13 $ $ $ $ $ $ $ $ $ $ $ % 39% 12 B1 14 $ $ $ $ $ $ $ $ $ $ $ Average 3% Step Range 40% 3 Grade Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Progression Spread Employees B2 5 $ $ $ $ $ $ $ $ $ $ $ % 30% 40 B2 6 $ $ $ $ $ $ $ $ $ $ $ % 31% 0 B2 7 $ $ $ $ $ $ $ $ $ $ $ % 32% 0 B2 8 $ $ $ $ $ $ $ $ $ $ $ % 33% 0 B2 9 $ $ $ $ $ $ $ $ $ $ $ % 34% 3 B2 10 $ $ $ $ $ $ $ $ $ $ $ % 35% 7 B2 11 $ $ $ $ $ $ $ $ $ $ $ % 36% 0 B2 12 $ $ $ $ $ $ $ $ $ $ $ % 37% 11 B2 13 $ $ $ $ $ $ $ $ $ $ $ % 38% 1 B2 14 $ $ $ $ $ $ $ $ $ $ $ % 39% 0 Grade Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Average Step Range Progression Spread Employees B3 5 $ $ $ $ $ $ $ $ $ $ $ % 29% 2 B3 6 $ $ $ $ $ $ $ $ $ $ $ % 30% 0 B3 7 $ $ $ $ $ $ $ $ $ $ $ % 31% 0 B3 8 $ $ $ $ $ $ $ $ $ $ $ % 32% 0 B3 9 $ $ $ $ $ $ $ $ $ $ $ % 33% 1 B3 10 $ $ $ $ $ $ $ $ $ $ $ % 34% 0 B3 11 $ $ $ $ $ $ $ $ $ $ $ % 35% 0 B3 12 $ $ $ $ $ $ $ $ $ $ $ % 36% 0 B3 13 $ $ $ $ $ $ $ $ $ $ $ % 37% 0 B3 14 $ $ $ $ $ $ $ $ $ $ $ % 38% 0 Evergreen Solutions, LLC Page 3-2

12 Chapter 3 - Assessment of Current Conditions for Portland Public Schools EDUCATIONAL TECHNICIANS AND BILINGUAL FACILITATORS The Educational Technician and Bilingual Facilitators (Ed Tech) bargaining unit has one pay schedule that is organized in a step plan configuration where there are established steps that enable employees to progress through the pay grade with each year of tenure in their respective classifications. There are three grades in this pay plan and all grades are occupied by at least one employee. Range spreads vary from 43 to 44 percent, with an average of 43 percent across the whole schedule. Exhibit 3B illustrates the Ed Tech current pay plan. Grade D11 has the highest number of employees with 176, while grade D8 only has four employees. This disparity is explained by the fact that Grade D11 is reserved for Educational Technician IIIs, and PPS has made it a goal to only hire Educational Technicians that have the qualifications to be placed in this classification. PORTLAND ADMINISTRATORS ASSOCIATION The Portland Administrators Association (PAA) bargaining unit pay plan is organized based on classification. Adult-Ed Directors and Co-Curricular Directors have one pay grade for each classification while Assistant Principals and Principals each have eight pay grades depending on their resident school s education level. The PAA pay plan is organized in a step plan configuration. There are a total of 18 pay grades in this pay plan, with 11 of them currently occupied by at least one employee. Range spreads are either 21 or 22 percent, with the majority of the range spreads consistently being 22 percent. Exhibit 3C illustrates the PAA present pay plan. Grades AP5 and P5 possess the highest number of employees with 5, and grades AED1, P2, and P3 have the lowest number of employees with one. Evergreen Solutions, LLC Page 3-3

13 Chapter 3 - Assessment of Current Conditions for Portland Public Schools EXHIBIT 3B ED TECH CURRENT PAY PLAN Grade Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Step 11 Average Step Range Progression Spread Employees D8 $14.02 $14.50 $14.98 $15.46 $15.94 $16.42 $16.90 $17.38 $17.86 $18.40 $ % 43% 4 D9 $14.67 $15.19 $15.71 $16.22 $16.74 $17.26 $17.77 $18.29 $18.81 $19.37 $ % 43% 21 D11 $16.07 $16.66 $17.26 $17.86 $18.46 $19.05 $19.65 $20.25 $20.85 $21.47 $ % 44% 176 Source: Evergreen Solutions, April EXHIBIT 3C PAA CURRENT PAY PLAN Grade Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Average Step Progression Range Spread AED1 $ 65,304 $ 66,610 $ 67,943 $ 69,301 $ 70,687 $ 72,101 $ 73,543 $ 75,014 $ 76,514 $ 79,574 2% 22% 1 AP1 $ 64,182 $ 65,465 $ 66,774 $ 68,110 $ 69,471 $ 70,860 $ 72,278 $ 73,723 $ 76,672 $ 78,205 2% 22% 0 AP2 $ 65,659 $ 66,972 $ 68,312 $ 69,678 $ 71,072 $ 72,493 $ 73,943 $ 75,422 $ 78,438 $ 80,007 2% 22% 0 AP3 $ 67,168 $ 68,512 $ 69,882 $ 71,280 $ 72,706 $ 74,160 $ 75,644 $ 77,157 $ 80,243 $ 81,848 2% 22% 0 AP4 $ 68,713 $ 70,087 $ 71,489 $ 72,918 $ 74,377 $ 75,864 $ 77,382 $ 78,929 $ 82,087 $ 83,729 2% 22% 0 AP5 $ 70,294 $ 71,700 $ 73,134 $ 74,597 $ 76,089 $ 77,611 $ 79,162 $ 80,746 $ 83,975 $ 85,655 2% 22% 5 AP6 $ 71,910 $ 73,348 $ 74,816 $ 76,312 $ 77,838 $ 79,396 $ 80,984 $ 82,603 $ 85,907 $ 87,625 2% 22% 3 AP7 $ 73,564 $ 75,035 $ 76,536 $ 78,066 $ 79,628 $ 81,220 $ 82,844 $ 84,501 $ 87,881 $ 89,639 2% 22% 0 AP8 $ 77,515 $ 79,065 $ 80,646 $ 82,258 $ 83,903 $ 85,581 $ 87,293 $ 89,039 $ 92,600 $ 94,452 2% 22% 4 CCD1 $ 64,509 $ 65,739 $ 66,993 $ 68,273 $ 69,579 $ 70,991 $ 72,269 $ 73,655 $ 75,067 $ 77,950 2% 21% 2 P1 $ 72,956 $ 74,415 $ 75,903 $ 77,421 $ 78,969 $ 80,548 $ 82,159 $ 83,802 $ 87,154 $ 88,897 2% 22% 4 P2 $ 74,635 $ 76,128 $ 77,651 $ 79,204 $ 80,788 $ 82,404 $ 84,052 $ 85,733 $ 89,162 $ 90,945 2% 22% 1 P3 $ 76,351 $ 77,878 $ 79,436 $ 81,025 $ 82,646 $ 84,299 $ 85,985 $ 87,705 $ 91,213 $ 93,037 2% 22% 1 P4 $ 78,107 $ 79,669 $ 81,262 $ 82,887 $ 84,545 $ 86,236 $ 87,961 $ 89,720 $ 93,309 $ 95,175 2% 22% 0 P5 $ 79,904 $ 81,502 $ 83,132 $ 84,795 $ 86,491 $ 88,221 $ 89,985 $ 91,785 $ 95,456 $ 97,365 2% 22% 5 P6 $ 81,741 $ 83,376 $ 85,044 $ 86,745 $ 88,480 $ 90,250 $ 92,055 $ 93,896 $ 97,652 $ 99,605 2% 22% 3 P7 $ 83,621 $ 85,293 $ 86,999 $ 88,739 $ 90,514 $ 92,324 $ 94,170 $ 96,053 $ 99,895 $ 101,893 2% 22% 3 P8 $ 88,112 $ 89,874 $ 91,671 $ 93,504 $ 95,374 $ 97,281 $ 99,227 $ 101,212 $ 105,260 $ 107,365 2% 22% 0 Source: Evergreen Solutions, April Employees Evergreen Solutions, LLC Page 3-4

