Dickinson Independent School District PERSONNEL COMPENSATION PLAN

Transcription

1 Dickinson Independent School District PERSONNEL COMPENSATION PLAN DISD MISSION STATEMENT The mission of the Dickinson Independent School District is to ensure that all students have successful learning opportunities that help them reach their full potential and add quality throughout their lives.

2 Table of Contents SECTION 1 POLICY AND PROCEDURE... 1 Board Policy DEA (Local), DEAB (Legal) and Administrative Regulations... 2 Board and Administrator Role in Salary Administration Definition of a Pay System Basic Objectives of Pay Systems Pay Equity Basic Elements of Personnel Compensation Compensable Factors Anatomy of a Salary Range Structure SECTION 2 STAFFING / HIRING Staffing Guidelines Hiring Procedures SECTION 3 ADMINISTRATIVE Administrative / Professional Pay Range Administrative / Professional Job Classification Administrative / Professional Hiring Schedule Assistant Principal Salary Schedule SECTION 4 PROFESSIONAL Administrative / Professional Pay Ranges Professional Job Classification / Hiring Schedule Counselor Salary Schedule LSSP, LSSP Intern, Diagnostician Hiring Schedule Occupational Therapist Hiring Schedule Physical Therapist Hiring Schedule Speech Pathology Staff Hiring Schedule School Health Personnel Hiring Schedule Teacher Salary Schedule... 38

3 Personnel Compensation SECTION 5 PARAPROFESSIONAL/ CLERICAL/TECHNICAL Paraprofessional / Clerical / Technical Pay Ranges PCT Job Classification PCT Hiring Schedule SECTION 6 SUPPORT SERVICES Support Services Pay Ranges Support Services Job Classification Maintenance and Custodial Services Hiring Schedule Maintenance & Custodial Compensations Adjustments Custodial Services Step Schedule for Hiring Maintenance Step Schedule for Hiring Transportation Hiring Schedule Transportation Step Schedule for Hiring SECTION 7 STIPENDS AND EXTRA DUTY PAY Stipends and Supplemental Pay for Supplemental Duties Extra Duty Pay Schedule for Specific Professional Staff Extra Duty Pay Schedule for Specific Paraprofessional Staff Special Duty Salary Schedule Extra Curricular Pay Scale SECTION 8 FORMS Extra Duty Agreement Form Additional Assignment Agreement... 77

4 FOREWORD This compensation plan was initially adopted in August 1996 to establish a direction and procedure to equitably compensate Dickinson ISD employees. This plan is to be the sourcebook and guidance document for compensation policies and procedures for Dickinson ISD. With the knowledge that this type of system is generally in continual development, it is to be reviewed and updated each budget year. CERTIFICATION This Personnel is the official pay policy of Dickinson Independent School District and is to be utilized for all personnel compensation questions/decisions/actions. The official copy shall be maintained and updated in the office of the Executive Director for Human Resources. Vicki Mims, Superintendent

5 SECTION 1 POLICY AND PROCEDURE Page 1

6 Dickinson ISD COMPENSATION AND BENEFITS SALARIES, WAGES, AND STIPENDS DEA (LOCAL) Board Policy DEA (Local), DEAB (Legal) and Administrative Regulations PAY ADMINISTRATION ANNUAL PAY INCREASES MID-YEAR PAY INCREASES CONTRACT EMPLOYEES NONCONTRACT EMPLOYEES CLASSIFICATION OF POSITIONS EXEMPT The Superintendent shall recommend to the Board for approval compensation plans for all District employees. Compensation plans may include wage and salary structures, stipends, benefits, and incentives. The Superintendent shall administer the compensation plans consistent with the budget approved by the Board. The Superintendent or designee shall classify each job title within the compensation plans based on the qualifications and duties of the position. Within these classifications, the Superintendent or designee shall determine appropriate pay for new employees and employees reassigned to different positions. The Superintendent shall recommend to the Board an amount for employee pay increases as part of the annual budget. The Superintendent or designee shall determine annual increases for individual employees, within budgeted amounts. A contract employee s pay shall not be increased after performance on the contract has begun unless there is a change in the employee s job assignment or duties that warrants additional compensation. Any such changes in pay during the term of the contract shall require Board approval. [See DEAB for public hearing requirements] The Superintendent may grant a pay increase to a noncontract employee after duties have begun only when there is a change in the employee s job assignment or duties, or when an adjustment in the market value of the job warrants additional c ompensation. The Superintendent shall report any such pay increases to the Board at the next regular meeting. The Superintendent or designee shall determine the classification of positions or employees as exempt or nonexempt for purposes of payment of overtime in compliance with the Fair Labor Standards Act (FLSA). The District shall pay employees who are exempt from the overtime pay requirements of the FLSA on a salary basis. The salaries of these employees are intended to cover all hours worked, and the District shall not make deductions that are prohibited under the FLSA. An employee who believes deductions have been made from his or her salary in violation of this policy should bring the matter to the District s attention, through the District s complaint policy. [See DGBA] If improper deductions are confirmed, the District will reimburse the employee and take steps to ensure future compliance with the FLSA. DATE ISSUE: 07/15/2008 Page 1 of 3 Board Policy DEA (Local) UPDATE 83 DEA (LOCAL)-A Page 2

