MANAGEMENT ADVISORY GROUP, INC. - School Board … · A COMPENSATION AND CLASSIFICATION STUDY FOR MONROE CITY SCHOOL SYSTEM FINAL REPORT December 5, 2011 By: MANAGEMENT ADVISORY GROUP,

MANAGEMENT MANAGEMENT MANAGEMENT MANAGEMENT

ADVISORY ADVISORY ADVISORY ADVISORY

GROUP, INC.GROUP, INC.GROUP, INC.GROUP, INC.

Compensation and Classification Study

For

Monroe City Schools

HUMAN RESOURCES CONSULTING SERVICES

December 5, 2011

FINAL REPORT

A COMPENSATION AND CLASSIFICATION STUDY

FOR

MONROE CITY SCHOOL SYSTEM

FINAL REPORT

December 5, 2011

By:

MANAGEMENT ADVISORY GROUP, INC.

Virginia/DC Area Headquarters 4000 Genesee Place, Suite 205

Lake Ridge, Virginia 22193 Phone: 703.590.7250 Fax: 703.590.0366

www.maginc.org

Management Advisory Group, Inc. 2011 ES-1

Executive Summary

Project Summary Monroe City School System, Louisiana (the School System), contracted with Management

Advisory Group, Inc. (MAG) to conduct a compensation and classification study for current

School System classifications. The goal of the School System for this project was to provide the

foundation for an appropriate classification and compensation system and pay plan based on

current compensation levels for similar school systems.

The School System recognizes that a competitive compensation package for employees is

necessary to attract, retain, reward and acknowledge highly skilled and competent personnel to

provide a high level of educational service. In order to accomplish the mission of the School

System, it is essential to develop and maintain a qualified, skilled, and experienced workforce.

Recruitment of skilled, qualified entry-level personnel, as well as the retention of current staff, is

of great importance to the continued delivery of quality, consistent, professional, and efficient

educational services.

Findings and Recommendations

Based on the results of the market salary/compensation study, the School System is

approximately nine (9) percent ahead of the market at the entry level and 3.5% behind the

market at the maximum of the ranges. Salary survey results and analyses are presented in

Section 2.

Based on this assessment of the external market and the result of the internal equity

analysis, MAG has developed a new proposed pay and classification plan. MAG has developed

an Implementation Report based on the implementation date of July 1, 2012.

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Final Report – Monroe City School System


Proposed pay plans, grades, and ranges are illustrated in Section 3.

Implementation cost calculations and recommendation are included in Section 2. Based on

the current employee data available, and a one-time implementation (as opposed to multi-year

or phased-in implementation), the School System can expect an approximate implementation

cost of $592,273 if step plans are adopted or $288,192 if the Board adopts open range

plans.

Summary of Recommendations:

1. MCS adopts two compensation plans, each based on a full-time work load of 1740

hours. The plan for teacher and certificated administrators is a 25 step plan reflective of

the 25 year service plan currently in place.

The plan for Classified employees is substantially equivalent to the Teacher

Classified/Administrator plan and should be considered a 25 year service plan.

2. MAG recommends that full-time, certificated-administrative, administrative and central

office staff (not class-room teaching staff) that report working 1740 hours, increase the

work day from 7.5 hours to 8 hours. This will bring the total hours worked to 1728,

which is closer to the target hours of 1740, than the 1620 hours they are actually working

now. A listing of titles for the 8 hour day is included in Section 2, page 13 of the final

report.

3. DOE has not provided information to MAG indicating that additional sales tax split is

required by law to be paid to certificated administrators. This appears to be a practice

and not driven by State code. MAG recommends that a one-time adjustment be

made to certificated administrators currently receiving the additional sales tax and

that future tax revenue disbursements are made only to bona fide classroom

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teachers. Once this recommendation is approved by the Board, MAG will be pleased to

calculate a fair and equitable adjustment and provide it to the Superintendent.

4. Implementation Costs for Teachers/Certificated Administrators is $401,936 (exclusive of

a one-time sales tax adjustment). Implementation calculations stops at the market

control point, which is considered the full proficiency pay point. Movement beyond the

market control point should be governed by performance for Certificated Administrators

and longevity for teachers.

5. Implementation Costs for Classified employees is $190,337. Implementation calculations

stop at the market control point, which is considered the full proficiency pay point.

Movement beyond the market control point should be governed by performance for

administrative office support, managers, supervisors and technological staff and

longevity for field service and general office support staff.

6. The cost of step adjustments more than doubles the implementation costs without

“buying” anything in internal equity. The total cost for equity adjustment, without a step

plan is $288,192. MCS should carefully consider whether the additional amount of

$303,801, to place employees on the closest higher step, is worth the cost. Progressive

school districts are transitioning both teacher and classified positions to open range

plans with no adverse effect. This is certainly something to consider in a restrictive

economy.

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Monroe City Schools Page 1 of 2

December 5, 2011 Ms. Kathleen Harris Superintendent Monroe City Schools 2101 Roselawn Avenue Monroe, LA 71211 (318) 325-0601 Dear Ms. Harris, Management Advisory Group, Inc. (MAG) is pleased to present this Final Report for a Comprehensive Personnel and Salary Study, in response your RFP #11-02. This report has been developed based on:

� Job analysis of included classifications (internal equity); and

� Market salary survey results (external equity)

The report is organized into the following Sections:

� Section 1: Introduction and Methodology

� Section 2: Salary Survey Results

� Section 3: Proposed Pay Tables

o Class Comparison List

o Proposed Pay Plan(s)

o Implementation Report & Costs

MANAGEMENT ADVISORY GROUP, INC.

HUMAN RESOURCES CONSULTING SERVICES

4

Monroe City Schools Page 2 of 2

Ms. Kathleen Harris Superintendent Monroe City Schools December 5, 2011 Page Two MAG would like to express our thanks to all MCS employees and staff who have participated in this important project. We appreciate the opportunity to be of service to Monroe City Schools. Sincerely,

Carolyn Long President and CEO Management Advisory Group, Inc. Virginia/DC Area Headquarters 4000 Genesee Place, Suite 205 Lake Ridge, Virginia 22192 Phone: (703) 590-7250 Fax: (703) 590-0366 www.maginc.org

5

Management Advisory Group, Inc. 2011

MONROE CITY SCHOOL SYSTEM

CLASSIFICATION & COMPENSATION STUDY

TABLE OF CONTENTS

Executive Summary

Transmittal Letter Table of Contents Section 1.0 – Introduction ............................................................... 1-1

Background Methodology

Section 2.0 – Salary Survey and Recommendations ...................... 2-1

Survey Summary Section 3.0 – Proposed Pay Plans Classified and Certificated ....... 3-1

Proposed Pay Plan Section 4.0 – Implementation Report by Class Title ....................... 4-1 Section 5.0 – Appendices ............................................................... 5-1

Salary Survey Summary Job Classes by Proposed Titles

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SECTION 1.0

INTRODUCTION AND

METHODOLOGY

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Management Advisory Group, Inc. 2011 1-1

Section 1: Introduction

Introduction

Monroe City School System, Louisiana (the School System), contracted with Management

Advisory Group, Inc. (MAG) of Washington DC in June, 2011, to conduct a compensation and

classification study for current School System classifications. This report presents the final

findings and recommendations of the classification and compensation study. MAG’s findings

and recommendations are based on:

� salary survey results; � current organizational structure; and � internal and external equity considerations.

Project Goal The goal of the School System for this project was to provide the foundation for an

appropriate classification and compensation system and pay plan based on current

compensation levels for similar school systems.

The School System recognizes that a competitive compensation package for employees is

necessary to attract, retain, reward and acknowledge highly skilled and competent personnel to

provide the highest level of educational service. In order to accomplish the mission of the School

System, it is essential to develop and maintain a qualified, skilled, and experience workforce.

Recruitment of skilled, qualified entry-level staff, as well as the retention of current staff, is of

great importance to the continued delivery of quality, consistent, professional, and efficient

educational services.

To this end, MAG has developed final proposed pay plan(s) and salary adjustment

recommendations for current incumbents in included School System classifications.

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Compensation Philosophy

During the course of the study MAG discussed with School System administrators the

organization’s compensation and pay philosophy. Overall, regardless of the type of plan structure

(i.e. longevity-based, merit, COLA, or combination) – the School System should understand that

a key component of effective personnel management and administration is regular and

consistent (annual) funding of salary adjustments and/or increases.

Current School System Pay Plan The School System currently employs approximately 653 full-time employees in the Classified

Plan. The School System’s current classification plan includes approximately 67

classifications/titles in the Classified Plan.

In the Teacher Plan, there are 96 classification/titles covering 778 employees.

Project Focus The objectives of the study were to:

� Gather salary and compensation data from similar/competitor organizations; � Develop a revised classification plan; and, � Develop a revised compensation and pay plan.

A list of project tasks and activities is indicated by Exhibit 1-2, on the following page.

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EXHIBIT 1-2

MONROE CITY SCHOOL SYSTEM PROJECT TASKS

Project Initiation – Developed project proposal, work plan and timeline. Executed project contract.

Discussed and scheduled activities with School System administration and revised project work plan. Initial Meetings – Met with School System administration and management to clearly define the scope,

goal(s), and objective(s) for the proposed study. Developed/Distributed Salary Survey Instrument – Developed a salary survey to gather compensation

information from target organizations for selected School System benchmark classifications. Collected/Analyzed Compensation Data – Collected and reviewed compensation data from respondent

organizations. Developed Revised Pay Plan – Developed a preliminary proposed open-range pay plan based on the

results of the market salary survey, job analysis, and internal/external equity considerations. Developed Salary Adjustment Recommendations – Developed salary adjustment recommendations for all

School System classifications based on the revised pay plan(s) and employee classification, longevity and current salary.

Developed Draft Report – Developed and submitted a Draft Report for School System review integrating the

job analysis, proposed pay and classification plan, salary survey, and implementation recommendations.

Developed Final Report – Developed and submitted a Final Report for School System review and

consideration of recommendations.

Exhibit 1-3 illustrates a flow-chart process used for developing a proposed pay and classification plan.

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EXHIBIT 1-3 MONROE CITY SCHOOL SYSTEM

PROJECT FLOWCHART

EXTERNAL EQUITY (COMPETITIVENESS)

� Market Salary Survey

� Survey Data Analysis

� Plan Design & Structure

� Compensation Philosophy – Market Posture

Proposed Classification & Compensation Plan

Internal Review and Verification

� Individual Employee Salary Adjustments – Types: � Adjustment to Minimum � Adjustment to Market

� Department/Division/Unit/Agency Cost Calculations

Organization–wide

Implementation Costs & Options

CLASSIFICATION & COMPENSATION STUDY PROCESS

INTERNAL EQUITY

� Job Analysis - QPF

� Job Analysis Questionnaire® - JAQ

� Class Description Review

� Compensation Philosophy – Plan Structure and Movement Through Ranges

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Methodology Overview

To begin the study, the project team requested and reviewed preliminary information and

arranged for on-site work with the School System. At this time, MAG conducted initial meetings

with School System administration and tailored several instruments to be used in conducting the

compensation and classification analysis, including a Market Salary Survey to be conducted

with comparable classifications with a selected group of agencies and employers.

The study methodology included:

� collection of current School System budget, personnel, and organizational background information;

� identification and selection of comparable organizations for the market salary survey;

� identification of classification benchmarks; � a salary/wage survey and analysis to include recommendations concerning labor

market competitiveness to ensure external equity.

Initial Meetings

Upon agreement to proceed, the project team discussed with School System management

the study’s objectives. School System management and the Human Resources Department

provided input regarding the School System’s job descriptions, current organization charts and

current employee and compensation plan information. MAG’s representatives requested

documentation about current compensation and classification programs and developed an

understanding of concerns to be addressed. The data provided by the MCS schools came in at

various times and was put together by MAG staff for use in making assumptions and running

calculations. At this point in the process, MAG requested the MCS staff to conduct a technical

and factual review of the information provided so that MAG could move forward with the

development of the Final Report.

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Salary Adjustment Recommendations

The cost to implement and maintain the compensation system should be driven by changes

in the labor market and should be applied globally to the system, which adjusts each salary

range, or band. Compensation systems that are well maintained address two primary issues on

an annual basis:

� the cost to maintain competitiveness of the system; and, � the cost to adjust individual salaries.

Following initial implementation of the recommendations, changes to the compensation structure

should be driven by changes in the labor market. Changes in individual salaries should be

driven by performance.

MAG also recognizes that a vital component of any compensation plan is the recruitment

salaries offered. We have found that recruitment programs are most effective if hiring ranges, as

opposed to hiring rates, are established. Hiring ranges should be adjusted each year to reflect

the dynamics of the marketplace, and policies should be established to address individual equity

concerns, particularly those that inhibit hiring personnel at salary levels exceeding those of

current personnel. In other words, hiring ranges are components of a total salary range that can

be adjusted each year based on need, whether such need is dictated by the marketplace,

desires of the organization, or both. Typically the hiring range is considered to be from the entry

level of the proposed range to the midpoint. Many factors should be considered when making an

offer above the entry level. One factor is the current salaries of incumbents (if any) in the job

class and their length of service.

Another consideration is the demands of the market place. A qualified candidate might be

making more than the entry level of the proposed range - but do other well qualified candidates

exist? In some cases, operational necessity may require hiring above the minimum rate in order

to accomplish key organizational operational objectives. Hiring above the entry level should be

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recommended by the hiring department/supervisor, reviewed and endorsed by Human

Resources and the Superintendent, and if necessary under the administrative guidelines,

approved by the Board.

During the School System’s salary survey, MAG examined the School System’s current pay

plan and recommended changes for current and proposed classification, including titleing changes.

The new compensation architecture and the recommendations for placement of positions are based

on an analysis of the salary study benchmarks and pay line regression calculations,

Plan Implementation

MAG recognizes that implementation of new or revised compensation and classification

programs must take into account the financial disposition, current salary levels, hours worked,

requirements by the State DOE and other variables unique to the School System. Only after all

of these factors are considered can a feasible final implementation program be run. After

presentation of reports and recommendations from the analysis phase of this engagement,

School System management should take into consideration financial obligations and capabilities

of the School System, and advise MAG's representatives of financial limitations or other

restrictions that must be considered in implementing the proposed programs.

Proposed Compensation Plan

Regardless of an organization's philosophy concerning advancement opportunities

afforded to employees, it is essential that movements in the economy, and more specifically the

labor market in which the School System competes, be addressed at the system level.

Accordingly, salary administration procedures should take their priority based on funding levels

and philosophies on pay. Although MAG cannot dictate a philosophy, we recommend that a

balance be achieved in addressing compensation at both the individual employee and

compensation system levels.

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Minimum Rate

The pay grade(s) take into account the necessary previous experience and qualifications for

positions assigned to that grade. On occasion, for highly skilled, technical, or managerial positions it

would be necessary to hire above the minimum rate in the range. A recommendation to hire above

the minimum rate in the range should be documented by the supervisor, reviewed by Human

Resources and the Superintendent, and approved by the School Board.

Allocation of Employees Within the Ranges

For employees whose current salary level is below the minimum level in the assigned

range, the salary level would be the minimum in the range. For employees with current salary

levels exceeding the maximum level in the assigned range, the salary would be frozen at that

level, and the employee would be ineligible for any merit or cost of living increases until the

range is adjusted to allow movement. To address employees that may be ‘topped-out” at the

maximum of their assigned range, the School System may wish to reward employee

performance by a salary “bonus” or merit pay amount awarded to the employee, but that is not

added to the employee’s base salary (to avoid further out-of-range base salary increases).

Reclassification

Reclassifications can occur in several ways. The most common is the reclassification of an

entire class of workers. Reclassification can take place when the work performed changes

substantially over a period of time. Often these changes take place when new technology is

introduced, or the mission of a section is changed in response to changing legislation or

changing service demands. Another type of reclassification is done for individuals whose jobs

change through design or evolution.