14 Chapter 3 - Assessment of Current Conditions for Portland Public Schools PORTLAND EDUCATION ASSOCIATION The Portland Education Association (PEA) bargaining unit has two pay schedules that employees can fall into depending on the days worked each year; either 187 days a year or 197 days a year. Each schedule then has an experience based salary schedule that is used to initially place employees when they are hired and a professional learning based salary schedule that employees move within throughout their career. Although the experienced base salary schedule is provided in Exhibit 3D, the professional learning schedule is analyzed throughout this assessment since it is the schedule that employees move through, and therefore, a better gauge as to the effectiveness of the PEA pay plan. In the professional learning based structure, each salary schedule has five pay grades and all five pay grades within each schedule are occupied by at least one employee. Range spread in the 187 day salary schedule range from 17 to 34 percent, with an average of 24 percent across the whole schedule. In the 197 day salary schedule, range spreads vary from 17 to 34 percent, with an average of 24 percent across the entire schedule. Exhibit 3E illustrates the PEA present professional learning based salary schedules. The majority of the employees in this bargaining unit are in the 187 day salary schedule, and grades TE5 and TE4 possess the highest number of employees in this schedule with 220 and 191, respectively. Grade TE2 has the least amount of employees with 78. In the 197 day salary schedule, grade TN4 has the greatest number of employees with 10, and grade TN1 has the least number of employees with 1. Evergreen Solutions, LLC Page 3-5

15 Chapter 3 - Assessment of Current Conditions for Portland Public Schools EXHIBIT 3D PEA EXPERIENCE BASED CURRENT PAY PLAN Experience Based Salary Schedule 187 Days Step Bachelor's Master's Master's +30 Doctorate 1 $ 33,669 $ 36,876 $ 38,479 $ 40,083 2 $ 25,273 $ 38,479 $ 40,083 $ 41,686 3 $ 36,876 $ 40,083 $ 41,686 $ 43,289 4 $ 38,479 $ 41,686 $ 43,289 $ 44,892 5 $ 39,762 $ 43,289 $ 44,892 $ 46,496 6 $ 41,044 $ 44,572 $ 46,175 $ 47,778 7 $ 42,327 $ 45,854 $ 47,458 $ 49,061 8 $ 43,610 $ 47,137 $ 48,740 $ 50,344 9 $ 44,892 $ 48,420 $ 50,023 $ 51, $ 46,175 $ 49,702 $ 51,306 $ 52, $ 47,458 $ 50,985 $ 52,588 $ 54, $ 48,740 $ 52,268 $ 53,871 $ 55, $ 50,023 $ 53,550 $ 55,154 $ 56, $ 51,306 $ 54,833 $ 56,436 $ 58, $ 52,428 $ 55,955 $ 57,558 $ 59, $ 53,550 $ 57,077 $ 58,681 $ 60, $ 54,673 $ 58,200 $ 59,803 $ 61, $ 54,673 $ 59,322 $ 60,925 $ 62, $ 54,673 $ 59,322 $ 62,048 $ 63, $ 54,673 $ 60,284 $ 62,048 $ 63, $ 55,635 $ 60,284 $ 63,010 $ 64, $ 55,635 $ 60,284 $ 63,010 $ 64, $ 55,635 $ 60,284 $ 63,010 $ 64, $ 55,635 $ 60,284 $ 63,010 $ 64, $ 55,635 $ 60,284 $ 63,010 $ 64, $ 56,436 $ 61,086 $ 63,811 $ 65, $ 56,436 $ 61,086 $ 63,811 $ 65, $ 56,436 $ 61,086 $ 63,811 $ 65, $ 56,436 $ 61,086 $ 63,811 $ 65, $ 56,436 $ 61,086 $ 63,811 $ 65, $ 57,398 $ 62,048 $ 64,773 $ 66,377 Source: Evergreen Solutions, April Experience Based Salary Schedule 197 Days Step Bachelor's Master's Master's +30 Doctorate 1 $ 35,509 $ 38,891 $ 40,582 $ 42,273 2 $ 37,200 $ 40,582 $ 42,273 $ 43,964 3 $ 38,891 $ 42,273 $ 43,964 $ 45,655 4 $ 40,582 $ 43,964 $ 45,655 $ 47,345 5 $ 41,935 $ 45,655 $ 47,345 $ 49,037 6 $ 43,287 $ 47,008 $ 48,698 $ 50,389 7 $ 44,640 $ 48,360 $ 50,051 $ 51,742 8 $ 45,993 $ 49,713 $ 51,403 $ 53,095 9 $ 47,345 $ 51,066 $ 52,756 $ 54, $ 48,698 $ 52,418 $ 54,110 $ 55, $ 50,051 $ 53,771 $ 55,462 $ 57, $ 51,403 $ 55,124 $ 56,815 $ 58, $ 52,756 $ 56,476 $ 58,168 $ 59, $ 54,110 $ 57,829 $ 59,520 $ 61, $ 55,293 $ 59,013 $ 60,703 $ 62, $ 56,476 $ 60,196 $ 61,888 $ 63, $ 57,661 $ 61,380 $ 63,071 $ 64, $ 57,661 $ 62,564 $ 64,254 $ 65, $ 57,661 $ 62,564 $ 65,439 $ 67, $ 57,661 $ 62,564 $ 65,439 $ 67, $ 57,675 $ 63,578 $ 66,453 $ 68, $ 58,675 $ 63,578 $ 66,453 $ 68, $ 58,675 $ 63,578 $ 66,453 $ 68, $ 58,675 $ 63,578 $ 66,453 $ 68, $ 58,675 $ 63,578 $ 66,453 $ 68, $ 59,520 $ 64,424 $ 67,298 $ 68, $ 59,520 $ 64,424 $ 67,298 $ 68, $ 59,520 $ 64,424 $ 67,298 $ 68, $ 59,520 $ 64,424 $ 67,298 $ 68, $ 59,520 $ 64,424 $ 67,298 $ 68, $ 60,535 $ 65,439 $ 68,313 $ 70,004 Evergreen Solutions, LLC Page 3-6

16 Chapter 3 - Assessment of Current Conditions for Portland Public Schools EXHIBIT 3E PEA PROFESSIONAL LEARNING BASED CURRENT PAY PLAN Professional Learning Based Salary Schedule 187 Days Grade Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Average Step Range Employees TE1 $ 33,669 $ 34,952 $ 36,235 $ 37,517 $ 38,800 $ 40,083 $ 41,365 $ 42,648 $ 43,930 $ 45,213 3% 34% 84 TE2 $ 42,167 $ 43,449 $ 44,732 $ 46,015 $ 47,297 $ 48,580 $ 49,863 $ 51,145 $ 52,428 $ 53,711 3% 27% 78 TE3 $ 50,664 $ 51,947 $ 53,230 $ 54,512 $ 55,795 $ 57,077 $ 58,360 $ 59,643 $ 60,925 $ 62,208 2% 23% 141 TE4 $ 59,162 $ 60,444 $ 61,727 $ 63,010 $ 64,292 $ 65,575 $ 66,858 $ 68,140 $ 69,423 $ 70,706 2% 20% 191 TE5 $ 67,659 $ 68,942 $ 70,225 $ 71,507 $ 72,790 $ 74,072 $ 75,355 $ 76,638 $ 77,920 $ 79,203 2% 17% 220 Professional Learning Based Salary Schedule 197 Days Grade Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Step 10 Average Step Range Employees TN1 $ 35,509 $ 36,862 $ 38,215 $ 39,567 $ 40,920 $ 42,273 $ 43,625 $ 44,978 $ 46,331 $ 47,684 3% 34% 1 TN2 $ 44,471 $ 45,823 $ 47,176 $ 48,529 $ 49,882 $ 51,235 $ 52,588 $ 53,940 $ 55,293 $ 56,646 3% 27% 4 TN3 $ 53,433 $ 54,786 $ 56,139 $ 57,491 $ 58,844 $ 60,196 $ 61,549 $ 62,902 $ 64,254 $ 65,607 2% 23% 4 TN4 $ 62,395 $ 63,747 $ 65,100 $ 66,453 $ 67,805 $ 69,158 $ 70,511 $ 71,863 $ 73,217 $ 74,570 2% 20% 10 TN5 $ 71,356 $ 72,709 $ 74,062 Source: Evergreen Solutions, April $ 75,414 $ 76,768 $ 78,120 $ 79,473 $ 80,826 $ 82,178 $ 83,531 2% 17% 5 Evergreen Solutions, LLC Page 3-7