7 Dickinson ISD COMPENSATION AND BENEFITS SALARIES, WAGES, AND STIPENDS DEA (LOCAL) The Superintendent or designee may assign noncontractua l supplemental duties to personnel exempt under the FLSA, as needed. [See DK(LOCAL)] The employee shall be compensated for these assignments according to the District s compensation plans. NONEXEMPT WORKWEEK DEFINED COMPENSATORY TIME ACCRUAL USE ANNUALIZED SALAR Y REQUIRED Nonexempt employees may be compensated on an hourly bas is or on a salary basis. Employees who are paid on an hourly basis shall be compensated for all hours worked. Employees who are paid on a salary basis are paid for a 40 -hour workweek and do not earn additional pay unless the employee works more than 40 hours. A nonexempt employee shall have the approval of his or her supervisor before working overtime. An employee who works overtime without prior approval is subject to discipline but shall be compensated in accordance with the FLSA. For purposes of FLSA compliance, the workweek for District employees shall be 12:00 a.m. Saturday until 11:59 p.m. Friday. At the District s option, nonexempt employees may receive compensatory time off, rather than overtime pay, for overtime work. The employee shall be informed in advance if overtime hours will accrue compensatory time rather than pay. Compensatory time earned by nonexempt employees may not accrue beyond a maximum of 60 hours. If an employee has a balance of more than 60 hours of overtime, the employee will be required to use compensatory time or, at the District s option, will receive overtime pay. An employee shall use compensatory time within the duty year in which it is earned. If an employee has any unused compensatory time remaining at the end of a fiscal year, the employee shall receive overtime pay. Compensatory time may be used at either the employee s or the District s option. An employee may use compensatory time in accordance with the District s leave policies and if such use does not unduly disrupt the operations of the District. [See DEC(LOCAL)] The District may require an employee to use compensatory time when in the best interest of the District. The District shall pay all salaried employees over 12 months, regardless of the number of months employed during the school year. A salaried employee shall receive his or her salary in equal monthly or bimonthly payments, beginning with the fir st pay period of the school year. DATE ISSUE: 07/15/2008 Page 2 of 3 Board Policy DEA (Local) UPDATE 83 DEA (LOCAL)-A Page 3

8 Dickinson ISD COMPENSATION AND BENEFITS SALARIES, WAGES, AND STIPENDS DEA (LOCAL) EARLY SEPARATION If a salaried employee separates from service before the last day of instruction, the employee shall receive in his or her final paycheck the unpaid amount the employee has actually earned from the beginning of the 12-month pay period until the date of separation. For purposes of this policy, separation from service shall be as defined in IRS regulation 26 CFR 1.409A -1(h). A salaried employee who separates from service on or after the last day of instruction shall be paid as follows: 1. An employee who is retiring under the Texas Teacher Retirement System shall receive in his or her final paycheck the unpaid amount the employee has actually earned from the beginning of the 12 -month pay period until the date of separation. If the employee is eligible and elects to continue enrollment in the District s group health coverage for one or more months of the summer, the employee s share of premiums shall be withheld from the final paycheck. 2. All other employees shall be paid according to the annualized salary provisions above. [For provisions on continuation of coverage after resignation, see CRD(LEGAL).] DATE ISSUE: 07/15/2008 Page 3 of 3 Board Policy DEA (Local) UPDATE 83 DEA (LOCAL)-A Page 4