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If an individual or a supervisor initiates a request for a reclassification it is usually

accompanied by written supporting documentation. This documentation is rarely sufficient to

support a reclassification as it generally does not document actual job duties and tasks, nor does

it provide sufficient information to allow the various compensable factors in the job to be

weighted and considered relative to the importance of the duties and responsibilities of other

positions. Reclassifications do not take place independent of consideration of other positions

within the overall classification system.

When a request for a reclassification is initiated, all incumbents holding the same job title

should complete a Job Analysis Questionnaire©. A desk audit, usually at the job site would then be

conducted with the individual being considered for reclassification or with a representative number

of people if the reclassification request was for a number of people with the same job title. Key

questions concerning the job should be answered to assist in determining the proper level within the

overall pay and classification system. The analysis of all the information is then compared to the

current position description for the various classification levels and weighted, using the same criteria

that has been used to establish the level of all positions in the School System’s pay plan. This will

allow the reviewer to determine the correct classification assignment. If it is determined that a

reclassification is justified, approval should be recommended by the Human Resources department,

and approved by the Superintendent.

Promotion

When promotions occur, the raise should be commensurate with the increased responsibility

associated with the new duties and assignment. One approach to determining the percentage of

promotional increase is to base it on the percentage of difference between the midpoint of the

starting pay range and the midpoint of the range of the promotion. Typically an increase in base

pay does not exceed 10% unless very unusual circumstances exist. An increase that exceeded

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10% should be recommended by the promoting department, confirmed and endorsed by the

Human Resources department, and approved by the School Board (or designee).

Advancement Within a Pay Grade

Advancement within each pay grade should be based on merit through an annual

performance review and evaluation. A "satisfactory" or better rating should be considered

mandatory for consideration for an increase past the market control point of the range for Classified

employees. A pay-for-performance system for Classified employees allows the School System to

allocate scarce compensation dollars to those employees whose work is excellent. A true pay-for-

performance system should provide the means to make meaningful distinctions among and

between levels of employee performance and should not be dependent on longevity or other

exogenous variables. Advancements within a grade should be considered on an annual basis,

following regular established personnel policies and procedures. It is important to ensure that there

is appropriate assignment of staff to the Classified and to the Certified pay scale, or that policies are

developed that would insure that certificated administrative and professional staff salary progression

is based on merit and not simply on longevity as is typically the practice with classroom teachers.

MAG understands that MCS has a performance based compensation system. Since it was not a

part of this scope of work, MAG has not reviewed it.

Proposed Compensation Under the New Plan

The appropriate pay range for each job class is first established using the market data collected

through our Market Manager® software. The Classification Manager® software then establishes

a target salary for each employee based on the years of service with the School System within the

employees’ current classification title. The program automatically calculated the correct proposed

salary for each position (person) within the School System’s organizational structure by first

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calculating the cost to raise the incumbent to the minimum of the new range (if appropriate), and

then determining any needed in-range (or internal equity) adjustment that is needed. The total

amount of change is calculated and presented as an overall wage adjustment to the School

System’s payroll.

Future Administration of the Plan

In order to retain the currency of the plan, the School System may exercise an optional

maintenance agreement with MAG that would include a salary survey and a recommended

market adjustment of ranges. MAG does not recommend increasing pay ranges using a cost-of-

living (COLA) adjustment. Cost-of-living, as determined by the United States Department of

Labor, Bureau of Labor Statistics is based on a “shopping basket” increase in the cost of goods.

Wages and salaries should be adjusted based on shifts in the labor market value for work, and

not on increases at the supermarket. At a minimum, MAG recommends that the School System

conduct a salary/compensation study every two to four years to ensure market competitiveness.

Adjustments can then be made on a structural (or as needed) basis to maintain the School

System’s competitive posture.

.

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SECTION 2.0

SALARY SURVEY

RECOMMENDATIONS

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Section 2: Salary Survey and Recommendations for Implementation

Market Salary Survey

The Monroe City Schools (MCS) System employs a wide range of jobs that contain a mix of

work responsibilities The Market Salary Survey reflected the variety of duties and

responsibilities in which School System employees engage. The Market Salary Survey is one

of the key components of a classification and compensation study, as well as one of the more

difficult and sensitive activities in the study process.

In a collaborative effort with School System management, MAG developed a list of target

organizations to be surveyed. Upon School System approval of the target list, the survey

instrument, and the benchmark classifications, MAG conducted the survey and performed the

technical analysis and evaluation.

Organizations typically included as targets in a salary survey are those that are:

� competing with the School System for employees, for either lower level or higher level positions;

� geographically situated in such a fashion as to almost automatically be considered a competitor;

� structured similarly to the School System, or providing similar types of services; � attractive to highly valued School System employees for one reason or another; and � within a reasonable commuting distance.

The proposed salary ranges for the pay plan are the result of both job analysis and a market

salary survey of target organizations.

Benchmark Classes

The job classes included as benchmarks in the survey were clearly and concisely described.

All classes had a clear and identifiable relationship to other School System classes and were

representative of the various functional areas within the various work areas/units.

In the survey instrument, each job was carefully described in a class profile. In addition to

the statement of job duties and responsibilities, specific information pertaining to the education

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requirements and work experience needed for the class was included. Such specific

information helped survey respondents determine how close the match was between the School

System’s position and that of the survey respondent’s organization. The respondent’s matching

class title, annual minimum and maximum salary, duty days, and annual hours was also

included in the survey. The class profiles were created from the School System’s own currently

available job specifications.

The data from the survey were used to assist with the classification of the various jobs within

the pay structure. It is important to note, however, that the market study simply serves as an

indicator of market trends and, consequently, the internal relationships is the most critical

element in determining pay grade assignment.

Exhibit 2-1 indicates benchmark positions/classifications used for the salary survey. Exhibit

2-2 indicates survey targets used for the salary survey.

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EXHIBIT 2-1 SURVEY BENCHMARK TITLES/CLASSIFICATIONS

Accounts Payable Clerk II

Asst. Principal Elementary

Asst. Principal High School

Asst. Principal Middle

Asst. Superintendent

Chief Academic Supervisor

Custodial Worker (8 Hour)

Custodial/Warehouse Manager

Director of Student Support Services

Executive Director HR

Executive Secretary to Supt.

Field Manager

Food Service Technician

Maintenance 3

Maintenance Laborer

Management Information System Administrator

MIS Systems Technician

Occupational Therapist

Paraprofessional

Personnel Supervisor

Purchasing Specialist

School Bus Operator – non owner

Transportation Mechanic/Service Technician II

Warehouse Clerk

School Secretary

Supervisor of Instructional Technology

Transportation Manager

Supervisor of School Food Service

HR Insurance/Benefits Specialist

Manager of Accounting and Payroll

Senior Accountant

Teacher - BA

School Principal – Middle

School Principal – High

School Principal – Elementary

School Nurse - RN

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EXHIBIT 2-2 SURVEY TARGETS

Autauga County School District

Blount County School District

Jones County School District

Limestone County School District

Ouachita Parish School District

Rapides Parish School District

St. Charles Parish School District

St. Clair County School District

St. John the Baptist Parish School District

St. Martin Parish School District

St. Mary Parish School District

Vermilion Parish School District

Vicksburg Warren School District

Preliminary Survey Results and Summary The market salary survey provided a range of information from both the macro, and micro levels.

In general terms, the examination of market survey data compared to current School System pay

plan information provides a number of comparisons:

� Market vs. Current Range Minimum (entry-level);

o MCS is 8.9% above the market for minimums of the pay ranges.

� Market vs. Current Range Midpoint (or Market rate for fully proficient employee);

o MCS is 2.36% above the market for the midpoints of the pay ranges.

� Market vs. Current Range Maximum (indicating the ultimate annual earning potential of

long-term employees).

o MCS is 3.42% below the market for the maximums of the pay ranges.

Additional survey work was done to compare the base teacher salaries reported by MCS and

peer and competitors to Louisiana DOE. The following information was compiled from the

Louisiana Department of Education website.

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EXHIBIT 2-3 Teacher Salary Comparisons

2010-2011 - Teacher Schedules Students BA Min BA Max PhD Min PhD Max

Natchitoches 6763 35,409.00$ 45,263.00$ 37,501.00$ 52,003.00$

Ouachita 19428 34,771.00$ 46,364.00$ 41,381.00$ 54,555.00$

St. Mary 9298 40,000.00$ 51,612.00$ 42,999.00$ 57,102.00$

Acadia 9400 38,473.00$ 48,396.00$ 40,144.00$ 51,666.00$

Orleans 10,300 39,813.00$ 54,813.00$ 43,013.00$ 58,013.00$

St. Charles 9684 43,365.00$ 57,845.00$ 45,748.00$ 63,228.00$

St. Martin 8448 41,305.00$ 50,683.00$ 43,273.00$ 54,423.00$

Vermillion 10,000 39,458.00$ 51,260.00$ 44,227.00$ 58,496.00$

Averages: 39,074.25$ 50,779.50$ 42,285.75$ 56,185.75$

Monroe - Reported on DOE 8751 40,651.00$ 51,181.00$ 42,963.00$ 55,350.00$

Percent of Difference: 4% 1% 2% -2%

Monoe - Reported on Database 40,668.00$ 51,180.00$ 48,131.00$ 63,005.00$

Percent of Difference - State Average: 4% 1% 12% 11%

Percent of Difference - Ouachita Par: 15% 9% 14% 13%

MAG Proposed: 40,296.00$ 54,077.00$ 43,617.00$ 58,534.00$

Percent of Difference - State Avg: 3% 6% 3% 4%

Percent of Difference - Ouachita Par: 14% 14% 5% 7%

2.1 Findings – Survey

It is important to note that much is being done very well in MCS and the staff are both hard

working and dedicated. It is unfortunate that the focus of a consulting review, like this one,

focuses on the areas of improvement and can overwhelm the very good work done by so many

of the staff. It is not the intention of MAG to, in any way, suggest that the staff is not highly

qualified and not doing a fine job. It is the intent of this report to focus on areas of improvement.

There are several interesting points of consideration when reviewing the Monroe City Schools

relative market position.

1. The information contained within the report is based on the factual information provided

by a variety of sources including both Monroe City Schools and the Louisiana Department

of Labor. In the development of this report, MAG has placed reliance on these sources.

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2. The Monroe City Schools appears to be generally competitive to other Districts in both

instructional and non-instructional pay ranges. However, the original information

provided by MCS for any pay schedules (other than classroom teachers) that is

presented in this report is not easily available and does not appear to be readily available

in a format that classified employees can easily review or understand. The pay ranges,

where ranges exist, appear to be somewhat inconsistent and overall are very narrow

compared to the general market. Education differentials, where they existed for classified

positions, were sometimes “upside down”, with the reported range for a higher degree

being less than that for a lower level of education.

3. In a number of instances, no pay range existed for a job title. MAG concatenated a pay

range using the lowest actual pay to the highest actual pay. This approach, while the only

feasible alternative for MAG, increases the potential for error.

4. The job titles that were originally provided by Monroe City Schools in the employee/job

information spreadsheet did not, in many instances, comport with the job titles on the job

descriptions provided by the HR Department. It took MAG a number of tries to get the job

title information provided in the employee database file cross-walked to the job titles of

the descriptions on file with the HR Department. MAG retained the “original” job titles in

our “working titles” records. The “working titles” can be found in the Class Comparison

list. It is important to note that because of data that could not be readily provided, the

reader cannot place total reliance on either the “working titles” or the original pay ranges

for some of the classified employee positions.

5. Overall Monroe City Schools reports ranges with a width averaging 17%. However, the

benchmark ranges for Monroe City Schools varied from a low of 5% from the entry level

to the maximum of the range to a high of 33%. The structures were also internally

inconsistent for both the Classified positions (non-instructional) and Teachers/Certificated

Administrators.

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6. The employee compensation information is so inaccurate and inconsistent that the final

spreadsheet provided to MAG, after almost four (4) months of waiting, calling, and phone

conferences, was so inaccurate that it was almost unusable. After the data were

received, it took an enormous effort to render it usable. The spreadsheet information

provided by the client is the foundation of all of the analysis and compensation

calculations done by MAG.

7. Monroe City Schools is a large employer. MAG’s report will provide the incoming HR

Director with the tools and information necessary to implement a logical, equitable

compensation and classification system for all employees.

8. MAG was initially tasked with the review and revision of the descriptions. At the onset of

the study, MAG was assured by the Human Resources Department that the descriptions

were in “good shape” and that the content had been confirmed by the “Program

Managers”. MAG placed total reliance on this assurance by the HR staff. The time,

money and effort that would have been assigned to this activity were diverted to the very

considerable time and effort necessary to develop a usable database. Following the

development of a reasonably accurate employee database, MAG then became aware

that the descriptions may not all be in “good shape”. Because MAG has no baseline of

employee data upon which to confirm the job duties, there is no way, at this late date, to

revise the descriptions within the scope of this agreement. This should be a priority of the

incoming HR Director. MAG can provide the necessary tools and assistance to the new

Director to complete this additional review in a timely manner, if so desired.

9. From the information provided in Exhibit 2-3, one concludes that the information available

and presumably reported to Louisiana Department of Education for teacher salaries

varies slightly from that provided in an Excel table to MAG. MAG has based analysis and

recommendations on the information provided directly from MCS.

26



10. The sharing of sales tax funds has created two classes of Monroe City School’s

“citizens”; those who are “certificated” and those who aren’t. The sharing of a larger

portion of the sales tax with “teachers” has resulted in some administrators retaining an

active teaching certificate for the apparent sole purpose of receiving a larger piece of the

sales tax pie. For these administrators, the teaching certificate is not relevant to the work

performed. In the proposed compensation plan, and in the current plan, these

administrative staff are adequately compensated for their work and do not need to be in

the certificated pool for sales tax sharing. These purely administrative positions

(certificated administrators) should be moved to the Classified Schedule and should

receive a one-time adjustment to their base salary equivalent to the average amount that

might be “lost” as a result of not receiving a “teacher share” of the sales tax money. MAG

was told by staff that basic sales tax money was included in the reported ranges. MAG

assumes that the additional sales tax money is not included in the base ranges reported.

The additional sales tax money received by teachers and certificated administrators is

significant, resulting in several thousands of dollars a year.

11. Hours worked are confusing and may be somewhat misleading. The Monroe City

Schools reports that full time staff (other than classroom teacher and school based staff)

work 232 days (which is considered a “12 month schedule”) and either 8 hours a day

(field staff) or 7.5 hours a day (central office staff), for a total of 1856 and 1740 annual

hours respectively. In fact, the Certificated Administrators and the Classified staff may be

working as much as 17 days a year less than this and approximately 17 less than their

counterparts in the private sector and in School Districts in other states in the region. (In

Louisiana, many of the school administrators and central office staff close down for the

entire two week Christmas break; a week at Thanksgiving; another week for Spring

break; and the normal complement of Federal holidays as well as vacation time.) This

practice is not the norm in the private sector and so rare in other school districts outside

27



of Louisiana that the MAG staff have never encountered it. One large Southern Louisiana

school district recognized these anomaly years ago and placed these people on an 11

month schedule with a reduced level of pay (essentially 11/12ths of full pay).

Unfortunately, within a few years, the reduced work schedule was retained but the

reduced level of pay was forgotten and, as it appears to be in MCS, you have part-time

workers receiving full-time pay. Exhibit 2-4 compares the duty days and work hours of

the average full-time school administrative staff with that reported by Monroe City

Schools. This is critical information for understanding the recommendations and

proposed implementation cost calculations for non-teacher salaries.