17 Chapter 3 - Assessment of Current Conditions for Portland Public Schools NON-REPRESENTED There are three pay plans for non-represented employees, and each pay plan is organized in a step configuration where there are established steps that enable employees to progress through the pay grade after a set number of years in each step of their respective classifications. The first pay plan is for salaried and exempt employees. There are eight grades in this pay plan, six of which are occupied by at least one employee. Range spreads vary from 25 to 30 percent, with an average of 28 percent across the whole schedule. The second pay plan is for non exempt and hourly employees. There are four grades in this schedule, two of which are currently occupied by at least one employee. Range spreads vary from 25 to 27 percent, with an average of 26 percent across the whole schedule. The final pay plan is for hourly, non-represented secretaries, and there are five pay grades in this plan, with two being occupied by at least one employee. Range spreads vary from 28 to 31 percent, with an average of 30 percent across the entire schedule. Exhibit 3F illustrates the non-represented current pay plans structures. Grade NE15 in the salaried employee pay schedule and grade NS13 in the hourly secretary pay plan have the highest number of employees with eight, while grades NE10 and NS12 have the least number of employees with one. Both occupied grades in the non exempt pay schedule, NH10 and NH12, have six employees. Evergreen Solutions, LLC Page 3-8

18 Chapter 3 - Assessment of Current Conditions for Portland Public Schools EXHIBIT 3F NON-REPRESENTED CURRENT PAY PLANS Grade Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Average Step Progression Range Spread Employees NE10 $ 31,622 $ 32,769 $ 33,912 $ 35,057 $ 36,203 $ 37,348 $ 38,492 $ 39,638 3% 25% 1 NE11 $ 33,091 $ 34,321 $ 35,552 $ 36,784 $ 38,014 $ 39,246 $ 40,476 $ 41,707 3% 26% 0 NE12 $ 34,616 $ 35,940 $ 37,262 $ 38,586 $ 39,910 $ 41,234 $ 42,555 $ 43,879 3% 27% 0 NE13 $ 42,581 $ 44,451 $ 45,920 $ 47,589 $ 49,259 $ 50,931 $ 52,600 $ 54,270 4% 27% 4 NE14 $ 47,738 $ 49,656 $ 51,574 $ 53,494 $ 55,412 $ 57,330 $ 59,248 $ 61,165 4% 28% 4 NE15 $ 53,519 $ 55,726 $ 57,930 $ 60,137 $ 62,341 $ 64,548 $ 66,752 $ 68,958 4% 29% 8 NE16 $ 60,012 $ 62,542 $ 65,076 $ 67,607 $ 70,140 $ 72,671 $ 75,203 $ 77,735 4% 30% 5 NE17 $ 67,288 $ 70,195 $ 73,099 $ 76,006 $ 78,911 $ 81,817 $ 84,722 $ 87,628 4% 30% 6 Grade Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Average Step Progression Range Spread Employees NH10 $ $ $ $ $ $ $ $ % 25% 6 NH11 $ $ $ $ $ $ $ $ % 26% 0 NH12 $ $ $ $ $ $ $ $ % 27% 6 NH13 $ $ $ $ $ $ $ $ % 27% 0 Grade Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Step 9 Average Step Range Progression Spread Employees NS9 $ $ $ $ $ $ $ $ $ % 28% 0 NS10 $ $ $ $ $ $ $ $ $ % 29% 0 NS11 $ $ $ $ $ $ $ $ $ % 30% 0 NS12 $ $ $ $ $ $ $ $ $ % 31% 1 NS13 $ $ $ Source: Evergreen Solutions, April $ $ $ $ $ $ % 31% 8 Evergreen Solutions, LLC Page 3-9

19 Chapter 3 - Assessment of Current Conditions for Portland Public Schools It is evident that PPS has a well organized pay structure. This is important, as it gives employees an understanding of pay progression, something to work towards and also helps clear confusion about future salary increases or equity among different pay grades. Additionally, an established pay structure allows the organization to analyze and address any concerns regarding compression within job classifications, or compression among pay grades with a sense of consistency and thoroughness. Grade Placement Analysis In assessing the overall effectiveness of an organization s pay plan and policies, it is often helpful to analyze where employee salaries stand in comparison to the range in which they are placed. An organization with no career ladder, for example, which limits the methods by which employees are able to progress through the ranges, would be expected to reveal a large clustering of employees at or near the minimum of their pay grades. An organization with severely uncompetitive range values may have employees clustered near the top of their ranges because the organization is required to pay them the highest salary possible in order to limit turnover. These situations as well as others may reveal themselves through the analysis of grade placement data and for that reason it is analyzed in this segment of the report. Twelve non-bargaining employees were excluded from this portion of the analysis because they are not currently placed in a pay grade, and any pay grades that currently do not have any employees were excluded from this portion of the analysis. Exhibit 3G provides a list for each pay plan of the employees that are at or below the minimum and above or at the maximum of their respective pay grade. Being at or below the grade minimum is typically a sign of a newer employee who has not had the opportunity or experience necessary to progress from that entry level of compensation, or that an employee has just been promoted into a new pay grade. Contrarily, being at or above the grade maximum is typically a sign of an established employee who has had the opportunity or experience necessary to progress to the top of compensation, or that an employee may be nearing an opportunity for promotion which would result in a reclassification into a new pay grade. Evergreen Solutions, LLC Page 3-10

20 Chapter 3 - Assessment of Current Conditions for Portland Public Schools EXHIBIT 3G EMPLOYEES AT MINIMUM AND MAXIMUM BY PAY PLAN AND GRADE BASE Grade Employees # at Min % at Min # at Max % at Max B % % B % % B % 1 8.3% B % % B % % B % % B % % B % % B % % B % % B % % B % % B % % B % % B % 0 0.0% B % 0 0.0% B % 0 0.0% Total % % ED TECH Grade Employees # at Min % at Min # at Max % at Max D % % D % % D % 9 5.1% Total % % PEA Grade Employees # at Min % at Min # at Max % at Max TE % 2 2.4% TE % 7 9.0% TE % % TE % 3 1.6% TE % 0 0.0% TN % 0 0.0% TN % 0 0.0% TN % 0 0.0% TN % 0 0.0% TN % 0 0.0% Total % % Evergreen Solutions, LLC Page 3-11

21 Chapter 3 - Assessment of Current Conditions for Portland Public Schools EXHIBIT 3G (CONTINUED) EMPLOYEES AT MINIMUM AND MAXIMUM BY PAY PLAN AND GRADE PAA Grade Employees # at Min % at Min # at Max % at Max AED % % AP % % AP % 0 0.0% AP % % CCD % 0 0.0% P % 0 0.0% P % 0 0.0% P % % P % % P % % P % % Total % % NON REP Grade Employees # at Min % at Min # at Max % at Max NE % 0 0.0% NE % % NE % % NE % % NE % % NE % % NH % 0 0.0% NH % % NS % 0 0.0% NS % % Total % % Source: Evergreen Solutions, April This analysis indicated that both the BASE and PAA bargaining units have a significant number of employees at or above the maximum of their pay grade. Among all BASE employees, nine (3.8 percent) are at or below the minimum of their respective pay grade, while 91 employees (38.4 percent) are at or above the maximum of their respective pay grade. Within the PAA bargaining unit, four employees (12.9 percent) are at or below the minimum of their respective pay grade, and 11 (35.5 percent) are at or above the maximum of their respective pay grade. These bargaining units may have employees with high tenure, which could explain why they are at the maximum of their pay grades. Evergreen Solutions, LLC Page 3-12