9 Dickinson ISD COMPENSATION AND BENEFITS SALARIES, WAGES, AND STIPENDS DEAB (LEGAL) MINIMUM SALARY SCHEDULE EDUCATORS DEFINITIONS CLASSROOM TEACHER LIBRARIAN COUNSELOR NURSE FULL-TIME PLACEMENT ON SALARY SCHEDULE The District shall pay each classroom teacher, full-time librarian, full-time school counselor, or full-time nurse not less than the minimum monthly salary, based on the employee s level of experience, specified in Education Code and 19 Administrative Code Classroom teacher means an educator who teaches an average of at least four hours per day in an academic or career and technology instructional setting, focusing o n the delivery of the Texas Essential Knowledge and Skills, and who holds the relevant certificate from the State Board for Educator Certification (SBEC). Although noninstructional duties do not qualify as teaching, necessary functions related to the educator s instructional assignment, such as instructional planning and transition between instructional periods, should be applied to creditable classroom time. Librarian means an educator who provides full-time library services and holds the relevant certificate from SBEC. Counselor means an educator who provides full-time counseling and guidance services and holds the relevant certificate from SBEC. Nurse means an educator employed to provide full -time nursing and health-care services and who meets all the requirements to practice as a registered nurse (RN) pursuant to the Nursing Practice Act and the rules and regulations relating to professional nurse education, licensure, and practice and has been issued a license to practice professional nursing in Texas. Full-time means contracted employment for at least ten months (187 days) for 100 percent of the school day, in accordance with the definitions of school day in Education Code , employment contract in Education Code , and school year in Education Code TAC (a) The Commissioner s rules determine the experience for which a teacher, librarian, school counselor, or nurse is to be given credit in placing the teacher, librarian, school counselor, or nurse on the minimum salary schedule. The District shall credit the teacher, librarian, school counselor, or nurse for each year of experience, whether or not the years are consecutive. Education Code (a),.403(c); 19 TAC DATE ISSUE: 11/19/2013 Revised & Approved Page 1 of 7 Board Policy DEAB (Legal) UPDATE 98 DEAB (LEGAL)-P Page 5

10 Dickinson ISD COMPENSATION AND BENEFITS SALARIES, WAGES, AND STIPENDS DEAB (LEGAL) EMPLOYEES FORMERLY ON CAREER LADDER PAY INCREASES PUBLIC HEARING CONTRACT EMPLOYEES SALARY ADVANCES AND LOANS DESIGNATION OF COMPENSATION FOR BENEFITS USE A teacher or librarian who received a career ladder supplement on August 31, 1993, is entitled to at least the same gross monthly salary the teacher or librarian received for the school year as long as the teacher or librarian is employed by the same district. In addition, a teacher or librarian who was on level two or three of the career ladder is entitled, as long as he or she is employed by the same district, to placement on the minimum salary schedule according to the guidelines at Education Code (d). Education Code (f),.403(d) The District shall not grant any extra compensation, fee, or allowance to a public officer, agent, servant, or contractor after service has been rendered or a contract entered into and performed in whole or in part. Tex. Const. Art. III, Sec. 53 The District may not pay an employee or former employee more than an amount owed under a contract with the employee unless the District holds at least one public hearing. Notice of the hearing must be given in accordance with notice of a public meeting under the Texas Open Meetings Act [see BE]. The Board must state the following at the public hearing: 1. The source and exact amount of the payment; 2. The reason the payment is being offered, including the public purpose that will be served by making the payment; and 3. The terms for distribution of the payment that effect and maintain the public purpose. Loc. Gov t Code The District shall not lend its credit or gratuitously grant public money or things of value in aid of any individual, association, or corporation. Tex. Const. Art. III, Sec. 52; Brazoria County v. Perry, 537 S.W.2d 89 (Tex. Civ. App. Houston [1st Dist.] 1976, no writ) An employee who is covered by a cafeteria plan or who is eligible to pay health-care premiums through a premium conversion plan may elect to designate a portion of the employee s compensation to be used as health-care supplementation. The amount designated may not exceed the amount permitted under federal law. Education Code An employee may use the compensation designated for health - care supplementation for any employee benefit, including depositing the designated amount into a cafeteria plan in which the employee is enrolled or using the designated amount for health - DATE ISSUE: 11/19/2013 Revised & Approved Page 2 of 7 Board Policy DEAB (Legal) UPDATE 98 DEAB (LEGAL)-P Page 6