EXHIBIT 2-4 Administrative and Field Staff Duty Day/Hours Worked

Calculations for Duty Days/Hours Worked

Based on Full-time non-Teachers schedules Hours as Reported to MAG

Full time 52 weeks x 5 days/wk = 260 days x 8 hr/day 2080 hrs x7.5 hr day 1950 hrs

Standard Full-time Work Schedules: (National averages)

Avg Vacation: 10 - 15 days* 245 days x 8 hr/day x7.5 hr day

Avg. Holidays: 12 days (standard Federal Holidays) 233 days x 8 hr/day 1864 hrs x7.5 hr day 1747 hrs

Monroe City Schools:

Based on full-time non-Teacher schedules

Stated Work Days/Hrs: Administrative and Office Support 232 x 7.5 hr/day 1740 hrs

Field Support 232 8 hr/day 1856 hrs

Avg. Vactaion: 10-15 days* 245 days

Avg. Holidays: Christmas 10 235 days

T'ksgiving 5 230 days

Sp' Brk 5 225 days

Rest of Fed 9 216 days

Actual Work Days/Hrs: Administrative and Office Support 216 x7.5 hr/day 1620 hrs

Field Support 216 x8 hr/day 1728 hrs

The Monroe City Schools Administrative “full-time” staff, both Classified and Certificated, report

that they are working 1740 hours. In fact, they appear to be working closer to 1620 hours. The

28



“field support” staff report they are working 1856 hours. In fact, they appear to be working 1728

hours.

12. The Teacher Salary Schedule (format shown below) is inconsistent. EXHIBIT 2-5 Current Teacher Salary Schedules

YRS BACHELOR % Increase MASTER % Increase MASTER +30 % Increase ED. SPEC % Increase DOCTORATE

0 $40,650.58 1.5% $41,280.58 0.4% $41,448.58 1.4% $42,011.58 2.3% $42,962.58

1.0% 0.9% 0.9% 0.9% 0.9%

1 $41,038.58 1.5% $41,669.58 0.4% $41,838.58 1.3% $42,402.58 2.2% $43,356.58

0.9% 1.0% 1.0% 1.0% 1.0%

2 $41,427.58 1.6% $42,079.58 0.4% $42,249.58 1.3% $42,814.58 2.2% $43,774.58

0.9% 1.0% 1.0% 1.0% 1.3%

3 $41,817.58 1.6% $42,489.58 0.4% $42,659.58 1.3% $43,227.58 2.6% $44,344.58

0.9% 1.0% 1.0% 1.0% 1.4%

4 $42,204.58 1.7% $42,912.58 0.4% $43,083.58 1.3% $43,655.58 3.0% $44,950.58

0.9% 1.3% 1.5% 1.5% 1.3%

5 $42,594.58 2.1% $43,488.58 0.6% $43,735.58 1.3% $44,314.58 2.8% $45,554.58

0.9% 1.4% 1.6% 1.6% 1.4%

6 $42,991.58 2.6% $44,091.58 0.8% $44,428.58 1.4% $45,028.58 2.6% $46,209.58

1.0% 1.4% 1.5% 1.5% 1.3%

7 $43,414.58 3.0% $44,697.58 0.9% $45,115.58 1.3% $45,715.58 2.4% $46,807.58

1.0% 1.4% 1.5% 1.5% 1.3%

8 $43,850.58 3.3% $45,315.58 1.1% $45,813.58 1.3% $46,415.58 2.2% $47,432.58

1.4% 1.3% 1.5% 1.5% 1.3%

9 $44,452.58 3.3% $45,921.58 1.3% $46,500.58 1.3% $47,107.58 2.0% $48,045.58

1.4% 1.4% 1.5% 1.5% 1.3%

10 $45,071.58 3.3% $46,547.58 1.4% $47,206.58 1.3% $47,813.58 1.8% $48,679.58

1.4% 1.4% 1.6% 1.6% 1.4%

11 $45,722.58 3.3% $47,209.58 1.6% $47,950.58 1.3% $48,558.58 1.6% $49,348.58

1.4% 1.4% 1.5% 1.4% 1.2%

12 $46,364.58 3.3% $47,884.58 1.6% $48,648.58 1.3% $49,257.58 1.4% $49,947.58

1.4% 1.4% 1.5% 1.5% 1.5%

13 $47,010.58 3.3% $48,577.58 1.6% $49,358.58 1.3% $49,981.58 1.4% $50,684.58

0.3% 0.3% 0.3% 0.3% 0.3%

14 $47,162.58 3.3% $48,732.58 1.6% $49,514.58 1.3% $50,140.58 1.4% $50,846.58

0.3% 0.3% 0.3% 0.3% 0.3%

15 $47,296.58 3.3% $48,873.58 1.6% $49,656.58 1.3% $50,285.58 1.4% $50,990.58

1.4% 1.4% 1.5% 1.5% 1.5%

16 $47,963.58 3.4% $49,576.58 1.6% $50,379.58 1.3% $51,026.58 1.4% $51,745.58

0.3% 0.3% 0.3% 0.3% 0.3%

17 $48,102.58 3.4% $49,721.58 1.6% $50,525.58 1.3% $51,173.58 1.4% $51,895.58

0.3% 0.3% 0.3% 0.3% 0.3%

18 $48,245.58 3.4% $49,871.58 1.6% $50,676.58 1.3% $51,327.58 1.4% $52,052.58

1.5% 1.5% 1.5% 1.5% 1.5%

19 $48,966.58 3.4% $50,619.58 1.6% $51,444.58 1.3% $52,113.58 1.4% $52,853.58

0.3% 0.3% 0.3% 0.3% 0.3%

20 $49,128.58 3.4% $50,787.58 1.6% $51,614.58 1.3% $52,286.58 1.4% $53,030.58

0.3% 0.4% 0.4% 0.4% 0.4%

21 $49,293.58 3.4% $50,979.58 1.6% $51,807.58 1.3% $52,481.58 1.4% $53,230.58

1.5% 1.5% 1.5% 1.5% 1.6%

22 $50,025.58 3.4% $51,749.58 1.6% $52,600.58 1.3% $53,280.58 1.5% $54,060.58

0.3% 0.3% 0.3% 0.3% 0.3%

23 $50,177.58 3.4% $51,907.58 1.6% $52,760.58 1.3% $53,443.58 1.5% $54,237.58

0.3% 0.3% 0.3% 0.3% 0.3%

24 $50,349.58 3.5% $52,087.58 1.6% $52,941.58 1.3% $53,616.58 1.5% $54,414.58

1.7% 1.7% 1.7% 1.8% 1.7%

25 & UP $51,180.58 3.5% $52,973.58 1.7% $53,850.58 1.3% $54,567.58 1.4% $55,349.58

Range Width 25.9% 28.3% 29.9% 29.9% 28.8%

13. No review of compensation and classification for Monroe City Schools could be complete

without mentioning the role that the Human Resources Department has played, or failed

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to play, in supporting the objectives of the Board and the goals of the Superintendent in

recruiting, retaining and motivating employees. The laxity of this department in not

raising the alarm concerning the level of leave time taken, excessive compensation paid

to administrators which was meant for teachers and the general disarray of compensation

information is indicative of either a lack of professional competence or a lack of corporate

leadership responsibility, or both. To wit:

• MAG found that leave time was either so poorly understood or intentionally

misrepresented to suggest that central office workers worked 1740 hours, when in

fact they were working 1620.

• The IT support for this project was not effective. The outside source for IT may be

providing the services requested by the School District, but the IT support

suggests the lack of a fundamental understanding of the complexity of school

district compensation structures, design, implementation and management. If the

in-house staff did not understand the compensation of school district staff, one

would assume that the outside consulting staff had the expertise to bring these

deficiencies to their attention and attempt to provide remediation. There appears

to be neither an in house nor a consulting understanding of what is needed.

• Job descriptions were described by the HR Director as being “up to speed”. MAG

found that there was virtually no link between the published job descriptions

provided and the random, poorly defined and loosely organized job titles used for

employees. The job titling system was among the worst MAG has ever

encountered. There is scant reason to believe that the current descriptions on file

in HR bear any resemblance to the work being performed. This has negative

implications for the validity of decisions with respect to the Fair Labor Standards

Act, as well as the correct assignment to the compensation plan (pay grades).

MAG would recommend that a complete review be done of each (non-teacher) job

title in the organization and new/revised and updated descriptions be prepared.

For purposes of this study, MAG had to assume that jobs were in the right pay

grade as there was very little ability to cross-walk job titles to job descriptions.

MAG had very little to go on and had to try and untangle current titles and use our

own extensive experience as to the work typically performed by people in these

titles. Compensation decisions should not be made this way. It is unclear to MAG,

given the state of the job descriptions and their relationship (or lack there of) to

the titles used in the finance records, why the HR Director would assure MAG that

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the descriptions were in “good shape” and did not need further review. MAG

placed total reliance on this assertion and concentrated our efforts (necessarily) to

trying to put together a usable database. Getting and constructing a usable

database covered four months of time.

• MAG recommends that MCS undertake a full review, update and re-write of all

non-teacher job/class descriptions.

• MCS should employ a fully qualified and professionally trained HR Director. An

emphasis should be on recruiting an HR professional. Experience in a school

district, while desirable, is less important than extensive HR experience in the

public sector. Experience as a certified teacher is NOT a requirement and might

in fact be an impediment as it could create the appearance that a certificated HR

Director would put the benefits of retaining an active teaching certificate and the

ensuing benefits over the best interest of the District.

• MAG would recommend that the District seek a certified candidate. The Society

for Human Resources Management (SHRM) offers the best all round certification

program, the Senior Professional in Human Resources (SPHR) certification is a

general indication of professional standing. However, an inexperienced candidate

could possess a SPHR certificate with little practical experience. The District

should look for an experience Human Recourses Professional as well as the

SPHR certificate. It is not uncommon for the HR Director to also hold a law

degree.

•

2.2 Recommendations New Salary Schedules: MAG has prepared an internally consistent and externally competitive compensation plan for Teacher/Certificated Administrators and for Classified employees. The proposed Teacher/Certificated Administrators Plan is approximately 34% in range width from the minimum of the range to the maximum of the range. This is consistent with the reported market. There is a consistent 2% between pay grades. The plan has 25 steps corresponding with the current 25 step plan for teachers. All teaching and certificated administrative staff are currently shown in one unified pay plan. The Classified Plan is approximately 44% in range width from the minimum of the range to the maximum of the range. This is consistent with the reported market. There is a consistent 4% between pay grades. The plan has 25 steps corresponding with the current 25 step plan for teachers. All classified employees are in the one classified pay plan.

31



Both plans are designed to accommodate the various contract duty days and hours worked by fractionalizing the hours against the standard for “full-time” for each of the plans. The standard for the Classified Plan is 232 duty days and 1740 hours. (This assumes that the Classified and the Certificated Administrators actually WORK 232 days at 7.5 hours per day – which is not currently the case.) Currently classified and certificated administrators are receiving 17 more days of paid holidays than the national norm for public sector employees. The standard for the Teacher/Certificated Administrators is 181 duty days and 1358 hours. This represents the most frequently reported number of duty days and hours for teachers. The Classification Manager® software program runs calculations to project the proposed salary for each employee based on his or her relationship to the standard. All of the salary ranges are reported as full-time ranges. Individual salary equity adjustments are fractionalized as a percentage of the full-time salary. This approach permits both administrators and employees to clearly see the relationships between and among the jobs. 2.2.1 Recommendation

1. MAG recommends that Monroe City Schools adopt two compensation plans; one for Teacher/Certificated Administrators and one for Classified employees.

2. MAG recommends that all central office, certificated administrators and non-classroom teachers adopt an eight hour work day. While this will not totally make up for the excessive number of holidays currently granted to these employees, it will at least provide some increase in productivity. Since these employees are already receiving approximately 17 more days of paid holidays than the national averages (outside of school districts in Louisiana), they should not expect to receive any additional compensation for the change to an 8 hour day. This will bring the total hours worked to 1728, which is reasonably close to the 1740 they report they are working. Since the proposed pay plans were run using 1740 hours for “full-time”, this is also close. Should the Board decline to adopt an 8 hour schedule for these 232 day/7.5 hours a day employees, MAG should be requested to re-run the proposed pay plan using 1620 hours, which would reduce the proposed salary and the implementation cost to reflect the number of hours actually worked.

3. MAG has requested clarification from the Louisiana Department of Education with respect

to the payment of additional sales tax to certificated administrators whose certificates appear to be unrelated to the work performed. In many states, Academic administrators are required to hold certain state certifications relevant to the duties required by their positions. In these cases the work performed is directly related to the curriculum and instructional services provided through teachers to the students. Such certifications are not in question. MAG could not ascertain that the State has codes that require the payment of additional bonus sales tax to certificated administrators.

4. The proposed Teacher/Certificated Administrator pay schedules are sufficient in base compensation to preclude any additional pay for school based positions (Assistant Principals and Principals and any others that may not have been identified to MAG) with

32



respect to work necessary to get the job done, attendance at special events and other before or after school activities. Such activities are considered part of the duties of the incumbent and should not be further compensated. There is sufficient separation between the various proposed teacher pay grades and the Assistant Principal pay grades (with comparable educational levels) to compensate for the “other duties”. Exempt employees (those not subject to the Department of Labor required overtime payments), are paid an annual salary on a regular basis and such compensation is not subject to deduction of hours for incidental time taken off. Conversely, exempt employees understand that they are compensated to do a job and not by the hour. They are expected to fulfill the obligations of the job and are not eligible for overtime or other payments. The District can elect to provide additional compensation, but is not obligated to do so. If the Board adopts the new compensation schedules, additional payment for exempt positions is unnecessary and should be discontinued.

5. The Monroe City School Board should adopt an eight (8) hour work day for all certificated administrators, classified staff, and school-based administrators, such as Principals and Assistant Principals. This would include approximately 144 employees in the job titles included in Exhibit 2-6. This list may not be all inclusive and does not include “field support” positions that MAG understands are already working an 8 hour day. This would bring the work hours to approximately 1728, which would be more consistent with a standard work year, and closer to the stated 1740 hours the MCS staff indicated they worked. This equates to an additional 88 work hours per year, times 144 staff (at least) for a total increase of 12,672 hours or 7.3 FTE. As mentioned previously, MAG has based the proposed salary adjustments on 1740 hours; should the Board not adopt an 8 hour day for these employees, the salary schedule should be re-run on 1620 hours.

33



EXHIBIT 2-6 Job Titles for Consideration for 8 Hour Day

OrigClassTitleOrigClassTitleOrigClassTitleOrigClassTitle

Chief Financial Officer-Support Services

Curriculum Coordinator - Master's Degree

Director - 21st Century

Director - Federal Programs

Director of Student Support Services

Executive Director of Human Resources

Instructional Facilitator - Master's Degree

MAG/Proj 2

Manager - Accountability - Master's Degree + 30

Personnel Supervisor

ROTC Instructor

ROTC Assistant

Safe Schools/Healthy Students Project Director

School Principal-Elementary - Master's Degree

School Principal-High School - Master's Degree

School Principal-Junior High - Ph. D.