22 Chapter 3 - Assessment of Current Conditions for Portland Public Schools Among all employees that are not represented by a union, 17 (34.7 percent) are at or above the maximum of their respective pay grade, and four (8.2 percent) are at or below their respective pay grade minimum. It appears that there is a significant number of nonrepresented employees that fall at the maximum of their pay grade, which, like the BASE and PAA employees, could be attributed to long-tenured employees. Neither the PEA nor Ed Tech bargaining units appear to have a significant number of employees at the minimum or maximum of their respective pay grades. One hundred and thirty-eight employees (18.7 percent) are at or below the minimum of their respective pay grade, while thirty employees (4.1 percent) are at or above their respective pay grade maximum. Thirteen employees (6.5 percent) within the Ed Tech bargaining unit are at or below the minimum of their respective pay grade, and 17 employees (8.5 percent) are at or above the maximum of their respective pay grade. It is important to note that within PPS as a whole, 168 employees (13.3 percent) fall below or at the minimum of their respective pay grade, while 148 (11.7 percent) are above or at the maximum of their respective pay grades. This demonstrates that while certain bargaining units have a significant number of employees at the minimum or maximum, within the PPS as a whole, these numbers are relatively low. Grade midpoint is often considered the most accepted market average. Therefore, it is important to examine the percentages of employees who fall above and below the calculated midpoint of their respective pay grade. Exhibit 3H provides the breakdown of employees above and below midpoint by pay grade. The Ed Tech bargaining unit and PAA bargaining unit have a relatively even split of employees above or below the midpoint. Eighty-seven Ed Tech employees (43.3 percent) are below the midpoint of their respective grade, while 114 employees (56.7 percent) are above the midpoint. Within the PAA bargaining unit, 15 employees (46.9 percent) are below the midpoint of their respective grade, and 17 (53.1 percent) are above the midpoint of their respective grade. Among BASE and non-represented employees 179 (75.5 percent) and 33 (67.3 percent) are above the midpoint of their respective grade, respectively, while 589 PEA employees (79.8 percent) fall below the midpoint of their respective grade. Too many employees above or below midpoint can result in compression within a pay grade. Further analysis of the quartiles within each pay grade of each bargaining group s pay plan will indicate if compression exists in specific segments of these pay plans. Evergreen Solutions, LLC Page 3-13

23 Chapter 3 - Assessment of Current Conditions for Portland Public Schools EXHIBIT 3H EMPLOYEES ABOVE AND BELOW MIDPOINT BY PAY PLAN AND PAY GRADE BASE Grade Employees # < Mid % < Mid # > Mid % > Mid B % % B % % B % % B % % B % % B % % B % % B % % B % % B % % B % % B % % B % % B % % B % % B % % B % % Total % % ED TECH Grade Employees # < Mid % < Mid # > Mid % > Mid D % % D % % D % % Total % % PEA Grade Employees # < Mid % < Mid # > Mid % > Mid TE % % TE % % TE % % TE % % TE % 0 0.0% TN % % TN % 0 0.0% TN % % TN % % TN % 0 0.0% Total % % Evergreen Solutions, LLC Page 3-14

24 Chapter 3 - Assessment of Current Conditions for Portland Public Schools EXHIBIT 3H (CONTINUED) EMPLOYEES ABOVE AND BELOW MIDPOINT BY PAY PLAN AND PAY GRADE PAA Grade Employees # < Mid % < Mid # > Mid % > Mid AED % 1 100% AP % % AP % 0 0.0% AP % % CCD % 0 0.0% P % % P % 0 0.0% P % % P % % P % % P % % Total % % NON REP Grade Employees # < Mid % < Mid # > Mid % > Mid NE % 0 0.0% NE % % NE % % NE % % NE % % NE % % NH % % NH % % NS % % NS % % Total % % Source: Evergreen Solutions, April Quartile Analysis To determine where employee salaries fall within each pay plan, each pay grade within an employee group possessing at least one full-time employee is divided into four equal quartiles, and employees were assigned a quartile based on where their salary fell. In order to provide an in-depth analysis and draw conclusions from previous observations, each group s quartile analysis is discussed separately below. Each employee group pay plan has two exhibits in the analyses; one that presents the number of employees in each pay grade and one that presents those numbers as a percentage of the total number of employees in the pay grade. This analytical tool is helpful in determining whether employee salaries are Evergreen Solutions, LLC Page 3-15

25 Chapter 3 - Assessment of Current Conditions for Portland Public Schools adequately disbursed throughout the pay range and also helps to identify cases in which pay grade incumbents dominate the upper ranges of the grade. The latter could indicate that pay ranges are too low to hire employees in, at, or near the minimum, that employees are moving too quickly through the pay range, or that the pay grade includes a large number of employees with significant tenure. BASE Exhibit 3I illustrates the number of BASE employees in each pay grade and in each quartile. Exhibit 3J also analyzes the number of employees in each pay grade and in each quartile, but presents the figures as a graph representing percentage of the total number of employees in each grade. EXHIBIT 3I BASE QUARTILE ANALYSIS (COUNT OF EMPLOYEES) GRADE Total 1ST QUARTILE 2ND QUARTILE 3RD QUARTILE 4TH QUARTILE B B B B B B B B B B B B B B B B B Source: Evergreen Solutions, April Evergreen Solutions, LLC Page 3-16

26 Chapter 3 - Assessment of Current Conditions for Portland Public Schools EXHIBIT 3J BASE QUARTILE ANALYSIS (PERCENTAGE OF EMPLOYEES PER PAY GRADE) 100.0% 75.0% Percent of Employees 50.0% 25.0% 0.0% B1 5 B1 6 B1 7 B1 8 B1 9 B1 10 B1 11 B1 12 B1 13 B1 14 B2 5 B2 9 B2 10 B2 12 B2 13 B3 5 B3 9 Pay Grade 1ST QUARTILE 2ND QUARTILE 3RD QUARTILE 4TH QUARTILE Source: Evergreen Solutions, April Evergreen Solutions, LLC Page 3-17

27 Chapter 3 - Assessment of Current Conditions for Portland Public Schools The observation made in the Grade Placement Analysis that the majority of BASE employees are above their midpoint and at or near their pay grade maximum is further delineated in the Quartile Analysis. Sixteen pay grades in this exhibit have at least one employee in the fourth quartile, while only seven of the 17 grades have at least one employee in the first quartile. Several pay grades have two or less incumbents such as B2-13 and B3-9; this explains why these pay grades show all employees occupying a single quartile. Twelve grades - B1-9, B1-10, B1-11, B1-12, B1-13, B1-14, B2-5, B2-9, B2-10, B2-12, B2-13, and B3-9 - have 50 percent or more of the grade incumbents in the fourth quartile. This most likely represents employees with longer tenure who have progressed through their respective pay grades. Further analysis of employee demographics will likely confirm this. ED TECH Exhibit 3K illustrates the number of Ed Tech employees in each pay grade and in each quartile. Exhibit 3L also analyzes the number of employees in each pay grade and in each quartile, but presents the figures as a graph representing percentage of the total number of employees in each grade. EXHIBIT 3K ED TECH QUARTILE ANALYSIS (COUNT OF EMPLOYEES) GRADE Total 1ST QUARTILE 2ND QUARTILE 3RD QUARTILE 4TH QUARTILE D D D Source: Evergreen Solutions, April EXHIBIT 3L ED TECH QUARTILE ANALYSIS (PERCENTAGE OF EMPLOYEES PER PAY GRADE) 100.0% Percent of Employees 75.0% 50.0% 25.0% 0.0% D8 D9 D11 Pay Grade 1ST QUARTILE 2ND QUARTILE 3RD QUARTILE 4TH QUARTILE Source: Evergreen Solutions, April Evergreen Solutions, LLC Page 3-18

28 Chapter 3 - Assessment of Current Conditions for Portland Public Schools The observation made in the Grade Placement Analysis that employees in the Ed Tech bargaining unit are dispersed through their respective pay grades is further supported in the Quartile Analysis. There appears to be a similar number of employees in each quartile of Grade D11, and although there aren t any employees in the second quartile of Grade D8, employees appear to be spread out within the remaining quartiles of that grade. There appears to be a large number of employees in the third quartile of grade D9. Since this is a step pay plan, this cluster of employees may indicate a group of employees that were hired around the same time, and, therefore, have progressed through the steps at the same rate. Further analysis of employee demographics will likely confirm this. PAA Exhibit 3M illustrates the number of PAA employees in each pay grade and in each quartile. Exhibit 3N also analyzes the number of employees in each pay grade and in each quartile, but presents the figures as a graph representing percentage of the total number of employees in each grade. Source: Evergreen Solutions, April EXHIBIT 3M PAA QUARTILE ANALYSIS (COUNT OF EMPLOYEES) GRADE Total 1ST QUARTILE 2ND QUARTILE 3RD QUARTILE 4TH QUARTILE AED AP AP AP CCD P P P P P P Evergreen Solutions, LLC Page 3-19