11 Dickinson ISD COMPENSATION AND BENEFITS SALARIES, WAGES, AND STIPENDS DEAB (LEGAL) care premiums through a premium conversion plan. Education Code ANNUAL ELECTION DEFINITION TRS CONTRIBUTIONS FOR NEW HIRES Each school year, an active employee must elect in writing whether to designate a portion of the employee s compensation to be used as health-care supplementation. The election must be made at the same time that the employee elects to participate in a cafeteria plan, if applicable. Education Code For purposes of the designation of compensation as health-care supplementation, employee means an active, contributing member of TRS who: 1. Is employed by the District; 2. Is not a retiree eligible for coverage under Insurance Code Chapter 1575 (retiree group health benefits); 3. Is not eligible for coverage by a group insurance plan under Insurance Code Chapter 1551 (stat e employee health insurance) or Chapter 1601 (state university employee health insurance); and 4. Is not an individual performing personal services for the District as an independent contractor. Education Code (2) During each fiscal year, the District shall pay an amount equal to the state contribution rate, as established by the General Appropriations Act for the fiscal year, applied to the aggregate compensation of new members of the retirement system, during their first 90 days of employment. New member means a person first employed on or after September 1, 2005, including a former member who withdrew retirement contributions under Government Code and is reemployed on or after September 1, On a monthly basis, the District shall: 1. Certify to TRS the total amount of salary paid during the first 90 days of employment of a new member and the total amount of employer payments under this section for the payroll periods; and 2. Retain information, as determined by TRS, sufficient to allow administration of this section, including information for each employee showing the applicable salary as well as aggregate compensation for the first 90 days of employment for new employees. DATE ISSUE: 11/19/2013 Revised & Approved Page 3 of 7 Board Policy DEAB (Legal) UPDATE 98 DEAB (LEGAL)-P Page 7

12 Dickinson ISD COMPENSATION AND BENEFITS SALARIES, WAGES, AND STIPENDS DEAB (LEGAL) The District must remit the amount required under this section to TRS at the same time the District remits the member s contribution. In computing the amount required to be remitted, the District shall include compensation paid to an employee for the entire pay period that contains the 90th calendar day of new employment. Gov t Code TRS SURCHARGE FOR REHIRED RETIREES TRS FUND CONTRIBUTIONS HEALTH INSURANCE CONTRIBUTIONS EXCEPTION NOTICE REGARDING EARNED INCOME TAX CREDIT During each payroll period for which a retiree is reported, the District shall contribute to the retirement system for each retiree reported an amount based on the retiree s salary equal to the sum of: 1. The current contribution amount that would be contributed by the retiree if the retiree were an active, contributing member; and 2. The current contribution amount authorized by the General Appropriations Act that the state would contribute for that retiree if the retiree were an active, contributing member. In addition, each payroll period and for each rehired retiree who is enrolled in TRS Care (retiree group health insurance), the District shall contribute to the TRS Care trust fund any difference between the amount the retiree is required to pay for the retiree and any enrolled dependents to participate in the group program and the full cost of the retiree s and enrolled dependents participation in the group program, as determined by TRS. If more than one employer reports the retiree to TRS during a month, the amount of the required payment shall be prorated among employers. The District is not required to contribute these amounts for a retiree who retired from the retirement system before September 1, Gov t Code ; Insurance Code Not later than March 1 of each year, the District shall provide employees with information regarding general eligibility requirements for the federal earned income tax credit by one of the following means: 1. In person; 2. Electronically at the employee s last known address; 3. Through a flyer included, in writing or electronically, as a payroll stuffer; or 4. By first class mail to the employee s last known address. The District may not satisfy this requirement solely by posting information in the workplace. DATE ISSUE: 11/19/2013 Revised & Approved Page 4 of 7 Board Policy DEAB (Legal) UPDATE 98 DEAB (LEGAL)-P Page 8