Supervisor - Media Center

Supervisor of Instructional Technology

Supervisor of School Food Service

Supervisor of Student Behavior Management

Accounts Payable Clerk I

Accounts Payable Clerk II

Cafeteria Manager

Central Office Receptionist

Computer Operator

Consultants and SPVR Instruction

Executive Secretary to the Superintendent

Graphic Arts Assistant

Graphic Arts Manager

HR Executive Secretary/Certification Specialist

HR Insurance/Benefits Specialist

HR Personnel Secretary

HVAC Technician

Maintenance Financial Clerk II

Management Information System Administrator

Manager of Accounting and Payroll

Manager of Purchasing/Accounts Payable/Insurance

MIS Administrative Assistant

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MIS Analyst II

MIS Senior Systems Programmer

MIS Systems Programmer I

MIS Systems Technician

Payroll Coordinator/Substitute

Secretary I

Secretary I

Secretary II

Secretary III

Secretary-School Food Services

Senior Accountant

Special Projects Accountant

Special Projects Accountant

2.2.2. Implementation Recommendations As stated in Section 2.0, the market data indicated that Monroe City Schools is, overall, over

paying at the entry level for jobs by approximately 9% and underpaying at the maximum of the

range by approximately 3.5%. This unbalanced market position is a result of very narrow ranges

that appear to attempt to retain market parity at the maximum of the range, and ignore market

parity at the entry level. While this may have been an appropriate strategy during a highly

competitive “sellers market”, the current employment economics puts the employer in a strong

“buyers market” and provides very little support for overvaluing jobs at the entry level. MAG’s

recommended salary schedules for both Teacher/Administrative Certificated and Classified

provide more appropriate alignment at both the entry level and the maximum.

In addition to providing a balanced and competitive compensation structure, it is also necessary

to determine if the actual compensation provided to employees is internally equitable. MAG

created a twenty five step plan reflective of the 25 year service plan currently in place for

teaching staff in Louisiana. The market control point is generally considered full proficiency pay

for a job. The market control point is the integration of the internal value of the benchmark

35



position regressed against the external midpoint of the market average for the same job. It can

be graphically represented as:

The Market Control Point is recognized as full proficiency pay for a job. Compensation above the

market control point should be based on performance and not on longevity. Consequently, MAG

is recommending that Monroe City Schools use full proficiency pay, which corresponds with step

13 of the proposed pay schedule, as the target for setting salaries. Any employee who has been

with the District for 13 years, and has not yet reached the market point, should be raised to the

market control point. Employees with less than 13 years of service are also reviewed and an

appropriate target salary determined based on their length of service. Employees with more than

13 years of service and whose current salary is above the market control point (or above full

proficiency pay for the job) are not recommended for further adjustment as a part of the

proposed Implementation Plans.

36



Step Plan vs. Open Range Plan:

Monroe City Schools currently has a step plan that corresponds with years of service. Step

plans are very common for teachers and very few K-12 institutions have adopted open range

plans. However, the trend across larger and more progressive school districts is toward open

range plans for both teachers and non-instructional support and administrative positions.

Step plans, though in wide use, are an archaic pre-computer holdover where the “plan” was hand

calculated once, at the beginning of the fiscal year and employees were plugged into the matrix

according to length of service and job level. With the advent of computers, the need for a step

plan disappeared. Unfortunately for public sector employers, the plans did not disappear with the

need. Steps plans continue to be an anarchistic throw back that are expensive and not cost

effective for the employer. Increasingly, public sector agencies are adopting open range plans

that are easily supported by simple computer programs, are less costly to implement and are

more flexible in meeting changing economic conditions.

MAG has created a step plan for both the Teacher/Certificated Administrators and the Classified

Plans. There are 750 employees in the Teacher/Certificated Administrators Plan. There are 653

employees in the Classified Plan. The incumbents in the job titles in Exhibit 2-6 that are in the

Teacher pay plan should be moved from the teacher schedule to the Classified plan.

The cost for implementing internal equity adjustments to the market control point is shown below

for both a step plan and for an open range plan. It is clear that there is significant additional cost

in retaining steps plans, which do nothing to promote internal equity or external competitiveness.

37



Adj to Min Adj to Mkt Adj to Step Total Adj

Teacher/Cert $129,349 $61,203 $211,104 $401,936

Classified $28,667 $68,973 $92,697 $190,337

Totals with Steps: $158,016 $130,176 $303,801 $592,273

% Cost for Step 51%

Totals w/o Steps: $288,192

Monroe City Schools could accomplish the goal of adopting a new internally equitable and

externally competitive compensation schedule without incurring the expense of having a step

plan by adopting the very same schedules using an open range plan. The Louisiana Department

of Education revealed that the policy governing the format of a teacher compensation schedule is

up to the individual Districts as long as the State’s minimum salaries are reflected in the plan. As

an alternative, non-teaching administrative positions should be removed from the teacher pay

schedule and placed, appropriately, in the classified pay plan. That way, teachers (working in a

classroom, teaching students) can be appropriately compensated and administrators and

support staff can be in substantially equivalent open range pay plans.

With the correct leadership selection for Human Resources, Monroe City Schools has a

bright future. The Superintendent and the Board took a courageous step in the right direction to

examine the compensation and classification architecture that supports the pay schedules for all

of the employees. While the MAG report is critical of the HR functions as being inconsistent and

lacking in professional support, employees have received pay check on time. It is not totally

broken; the system just has the potential to be excellent and the Board should not have to settle

for less. The opportunity exists now to move forward with the quality and caliber of leadership

staff that can fully support both Board and administrative initiatives and provide employees with

the kind of progressive compensation design and support to reward and motivate excellence in

performance.

38


SECTION 3.0

PROPOSED PAY TABLES

39

Salary Survey Results Summary

Sunday, December 04, 2011 Page 1 of 2#Name?

40

Min Mid Max Mid Min Actual

Job Class Title Averages For Each Job Class

Max Min Mid Max

Monroe City School System

Range Width

Salary Survey Results for Monroe City Schools

Medians For Each Job Class

School Bus Operator – non owner $15,765 $17,373 $18,981 15,011 17,667 20,323 $25,056 $25,757 $26,458 5.6%37.1% 32.6% 28.3%

Food Service Technician $16,739 $18,306 $19,873 15,824 17,447 19,071 $19,825 $22,290 $24,754 24.9%15.6% 17.9% 19.7%

Paraprofessional $16,519 $18,563 $20,607 16,948 18,087 20,081 $20,579 $22,725 $24,872 20.9%19.7% 18.3% 17.1%

Field Manager $18,905 $21,536 $24,168 18,611 21,699 24,788

Custodial Worker (8 Hour) $20,778 $23,851 $26,925 21,132 24,180 27,637 $21,893 $24,145 $26,396 20.6%5.1% 1.2% -2.0%

Warehouse Clerk $23,490 $26,409 $29,329 23,490 26,409 29,329 $24,546 $26,946 $29,346 19.6%4.3% 2.0% 0.1%

Maintenance Laborer $24,981 $27,633 $30,285 25,447 27,307 29,168 $18,613 $21,253 $23,893 28.4%-34.2% -30.0% -26.8%

School Secretary $23,176 $27,639 $32,102 22,472 26,101 30,832 $22,272 $24,523 $26,773 20.2%-4.1% -12.7% -19.9%

Accounts Payable Clerk II $22,647 $29,386 $37,972 21,145 29,558 34,836 $26,931 $30,531 $34,131 26.7%15.9% 3.7% -11.3%

Purchasing Specialist $29,380 $32,329 $35,277 29,380 32,329 35,277

Maintenance 3 $29,173 $34,998 $40,823 28,697 36,478 42,550 $25,333 $27,733 $30,133 18.9%-15.2% -26.2% -35.5%

Transportation Mechanic/Service Technician II $28,715 $35,064 $41,414 26,930 36,388 38,781 $27,311 $29,710 $32,110 17.6%-5.1% -18.0% -29.0%

Executive Secretary to Supt. $29,798 $35,750 $41,702 30,915 36,168 43,093 $35,294 $40,431 $45,568 29.1%15.6% 11.6% 8.5%

School Nurse - RN $35,661 $40,522 $45,382 35,661 40,522 45,382 $40,083 $44,937 $49,791 24.2%11.0% 9.8% 8.9%

MIS Systems Technician $34,770 $41,694 $48,619 29,475 36,783 44,956 $31,095 $36,232 $41,369 33.0%-11.8% -15.1% -17.5%

Teacher - BA $36,999 $42,957 $48,914 36,144 42,439 48,734 $40,659 $45,920 $51,181 25.9%9.0% 6.5% 4.4%

Senior Accountant $37,824 $43,836 $49,848 37,824 43,836 49,848 $41,831 $46,969 $52,106 24.6%9.6% 6.7% 4.3%

Manager of Accounting and Payroll $44,785 $55,464 $66,143 49,519 60,329 68,059 $55,544 $60,681 $65,818 18.5%19.4% 8.6% -0.5%

Occupational Therapist $49,931 $56,808 $63,685 53,395 61,128 67,423

Transportation Manager $47,726 $56,913 $66,100 47,902 64,998 73,689 $49,832 $54,969 $60,106 20.6%4.2% -3.5% -10.0%

Asst. Principal Elementary $51,900 $59,461 $69,022 51,273 61,464 71,410 $43,700 $50,144 $56,588 29.5%-18.8% -18.6% -22.0%

Asst. Principal Middle $51,705 $61,119 $70,534 50,808 60,689 68,214 $55,451 $59,682 $63,913 15.3%6.8% -2.4% -10.4%

Supervisor of School Food Service $49,949 $61,260 $72,571 47,841 66,277 79,265 $65,544 $69,775 $74,006 12.9%23.8% 12.2% 1.9%

Asst. Principal High School $55,262 $63,958 $72,653 59,294 66,464 73,634 $56,901 $61,132 $65,362 14.9%2.9% -4.6% -11.2%

Executive Director HR $51,139 $64,208 $77,277 52,394 65,138 77,246 $80,644 $84,875 $89,106 10.5%36.6% 24.3% 13.3%

Supervisor of Instructional Technology $57,884 $64,624 $71,365 57,884 64,624 71,365 $72,794 $77,025 $81,256 11.6%20.5% 16.1% 12.2%

Custodial/Warehouse Manager $64,652 $65,698 $66,743 64,652 65,698 66,743 $41,948 $47,085 $52,222 24.5%-54.1% -39.5% -27.8%

Management Information System Administrator $58,015 $65,866 $73,717 61,628 66,277 82,282 $74,300 $78,531 $82,761 11.4%21.9% 16.1% 10.9%

School Principal – Elementary $56,489 $66,336 $76,182 57,552 65,757 73,962 $69,171 $73,402 $77,633 12.2%18.3% 9.6% 1.9%

Director of Student Support Services $54,949 $67,725 $80,501 54,949 67,725 80,501 $78,544 $82,775 $87,006 10.8%30.0% 18.2% 7.5%

School Principal – Middle $59,515 $69,568 $79,621 59,672 68,080 76,489 $71,421 $75,652 $79,883 11.8%16.7% 8.0% 0.3%

Personnel Supervisor $62,057 $70,673 $79,289 62,057 70,673 79,289 $72,794 $77,025 $81,256 11.6%14.8% 8.2% 2.4%

Chief Academic Supervisor $61,628 $71,955 $82,282 61,628 71,955 82,282

School Principal – High $65,300 $75,444 $85,588 62,693 71,306 79,918 $79,671 $83,902 $88,133 10.6%18.0% 10.1% 2.9%

Asst. Superintendent $77,366 $90,594 $103,822 77,293 89,000 100,706

$41,873 $48,729 $55,695Survey Averages 33.00% $45,964 $49,909 $53,855

8.90% 2.36% -3.42%

17.17%

Sunday, December 04, 2011 Page 2 of 2#Name?

41


SECTION 4.0

IMPLEMENTATION TABLE

42

Proposed Pay PlansProposed Pay PlansProposed Pay PlansProposed Pay Plans

Sunday, December 04, 2011 Page 14:35:27 PM43

Ann MinAnn MinAnn MinAnn Min MktMktMktMkt Ann MaxAnn MaxAnn MaxAnn Max

Monroe City Schools - Teachers and Certificated AdminMonroe City Schools - Teachers and Certificated AdminMonroe City Schools - Teachers and Certificated AdminMonroe City Schools - Teachers and Certificated Admin

% Of Market% Of Market% Of Market% Of Market100100100100

CodeCodeCodeCode Proposed Class TitleProposed Class TitleProposed Class TitleProposed Class Title


Instructional and Certificated ScheduleInstructional and Certificated ScheduleInstructional and Certificated ScheduleInstructional and Certificated Schedule$24,561$24,561$24,561$24,561 $27,018$27,018$27,018$27,018 $32,961$32,961$32,961$32,9619999

Paraprofessional - Master's Degree + 30662-d

$38,731$38,731$38,731$38,731 $42,604$42,604$42,604$42,604 $51,977$51,977$51,977$51,97732323232

Certified Occupational Therapist Assistant (CODA) - Associate's Degree625-a

$39,505$39,505$39,505$39,505 $43,456$43,456$43,456$43,456 $53,016$53,016$53,016$53,01633333333

Medical TE244-a

$40,296$40,296$40,296$40,296 $44,325$44,325$44,325$44,325 $54,077$54,077$54,077$54,07734343434

Adaptive Physical Education Teacher - Bachelor's Degree494-a

Business/Job Specialist234-a

Certified Occupational Therapist Assistant (CODA) - Bachelor's Degree625-b

Inclusion Teacher - Bachelor's Degree613-a

Librarian - Bachelor's Degree085-a

Music P/TP - Bachelor's Degree465-a

Passroom - Bachelor's Degree516-a

Reading First Interventionist - Bachelor's Degree653-a

Reading/Literacy Coach - Bachelor's Degree586-a

ROTC Assistant228-a

School Nurse - Bachelor's Degree333-a

Speech Therapist - Bachelor's Degree208-a

Teacher - Bachelor's Degree300-a

Technology Specialist565-a

$41,101$41,101$41,101$41,101 $45,212$45,212$45,212$45,212 $55,158$55,158$55,158$55,15835353535

Adaptive Physical Education Teacher - Master's Degree494-b

Inclusion Teacher - Master's Degree613-b

Librarian - Master's Degree085-b

Music P/TP - Master's Degree465-b

Reading/Literacy Coach - Master's Degree586-b

ROTC Instructor261-a

School Nurse - Master's Degree333-b

Speech Therapist - Master's Degree208-b

Teacher - Master's Degree300-b

$41,923$41,923$41,923$41,923 $46,116$46,116$46,116$46,116 $56,261$56,261$56,261$56,26136363636

Adaptive Physical Education Teacher - Master's Degree + 30494-c

Inclusion Teacher - Master's Degree + 30613-c

Librarian - Master's Degree + 30085-c

Passroom - Master's Degree + 30516-c

Reading First Interventionist - Master's Degree + 30653-c

Reading/Literacy Coach - Master's Degree + 30586-c

Teacher - Master's Degree + 30300-c

$42,762$42,762$42,762$42,762 $47,038$47,038$47,038$47,038 $57,387$57,387$57,387$57,38737373737

Instruct Telecom/Facilitator632-a

Instructional Practitioner - Master's Degree + 30603-b

Instructional Technology Teacher Assistant - Master's Degree303-a

Speech/Language Pathologist - Master's Degree272-a

Teacher - Education Specialist300-d

$43,617$43,617$43,617$43,617 $47,979$47,979$47,979$47,979 $58,534$58,534$58,534$58,53438383838

Athletic Director - Bachelor's Degree264-a

Band Director - Bachelor's Degree077-a

Dean of Students - Bachelor's Degree383-a

Educational Diagnostician - Master's Degree094-a








Inclusion Teacher - Ph. D.613-e

Instructional Facilitator - Bachelor's Degree633-a

Instructional Technology Teacher Assistant - Master's Degree + 30303-b

Parental Outreach Social Worker (Truancy)243-a

School Social Worker467-a

Teacher - Ph. D.300-e

$44,490$44,490$44,490$44,490 $48,938$48,938$48,938$48,938 $59,705$59,705$59,705$59,70539393939

Athletic Director - Master's Degree264-b

Band Director - Master's Degree077-b

Curriculum Coordinator - Education Specialist263-c

Curriculum Coordinator - Ph.D.263-d

Dean of Students - Master's Degree383-b

Educational Diagnostician - Master's Degree + 30094-b

Guidance Counselor - Master's Degree008-a

IEP Facilitator - Bachelor's Degree620-a

Instructional Facilitator - Master's Degree633-b

$45,379$45,379$45,379$45,379 $49,917$49,917$49,917$49,917 $60,899$60,899$60,899$60,89940404040