29 Chapter 3 - Assessment of Current Conditions for Portland Public Schools EXHIBIT 3N PAA QUARTILE ANALYSIS (PERCENTAGE OF EMPLOYEES PER PAY GRADE) 100% 75% Percent of Employees 50% 25% 0% AED1 AP5 AP6 AP8 CCD1 P1 P2 P3 P5 P6 P8 Pay Grade 1ST QUARTILE 2ND QUARTILE 3RD QUARTILE 4TH QUARTILE Source: Evergreen Solutions, April Evergreen Solutions, LLC Page 3-20

30 Chapter 3 - Assessment of Current Conditions for Portland Public Schools The observation made in the Grade Placement Analysis that a significant number of employees are at the maximum of their respective pay grade is again observed in the Quartile Analysis. Eight of the 11 pay grades in the PAA bargaining unit have at least one employee in the fourth quartile of their pay grade, and seven of these eight pay grades have 50 percent or more employees in the third or fourth quartile of their respective pay ranges. Similarly to the Ed Tech bargaining unit, the PAA pay plan is a step plan, so the high number of employees in the fourth quartile of their respective pay grade may indicate higher tenure employees who have progressed through the steps throughout their tenure in PPS. This issue of tenure will be discussed in more detail later in this chapter. It is important to note that several pay grades have two or less incumbents, such as AED1, CCD1, P2, and P3; this explains why these pay grades show all employees occupying a single quartile. PEA Exhibit 3O illustrates the number of PEA employees in each pay grade and in each quartile. Exhibit 3P also analyzes the number of employees in each pay grade and in each quartile, but presents the figures as a graph representing percentage of the total number of employees in each grade. EXHIBIT 3O PEA QUARTILE ANALYSIS (COUNT OF EMPLOYEES) GRADE Total 1ST QUARTILE 2ND QUARTILE 3RD QUARTILE 4TH QUARTILE TE TE TE TE TE TN TN TN TN TN Source: Evergreen Solutions, April Evergreen Solutions, LLC Page 3-21

31 Chapter 3 - Assessment of Current Conditions for Portland Public Schools EXHIBIT 3P PEA QUARTILE ANALYSIS (PERCENTAGE OF EMPLOYEES PER PAY GRADE) 100.0% 75.0% Percent of Employees 50.0% 25.0% 0.0% TE 1 TE 2 TE 3 TE 4 TE 5 TN 1 TN 2 TN 3 TN 4 TN 5 Pay Grade 1ST QUARTILE 2ND QUARTILE 3RD QUARTILE 4TH QUARTILE Source: Evergreen Solutions, April Evergreen Solutions, LLC Page 3-22

32 Chapter 3 - Assessment of Current Conditions for Portland Public Schools The observation made in the Grade Placement Analysis that the majority of PEA employees fall below the midpoint is also observed in the Quartile Analysis. Nine of the ten pay grades in this unit have at least one employee in the first or second quartile. Grade TN1 has only one incumbent, which explains why this pay grade shows all employees occupying a single quartile. Seven of the ten pay grades (TE1, TE4, TE5, TN2, TN3, TN4, and TN5) in this bargaining unit have 75 percent or more of employees in the first or second quartile of their respective pay grades. This apparent compression in the bottom of the pay schedule may represent employees with short tenure in PPS who have not had the time to progress through their respective pay grades. NON-REPRESENTED Exhibit 3Q illustrates the number of non-represented employees in each pay grade and in each quartile. Exhibit 3R also analyzes the number of employees in each pay grade and in each quartile, but presents the figures as a graph representing percentage of the total number of employees in each grade. EXHIBIT 3Q NON-REPRESENTED QUARTILE ANALYSIS (COUNT OF EMPLOYEES) GRADE Total 1ST QUARTILE 2ND QUARTILE 3RD QUARTILE 4TH QUARTILE NE NE NE NE NE NE NH NH NS NS Source: Evergreen Solutions, April Evergreen Solutions, LLC Page 3-23

33 Chapter 3 - Assessment of Current Conditions for Portland Public Schools EXHIBIT 3R NON-REPRESENTED QUARTILE ANALYSIS (PERCENTAGE OF EMPLOYEES PER PAY GRADE) 100.0% Percent of Employees 75.0% 50.0% 25.0% 0.0% NE10 NE13 NE14 NE15 NE16 NE17 NH10 NH12 NS12 NS13 Pay Grade 1ST QUARTILE 2ND QUARTILE 3RD QUARTILE 4TH QUARTILE Source: Evergreen Solutions, April Evergreen Solutions, LLC Page 3-24

34 Chapter 3 - Assessment of Current Conditions for Portland Public Schools The observation made in the Grade Placement Analysis that the majority of non-represented employees are at or above their respective pay grade maximum is also observed in the detailed Quartile Analysis. Every pay grade with more than one incumbent has at least one employee in the fourth quartile, and six of these eight remaining pay grades have 50 percent or more of employees in the fourth quartile. This most likely represents employees with high tenure who have had the opportunity to progress through their respective pay grade. Grades NE10 and NS12 are single incumbent grades, which explains why all employees are in the same quartile of these grades. It is interesting to note that while the majority of employees are in the fourth quartile of their respective grades, there are a few grades that have a significant number of employees in the first half of their pay grade. In particular, grade NE14 has 75 percent of its employees in the first quartile, while NH10 has half of its incumbents in the first quartile. This may represent employees that are new to PPS and have not progressed through the steps of their pay grade. Further analysis of employee tenure will provide further analysis of this issue of compressed employees within a pay grade. Employee Demographics As of April 2013, the employee data supplied by PPS indicated that 1264 individuals are employed by PPS; all of whom were included in this section of the study. The following analyses are intended to provide basic information regarding how employees are distributed among job families and the tenure of these employees. PPS employees are spread among 30 job families. Exhibit 3S on the following page depicts the number of classifications present in each job family, along with the number and overall percentage of total employees by job family. As the exhibit illustrates, the largest job family in PPS is the Teachers with 605 employees, representing 47.9 percent of PPS s total workforce, while Audiovisual, Language Facilitators, Non Bar Sal No Vacation, and Unpaid Leave-Part Year are the smallest job families, each with one employee and each representing 0.1 percent of PPS s total workforce. Evergreen Solutions, LLC Page 3-25

35 Chapter 3 - Assessment of Current Conditions for Portland Public Schools EXHIBIT 3S PPS EMPLOYEES BY JOB FAMILY Job Family Employees Classes % of Total ADMIN SECRETARY % ADMINISTRATION MSRS PLD % ADMINISTRATION MSRS TEACHER % ADULT ED ADMINISTRATION % ADULT ED INSTRUCTOR/TEACHER % ATHLETIC TRAINER % AUDIOVISUAL % BUS ASSISTANTS % BUS DRIVERS % CUSTODIAN % EDUCATIONAL SPECIALISTS % EDUCATIONAL TECHNICIANS % FOOD SERVICES % GUIDANCE % LANGUAGE FACILITATORS % LIBRARY/MEDIA % MAINTENANCE % MISC SUPPORT STAFF % NON BAR SAL NO VAC % NURSES % PRINCIPALS % PSYCHOLOGICAL EXAMINERS % PSYCHOLOGISTS % READING CONSULTANT % SCHOOL SECRETARY % SOCIAL WORKERS % TEACHER % UNPAID LEAVE FULL YEAR % UNPAID LEAVE PART YEAR % VOLUNTEER COORDINATORS % Total % Source: Evergreen Solutions, April Evaluating average employee tenure is another valuable tool by which the workforce can be demographically analyzed. Many things can be learned by assessing the tenure of employees in an organization including understanding the relative age and experience of the workforce at PPS. This information in turn can help in making important decisions about handling compression within the pay structure and planning for succession within positions. Exhibit 3T shows average employee tenure by bargaining unit and then pay grade. The data show that average tenure across PPS as a whole is approximately 13.4 years. This is significantly higher than the national average, which, according to recent statistics from the Department of Labor, is slightly more than seven years for employees in the public sector. Evergreen Solutions, LLC Page 3-26