13 Dickinson ISD COMPENSATION AND BENEFITS SALARIES, WAGES, AND STIPENDS DEAB (LEGAL) In addition, the District may provide employees with IRS publications and forms, or information prepared by the comptroller, relating to the earned income tax credit. Labor Code DECREASING PAY WIDESPREAD SALARY REDUCTIONS FURLOUGH PROGRAM The Commissioner has held that a district may reduce educator compensation if it gives sufficient warning of a possible reduction in pay when educators can still unilaterally resign from their contracts. A sufficient warning must be both formal enough and specific enough to give educators a meaningful opp ortunity to decide whether to continue employment with the District. Brajenovich v. Alief Indep. Sch. Dist., Tex. Comm r of Educ. Decision No R1O-1106 (2009) The following provisions apply only to a widespread reduction i n the amount of annual salaries paid to classroom teachers in the District based primarily on District financial conditions rather than on teacher performance. For any school year in which the District has reduced the amount of the annual salaries paid to classroom teachers from the amount paid for the preceding school year, the District shall reduce the amount of the annual salary paid to each District administrator or other professional employee by a percent or fraction of a percent that is equal to the average percent or fraction of a percent by which teacher salaries have been reduced. Education Code The Board may not reduce salaries until the District has complied with the requirements at Education Code [see SALARY REDUCTION/FURLOUGH PRO CESS, below]. Education Code In accordance with District policy [see DFFA(LOCAL)], the Board may implement a furlough program and reduce the number of days of service otherwise required under Education Code [ see DC] by not more than six days of service during a school year if the Commissioner certifies that the District will be provided with less state and local funding for that year than was provided to the District for the school year. Education Code (a) The Board may not implement a furlough program until the District has complied with the requirements at Education Code [see SALARY REDUCTION/FURLOUGH PROCESS, below]. Education Code DATE ISSUE: 11/19/2013 Revised & Approved Page 5 of 7 Board Policy DEAB (Legal) UPDATE 98 DEAB (LEGAL)-P Page 9

14 Dickinson ISD COMPENSATION AND BENEFITS SALARIES, WAGES, AND STIPENDS DEAB (LEGAL) FUNDING LEVELS SALARIES FURLOUGH DAYS CONTRACT RESIGNATION NO APPEAL SALARY REDUCTION/ FURLOUGH PROCESS EMPLOYEE INVOLVEMENT Not later than July 1 of each year, the Commissioner shall determine whether the estimated amount of state and local funding per student in weighted average daily attendance to be provided to the District under the Foundation School Program for maintenance and operations for the follow ing school year is less than the amount provided to the District for the school year. If the amount estimated to be provided is less, the Commissioner shall certify the percentage decrease in funding to be provided to the District. Education Code Notwithstanding Education Code (minimum salary schedule), the Board may reduce the salary of an employee who is furloughed in proportion to the number of days by which service is reduced. Any reduction in the amount of the annual s alary must be equally distributed over the course of the employee s current contract with the District. A furlough program must subject all contract personnel to the same number of furlough days. An educator may not be furloughed on a day that is included in the number of days of instruction required under Education Code [ see EB]. Implementation of a furlough program may not result in an increase in the number of required teacher workdays. An educator may not use personal, sick, or any other paid leave while the educator is on a furlough. If the Board adopts a furlough program after the date by which a teacher must give notice of resignation from a probationary, term, or continuing contract [see DFE], an employee who subsequently resigns is not subject to sanctions imposed by SBEC. A decision by the Board to implement a furlough program is final and may not be appealed and does not create a cause of action or require collective bargaining. Education Code The Board may not implement a furlough program under Education Code or reduce salaries until the District has complied with the requirements below. The District must use a process to develop a furlough program or other salary reduction proposal, as applicable, that: 1. Includes the involvement of the District s professional staff; and Provides District employees with the opportunity to express opinions regarding the furlough program or salary reduction DATE ISSUE: 11/19/2013 Revised & Approved Page 6 of 7 Board Policy DEAB (Legal) UPDATE 98 DEAB (LEGAL)-P Page 10