Dean of Students - Master's Degree + 30383-c

Guidance Counselor - Master's Degree + 30008-b

IEP Facilitator - Master's Degree620-b

$46,287$46,287$46,287$46,287 $50,916$50,916$50,916$50,916 $62,117$62,117$62,117$62,11741414141

Accountability Specialist211-a

Guidance Counselor - Education Specialist008-c

IEP Facilitator - Master's Degree + 30620-c

School Psychologist - Master's Degree + 30388-a

$47,213$47,213$47,213$47,213 $51,934$51,934$51,934$51,934 $63,359$63,359$63,359$63,35942424242

Curriculum Coordinator - Master's Degree263-a

School Psychologist - Education Specialist388-b

$48,157$48,157$48,157$48,157 $52,973$52,973$52,973$52,973 $64,627$64,627$64,627$64,62743434343

IEP Facilitator - Ph. D.620-e

MAG/Proj 2545-a

$51,104$51,104$51,104$51,104 $56,215$56,215$56,215$56,215 $68,582$68,582$68,582$68,58246464646

Assistant Principal-Elementary - Master's Degree003-a

Assistant Principal-Junior High - Master's Degree005-a

$52,127$52,127$52,127$52,127 $57,339$57,339$57,339$57,339 $69,954$69,954$69,954$69,95447474747

Assistant Principal-Elementary - Master's Degree + 30003-b

Assistant Principal-Junior High - Master's Degree + 30005-b

$55,317$55,317$55,317$55,317 $60,849$60,849$60,849$60,849 $74,236$74,236$74,236$74,23650505050

Supervisor - Media Center413-a

$56,423$56,423$56,423$56,423 $62,066$62,066$62,066$62,066 $75,720$75,720$75,720$75,72051515151

Supervisor of School Food Service101-a

$61,075$61,075$61,075$61,075 $67,182$67,182$67,182$67,182 $81,962$81,962$81,962$81,96255555555

Assistant Principal-High School - Master's Degree + 30004-b

Personnel Supervisor641-a

Safe Schools/Healthy Students Project Director437-a

Special Ed. Supervisor - Master's Degree + 30349-a

Supervisor of Instructional Technology107-a

$62,296$62,296$62,296$62,296 $68,526$68,526$68,526$68,526 $83,601$83,601$83,601$83,60156565656

Assistant Principal-High School - Education Specialist004-c








Director - 21st Century609-a

Director of Human Resources615-a

$63,542$63,542$63,542$63,542 $69,896$69,896$69,896$69,896 $85,273$85,273$85,273$85,27357575757

Assistant Principal-High School - Ph. D.004-d

School Principal-Elementary - Master's Degree257-a

$64,813$64,813$64,813$64,813 $71,294$71,294$71,294$71,294 $86,979$86,979$86,979$86,97958585858

School Principal-Elementary - Master's Degree + 30257-b

$66,109$66,109$66,109$66,109 $72,720$72,720$72,720$72,720 $88,718$88,718$88,718$88,71859595959

School Principal-Junior High - Master's Degree256-a

$67,431$67,431$67,431$67,431 $74,174$74,174$74,174$74,174 $90,493$90,493$90,493$90,49360606060

School Principal-Junior High - Master's Degree +30256-b

Supervisor of Student Behavior Management102-a

$68,780$68,780$68,780$68,780 $75,658$75,658$75,658$75,658 $92,303$92,303$92,303$92,30361616161

Supervisor of Curriculum and Instruction - Master's Degree + 30263-b

$70,155$70,155$70,155$70,155 $77,171$77,171$77,171$77,171 $94,149$94,149$94,149$94,14962626262

School Principal-Junior High - Ph. D.256-d

$71,559$71,559$71,559$71,559 $78,714$78,714$78,714$78,714 $96,032$96,032$96,032$96,03263636363

School Principal-High School - Master's Degree255-a

$72,990$72,990$72,990$72,990 $80,289$80,289$80,289$80,289 $97,952$97,952$97,952$97,95264646464

Chief Financial Officer-Support Services470-a

School Principal-High School - Master's Degree + 30255-b

$74,450$74,450$74,450$74,450 $81,895$81,895$81,895$81,895 $99,911$99,911$99,911$99,91165656565

Manager - Accountability - Master's Degree + 30544-a

$77,457$77,457$77,457$77,457 $85,203$85,203$85,203$85,203 $103,948$103,948$103,948$103,94867676767

Director of Instructional Support Services455-a

Director of Student Support Services556-a

96 Active Proposed Classes in the Instructional and Certificated Schedule Pay Plan







96 Active Proposed Classes in Monroe City Schools - Teachers and Certificated Admin





Monroe City Schools - ClassifiedMonroe City Schools - ClassifiedMonroe City Schools - ClassifiedMonroe City Schools - Classified




Classified - Monroe City SchoolsClassified - Monroe City SchoolsClassified - Monroe City SchoolsClassified - Monroe City Schools$16,573$16,573$16,573$16,573 $19,888$19,888$19,888$19,888 $23,865$23,865$23,865$23,86514141414

Central Office Receptionist071-a

Guidance Clerk195-a

$17,236$17,236$17,236$17,236 $20,683$20,683$20,683$20,683 $24,820$24,820$24,820$24,82015151515

Food Service Technician237-a

Nursing Assistant605-a

Paraprofessional - High School662-e

Science/Lab Assistant606-a

Special Education Bus Attendant127-a

Title I Parent Resource Tutor067-a

Title I TU173-a

$17,925$17,925$17,925$17,925 $21,510$21,510$21,510$21,510 $25,813$25,813$25,813$25,81316161616

Human Resources Sub Locator658-a

$18,642$18,642$18,642$18,642 $22,371$22,371$22,371$22,371 $26,845$26,845$26,845$26,84517171717

Paraprofessional - Associate's Degree662-a

School Bus Operator - non Owner498-a

Special Ed./Interpreter (IDEA)593-a

$19,388$19,388$19,388$19,388 $23,266$23,266$23,266$23,266 $27,919$27,919$27,919$27,91918181818

Custodial Workers (6 Hour)564-a

Custodial Workers (8 Hour)607-a

Maintenance (M1)048-a

Maintenance Laborer115-a

$20,164$20,164$20,164$20,164 $24,196$24,196$24,196$24,196 $29,036$29,036$29,036$29,03619191919

Cafeteria Manager165-a

Paraprofessional - Bachelor's Degree662-b

Secretary I148-a

$20,970$20,970$20,970$20,970 $25,164$25,164$25,164$25,164 $30,197$30,197$30,197$30,19720202020


$21,809$21,809$21,809$21,809 $26,171$26,171$26,171$26,171 $31,405$31,405$31,405$31,40521212121

Graphic Arts Assistant511-a

Paraprofessional - Master's Degree662-c

School Secretary136-a

Secretary II149-a

Warehouse Delivery Driver539-a

$22,681$22,681$22,681$22,681 $27,218$27,218$27,218$27,218 $32,661$32,661$32,661$32,66122222222

Accounts Payable Clerk I530-a

Computer Operator132-a

School Building Supervisor598-a

Secretary-School Food Services324-a

Transportation Mechanic/Service Technician220-a

$23,589$23,589$23,589$23,589 $28,306$28,306$28,306$28,306 $33,968$33,968$33,968$33,96823232323

Assistant Building Supervisor (School Based)640-a

Human Resources Personnel Secretary570-a

School Bookkeeper (High School)366-a

Secretary III150-a

$24,532$24,532$24,532$24,532 $29,439$29,439$29,439$29,439 $35,326$35,326$35,326$35,32624242424

Accounts Payable Clerk II531-a

HR Executive Secretary/Certification Specialist579-a


Maintenance Financial Clerk II513-a







Classified - Monroe City SchoolsClassified - Monroe City SchoolsClassified - Monroe City SchoolsClassified - Monroe City Schools$24,532$24,532$24,532$24,532 $29,439$29,439$29,439$29,439 $35,326$35,326$35,326$35,32624242424

Maintenance/Plumber103-a

Master Craftsman209-a

Shop Foreman-Transportation399-a

Warehouse Clerk471-a

$25,513$25,513$25,513$25,513 $30,616$30,616$30,616$30,616 $36,739$36,739$36,739$36,73925252525

HVAC Technician381-a

$28,699$28,699$28,699$28,699 $34,439$34,439$34,439$34,439 $41,327$41,327$41,327$41,32728282828

Heating and Air Conditioning Manager (HVAC)205-a

MIS Systems Technician301-a

$29,847$29,847$29,847$29,847 $35,816$35,816$35,816$35,816 $42,980$42,980$42,980$42,98029292929

MIS Systems Programmer I137-a

Payroll and Accounting Coordinator541-a

$31,041$31,041$31,041$31,041 $37,249$37,249$37,249$37,249 $44,699$44,699$44,699$44,69930303030

Human Resources Insurance/Benefits Specialist469-a

$32,283$32,283$32,283$32,283 $38,739$38,739$38,739$38,739 $46,487$46,487$46,487$46,48731313131

Accountant614-a

Executive Secretary to the Superintendent634-a

Graphic Arts Manager506-a

MIS Analyst II517-a

MIS Senior Systems Programmer646-a

$33,574$33,574$33,574$33,574 $40,289$40,289$40,289$40,289 $48,346$48,346$48,346$48,34632323232

Custodial/Warehouse Manager143-a

$37,766$37,766$37,766$37,766 $45,319$45,319$45,319$45,319 $54,383$54,383$54,383$54,38335353535

Behavior Coach657-a

Other Professional Staff012-a

$39,277$39,277$39,277$39,277 $47,132$47,132$47,132$47,132 $56,558$56,558$56,558$56,55836363636

MIS Specialist523-a

$42,482$42,482$42,482$42,482 $50,978$50,978$50,978$50,978 $61,174$61,174$61,174$61,17438383838

Maintenance Manager172-a

Transportation Manager206-a

$45,948$45,948$45,948$45,948 $55,138$55,138$55,138$55,138 $66,165$66,165$66,165$66,16540404040

Nursing Instructor332-a

Senior Acountant594-a

$47,786$47,786$47,786$47,786 $57,343$57,343$57,343$57,343 $68,812$68,812$68,812$68,81241414141

Manager of Accounting and Payroll616-a

Manager of Purchasing/Accounts Payable/Insurance407-a

$58,139$58,139$58,139$58,139 $69,767$69,767$69,767$69,767 $83,720$83,720$83,720$83,72046464646

Consultants and SPVR Instruction011-a

Management Information System Administrator402-a

$122,490$122,490$122,490$122,490 $146,988$146,988$146,988$146,988 $176,386$176,386$176,386$176,38665656565

Superintendent524-a

67 Active Proposed Classes in the Classified - Monroe City Schools Pay Plan







67 Active Proposed Classes in Monroe City Schools - Classified


Proposed Class List By TitleProposed Class List By TitleProposed Class List By TitleProposed Class List By Title

Sunday, December 04, 2011 Page 1 of 4

52



Proposed Class TitleProposed Class TitleProposed Class TitleProposed Class Title CodeCodeCodeCode Pay PlanPay PlanPay PlanPay Plan GradeGradeGradeGrade MinMinMinMin MaxMaxMaxMax ####

A211-aAccountability Specialist 41 $46,287 $50,916 $62,117Instructional and Certif 4

494-aAdaptive Physical Education Teacher - Bachelor's Degree 34 $40,296 $44,325 $54,077Instructional and Certif 2

494-bAdaptive Physical Education Teacher - Master's Degree 35 $41,101 $45,212 $55,158Instructional and Certif 2

494-cAdaptive Physical Education Teacher - Master's Degree + 30 36 $41,923 $46,116 $56,261Instructional and Certif 2

003-aAssistant Principal-Elementary - Master's Degree 46 $51,104 $56,215 $68,582Instructional and Certif 1

003-bAssistant Principal-Elementary - Master's Degree + 30 47 $52,127 $57,339 $69,954Instructional and Certif 1

004-cAssistant Principal-High School - Education Specialist 56 $62,296 $68,526 $83,601Instructional and Certif 1

004-bAssistant Principal-High School - Master's Degree + 30 55 $61,075 $67,182 $81,962Instructional and Certif 2

004-dAssistant Principal-High School - Ph. D. 57 $63,542 $69,896 $85,273Instructional and Certif 1

005-aAssistant Principal-Junior High - Master's Degree 46 $51,104 $56,215 $68,582Instructional and Certif 1

005-bAssistant Principal-Junior High - Master's Degree + 30 47 $52,127 $57,339 $69,954Instructional and Certif 3

264-aAthletic Director - Bachelor's Degree 38 $43,617 $47,979 $58,534Instructional and Certif 2

264-bAthletic Director - Master's Degree 39 $44,490 $48,938 $59,705Instructional and Certif 1

B077-aBand Director - Bachelor's Degree 38 $43,617 $47,979 $58,534Instructional and Certif 5

077-bBand Director - Master's Degree 39 $44,490 $48,938 $59,705Instructional and Certif 2

234-aBusiness/Job Specialist 34 $40,296 $44,325 $54,077Instructional and Certif 1

C625-aCertified Occupational Therapist Assistant (CODA) - Associate's 32 $38,731 $42,604 $51,977Instructional and Certif 1

625-bCertified Occupational Therapist Assistant (CODA) - Bachelor's D 34 $40,296 $44,325 $54,077Instructional and Certif 1

470-aChief Financial Officer-Support Services 64 $72,990 $80,289 $97,952Instructional and Certif 1

263-cCurriculum Coordinator - Education Specialist 39 $44,490 $48,938 $59,705Instructional and Certif 2

263-aCurriculum Coordinator - Master's Degree 42 $47,213 $51,934 $63,359Instructional and Certif 3

263-dCurriculum Coordinator - Ph.D. 39 $44,490 $48,938 $59,705Instructional and Certif 1

D383-aDean of Students - Bachelor's Degree 38 $43,617 $47,979 $58,534Instructional and Certif 2

383-bDean of Students - Master's Degree 39 $44,490 $48,938 $59,705Instructional and Certif 2

383-cDean of Students - Master's Degree + 30 40 $45,379 $49,917 $60,899Instructional and Certif 1

609-aDirector - 21st Century 56 $62,296 $68,526 $83,601Instructional and Certif 1

615-aDirector of Human Resources 56 $62,296 $68,526 $83,601Instructional and Certif 1

455-aDirector of Instructional Support Services 67 $77,457 $85,203 $103,948Instructional and Certif 1

556-aDirector of Student Support Services 67 $77,457 $85,203 $103,948Instructional and Certif 1

E094-aEducational Diagnostician - Master's Degree 38 $43,617 $47,979 $58,534Instructional and Certif 3

094-bEducational Diagnostician - Master's Degree + 30 39 $44,490 $48,938 $59,705Instructional and Certif 1

G008-cGuidance Counselor - Education Specialist 41 $46,287 $50,916 $62,117Instructional and Certif 6

008-aGuidance Counselor - Master's Degree 39 $44,490 $48,938 $59,705Instructional and Certif 3

008-bGuidance Counselor - Master's Degree + 30 40 $45,379 $49,917 $60,899Instructional and Certif 8

I620-aIEP Facilitator - Bachelor's Degree 39 $44,490 $48,938 $59,705Instructional and Certif 1

620-bIEP Facilitator - Master's Degree 40 $45,379 $49,917 $60,899Instructional and Certif 4

620-cIEP Facilitator - Master's Degree + 30 41 $46,287 $50,916 $62,117Instructional and Certif 1

620-eIEP Facilitator - Ph. D. 43 $48,157 $52,973 $64,627Instructional and Certif 1