36 Chapter 3 - Assessment of Current Conditions for Portland Public Schools EXHIBIT 3T EMPLOYEE TENURE BY PAY PLAN AND PAY GRADE BASE Grade Count Avg Tenure B B B B B B B B B B B B B B B B B BASE Average 13.9 ED TECHS Grade Count Avg Tenure D D D Ed Tech Average 15.1 PEA Grade Count Avg Tenure TE TE TE TE TE TN TN TN TN TN PEA Average 12.0 Evergreen Solutions, LLC Page 3-27

37 Chapter 3 - Assessment of Current Conditions for Portland Public Schools EXHIBIT 3T (CONTINUED) EMPLOYEE TENURE BY PAY PLAN AND PAY GRADE PAA Grade Count Avg Tenure AED AP AP AP CCD P P P P P P PAA Average 14.5 NON REP Grade Count Avg Tenure NE NE NE NE NE NE NH NH NN NN Non Bargaining Average 11.4 Source: Evergreen Solutions, April Evergreen Solutions, LLC Page 3-28

38 Chapter 3 - Assessment of Current Conditions for Portland Public Schools From this analysis it can be determined that Ed Tech employees, on average, have the highest tenure among the employee groups with an average of 15.1 years. Across the organization as a whole, grades P2, AED1, and B2-12 have the highest tenure with 30.8, 28.0, and 24.1 years, respectively. The employees in these classifications undoubtedly possess a wealth of institutional knowledge which if lost without preparation, could leave PPS with knowledge gaps that could significantly affect the quality of services provided in the future. Between the five groups, the non-represented group has the lowest tenure with 11.7 years. Although this group has the lowest tenure of the groups, this is still extremely high employee tenure and the organization should be commended for creating an environment that fosters long average employee tenure. Lower than average tenure is also important to evaluate because it can identify positions with significant turnover or retention issues. Within the PPS the grades with the lowest tenure are CCD1, TE1, and AP8, with 1.3, 5.1, and 5.4 years, respectively. The Quartile Analysis indicated that a high percentage of BASE and PAA employees are in the fourth quartile of their respective grades, and tenure in these groups is consistently high within the pay grades. This indicates that high tenure may help to explain the compression that was observed in the upper half of these pay grades. Since both of these pay plans have a step configuration, high tenure may indicate there will be an increasing number of employees retiring from PPS. While this does not appear to be an immediate issue, it is an area of concern for the future. Overall, the various compensation plans within the PPS provide a solid structure and clear methods for salary growth for employees. Further information gained from the market survey will assist in the review and analysis of the PPS pay competiveness. Evergreen Solutions, LLC Page 3-29

39 EVERGREEN SOLUTIONS, LLC Chapter 4 Classification and Organization Recommendations The analysis of PPS s classification and organizational design and systems revealed a number of strengths and minor challenges, none of which is surprising for any public school district. PPS possesses a classification system that was designed to be fair, uniform, comprehensive, transparent, and well stratified based on work performed. Like many public school districts, however, it has been a number of years since PPS conducted an analysis of their classification and organization systems. The analysis and subsequent recommendations discussed herein were designed to systematize the classifications to reflect the work performed by the organization and as well as improve the organizational structure. In addition to these systems analyses, and the vision of PPS to create a high performance organization, Evergreen Solutions was also asked to analyze PPS labor cost in comparison to leading peers. Based on this analysis, summary conclusions were drawn and provided in this chapter. The recommendations contained herein seek to build on the strengths of PPS existing systems while addressing minor weaknesses. Factors influencing the recommendations encompass the future direction of PPS, the organizational culture, and the availability and proper alignment of resources. Each recommendation has been developed to address a specific need based on the collected information while taking into account the external environment. Arriving at the recommendations outlined in this chapter involved a detailed process involving the components below: Outreach Evergreen consultants collected anecdotal data during meetings and focus group discussions with PPS employees. Review of these results provided valuable insight for further analysis here and in Chapter 6. Classification Analysis Employees completed JATs designed to gather information about the work being done directly from those individuals completing the work. Evergreen Solutions reviewed the completed JATs and peer organization s classification structures to determine which classifications could be updated to accurately reflect work performed and more closely mirror public school districts classification systems. Organizational Structure Analysis Evergreen solutions analyzed PPS s current organizational structure, similar school districts organizational design and current best practices for K-12 organizational structure. Additionally, discussions with the PPS leadership and the project teams assisted in providing clarity toward the Evergreen Solutions, LLC Page 4-1

40 Chapter 4 Classification and Organization Recommendations for Portland Public Schools development of a recommended organizational design that would more appropriately reflect PPS goals. These analyses and discussions provided the basis for recommended changes described in this chapter. Labor Cost Analysis Evergreen consultants reviewed and compared labor costs of peer organizations and those of PPS at the time of this study. These summary comparisons are provided in this chapter. 4.1 CLASSIFICATION ANALYSIS A classification analysis is primarily designed to identify and rectify issues of internal equity as well as help the organization reflect on recent task and responsibility changes. The combination of competition from local public schools as well as the private sector causes even more importance to be placed on the quality and responsiveness of the classification system. Classification illustrates how work is organized as well as how the human resources are utilized to meet the needs and perform the core services of any organization. It is critical that an organization possess a system that realistically captures what work is being performed by their employees. Over the years, PPS s classification system has grown and changed in many ways. As a result of the JAT analysis, comparison of current classification systems of K-12 schools, and continuous interaction with PPS s project team during the study, a number of classifications have been recommended for revision. As completion of the JAT was only approximately 10 percent of the PPS workforce,, Evergreen Solutions relied heavily on their knowledge of best practice classification systems and the PPS project team to create the recommendations available in this chapter. Specifically, the proposed changes were based on the observed variability in duties performed by individual incumbents in certain classifications as well as a need to provide a more consistent and systematic classification structure for PPS. Overall, employees are classified correctly and few classification changes are recommended. The following findings and recommendations provide a detailed review of PPS s current and proposed classification (title) changes. The analysis of current classifications and subsequent recommendations was conducted by review of the following pay plans and classification systems: Benefit Association of School Employees (BASE) Pay Plan Portland Administration Association (PAA) Pay Plan Non-Bargaining Pay Plan Portland Education Association (PEA) Pay Plan Exhibits 4A through 4D provide lists of existing job classifications and proposed corresponding classifications. Specific findings and recommendations for each pay plan follow: Evergreen Solutions, LLC Page 4-2

41 Chapter 4 Classification and Organization Recommendations for Portland Public Schools FINDING (BASE PAY PLAN) After reviewing the JAT s, the Evergreen Solutions team found three job classifications that needed to be examined. These classifications included two Administrative Secretary II positions and one Bus Driver position. Employee JAT responses indicated that some specific individual positions should be re-classified not necessarily the entire classification. RECOMMENDATION (BASE PAY PLAN) Recommendation 4.1-1: Exhibit 4A provides proposed classification changes for positions in the BASE pay plan. In both the Multicultural Center and Food Services, it is recommended the Administrative Secretary II position be changed as the employees have assumed additional tasks within their departments. The Administrative Secretary II position in the Multicultural Center is recommended to be classified as Office Administrator, while the Admin Sec II position in the Food Services Dept is recommended to be classified as Exec Asst, Food Services. In addition, some Bus Drivers reported that they float and help other routes while other Bus Drivers are absent. These Bus Drivers positions are recommended to have the title Bus Driver, Float. EXHIBIT 4A BASE PAY PLAN PROPOSED CLASS TITLE CHANGES CLASS TITLE PROPOSED NEW TITLE ADMINISTRATIVE SEC II (Multicultural Center) OFFICE ADMINISTRATOR ADMINISTRATIVE SEC II (Food Service Dept) EXEC ASST, FOOD SERVICES BUS DRIVER (Floater on Routes) BUS DRIVER, FLOAT Source: Evergreen Solutions July FINDING (PAA PAY PLAN) Evergreen Solutions reviewed the PAA Pay Plan and found that the Director of Co-Curricular Activities title could be adjusted to more closely reflect the duties performed by individuals in that job classification. Review of the JATs for this classification supported this observation. RECOMMENDATION (PAA PAY PLAN) Recommendation 4.1-2: Exhibit 4B provides the recommendation regarding the Co-Curr Director. The Evergreen Solutions team recommends this re-classification to include the position s main responsibilities which are directing the athletics department. In addition, the job classification is also responsible for extra-curricular activities. Therefore, the job classification proposed is Dir Athletics & Extra-Curr Activities which can be stated as Director of Athletics and Extra Curricular Activities. Evergreen Solutions, LLC Page 4-3