15 Dickinson ISD COMPENSATION AND BENEFITS SALARIES, WAGES, AND STIPENDS DEAB (LEGAL) 1. proposal, as applicable, at the public meeting described below. PUBLIC MEETING The Board must hold a public meeting at which the Board and District administration present: 1. Information regarding the options considered for managing the District s available resources, including consideration of a tax rate increase and use of the District s available fund balance; 2. An explanation of how the District intends, through implementation of a furlough program or salary reductions, as applicable, to limit the number of District employees who will be discharged or whose contracts will not be renewed. Any explanation of a furlough program must state the specific number of furlough days proposed to be required; and 3. Information regarding the local option residence homestead exemption. The public and District employees must be provided with an opportunity to comment at the public meeting. Education Code DATE ISSUE: 11/19/2013 Revised & Approved Page 7 of 7 Board Policy DEAB (Legal) UPDATE 98 DEAB (LEGAL)-P Page 11

16 Board and Administrator Role in Salary Administration THE BOARD S ROLE IN DISTRICT SALARY ADMINISTRATION 1. Set goals and pay philosophy for the district. 2. Establish policies to govern the pay system. 3. Approve adjusted compensation plans. 4. Approve amount of general employee pay increases annually and adopt budget. 5. Balance employee needs against fiscal control needs of the District and community. 6. Plan compensation package for the Superintendent. THE SUPERINTENDENT'S ROLE IN DISTRICT SALARY ADMINISTRATION 1. Present pay plans and policies to meet the goals and philosophy of the Board. 2. Research economic factors and develop recommendations for annual pay increase and the payroll budget. 3. Administer individual pay actions according to District policy and procedures. 4. Communicate the District pay plan and policies to employees and respond to requests for information. 5. Monitor and adjust the district salary structures regularly. Page 12

17 Definition of a Pay System A pay system consists of all the policies, procedures and management tools that are used to define the basis for organizational pay actions. A pay system should include: Job titles and job descriptions Defined pay ranges for each job Policies and administrative procedures Plan for communicating with employees Process for maintaining the system Page 13

18 Basic Objectives of Pay Systems Pay systems should be designed strategically to control and facilitate the following basic objectives: 1. Objective: Pay for Job Responsibility Strategy: Set and maintain the proper pay differential between jobs that require different levels of skill, effort, and responsibility. 2. Objective: Pay Competitively Strategy: Keep trained employees paid within a proper range of the competitive job market. 3. Objective: Provide Continued Pay Advancement Strategy: Prevent employees from topping out of pay scales too soon OR becoming overpaid for the worth of the job. 4. Objective: Recruit Good Applicants Strategy: Keep starting salaries attractive by allowing inflationary adjustments to be made easily and within budget. 5. Objective: Keep Payroll Costs Affordable Strategy: Keep payroll cost increases flexible to allow annual planning in response to revenue and market changes. 6. Objective: Keep Good Employees Strategy: Pay trained employees fair salaries for the worth of their job in an appropriate period of time. Pay Equity DEFINITION Fair pay for the worth of the work performance to the organization. INTERNAL EQUITY What jobs are worth to the organization on the basis of job content (skills, responsibility, effort required). To have internal equity, the system must identify the relative worth of all jobs according to a common set of compensable (job worth) factors. EXTERNAL EQUITY What jobs are worth to the organization on the basis of the outside job market (competitive pay). To have external equity, the system must identify the relative worth of jobs in the competitive marketplace. Page 14

19 Basic Elements of Personnel Compensation Page 15

20 Compensable Factors Definition Any factor (job characteristic) used to provide a basis for judging job value in a job evaluation process. The most commonly employed compensable factors include skill, effort, responsibility, and working conditions, where applicable. Skill: Knowledge and abilities required to successfully perform the job. Education or specialized knowledge acquired through formal training or lower-level training. Experience work experience beyond education or specialized training needed to perform the job. Effort: Difficulty of the work performed in terms of physical or mental energy. Working conditions adverse conditions (physical hazards, stress or excessive time) associated with performing normal job duties. Complexity difficulty of task and mental focus needed to complete tasks. Judgment frequency and importance of independent decisions necessary to perform the job. Responsibility: Effects of proper or improper action on the products or services of the entire organization. Scope of authority the degree to which influence is exercised over school operations and the scope of impact the job has on the district as a whole. Supervision of others accountability and obligation for work performed by other employees. Page 16