613-aInclusion Teacher - Bachelor's Degree 34 $40,296 $44,325 $54,077Instructional and Certif 23

613-bInclusion Teacher - Master's Degree 35 $41,101 $45,212 $55,158Instructional and Certif 22


53




613-cInclusion Teacher - Master's Degree + 30 36 $41,923 $46,116 $56,261Instructional and Certif 13

613-eInclusion Teacher - Ph. D. 38 $43,617 $47,979 $58,534Instructional and Certif 1

632-aInstruct Telecom/Facilitator 37 $42,762 $47,038 $57,387Instructional and Certif 1

633-aInstructional Facilitator - Bachelor's Degree 38 $43,617 $47,979 $58,534Instructional and Certif 2

633-bInstructional Facilitator - Master's Degree 39 $44,490 $48,938 $59,705Instructional and Certif 1

603-bInstructional Practitioner - Master's Degree + 30 37 $42,762 $47,038 $57,387Instructional and Certif 3

303-aInstructional Technology Teacher Assistant - Master's Degree 37 $42,762 $47,038 $57,387Instructional and Certif 1

303-bInstructional Technology Teacher Assistant - Master's Degree + 38 $43,617 $47,979 $58,534Instructional and Certif 1

L085-aLibrarian - Bachelor's Degree 34 $40,296 $44,325 $54,077Instructional and Certif 5

085-bLibrarian - Master's Degree 35 $41,101 $45,212 $55,158Instructional and Certif 5

085-cLibrarian - Master's Degree + 30 36 $41,923 $46,116 $56,261Instructional and Certif 7

M545-aMAG/Proj 2 43 $48,157 $52,973 $64,627Instructional and Certif 1

544-aManager - Accountability - Master's Degree + 30 65 $74,450 $81,895 $99,911Instructional and Certif 1

244-aMedical TE 33 $39,505 $43,456 $53,016Instructional and Certif 2

465-aMusic P/TP - Bachelor's Degree 34 $40,296 $44,325 $54,077Instructional and Certif 1

465-bMusic P/TP - Master's Degree 35 $41,101 $45,212 $55,158Instructional and Certif 1

P662-dParaprofessional - Master's Degree + 30 9 $24,561 $27,018 $32,961Instructional and Certif 1

243-aParental Outreach Social Worker (Truancy) 38 $43,617 $47,979 $58,534Instructional and Certif 1

516-aPassroom - Bachelor's Degree 34 $40,296 $44,325 $54,077Instructional and Certif 2

516-cPassroom - Master's Degree + 30 36 $41,923 $46,116 $56,261Instructional and Certif 1

641-aPersonnel Supervisor 55 $61,075 $67,182 $81,962Instructional and Certif 1

R653-aReading First Interventionist - Bachelor's Degree 34 $40,296 $44,325 $54,077Instructional and Certif 2

653-cReading First Interventionist - Master's Degree + 30 36 $41,923 $46,116 $56,261Instructional and Certif 4

586-aReading/Literacy Coach - Bachelor's Degree 34 $40,296 $44,325 $54,077Instructional and Certif 1

586-bReading/Literacy Coach - Master's Degree 35 $41,101 $45,212 $55,158Instructional and Certif 1

586-cReading/Literacy Coach - Master's Degree + 30 36 $41,923 $46,116 $56,261Instructional and Certif 1

228-aROTC Assistant 34 $40,296 $44,325 $54,077Instructional and Certif 2

261-aROTC Instructor 35 $41,101 $45,212 $55,158Instructional and Certif 3

S437-aSafe Schools/Healthy Students Project Director 55 $61,075 $67,182 $81,962Instructional and Certif 1

333-aSchool Nurse - Bachelor's Degree 34 $40,296 $44,325 $54,077Instructional and Certif 4

333-bSchool Nurse - Master's Degree 35 $41,101 $45,212 $55,158Instructional and Certif 1

257-aSchool Principal-Elementary - Master's Degree 57 $63,542 $69,896 $85,273Instructional and Certif 4

257-bSchool Principal-Elementary - Master's Degree + 30 58 $64,813 $71,294 $86,979Instructional and Certif 8

255-aSchool Principal-High School - Master's Degree 63 $71,559 $78,714 $96,032Instructional and Certif 1

255-bSchool Principal-High School - Master's Degree + 30 64 $72,990 $80,289 $97,952Instructional and Certif 2

256-aSchool Principal-Junior High - Master's Degree 59 $66,109 $72,720 $88,718Instructional and Certif 1

256-bSchool Principal-Junior High - Master's Degree +30 60 $67,431 $74,174 $90,493Instructional and Certif 3

256-dSchool Principal-Junior High - Ph. D. 62 $70,155 $77,171 $94,149Instructional and Certif 1

388-bSchool Psychologist - Education Specialist 42 $47,213 $51,934 $63,359Instructional and Certif 6

388-aSchool Psychologist - Master's Degree + 30 41 $46,287 $50,916 $62,117Instructional and Certif 1

467-aSchool Social Worker 38 $43,617 $47,979 $58,534Instructional and Certif 2

349-aSpecial Ed. Supervisor - Master's Degree + 30 55 $61,075 $67,182 $81,962Instructional and Certif 1

208-aSpeech Therapist - Bachelor's Degree 34 $40,296 $44,325 $54,077Instructional and Certif 2


54




208-bSpeech Therapist - Master's Degree 35 $41,101 $45,212 $55,158Instructional and Certif 12

272-aSpeech/Language Pathologist - Master's Degree 37 $42,762 $47,038 $57,387Instructional and Certif 4

413-aSupervisor - Media Center 50 $55,317 $60,849 $74,236Instructional and Certif 1

263-bSupervisor of Curriculum and Instruction - Master's Degree + 30 61 $68,780 $75,658 $92,303Instructional and Certif 2

107-aSupervisor of Instructional Technology 55 $61,075 $67,182 $81,962Instructional and Certif 1

101-aSupervisor of School Food Service 51 $56,423 $62,066 $75,720Instructional and Certif 1

102-aSupervisor of Student Behavior Management 60 $67,431 $74,174 $90,493Instructional and Certif 1

T300-aTeacher - Bachelor's Degree 34 $40,296 $44,325 $54,077Instructional and Certif 288

300-dTeacher - Education Specialist 37 $42,762 $47,038 $57,387Instructional and Certif 4

300-bTeacher - Master's Degree 35 $41,101 $45,212 $55,158Instructional and Certif 152

300-cTeacher - Master's Degree + 30 36 $41,923 $46,116 $56,261Instructional and Certif 83

300-eTeacher - Ph. D. 38 $43,617 $47,979 $58,534Instructional and Certif 5

565-aTechnology Specialist 34 $40,296 $44,325 $54,077Instructional and Certif 1

96 Job Classes


55



56




A614-aAccountant 31 $32,283 $38,739 $46,487Classified - Monroe Cit 2

530-aAccounts Payable Clerk I 22 $22,681 $27,218 $32,661Classified - Monroe Cit 1

531-aAccounts Payable Clerk II 24 $24,532 $29,439 $35,326Classified - Monroe Cit 11

640-aAssistant Building Supervisor (School Based) 23 $23,589 $28,306 $33,968Classified - Monroe Cit 9

B657-aBehavior Coach 35 $37,766 $45,319 $54,383Classified - Monroe Cit 1

C165-aCafeteria Manager 19 $20,164 $24,196 $29,036Classified - Monroe Cit 21

071-aCentral Office Receptionist 14 $16,573 $19,888 $23,865Classified - Monroe Cit 1

132-aComputer Operator 22 $22,681 $27,218 $32,661Classified - Monroe Cit 21

011-aConsultants and SPVR Instruction 46 $58,139 $69,767 $83,720Classified - Monroe Cit 1

564-aCustodial Workers (6 Hour) 18 $19,388 $23,266 $27,919Classified - Monroe Cit 51

607-aCustodial Workers (8 Hour) 18 $19,388 $23,266 $27,919Classified - Monroe Cit 22

143-aCustodial/Warehouse Manager 32 $33,574 $40,289 $48,346Classified - Monroe Cit 1

E634-aExecutive Secretary to the Superintendent 31 $32,283 $38,739 $46,487Classified - Monroe Cit 1

F237-aFood Service Technician 15 $17,236 $20,683 $24,820Classified - Monroe Cit 89

G511-aGraphic Arts Assistant 21 $21,809 $26,171 $31,405Classified - Monroe Cit 1

506-aGraphic Arts Manager 31 $32,283 $38,739 $46,487Classified - Monroe Cit 1

195-aGuidance Clerk 14 $16,573 $19,888 $23,865Classified - Monroe Cit 6

H205-aHeating and Air Conditioning Manager (HVAC) 28 $28,699 $34,439 $41,327Classified - Monroe Cit 1

579-aHR Executive Secretary/Certification Specialist 24 $24,532 $29,439 $35,326Classified - Monroe Cit 1

469-aHuman Resources Insurance/Benefits Specialist 30 $31,041 $37,249 $44,699Classified - Monroe Cit 3

570-aHuman Resources Personnel Secretary 23 $23,589 $28,306 $33,968Classified - Monroe Cit 1

658-aHuman Resources Sub Locator 16 $17,925 $21,510 $25,813Classified - Monroe Cit 1

381-aHVAC Technician 25 $25,513 $30,616 $36,739Classified - Monroe Cit 1

M048-aMaintenance (M1) 18 $19,388 $23,266 $27,919Classified - Monroe Cit 3

060-aMaintenance (M2) 20 $20,970 $25,164 $30,197Classified - Monroe Cit 4

312-aMaintenance (M3) 24 $24,532 $29,439 $35,326Classified - Monroe Cit 5

513-aMaintenance Financial Clerk II 24 $24,532 $29,439 $35,326Classified - Monroe Cit 1

115-aMaintenance Laborer 18 $19,388 $23,266 $27,919Classified - Monroe Cit 4

172-aMaintenance Manager 38 $42,482 $50,978 $61,174Classified - Monroe Cit 1

103-aMaintenance/Plumber 24 $24,532 $29,439 $35,326Classified - Monroe Cit 1

402-aManagement Information System Administrator 46 $58,139 $69,767 $83,720Classified - Monroe Cit 1

616-aManager of Accounting and Payroll 41 $47,786 $57,343 $68,812Classified - Monroe Cit 1

407-aManager of Purchasing/Accounts Payable/Insurance 41 $47,786 $57,343 $68,812Classified - Monroe Cit 1

209-aMaster Craftsman 24 $24,532 $29,439 $35,326Classified - Monroe Cit 2

517-aMIS Analyst II 31 $32,283 $38,739 $46,487Classified - Monroe Cit 3

646-aMIS Senior Systems Programmer 31 $32,283 $38,739 $46,487Classified - Monroe Cit 1

523-aMIS Specialist 36 $39,277 $47,132 $56,558Classified - Monroe Cit 2

137-aMIS Systems Programmer I 29 $29,847 $35,816 $42,980Classified - Monroe Cit 2


57




301-aMIS Systems Technician 28 $28,699 $34,439 $41,327Classified - Monroe Cit 1

N605-aNursing Assistant 15 $17,236 $20,683 $24,820Classified - Monroe Cit 2

332-aNursing Instructor 40 $45,948 $55,138 $66,165Classified - Monroe Cit 2

O012-aOther Professional Staff 35 $37,766 $45,319 $54,383Classified - Monroe Cit 1

P662-aParaprofessional - Associate's Degree 17 $18,642 $22,371 $26,845Classified - Monroe Cit 50

662-bParaprofessional - Bachelor's Degree 19 $20,164 $24,196 $29,036Classified - Monroe Cit 60

662-eParaprofessional - High School 15 $17,236 $20,683 $24,820Classified - Monroe Cit 87

662-cParaprofessional - Master's Degree 21 $21,809 $26,171 $31,405Classified - Monroe Cit 2

541-aPayroll and Accounting Coordinator 29 $29,847 $35,816 $42,980Classified - Monroe Cit 1

S366-aSchool Bookkeeper (High School) 23 $23,589 $28,306 $33,968Classified - Monroe Cit 4

598-aSchool Building Supervisor 22 $22,681 $27,218 $32,661Classified - Monroe Cit 20

498-aSchool Bus Operator - non Owner 17 $18,642 $22,371 $26,845Classified - Monroe Cit 62

136-aSchool Secretary 21 $21,809 $26,171 $31,405Classified - Monroe Cit 26

606-aScience/Lab Assistant 15 $17,236 $20,683 $24,820Classified - Monroe Cit 1

148-aSecretary I 19 $20,164 $24,196 $29,036Classified - Monroe Cit 5

149-aSecretary II 21 $21,809 $26,171 $31,405Classified - Monroe Cit 1

150-aSecretary III 23 $23,589 $28,306 $33,968Classified - Monroe Cit 3

324-aSecretary-School Food Services 22 $22,681 $27,218 $32,661Classified - Monroe Cit 1

594-aSenior Acountant 40 $45,948 $55,138 $66,165Classified - Monroe Cit 1

399-aShop Foreman-Transportation 24 $24,532 $29,439 $35,326Classified - Monroe Cit 1

593-aSpecial Ed./Interpreter (IDEA) 17 $18,642 $22,371 $26,845Classified - Monroe Cit 4

127-aSpecial Education Bus Attendant 15 $17,236 $20,683 $24,820Classified - Monroe Cit 26

524-aSuperintendent 65 $122,490 $146,988 $176,386Classified - Monroe Cit 1

T067-aTitle I Parent Resource Tutor 15 $17,236 $20,683 $24,820Classified - Monroe Cit 1

173-aTitle I TU 15 $17,236 $20,683 $24,820Classified - Monroe Cit 1

206-aTransportation Manager 38 $42,482 $50,978 $61,174Classified - Monroe Cit 1

220-aTransportation Mechanic/Service Technician 22 $22,681 $27,218 $32,661Classified - Monroe Cit 4

W471-aWarehouse Clerk 24 $24,532 $29,439 $35,326Classified - Monroe Cit 2

539-aWarehouse Delivery Driver 21 $21,809 $26,171 $31,405Classified - Monroe Cit 2

67 Job Classes


58


SECTION 5.0

APPENDICES:

Salary Survey Summary

Proposed Pay Plans

Job Classes by Proposed Titles

59

Implementation Report - IntroductionImplementation Report - IntroductionImplementation Report - IntroductionImplementation Report - Introduction

The results provided in the implementation

reports are dependent upon the settings that

are established and stored for each report,

allowing numerous implementation costs.

There is no limit to the number of

implementation scenarios that can be stored.

The Implementation Cost by Proposed Job

Class report Provides a summary of the

calculated adjustments for each proposed Job

Class, the number of employees assigned to

each job class, the number of those employees

who have a suggested adjustment of each

type, and the relative percentage of the total of

all adjustments that each job class is proposed

to receive.

The report settings actually applied in

preparation of the report immediately follows

this introduction page. This allows verification

of the assumptions used when the report was

prepared.

