1. business and industrial
2. business operations
3. human resources
4. compensation and benefits

JANUARY 13, 2015
FINDINGS AND RECOMMENDATIONS
SALARY SCHEDULE
WORK GROUP
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Ms. Barbara Arroyo, 1st Grade Teacher, Boulder Creek Elementary
Mr. Jason Barletta, 5th Grade Teacher, Playa Del Rey Elementary
Ms. Lorna Christie, Registration Coordinator, Gilbert Classical Academy
Ms. Karen Coleman, Principal, Boulder Creek Elementary
Ms. Kelly Dibella, Attendance Technician, Desert Ridge High School
Ms. Diane Drazinski, Chemistry Teacher, Mesquite High School
Mr. Albert Dutchover, Energy/Physical Plant Supervisor, Operations Department
Mr. Casey Fraughton, 6th Grade Teacher, Playa Del Rey Elementary
Mr. Jeff Gadd, Chief Financial Officer, Business Services
Ms. Dinah Guy, Registration Coordinator, Highland High School
Mr. Ward Heinemann, Network Technician, Technology Services Department
Ms. Jill Humpherys, Board Member
Mr. Dale Lunt, Principal, Oak Tree Elementary
Ms. Nancy Masterson, Librarian, Mesquite Elementary
Mr. Shawn McIntosh, Director, Department of Talent Management
Mr. Jay Morris, Director, Transportation
Ms. Sharon Orr, Office Coordinator, Highland High School
Ms. Cheryl Redfield, English Teacher, Highland Jr. High
Mr. Sam Valles, Principal, Harris Elementary
Mr. Matt Wheeler, Math Teacher, Mesquite High School
Dr. Suzanne Zentner, Chief Talent Officer, Department of Talent Management
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1
COMMITTEE MEMBERS
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Work collaboratively in order to provide a recommendation to Superintendent no
later than January, 2015.
Review and analyze alternative schedules from other school districts.
Evaluate market trends, study market comparables and identify strengths and
weaknesses of the current GPS schedules.
Complete a comprehensive review of all GPS salary and stipend schedules (last
reviewed in 2000-01).
OBJECTIVE(S) AND GOAL
Escalating healthcare costs
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Alignment with GPS Strategic Operating Plan and MPE Theory of
Action
Budget constraints
¤ Reduction in M&O Override ($6M)
¤ Reduction in final Capital Override ($8.2)
¤ Sizable decline in enrollment over the past five (5) years
Trusted voice among constituents
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Sensitive content
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CONSIDERATIONS
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4
Managed Performance Empowerment
Standards of excellence and rigorous performance are met by the
employment and retention of quality staff
Core Beliefs
¨ Belief I – Teaching/learning is our core business
¨ Belief II – Employees can be the critical difference in student
achievement
¨ Belief III – Every student can achieve their learning potential
¨ Belief IV – GPS can be central to the success of our families
and community
GPS STRATEGIC OPERATING PLAN
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ASRS and Social Security
District competitiveness
Long-term implications of frozen or decreasing salaries
Salary and working conditions are essential for the recruitment
and retention of quality staff.
No changes have been implemented to any GPS salary
schedules over the past 15 years.
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HISTORY – WHAT WE KNOW
$34,236.80
$34,236.80
$34,236.80
$34,579.17
$35,090.00
$34,403.00
$34,881.60
FY10
FY11
FY12
FY13
FY14
FY15
EXAMPLE
FY9
SUPPORT
STAFF
1.40%
-2.00%
1.50%
1.00%
0.00%
0.00%
0.00%
% DIFFERENCE
FY15
FY14
FY13
FY12
FY11
FY10
FY9
CERTIFIED
STAFF
$47,502.000
$46,847.000
$46,383.000
$45,700.480
$45,248.000
$45,248.000
$45,248.000
EXAMPLE
FY15
FY14
FY13
FY12
FY11
FY10
FY9
ADMIN
$0.00
$96,699.00
$98,633.00
$97,180.18
$96,218.00
$94,294.00
$96,218.00
EXAMPLE
Source: 2009-2015 GPS published salary schedules
1.40%
1.00%
1.50%
1.00%
0.00%
0.00%
0.00%
% DIFFERENCE
Salary Changes Per Fiscal Year 2009-10 to 2014-2015
1.40%
-2.00%
1.50%
1.00%
2.00%
-2.00%
0.00%
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% DIFFERENCE
SALARY CHANGES FROM FY09-15
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(Source: Alliance for Excellent Education, On the Path to Equity: Improving the
Effectiveness of Beginning Teachers, Hayes, M., July, 2014).
Turnover rate in 2014 ~ 20 % vs. 9 % in 2009.
(Source: New Teacher Center, Neason, A., July, 2014)
n
(Source: Wharton Business School, Moneywatch, Lucas, S.)
Attrition costs the United States up to $2.2 billion annually
n
Between 40 and 50 % of teachers leave the profession within
five (5) years.
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Roughly 1/2 million U.S. teachers move or leave the profession
each year.
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WHAT RESEARCH TELLS US
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Teacher shortage only exacerbates the problem of
finding quality.
