Changing Pay Trends TASPA Summer Conference July 20, 2012

Transcription

1 Changing Pay Trends TASPA Summer Conference July 20, 2012 Dane Adkinson Ann Patton

2 Agenda Teacher pay practices Annual pay increase practices The way we pay Stipends 2

3 Teacher Pay Practices From: Single career plans Teacher pay plans with 20 + steps Placement based on experience only To: Strategic plans Teacher pay ranges with few or no steps Placement based on experience, needs and credentials 3

4 San Angelo ISD Compensation Plan T Family T Minimum Midpoint Maximum Teacher Librarian Registered Nurse At-Risk Coordinator Advanced Academic Specialist Education Specialist Instructional Specialist Special Education Specialist Student Intervention Coordinator Monthly $3,600 $4,500 $5, Months 36,000 45,000 54, Months 36,900 46, Months 37,800 47,250 56, Months 38,700 48,375 58, Months 39,600 49,500 59, Months 43,200 54,000 64,800 NOTE: SAN ANGELO ISD DOES NOT MAINTAIN A STEP SCALE PAY SYSTEM FOR TEACHERS A hiring schedule based on a percentage of mid-point is used for initial placement purposes only. Future general pay increases are not guaranteed or promised. Procedures for applying pay increases are outlined in the District s Compensation Plan. 4

5 Klein ISD Teacher, Librarian, Nurse (RN), Speech Pathologist Salary Document New Hires: $45,750 starting pay for 10 months Previous teaching experience and credentials will be considered when determining salaries for new hires. Returning Teachers will receive a general pay increase of $1,550 added to salary (Must have 90 days or more of service with KISD.) Newly hired Employees in this category with a master s degree will receive an incentive of $1,000 Newly hired Employees in this category with a doctorate will receive an incentive of $2,000 (Masters - $1,000 + Doctorate - $1,000 = $2,000 Total) Minimum Control Point Maximum $45,750 $51,675 $64,242 5

6 Changes on the Horizon Evolving culture shift from experience entitlement to a competitive, knowledge basis for pay New teacher evaluation model (coming ) Multiple measures Multiple observations Skilled evaluators Increasing push for performance pay 6

7 Annual Pay Changes From: Automatic Step increases General Pay Increases all families 3% - 4% pay increases To: Varied increases Lump sum payments General pay increases + lump sum payments No increases Across the board pay reductions 2% - 3% increases 7

8 The Future? Increased use of lump sum payments Timing of increases Controlling escalating salary cost Increased awareness of pay that is out of balance with market Below market prices Above market prices 8

9 Employee vs. Market From: Employee driven pay strategy Wide pay ranges One size fits all Minimal data To: Market driven pay strategy Focused pay ranges Specialized ranges Expanded information 9

10 Market-Based Pay Strategy Goal is to pay fully competent employees what the job is worth. All college degrees and subject area knowledge do not have equal value in the job market. Market-based pay can exist without pay-forperformance. 10

11 Market Based Pay A target rate is intentionally set Market value District goals Range parameters are set to limit employee pay variance from the target rate Employees advance to target rate in shorter period Most employees paid near target rate Target rate is adjusted regularly Employees may be paid above target but not too many Maximum Minimum 120% Experienced 115% 102% 98% 85% 80% 100% Special skills Market Target New in Job 11

12 The Way We Pay From: Daily rates Exempt Non-exempt Lots of duty schedules Frequently only one employee working one additional day To: Annual Salary Monthly Rates Standardized duty schedules 12

13 Kelley vs. North East ISD Employee was required to work graduation on June 4 when school calendar provided a work schedule that ended June 1 st. The Commissioner found: The district contract states the employee should work 10 months The salary schedule defined this as 187 days. Working graduation was one day not covered under the contract. 13

14 Daily Rates Cost More. Example: Classroom Teacher is promoted to an elementary assistant principal Duty schedule increased from 10 months (187 days) to 11 months (210 days) Current pay is $52,500 per year $ per day $4,375 per pay check (paid over 12 months) Pay procedures allow a 10% pay increase 14

15 Daily Rates/Monthly Rates Annual Salary = $52,500 10% = $5,250 New annual salary is $57,750 $4,813 per pay check $ per month higher Daily Rate = $ % = $28.08 increase per day $ $ = $ New annual 210 days is $64,854 10% annual increase 23.5% annual increase 15

16 Standardize Duty Schedules Standardize duty schedules and calendars Current Days Months Calendar 187 to month Aug 15 to June to month July 15 to June month July 15 to July 15 16

17 Stipends From: Getting a bang for your buck! Master s degree supplement for any degree Extra-duty stipends staying under the radar To: Increasing the value of stipends Master s degree supplement for subject matter only Extra duty stipends being reviewed in hard budget times 17

18 Extra Duty Stipends Trends Careful scrutiny regarding the necessity of paying additional stipends Eliminating uncommon stipends Press box elevator operator Starter with blanks Recycling-campus Eliminating stipends paid for duty included in job Emphasis on paying market competitive amounts Staff levels for extra duty activities 18

19 Where is next shift? What is the edge of pay for your district? Think HR not payroll What do you need to stay on the edge? What outside factors influence your pay decisions? Who are your greatest supporters? Detractors? 19

20 Thanks for Coming!!! Questions? Dane Adkinson Ann Patton 20