42 Chapter 4 Classification and Organization Recommendations for Portland Public Schools EXHIBIT 4B PAA PAY PLAN PROPOSED CLASS TITLE CHANGE CLASS TITLE PROPOSED NEW TITLE CO CURR DIR DIR ATHELTICS & EXTRA CURR ACTIVITIES Source: Evergreen Solutions July FINDING (NON-REPRESENTED PAY PLAN) The Evergreen Solutions team found, during outreach, that in some instances, PPS has been operating with working titles as part of their classification system. In some cases, these have not been integrated completely within the PPS classification structure. As well, a few other titles should be modified to more appropriately describe the work performed. RECOMMENDATION (NON-REPRESENTED PAY PLAN) Recommendation 4.1-3: Evergreen Solutions recommends PPS update all position titles currently using working titles. Exhibit 4C lists additional proposed modifications to PPS classifications. It is important to note that the job classification Executive Secretary in the Human Resources Department is recommended for change, while the remaining Executive Secretary classifications should remain the same. A recommendation is also made to modify the Executive Secretary to Superintendant classification to Executive Assistant to Superintendent to reflect the job classification s administrative duties for the office as a whole. Evergreen Solutions, LLC Page 4-4

43 Chapter 4 Classification and Organization Recommendations for Portland Public Schools EXHIBIT 4C NON-REPRESENTED PAY PLAN PROPOSED CLASS TITLE CHANGES CLASS TITLE ADULT ED COORD COMM LIFE CLINICAL COORDINATOR COMP SYSTEMS MNGR COMP SYSTEMS MNGR COMP SYSTEMS MNGR COORD COMP SERV ADMIN EXEC SEC TO SUPT EXECUTIVE SECRETARY (HR Dept) FACILITIES ENGINEER FINANCE & REPORTING ASSOC HEALTH COORD HOME SCHOOL COORD OPERATIONS COORD AD ED PROJECT COORD NCLB STATION MANAGER Source: Evergreen Solutions July PROPOSED NEW TITLE COMM LIFE COORDINATOR, ADULT ED ASST DIR STUDENT SERVICES SENIOR NETWORK ENGINEER DISTRICT NETWORK ADMINISTRATOR SENIOR SYSTEMS ENGINNER STUDENT INFO SYSTEMS TECH EXEC ASSISTANT TO SUPT HUMAN RESOURCES GENERALIST FACILITIES MANAGER FINANCE & BUDGET SPECIALIST HEALTH COORDINATOR HOME SCHOOL COORDINATOR OPERATIONS COORDINATOR, AD ED NCLB PROJECT COORDINATOR COMMUNICATIONS COORDINATOR Evergreen Solutions, LLC Page 4-5

44 Chapter 4 Classification and Organization Recommendations for Portland Public Schools FINDING (PEA PAY PLAN) Existing Teacher classifications have as their title only the subject they teach. Counselors, Coordinators, and Team Leader are classified in the same manner. In many K-12 classifications systems, teacher job classifications are expressed by placing their subject area, first, and the Teacher, for example, second. Evergreen Solutions recommends the similar practice be utilized at the PPS. RECOMMENDATION (PEA PAY PLAN) Recommendation 4.1-4: Exhibit 4D provides a list of recommended changes to PAE job classifications. These recommendations are around format, or order of descriptive words, used to designate each classification. The following recommendations are made to differentiate Teachers, Counselors, Coordinators and Team Leaders, and more closely resemble classification systems in K-12 organizations. Teachers are recommended to have their titles modified such that the word Teacher is added to the current title, and then followed by the subject or grade they instruct. For example, the previous classification Plumbing is recommended to be changed to Plumbing Teacher. Likewise, the Team Leader job classification should first describe the area they lead, and Team Leader should be listed second. For example, a Special Education Team Leader should have the title Special Education Team Leader in the PPS classification system. As well, both the Counselor and Coordinator positions should follow as the previous recommendations, and the currently titled Guidance job classification is recommended to be Guidance Counselor. In addition to the classification recommendations above, Evergreen Solutions was tasked with updating the PPS s classification (job) descriptions. These will be provided to the PPS project team under separate cover. Evergreen Solutions, LLC Page 4-6

45 Chapter 4 Classification and Organization Recommendations for Portland Public Schools EXHIBIT 4D PAE PAY PLAN PROPOSED CLASS TITLE CHANGES CLASS TITLE ADULT ED INST TEMP ADULT ED TCHR/COUNSELOR ALTERNATIVE EDUCATION ART ARTS ACADEMY DANCE ARTS ACADEMY MUSIC AUTO MECHANICS AUTO TECHNOLOGY CARPENTRY COMMERCIAL ARTS COMMUNITY COORD COMPUTER TECH LEADER COMPUTER TECHNOLOGY CULINARY CONCEPTS EARLY CHILDHOOD EARLY CHILDHOOD OCC EDUCATIONAL TECHNICIAN ENGLISH ENGLISH LANG ARTS ESL ESOL INTAKE FAMILY & CONSUMER SCIENCE FASHION RETAIL FOREIGN LANGUAGE GENERAL TRADES GIFTED/TALENTED GRADE 1 GRADE 1 2 GRADE 2 GRADE 3 GRADE 3 4 GRADE 4 GRADE 4 5 GRADE 5 GRADE K 1 GUIDANCE GUIDANCE GRANT HEALTH HEALTH OCCUPATIONS Source: Evergreen Solutions July PROPOSED NEW TITLE ADULT ED INST TEMP TEACHER ADULT ED/COUNSELOR TEACHER ALTERNATIVE EDUCATION TEACHER ART TEACHER ARTS ACADEMY DANCE TEACHER ARTS ACADEMY MUSIC TEACHER AUTO MECHANICS TEACHER AUTO TECH TEACHER CARPENTRY TEACHER COMMERICAL ARTS TEACHER COMMUNITY COORDINATOR COMPUTER TECH LEADER TEACHER COMPUTER TECH TEACHER CULINARY CONCEPTS TEACHER EARLY CHILDHOOD TEACHER EARLY CHILDHOOD OCC TEACHER EDUCATIONAL TECH TEACHER ENGLISH TEACHER ENGLISH LANG ARTS TEACHER ESL TEACHER ESOL INTAKE SPECIALIST FAM & CONS SCIENCE TEACHER FASHION RETAIL TEACHER FOREIGN LANGUAGE TEACHER GENERAL TRADES TEACHER SPECIAL EDUCATION COORDINATOR 1ST GRADE TEACHER 1ST 2ND GRADE TEACHER 2ND GRADE TEACHER 3RD GRADE TEACHER 3RD 4TH GRADER TEACHER 4TH GRADE TEACHER 4TH 5TH GRADE TEACHER 5TH GRADE TEACHER KINDERGARDEN 1ST GRADE TEACHER GUIDANCE COUNSELOR GUIDANCE COUNSELOR GRANT HEALTH TEACHER HEALTH OCCUPATIONS TEACHER Evergreen Solutions, LLC Page 4-7