Implementation reports provide detailed and summarized information about implementation costs. Implementation reports provide detailed and summarized information about implementation costs. Implementation reports provide detailed and summarized information about implementation costs. Implementation reports provide detailed and summarized information about implementation costs.SAMPLE Implementation Report Settings Screen (example only - not live settings)

#################### Pg 1 of 6Report# 160

Report Settings Report Settings Report Settings Report Settings

1Report Name: Implementation Report

Summary Only

Include Organizational Experience adj

Calculation Parameters

Set Maximum Years of Service Cap to 999

Set Maximum Adjustment to the Range MarketCalculate a Flat % Adjustment of 0

Calculate Adj. Above Min after the first 1

year(s) of service

year(s) of service

Flat Percent AdjustmentManagement

After StepBefore Min Adj

After MeritAfter Min Adj

After BonusAfter Market

After Max

Show Department Summary

Show Pay Plan Summary

Show Grand Totals Summary

Print As Plan Type

Step or Step/Open

Set Alowable Experience Days Using Hire Date

Day(s) Organization Experience

Set Years to Reach Grade Market to 13

Set Years to Reach Grade Maximum to 25

Increment Current Step by

0

Include Stipends

# Adjustments

1

Apply Flat % Adjustment

%

Implementation: Implementation: Implementation: Implementation:

Calculate % Using Current Salary

7/1/2012

Allow 1 additional day adjustment for 1

Standard Annual Work Days 181

Standard Annual Work Hours 1358

Standard Hours / Day 8

#################### Pg 2 of 6Report# 161

Implementation Cost By Proposed Classification Implementation Cost By Proposed Classification Implementation Cost By Proposed Classification Implementation Cost By Proposed Classification

Proposed Pay PlanProposed Pay PlanProposed Pay PlanProposed Pay Plan Instructional and Certificated ScheduleInstructional and Certificated ScheduleInstructional and Certificated ScheduleInstructional and Certificated Schedule

Proposed

Class

Title Code

Adjustment Amounts and # of Employees Receiving Adjustments

Flat % Min Max Step Merit

% Of Market100

Total Adjust


# # # # # ## EES

OrigAvg

PropAvg

Avg$ Inc

%

Proposed Pay PlanProposed Pay PlanProposed Pay PlanProposed Pay Plan Instructional and CertificInstructional and CertificInstructional and CertificInstructional and Certific211-aAccountability Specialist 0 0 153 00 0 1533 0 0 0 0 1 064,254 64,305 51 ####

494-aAdaptive Physical Education Teacher - Bach 0 0 436 00 0 4362 0 0 0 0 2 050,342 50,559 218 ####

494-bAdaptive Physical Education Teacher - Mast 0 0 322 00 0 3222 0 0 0 0 2 052,362 52,523 161 ####

494-cAdaptive Physical Education Teacher - Mast 0 0 933 00 0 9332 0 0 0 0 2 052,550 53,016 467 ####

003-aAssistant Principal-Elementary - Master's De 0 0 476 00 0 4761 0 0 0 0 1 0 ####

003-bAssistant Principal-Elementary - Master's De 0 0 652 00 0 6521 0 0 0 0 1 0 ####

004-cAssistant Principal-High School - Education 867 0 679 00 1,905 3,4501 0 1 1 0 1 0 ####

004-bAssistant Principal-High School - Master's D 5,113 0 359 00 7,783 13,2542 0 2 1 0 2 057,183 63,810 6,627 ####

004-dAssistant Principal-High School - Ph. D. 1,494 0 192 00 0 1,6851 0 0 1 0 1 0 ####

005-aAssistant Principal-Junior High - Master's De 0 0 625 00 0 6251 0 0 0 0 1 0 ####

005-bAssistant Principal-Junior High - Master's De 0 0 1,309 00 0 1,3093 0 0 0 0 3 062,406 62,842 436 ####

264-aAthletic Director - Bachelor's Degree 0 0 308 00 0 3082 0 0 0 0 1 058,571 58,725 154 ####

264-bAthletic Director - Master's Degree 0 0 0 00 0 01 0 0 0 0 0 0 ####

077-aBand Director - Bachelor's Degree 0 0 850 00 2,967 3,8175 0 1 0 0 4 049,428 50,191 763 ####

077-bBand Director - Master's Degree 988 0 116 00 1,577 2,6812 0 1 1 0 1 052,162 53,503 1,340 ####

234-aBusiness/Job Specialist 0 0 542 00 0 5421 0 0 0 0 1 0 ####

625-aCertified Occupational Therapist Assistant ( 0 0 191 00 0 1911 0 0 0 0 1 0 ####

625-bCertified Occupational Therapist Assistant ( 0 0 84 00 0 841 0 0 0 0 1 0 ####

470-aChief Financial Officer-Support Services 0 0 514 00 0 5141 0 0 0 0 1 0 ####

263-cCurriculum Coordinator - Education Speciali 0 0 968 00 0 9682 0 0 0 0 2 055,413 55,897 484 ####

263-aCurriculum Coordinator - Master's Degree 0 0 1,035 00 0 1,0353 0 0 0 0 3 058,115 58,460 345 ####

263-dCurriculum Coordinator - Ph.D. 0 0 0 00 0 01 0 0 0 0 0 0 ####

383-aDean of Students - Bachelor's Degree 0 0 558 00 0 5582 0 0 0 0 2 051,600 51,879 279 ####

383-bDean of Students - Master's Degree 0 0 62 00 0 622 0 0 0 0 1 056,378 56,409 31 ####

383-cDean of Students - Master's Degree + 30 0 0 68 00 0 681 0 0 0 0 1 0 ####

609-aDirector - 21st Century 3,204 0 188 00 0 3,3921 0 0 1 0 1 0 ####

615-aDirector of Human Resources 0 0 0 00 0 01 0 0 0 0 0 0 ####

455-aDirector of Instructional Support Services 0 0 368 00 0 3681 0 0 0 0 1 0 ####

556-aDirector of Student Support Services 5,531 0 234 00 0 5,7641 0 0 1 0 1 0 ####

094-aEducational Diagnostician - Master's Degree 0 0 72 00 0 723 0 0 0 0 1 056,233 56,256 24 ####

094-bEducational Diagnostician - Master's Degree 0 0 0 00 0 01 0 0 0 0 0 0 ####

008-cGuidance Counselor - Education Specialist 0 0 1,838 00 0 1,8386 0 0 0 0 5 057,245 57,551 306 ####

008-aGuidance Counselor - Master's Degree 988 0 1,020 00 2,410 4,4183 0 1 1 0 3 048,722 50,195 1,473 ####

008-bGuidance Counselor - Master's Degree + 30 0 0 2,347 00 0 2,3478 0 0 0 0 7 052,630 52,923 293 ####

620-aIEP Facilitator - Bachelor's Degree 0 0 0 00 0 01 0 0 0 0 0 0 ####

620-bIEP Facilitator - Master's Degree 0 0 191 00 0 1914 0 0 0 0 1 063,613 63,661 48 ####

620-cIEP Facilitator - Master's Degree + 30 0 0 0 00 0 01 0 0 0 0 0 0 ####

620-eIEP Facilitator - Ph. D. 0 0 288 00 0 2881 0 0 0 0 1 0 ####

613-aInclusion Teacher - Bachelor's Degree 2,653 0 6,834 00 0 9,48723 0 0 2 0 23 047,136 47,548 412 ####

#################### Pg 3 of 6Report# 162



Proposed

Class

Title Code



% Of Market100

Total Adjust


# # # # # ## EES

OrigAvg

PropAvg

Avg$ Inc

%

Proposed Pay PlanProposed Pay PlanProposed Pay PlanProposed Pay Plan Instructional and CertificInstructional and CertificInstructional and CertificInstructional and Certific613-bInclusion Teacher - Master's Degree 412 0 4,229 00 0 4,64122 0 0 1 0 22 046,799 47,010 211 ####

613-cInclusion Teacher - Master's Degree + 30 0 0 2,755 00 0 2,75513 0 0 0 0 10 053,264 53,476 212 ####

613-eInclusion Teacher - Ph. D. 0 0 259 00 0 2591 0 0 0 0 1 0 ####

632-aInstruct Telecom/Facilitator 0 0 0 00 0 01 0 0 0 0 0 0 ####

633-aInstructional Facilitator - Bachelor's Degree 0 0 605 00 0 6052 0 0 0 0 2 054,768 55,071 302 ####

633-bInstructional Facilitator - Master's Degree 0 0 0 00 0 01 0 0 0 0 0 0 ####

603-bInstructional Practitioner - Master's Degree + 0 0 697 00 0 6973 0 0 0 0 3 053,120 53,352 232 ####

303-aInstructional Technology Teacher Assistant - 0 0 651 00 0 6511 0 0 0 0 1 0 ####

303-bInstructional Technology Teacher Assistant - 0 0 0 00 0 01 0 0 0 0 0 0 ####

085-aLibrarian - Bachelor's Degree 0 0 1,562 00 0 1,5625 0 0 0 0 5 045,927 46,240 312 ####

085-bLibrarian - Master's Degree 0 0 851 00 0 8515 0 0 0 0 5 051,595 51,765 170 ####

085-cLibrarian - Master's Degree + 30 0 0 2,554 00 0 2,5547 0 0 0 0 7 054,193 54,558 365 ####

545-aMAG/Proj 2 0 0 32 00 0 321 0 0 0 0 1 0 ####

544-aManager - Accountability - Master's Degree 4,740 0 261 00 0 5,0001 0 0 1 0 1 0 ####

244-aMedical TE 0 0 173 00 0 1732 0 0 0 0 2 043,489 43,575 87 ####

465-aMusic P/TP - Bachelor's Degree 0 0 0 00 0 01 0 0 0 0 0 0 ####

465-bMusic P/TP - Master's Degree 0 0 328 00 0 3281 0 0 0 0 1 0 ####

662-dParaprofessional - Master's Degree + 30 784 0 105 00 0 8891 0 0 1 0 1 0 ####

243-aParental Outreach Social Worker (Truancy) 0 0 0 00 0 01 0 0 0 0 0 0 ####

516-aPassroom - Bachelor's Degree 0 0 254 00 0 2542 0 0 0 0 1 054,052 54,179 127 ####

516-cPassroom - Master's Degree + 30 0 0 379 00 0 3791 0 0 0 0 1 0 ####

641-aPersonnel Supervisor 0 0 254 00 0 2541 0 0 0 0 1 0 ####

653-aReading First Interventionist - Bachelor's De 0 0 385 00 0 3852 0 0 0 0 2 048,535 48,727 192 ####

653-cReading First Interventionist - Master's Degr 0 0 787 00 0 7874 0 0 0 0 4 051,508 51,705 197 ####

586-aReading/Literacy Coach - Bachelor's Degree 0 0 478 00 0 4781 0 0 0 0 1 0 ####

586-bReading/Literacy Coach - Master's Degree 0 0 459 00 0 4591 0 0 0 0 1 0 ####

586-cReading/Literacy Coach - Master's Degree + 0 0 550 00 0 5501 0 0 0 0 1 0 ####

228-aROTC Assistant 0 0 0 00 0 02 0 0 0 0 0 075,972 75,972 0 ####

261-aROTC Instructor 0 0 0 00 0 03 0 0 0 0 0 082,950 82,950 0 ####

437-aSafe Schools/Healthy Students Project Direc 0 0 300 00 0 3001 0 0 0 0 1 0 ####

333-aSchool Nurse - Bachelor's Degree 355 0 1,803 00 0 2,1584 0 0 1 0 4 046,393 46,933 540 ####

333-bSchool Nurse - Master's Degree 0 0 330 00 0 3301 0 0 0 0 1 0 ####

257-aSchool Principal-Elementary - Master's Degr 0 0 1,811 00 0 1,8114 0 0 0 0 4 074,228 74,680 453 ####

257-bSchool Principal-Elementary - Master's Degr 1,941 0 2,803 00 0 4,7448 0 0 2 0 8 073,613 74,206 593 ####

255-aSchool Principal-High School - Master's Deg 0 0 567 00 0 5671 0 0 0 0 1 0 ####

255-bSchool Principal-High School - Master's Deg 0 0 1,073 00 0 1,0732 0 0 0 0 2 082,492 83,028 537 ####

256-aSchool Principal-Junior High - Master's Degr 0 0 488 00 0 4881 0 0 0 0 1 0 ####

256-bSchool Principal-Junior High - Master's Degr 2,057 0 863 00 440 3,3603 0 1 2 0 3 072,765 73,885 1,120 ####

256-dSchool Principal-Junior High - Ph. D. 1,930 0 212 00 0 2,1411 0 0 1 0 1 0 ####

#################### Pg 4 of 6Report# 163



Proposed

Class

Title Code



% Of Market100

Total Adjust


# # # # # ## EES

OrigAvg

PropAvg

Avg$ Inc

%

Proposed Pay PlanProposed Pay PlanProposed Pay PlanProposed Pay Plan Instructional and CertificInstructional and CertificInstructional and CertificInstructional and Certific388-bSchool Psychologist - Education Specialist 7,323 0 1,920 00 2,898 12,1426 0 1 2 0 6 053,969 55,993 2,024 ####

388-aSchool Psychologist - Master's Degree + 30 0 0 0 00 0 01 0 0 0 0 0 0 ####

467-aSchool Social Worker 0 0 0 00 0 02 0 0 0 0 0 063,159 63,159 0 ####

349-aSpecial Ed. Supervisor - Master's Degree + 0 0 384 00 0 3841 0 0 0 0 1 0 ####

208-aSpeech Therapist - Bachelor's Degree 0 0 820 00 0 8202 0 0 0 0 2 050,765 51,175 410 ####

208-bSpeech Therapist - Master's Degree 52 0 3,127 00 0 3,17912 0 0 2 0 12 047,498 47,763 265 ####

272-aSpeech/Language Pathologist - Master's De 0 0 389 00 0 3894 0 0 0 0 2 054,807 54,904 97 ####

413-aSupervisor - Media Center 0 0 0 00 0 01 0 0 0 0 0 0 ####

263-bSupervisor of Curriculum and Instruction - M 6,331 0 415 00 0 6,7462 0 0 2 0 2 072,492 75,865 3,373 ####

107-aSupervisor of Instructional Technology 0 0 138 00 0 1381 0 0 0 0 1 0 ####

101-aSupervisor of School Food Service 0 0 294 00 0 2941 0 0 0 0 1 0 ####

102-aSupervisor of Student Behavior Managemen 0 0 97 00 0 971 0 0 0 0 1 0 ####

300-aTeacher - Bachelor's Degree 7,179 0 89,033 00 47,268 143,480285 0 2 4 0 280 046,726 47,229 503 ####

300-dTeacher - Education Specialist 251 0 1,066 00 0 1,3174 0 0 1 0 4 048,681 49,010 329 ####

300-bTeacher - Master's Degree 5,914 0 36,015 00 62,102 104,031152 0 3 4 0 149 047,140 47,824 684 ####

300-cTeacher - Master's Degree + 30 1,098 0 22,570 00 0 23,66883 0 0 4 0 73 051,678 51,963 285 ####

300-eTeacher - Ph. D. 0 0 1,353 00 0 1,3535 0 0 0 0 3 057,295 57,566 271 ####

565-aTechnology Specialist 0 0 93 00 0 931 0 0 0 0 1 0 ####

Summary for Pay Plan: Instructional and Certificated ScheduleSummary for Pay Plan: Instructional and Certificated ScheduleSummary for Pay Plan: Instructional and Certificated ScheduleSummary for Pay Plan: Instructional and Certificated Schedule

61,203 0 211,384 00 129,349 401,9350 13 37 0 718 0Pay Plan Totals 77796

# Job Classes

Flat % MktMin Max Step Merit Total# # # # # ## EES

#################### Pg 5 of 6Report# 164

Summary for Monroe City Schools - Teachers and Certificated AdminSummary for Monroe City Schools - Teachers and Certificated AdminSummary for Monroe City Schools - Teachers and Certificated AdminSummary for Monroe City Schools - Teachers and Certificated Admin

Current PayrollCurrent PayrollCurrent PayrollCurrent Payroll $39,163,217$39,163,217$39,163,217$39,163,217

$0$0$0$0

Adjustment To MinimumAdjustment To MinimumAdjustment To MinimumAdjustment To Minimum $129,349$129,349$129,349$129,349

Adjustment To MarketAdjustment To MarketAdjustment To MarketAdjustment To Market $61,203$61,203$61,203$61,203

Adjustment To MaximumAdjustment To MaximumAdjustment To MaximumAdjustment To Maximum $0$0$0$0

Merit AdjustmentMerit AdjustmentMerit AdjustmentMerit Adjustment $0$0$0$0

Stipends / SupplementsStipends / SupplementsStipends / SupplementsStipends / Supplements $0$0$0$0

Proposed PayrollProposed PayrollProposed PayrollProposed Payroll $39,565,153$39,565,153$39,565,153$39,565,153

777777777777

# Adjusted To Minimum# Adjusted To Minimum# Adjusted To Minimum# Adjusted To Minimum 13131313

# Adjusted To Market# Adjusted To Market# Adjusted To Market# Adjusted To Market 37373737

# Adjusted To Maximum# Adjusted To Maximum# Adjusted To Maximum# Adjusted To Maximum 0000

# Merit Adjustments# Merit Adjustments# Merit Adjustments# Merit Adjustments 0000

# Stipends / Supplements# Stipends / Supplements# Stipends / Supplements# Stipends / Supplements 0000

# Employees# Employees# Employees# Employees


# Adjusted To Step# Adjusted To Step# Adjusted To Step# Adjusted To Step 718718718718Adjustment To StepAdjustment To StepAdjustment To StepAdjustment To Step $211,384$211,384$211,384$211,384

Total Applied AdjustmentsTotal Applied AdjustmentsTotal Applied AdjustmentsTotal Applied Adjustments $401,936$401,936$401,936$401,936

Flat 0% AdjustmentFlat 0% AdjustmentFlat 0% AdjustmentFlat 0% Adjustment


#################### Pg 6 of 6Report# 165

Implementation Report - IntroductionImplementation Report - IntroductionImplementation Report - IntroductionImplementation Report - Introduction

The results provided in the implementation

reports are dependent upon the settings that

are established and stored for each report,

allowing numerous implementation costs.