2014)
ADE reported an annual teacher retention rate of about
65 percent and AZ Superintendents cite low pay and no
raises causing the mass exodus. (Source: Washington Times, July,
25,000 Baby Boomers will face retirement in the next
five (5) years – (Source: EdWeekly, July, 2014)
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ARIZONA DATA
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2013-2014 marks the highest number of total years of service
leaving the district
2013-14 marks the year with the highest level of certified staff
and administrative attrition
Key findings
¨ 2012-13 marks the year with the highest level of support staff
attrition
FY10-FY14 DISTRICT
RECRUITMENT AND RETENTION DATA
$ Variance - A1 to A2 is $502 ; A2 to A3 is $349 ; A3 to A4 is $277
n
- B1 to B7 $592, $528, $658, $242, $240, $373 and $602
% Variance - B1 to C1 is 2.571755% whereas C1 to D1 is 2.52552
n
Many cells are variably different (1-8 decimal points)
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Cell incongruence (% and $) throughout salary schedules
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SIGNIFICANT FINDINGS
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Increases vary from <2% to 4.4%
GPS has lost competitiveness with neighboring districts with respect to
salaries and benefits
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Diagonal consistency was discovered among some cells, although exceptions
exist
The middle of the teacher salary schedule (yrs. 6-13) generally loses
competitiveness.
The front and back end of the certified salary schedule are generally
competitive.
SIGNIFICANT FINDINGS, -cont.
$36,603.00
$34,394.00
$37,735.00
$35,780.00
$35,279.00
$36,532 (15)
n/a
$33,320.00
n/a
$35,985.00
$35,001.00
$35,235 (18)
$35,823.00
$33,794.00
$37,143.00
$35,000.00
$34,769.00
$35,332.00
$34,586.00
$32,320.00
$38,067.00
$35,205.00
$33,982.00
$34,093.00
Chandler
Deer Valley
Gilbert
Higley
JO Combs
Kyrene*
Mesa*
Payson
PUSHD
Queen Creek
Scottsdale
Tempe
$36,479 (36)
$36,051.00
$36,765.00
$39,219 (36)
n/a
n/a
$37,732 (30)
$36,299.00
$36,560.00
$38,685.00
$34,994.00
$37,383.00
BA24
Note: Some districts have M&O overrides and desegregation funds
BA12
BA0
Salary Comparables
$36,479.00
$37,132.00
$38,545.00
$39,219.00
$34,320.00
$37,380.00
$37,943.00
$37,319.00
$38,340.00
$39,662.00
$35,594.00
$39,163.00
MA0
$37,829 (15)
$38,246.00
$39,325.00
$40,371 (15)
$35,320.00
n/a
$39,143 (15)
$38,339.00
$38,620.00
$40,666.00
$36,194.00
$39,943.00
MA12
$39,280 (30)
$39,394.00
$40,105.00
$41,523 (30)
$36,820.00
n/a
$40,343 (30)
$39,359.00
$39,400.00
$41,695.00
$36,794.00
$40,723.00
MA24
$71,611.00
$69,073.00
n/a
$75,722.00
$61,820.00
$67,840.00
$68,477.00
$74,039.00
n/a
$69,290.00
n/a
$71,833.00
TOP edu/exp
?
8
6
?
12
no max
5
4
10
10
9
5
8
Transfer
Accepted Upon
# of Years
SALARY COMPARABLES
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Enrollment erosion
No M&O overrides
State level funding (~$5,500 ppl)
Current limitations
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A) Continue using the current schedules
B) Reconstruct current schedules with cell consistency throughout
C) Institute a stepless schedule
Three (3) options
¤ These limitations make step/lane changes difficult
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RECOGNIZING LIMITATIONS AND
EXPLORING CONSIDERATIONS
OPTION B
With a +2%, ~80% (1631 staff ) would see a pay increase
and ~20% (413) would have a pay cut.
Some would lose $4,000 to $5,000. Cost: ~ $1.8M
OPTION A
Current total costs for certified personnel is ~$91M
2% increase for 2015-2016 (current schedule) ~$1.8M
2.5% increase for 2015-2016 (current schedule) ~$2.29M
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COSTING OUT
Deer Valley
Roosevelt
Tempe Elementary
DISTRICTS CURRENTLY USING A STEPLESS SYSTEM
Peoria
Paradise Valley
Casa Grande
Madison
Isaac
Dysart
Chandler
Queen Creek
WHAT IS A STEPLESS SYSTEM?
§ Based on salary ranges
WHAT ARE THE BENEFITS?
§ This proposed transition does not impact any current salaries
§ Allows regular movement
§ Honors education attainment
§ Honors experience and district commitment
OPTION C
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STEPLESS SALARY SCHEDULES
Degree
BA + 0
BA + 12
BA + 24
MA + 12
MA + 24
Ed.S
Ed.D
MA60
MA72
Ph.D
$42,153
$66,481
W/O 301
Maximum
$35,462
$39,191
$45,547
$51,974
$60,580
*Assumes District Average 301 of $2809 per Teacher
F
Grade
A
B
C
D
E
W/O 301
Minimum
$34,334
$34,926
$35,876
$37,857
$39,943
Teachers
$44,962
*Minimum
w/301
$37,143
$37,735
$38,685
$40,666
$42,752
$69,290
*Maximum
w/301
$38,271
$40,378
$48,356
$54,783
$63,389
PROPOSED SALARY RANGE FOR
CERTIFIED PERSONNEL
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Treat all employee groups together with respect to future salary adjustments as
often as it is financially viable.
Maintain the commitment to NBCT’s and utilize them as district mentors.
Approve the transition to a stepless system for all employee groups, starting in the
2015-16 school year. This action includes collapsing salary schedules and education
lanes. (Seek Board approval at March Board meeting.)
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Institute a one-time base salary adjustment for employees who have been
employed on a full-time basis over the past five (5) consecutive years
Fund a similar pay for performance stipend for classified and administrators to that
which certified staff receive (i.e. 301 monies). This supports a team accountability approach aligned
our own Theory of Action.
FOR FURTHER DISCUSSION
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IMMEDIATE ACTION
OVERARCHING PREMISE: We recognize the importance of salary and benefit packages in the
recruitment and retention of quality staff.
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SUPERINTENDENT RECOMMENDATIONS
QUESTIONS?