46 Chapter 4 Classification and Organization Recommendations for Portland Public Schools Source: Evergreen Solutions July EXHIBIT 4D - (CONTINUED) PEA PAY PLAN PROPOSED CLASS TITLE CHANGES CLASS TITLE PROPOSED NEW TITLE HORTICULTURE HORTICULTURE TEACHER KINDERGARTEN KINDERGARTEN TEACHER LANGUAGE ARTS LANGUAGE ARTS TEACHER LITERACY LITERACY TEACHER MANUFACTURING TECHNOLOGY MANUFACTURING TECH TEACHER MANY RIVERS 1 2 MANY RIVERS 1 2 TEACHER MANY RIVERS MANY RIVERS TEACHER MASONRY MASONRY TEACHER MATH MATH TEACHER MULTI GRADE MULTI GRADE TEACHER MUSIC GENERAL GENERAL MUSIC TEACHER MUSIC INSTRUMENTAL INSTRUMENTAL MUSIC TEACHER MUSIC STRINGS STRINGS MUSIC TEACHER PHYSICAL EDUCATION PHYSICAL ED TEACHER PLUMBING PLUMBING TEACHER READING READING TEACHER READING RECOVERY READING RECOVERY TEACHER READING/MATH READING/MATH TEACHER REC/MARINE REPAIR REC/MARINE REPAIR TEACHER SCHOOL IMPROVEMENT TEACHE SCHOOL IMPROVEMENT TEACHER SCIENCE SCIENCE TEACHER SEX EDUCATION SEX EDUCATION TEACHER SOCIAL STUDIES SOCIAL STUDIES TEACHER SPECIAL EDUCATION SPECIAL ED TEACHER SPEECH SPEECH TEACHER SUBTITUTE TCHR ON CALL ON CALL SUB TEACHER TEACHER LEADER (West Program) WEST PROGRAM TEACHER LEADER TEACHER LEADER (Prof. Learning) PROF LEARNING BASED SALARY COORD Teacher: ELL INSTRUCTION & ASSESSMELL/ASSESSMENT SPECIALIST TEACHER Teacher: ENGLISH/Literacy Specialist ENGLISH/LITERACY SPEC TEACHER Teacher: ESL/Foreign Language ESL/FOREIGN LANG TEACHER Teacher: ESL/World Language ESL/FOREIGN LANG TEACHER Teacher: GIFTED/TALENTED/Literacy GIFTED/TALENTED/LITERACY TEACHER Teacher: Science/PHYSICAL EDUCATIO SCIENCE/PHYSICAL ED TEACHER TEAM LEADER SPECIAL ED TEAM LEADER TECHNOLOGY EDUCATION TECH ED TEACHER VIDEO TECHNOLOGY VIDEO TECH TEACHER WELDING WELDING TEACHER WORLD LANGUAGE WORLD LANGUAGE TEACHER Evergreen Solutions, LLC Page 4-8

47 Chapter 4 Classification and Organization Recommendations for Portland Public Schools 4.2 ORGANIZATIONAL STRUCTURE ANALYSIS Evergreen Solutions conducted an organizational analysis to review the existing PPS organizational structure and make recommendations targeted at improving the functionality and capability of PPS to accomplish their vision, mission and goals. Several observations and concerns were identified following this review and analysis and were the basis for recommendations below. The Evergreen team met with PPS leaders to understand what could be improved in the organization s reporting relationships, and learn what strategic outcomes could be improved through a different organization design. Maintaining healthy labor relations was paramount, and always in the forefront when considering changes to the organizational design. Also important was the consideration that the proposed new structure be easy to understand and communicate. The following are a few of the observations and concerns which served as the basis to begin the development of the recommendations identified in this section: Skill and capability gaps exist and should be addressed to substantially improve achievement of operational goals. Accountability for academic results is not clearly defined in the current structure. Organizational communication and reporting relationships appear ambiguous. Recent reductions in workforce have impacted and shifted organizational responsibilities. Following the identification of improvement areas for the design of a new PPS organization, Evergreen Solutions involved the PPS project team to fine tune the re-structuring process. This process as well as Evergreen Solutions knowledge of best practice in K-12 organizational design and structure provided for the following specific findings and recommendations. FINDING (FUNCTIONAL STRUCTURE, TOP LEVEL) The current PPS structure is not adequately structured to achieve the best operational outcomes. Currently, the PPS organization is designed with three top level positions; Chief Academic Officer, Chief Financial Officer, and Chief Operations Officer reporting directly to the Superintendent. The positions Executive Secretary to the Superintendent, Family Engagement Coordinator and Communications Coordinator also report directly to the Superintendent. Exhibit 4E provides the current structure and includes high level functional tasks for each Chief Officer area of responsibility. Ambiguity currently exists regarding the School Principals reporting relationships. Overall, the design of the organization could be improved to meet and exceed current and future PPS goals. Evergreen Solutions, LLC Page 4-9

48 Chapter 4 Classification and Organization Recommendations for Portland Public Schools EXHIBIT 4E CURRENT FUNCTIONAL ORGANIZATIONAL CHART-TOP LEVEL Source: Evergreen Solutions July Evergreen Solutions, LLC Page 4-10

49 Chapter 4 Classification and Organization Recommendations for Portland Public Schools RECOMMENDATION (FUNCTIONAL STRUCTURE, TOP LEVEL) Recommendation To improve operational effectiveness and academic outcomes, Evergreen Solutions proposes a new organizational top level structure, shown in Exhibit 4F. Recommendations for the new structure include the creation of one position at the top level reporting to the Superintendent, and the modification of another. The new position, School Performance Management Officer, would have responsibility for the much needed area of school improvement and staff evaluation, along with the full responsibility of the Schools and Principals. Functional changes to the Chief Academic Officer s area of responsibility would include some current tasks being reassigned to the Chief Financial Officer position. This Chief Academic Officer position should then be identified (classified) as the Associate Superintendent of Academics, and have clear direct accountability for curriculum and education effectiveness. These recommendations focus on improving student achievement, principal and school evaluation and overall academic performance improvement. Evergreens Solutions also recommends the realignment of the Director of Human Resources to report directly to the Superintendent, which will provide for the appropriate and typical check and balance system for human resources. Evergreen Solutions developed the proposed organizational structure to leverage the above recommendations and provide a supportive structure for achievement of PPS s vision, mission and goals. Evergreen Solutions, LLC Page 4-11

50 Chapter 4 Classification and Organization Recommendations for Portland Public Schools EXHIBIT 4F PROPOSED FUNCTIONAL ORGANIZATIONAL CHART, TOP LEVEL Source: Evergreen Solutions July FINDING (REPORTING ORGANIZATION STRUCTURE) As described in the functional review above, Evergreen Solutions conducted a specific review and analysis of reporting relationships of the PPS existing organization structure. The Evergreen team then found that the current reporting relationships could easily be aligned with the proposed functional organization described above. Exhibit 4G provides the reporting relationship organization chart for the existing PPS structure. Evergreen Solutions, LLC Page 4-12

51 Chapter 4 Classification and Organization Recommendations for Portland Public Schools EXHIBIT 4G CURRENT ORGANIZATIONAL CHART Evergreen Solutions, LLC Page 4-13

52 Chapter 4 Classification and Organization Recommendations for Portland Public Schools RECOMMENDATION (REPORTING ORGANIZATION STRUCTURE) Recommendation 4.2-2: Evergreen Solutions recommends realigning the existing organizational reporting structure to support the proposed functional organization design as depicted in Exhibit 4F. As previously mentioned, Evergreen Solutions recommends an additional top level functional area, or position, in the new structure. Exhibit 4H provides a more in depth description of positions reporting to the top level officers, reclassified Associate Superintendent of Academics and newly recommended School Performance & Management Officer. The Associate Superintendent of Academics is recommended to have some of the previous Chief Academic Officer staff which include one of the Executive Secretaries, the Family & Community Engagement Coordinator, the Content Area Leaders, the recommended Evaluation Coordinator, and the Data/Research Specialists. The School Performance Management Officer is recommended to have the Director of Student Support Services, the Director of Multicultural Center, the Special Education Coordinators (previous classified as the Gifted/Talented Coordinators), and the recommended Information Technology Coordinator to assist with school/technology improvements, assessments, and coaching. In addition, all School Principals are recommended to report directly to the position. The Chief Financial Officer should continue to have the Budget Manager and Controller reporting to the position. Additionally, the NCLB Grant Manager, and SIG Grant Manager positions should be re-assigned to report to this position. The previous Budget & Finance Associate position is proposed to be re-classified as the Finance & Budget Specialist and should report directly to the Budget Manager. The Controller should continue to have the Payroll Manager, and Accountant staff report to that position. Evergreen Solutions also recommends the addition of a Partnership Manager to be responsible for leading the Partnership Developers currently reporting directly to the Superintendent. The Director of Human Resources should continue to have the Assistant Director of Human Resources reporting to the position, but is recommended to report directly to the Superintendent, for reasons discussed previously. The Chief Operations Officer should have the same current Directors reporting to the position which include Director of Transportation, Director of Computer Tech Services, and Director of Food Services. In addition, the Facilities Coordinator, proposed to be Facilities Manager, should also report to this position. Evergreen Solutions, LLC Page 4-14

53 Chapter 4 Classification and Organization Recommendations for Portland Public Schools EXHIBIT 4H PROPOSED ORGANIZATIONAL CHART Evergreen Solutions, LLC Page 4-15