There is no limit to the number of

implementation scenarios that can be stored.

The Implementation Cost by Proposed Job

Class report Provides a summary of the

calculated adjustments for each proposed Job

Class, the number of employees assigned to

each job class, the number of those employees

who have a suggested adjustment of each

type, and the relative percentage of the total of

all adjustments that each job class is proposed

to receive.

The report settings actually applied in

preparation of the report immediately follows

this introduction page. This allows verification

of the assumptions used when the report was

prepared.

Implementation reports provide detailed and summarized information about implementation costs. Implementation reports provide detailed and summarized information about implementation costs. Implementation reports provide detailed and summarized information about implementation costs. Implementation reports provide detailed and summarized information about implementation costs.SAMPLE Implementation Report Settings Screen (example only - not live settings)

#################### Pg 1 of 5Report# 166

Report Settings Report Settings Report Settings Report Settings

1Report Name: Implementation Report

Summary Only

Include Organizational Experience adj

Calculation Parameters

Set Maximum Years of Service Cap to 999

Set Maximum Adjustment to the Range MarketCalculate a Flat % Adjustment of 0

Calculate Adj. Above Min after the first 1

year(s) of service

year(s) of service

Flat Percent AdjustmentManagement

After StepBefore Min Adj

After MeritAfter Min Adj

After BonusAfter Market

After Max

Show Department Summary

Show Pay Plan Summary

Show Grand Totals Summary

Print As Plan Type

Step or Step/Open

Set Alowable Experience Days Using Hire Date

Day(s) Organization Experience

Set Years to Reach Grade Market to 13

Set Years to Reach Grade Maximum to 25

Increment Current Step by

0

Include Stipends

# Adjustments

1

Apply Flat % Adjustment

%

Implementation: Implementation: Implementation: Implementation:

Calculate % Using Current Salary

7/1/2012

Allow 1 additional day adjustment for 1

Standard Annual Work Days 232

Standard Annual Work Hours 1740

Standard Hours / Day 8

#################### Pg 2 of 5Report# 167


Proposed Pay PlanProposed Pay PlanProposed Pay PlanProposed Pay Plan Classified - Monroe City SchoolsClassified - Monroe City SchoolsClassified - Monroe City SchoolsClassified - Monroe City Schools

Proposed

Class

Title Code



% Of Market100

Total Adjust


# # # # # ## EES

OrigAvg

PropAvg

Avg$ Inc

%

Proposed Pay PlanProposed Pay PlanProposed Pay PlanProposed Pay Plan Classified - Monroe City SClassified - Monroe City SClassified - Monroe City SClassified - Monroe City S614-aAccountant 0 0 687 00 0 6872 0 0 0 0 2 040,842 41,185 343 ####

530-aAccounts Payable Clerk I 0 0 40 00 0 401 0 0 0 0 1 0 ####

531-aAccounts Payable Clerk II 0 0 2,902 00 0 2,90211 0 0 0 0 11 031,703 31,967 264 ####

640-aAssistant Building Supervisor (School Based 13,400 0 973 00 0 14,3739 0 0 8 0 9 025,034 26,631 1,597 ####

657-aBehavior Coach 0 0 19 00 0 191 0 0 0 0 1 0 ####

165-aCafeteria Manager 1,412 0 1,964 00 0 3,37721 0 0 1 0 13 022,187 22,348 161 ####

071-aCentral Office Receptionist 0 0 354 00 0 3541 0 0 0 0 1 0 ####

132-aComputer Operator 8,089 0 3,816 00 0 11,90521 0 0 8 0 21 024,238 24,805 567 ####

011-aConsultants and SPVR Instruction 0 0 643 00 0 6431 0 0 0 0 1 0 ####

564-aCustodial Workers (6 Hour) 4,353 0 8,212 00 13,304 25,87051 0 1 2 0 51 016,590 17,097 507 ####

607-aCustodial Workers (8 Hour) 0 0 3,622 00 0 3,62222 0 0 0 0 21 021,881 22,046 165 ####

143-aCustodial/Warehouse Manager 0 0 0 00 0 01 0 0 0 0 0 0 ####

634-aExecutive Secretary to the Superintendent 0 0 156 00 0 1561 0 0 0 0 1 0 ####

237-aFood Service Technician 0 0 10,298 00 0 10,29889 0 0 0 0 77 017,076 17,192 116 ####

511-aGraphic Arts Assistant 0 0 204 00 0 2041 0 0 0 0 1 0 ####

506-aGraphic Arts Manager 0 0 395 00 0 3951 0 0 0 0 1 0 ####

195-aGuidance Clerk 0 0 760 00 0 7606 0 0 0 0 6 017,783 17,910 127 ####

205-aHeating and Air Conditioning Manager (HVA 0 0 466 00 0 4661 0 0 0 0 1 0 ####

579-aHR Executive Secretary/Certification Special 0 0 176 00 0 1761 0 0 0 0 1 0 ####

469-aHuman Resources Insurance/Benefits Speci 0 0 784 00 0 7843 0 0 0 0 3 040,988 41,249 261 ####

570-aHuman Resources Personnel Secretary 0 0 123 00 0 1231 0 0 0 0 1 0 ####

658-aHuman Resources Sub Locator 0 0 121 00 0 1211 0 0 0 0 1 0 ####

381-aHVAC Technician 0 0 195 00 0 1951 0 0 0 0 1 0 ####

048-aMaintenance (M1) 0 0 378 00 0 3783 0 0 0 0 3 026,587 26,713 126 ####

060-aMaintenance (M2) 0 0 997 00 0 9974 0 0 0 0 4 026,802 27,051 249 ####

312-aMaintenance (M3) 0 0 1,280 00 0 1,2805 0 0 0 0 5 028,760 29,016 256 ####

513-aMaintenance Financial Clerk II 0 0 487 00 0 4871 0 0 0 0 1 0 ####

115-aMaintenance Laborer 3,542 0 543 00 1,057 5,1424 0 3 4 0 4 019,828 21,113 1,286 ####

172-aMaintenance Manager 0 0 0 00 0 01 0 0 0 0 0 0 ####

103-aMaintenance/Plumber 0 0 0 00 0 01 0 0 0 0 0 0 ####

402-aManagement Information System Administra 7,682 0 837 00 0 8,5191 0 1 1 0 1 0 ####

616-aManager of Accounting and Payroll 0 0 50 00 0 501 0 0 0 0 1 0 ####

407-aManager of Purchasing/Accounts Payable/In 0 0 741 00 0 7411 0 0 0 0 1 0 ####

209-aMaster Craftsman 0 0 346 00 0 3462 0 0 0 0 2 030,670 30,843 173 ####

517-aMIS Analyst II 0 0 507 00 0 5073 0 0 0 0 3 042,280 42,450 169 ####

646-aMIS Senior Systems Programmer 0 0 75 00 0 751 0 0 0 0 1 0 ####

523-aMIS Specialist 0 0 0 00 0 02 0 0 0 0 0 063,483 63,483 0 ####

137-aMIS Systems Programmer I 0 0 820 00 0 8202 0 0 0 0 2 033,561 33,970 410 ####

301-aMIS Systems Technician 0 0 173 00 0 1731 0 0 0 0 1 0 ####

#################### Pg 3 of 5Report# 168


Proposed Pay PlanProposed Pay PlanProposed Pay PlanProposed Pay Plan Classified - Monroe City SchoolsClassified - Monroe City SchoolsClassified - Monroe City SchoolsClassified - Monroe City Schools

Proposed

Class

Title Code



% Of Market100

Total Adjust


# # # # # ## EES

OrigAvg

PropAvg

Avg$ Inc

%

Proposed Pay PlanProposed Pay PlanProposed Pay PlanProposed Pay Plan Classified - Monroe City SClassified - Monroe City SClassified - Monroe City SClassified - Monroe City S605-aNursing Assistant 0 0 448 00 0 4482 0 0 0 0 2 016,233 16,457 224 ####

332-aNursing Instructor 0 0 307 00 0 3072 0 0 0 0 2 050,811 50,964 153 ####

012-aOther Professional Staff 0 0 420 00 0 4201 0 0 0 0 1 0 ####

662-aParaprofessional - Associate's Degree 0 0 5,498 00 0 5,49850 0 0 0 0 34 017,484 17,594 110 ####

662-bParaprofessional - Bachelor's Degree 357 0 7,501 00 0 7,85860 0 0 2 0 51 018,656 18,787 131 ####

662-eParaprofessional - High School 2,661 0 4,804 00 13,303 20,76887 0 1 1 0 41 016,908 17,147 239 ####

662-cParaprofessional - Master's Degree 0 0 391 00 0 3912 0 0 0 0 2 018,776 18,971 196 ####

541-aPayroll and Accounting Coordinator 1,023 0 0 00 0 1,0231 0 0 1 0 1 0 ####

366-aSchool Bookkeeper (High School) 2,630 0 518 00 1,002 4,1504 0 1 2 0 4 025,228 26,266 1,037 ####

598-aSchool Building Supervisor 668 0 4,051 00 0 4,71920 0 0 3 0 20 027,746 27,982 236 ####

498-aSchool Bus Operator - non Owner 0 0 9,534 00 0 9,53462 0 0 0 0 62 015,736 15,889 154 ####

136-aSchool Secretary 11,882 0 3,961 00 0 15,84326 0 0 12 0 26 023,373 23,982 609 ####

606-aScience/Lab Assistant 0 0 249 00 0 2491 0 0 0 0 1 0 ####

148-aSecretary I 1,534 0 1,096 00 0 2,6295 0 0 1 0 5 023,351 23,876 526 ####

149-aSecretary II 0 0 423 00 0 4231 0 0 0 0 1 0 ####

150-aSecretary III 0 0 866 00 0 8663 0 0 0 0 3 028,317 28,606 289 ####

324-aSecretary-School Food Services 0 0 424 00 0 4241 0 0 0 0 1 0 ####

594-aSenior Acountant 6,423 0 302 00 0 6,7241 0 0 1 0 1 0 ####

399-aShop Foreman-Transportation 0 0 17 00 0 171 0 0 0 0 1 0 ####

593-aSpecial Ed./Interpreter (IDEA) 0 0 494 00 0 4944 0 0 0 0 3 018,510 18,634 124 ####

127-aSpecial Education Bus Attendant 104 0 3,760 00 0 3,86526 0 0 2 0 26 012,387 12,536 149 ####

524-aSuperintendent 0 0 573 00 0 5731 0 0 0 0 1 0 ####

067-aTitle I Parent Resource Tutor 0 0 0 00 0 01 0 0 0 0 0 0 ####

173-aTitle I TU 0 0 0 00 0 01 0 0 0 0 0 0 ####

206-aTransportation Manager 0 0 748 00 0 7481 0 0 0 0 1 0 ####

220-aTransportation Mechanic/Service Technician 0 0 1,296 00 0 1,2964 0 0 0 0 4 027,272 27,596 324 ####

471-aWarehouse Clerk 2,397 0 371 00 0 2,7682 0 0 1 0 2 026,370 27,754 1,384 ####

539-aWarehouse Delivery Driver 816 0 503 00 0 1,3192 0 0 1 0 2 020,723 21,383 660 ####

Summary for Pay Plan: Classified - Monroe City SchoolsSummary for Pay Plan: Classified - Monroe City SchoolsSummary for Pay Plan: Classified - Monroe City SchoolsSummary for Pay Plan: Classified - Monroe City Schools

68,973 0 92,697 00 28,667 190,3370 7 51 0 553 0Pay Plan Totals 65367

# Job Classes

Flat % MktMin Max Step Merit Total# # # # # ## EES

#################### Pg 4 of 5Report# 169

Summary for Monroe City Schools - ClassifiedSummary for Monroe City Schools - ClassifiedSummary for Monroe City Schools - ClassifiedSummary for Monroe City Schools - Classified

Current PayrollCurrent PayrollCurrent PayrollCurrent Payroll $13,525,605$13,525,605$13,525,605$13,525,605

$0$0$0$0

Adjustment To MinimumAdjustment To MinimumAdjustment To MinimumAdjustment To Minimum $28,667$28,667$28,667$28,667

Adjustment To MarketAdjustment To MarketAdjustment To MarketAdjustment To Market $68,973$68,973$68,973$68,973

Adjustment To MaximumAdjustment To MaximumAdjustment To MaximumAdjustment To Maximum $0$0$0$0

Merit AdjustmentMerit AdjustmentMerit AdjustmentMerit Adjustment $0$0$0$0

Stipends / SupplementsStipends / SupplementsStipends / SupplementsStipends / Supplements $0$0$0$0

Proposed PayrollProposed PayrollProposed PayrollProposed Payroll $13,715,942$13,715,942$13,715,942$13,715,942

653653653653

# Adjusted To Minimum# Adjusted To Minimum# Adjusted To Minimum# Adjusted To Minimum 7777

# Adjusted To Market# Adjusted To Market# Adjusted To Market# Adjusted To Market 51515151

# Adjusted To Maximum# Adjusted To Maximum# Adjusted To Maximum# Adjusted To Maximum 0000

# Merit Adjustments# Merit Adjustments# Merit Adjustments# Merit Adjustments 0000

# Stipends / Supplements# Stipends / Supplements# Stipends / Supplements# Stipends / Supplements 0000

# Employees# Employees# Employees# Employees


# Adjusted To Step# Adjusted To Step# Adjusted To Step# Adjusted To Step 553553553553Adjustment To StepAdjustment To StepAdjustment To StepAdjustment To Step $92,697$92,697$92,697$92,697

Total Applied AdjustmentsTotal Applied AdjustmentsTotal Applied AdjustmentsTotal Applied Adjustments $190,337$190,337$190,337$190,337

Flat 0% AdjustmentFlat 0% AdjustmentFlat 0% AdjustmentFlat 0% Adjustment


#################### Pg 5 of 5Report# 170

Documents

MANAGEMENT ADVISORY GROUP, INC. - School Board … · A COMPENSATION AND CLASSIFICATION STUDY FOR MONROE CITY SCHOOL SYSTEM FINAL REPORT December 5, 2011 By: MANAGEMENT ADVISORY GROUP,