21 Anatomy of a Salary Range Structure Page 17

22 SECTION 2 STAFFING / HIRING Page 18

23 Staffing Guidelines PURPOSE: Guidelines provide a frame of reference for equitably allocating district resources to all students. These guidelines are divided into major functional areas of the district. Not all jobs are included. The areas covered by this document are: elementary/intermediate instruction, junior high instruction, high school instruction, continuation center and district-wide services. Unless campus designation is used, the number of students refers to the total student population of that instructional level. NOTE: The Superintendent is authorized to modify staffing guidelines as required to meet budget constraints. STAFFING GUIDELINES ELEMENTARY/INTERMEDIATE INSTRUCTION (PK-4) Instructional Services Teachers Classroom Teacher Each increment of 25 students 1 Full-Time person per classroom Special Education/Special Programs Teacher To be determined by Special Programs department approved by the Superintendent Special Assignment Teachers ARD Committee Facilitator/ Dyslexia Teacher Paraprofessionals (Aides) Special Education Varies by program/ campus design Gr. PreK-4 As required to provide instruction and in appropriate group sizes as approved by Superintendent 0.5 Full-Time person Academic Coach Classroom *START 1 to 3 students 1 Full-Time person 4+ students additional Full-Time person *PPCD Each classroom unit 1 Full-Time person *STRIVE Based on campus need 1 Full-Time person *PASS Each classroom unit 1 Full-Time person *Structured Learning Each classroom unit 1 Full-Time person *IMPACT Each classroom unit 1 Full-Time person (*Additional staffing as recommended by Director of Special Programs and approved by Superintendent) Assistant/Clerical Each campus 1 Full-Time person Early Literacy Aide Each campus 1 Full-Time person *Bilingual Literacy Aide K-4 Based on campus need 1 Full-Time person (*Additional staffing as recommended by Deputy Assistant Superintendent for Educational Services and approved by Superintendent) Computer Each Campus 1 Full-Time person In-School Suspension Each Campus 1 Full-Time person Physical Education Each Campus 1 Full-Time person Pre-K (Regular/Bilingual) For each class over 15 students 1 Full-Time person Substitute and other duties Each campus 1 Full-Time person Library/Media Services Librarian Each campus 1 Full-Time person Library Aide 500 to 750 students 1/2-Time person 700 to 1000 students additional 1/4-Time person 900 to 1250 students additional 1/4-Time person Page 19

24 STAFFING GUIDELINES ELEMENTARY/INTERMEDIATE INSTRUCTION (PK-4) - continued Counseling Services Health Services Administration Secretarial/Clerical Counselor 250 to 750 students 1 Full-Time person 700 to 1000 students additional 1/2-Time person (as counselor or social worker) 900 to 1250 students additional 1/2-Time person Nurse (RN or LVN) Each campus 1 Full-Time person Clinic Aide Any campus without an RN or 1 Full-Time person LVN Principal Each campus 1 Full-Time person Assistant Principal Up to 800 ADA (FTE s) 1 Full-Time person For campus with 801+ ADA (FTE s) 1 additional person Secretary Each campus 1 Full-Time person Receptionist/Clerical 500 to 800 students 1 Full-Time person For each additional increment of 250 students additional 1/2-Time person Attendance/Data Entry Clerk Each campus 1 Full-Time person Page 20

25 STAFFING GUIDELINES MIDDLE AND JUNIOR HIGH INSTRUCTION (5-8) Instructional Services Classroom Teacher 25 to 32 students per classroom 1 Full-Time person not to exceed 150 total students without superintendent's prior approval Special Education/Special Programs Teacher To be determined by Special Programs department and approved by Superintendent ARD Committee Facilitator Each Campus (5-8) 1 Part-Time/Full-Time person Dyslexia Teacher Each Campus (5-8) 1 Part-Time/Full time person (based on student needs) ESL Aide Each campus of students 1 Full-Time person Regular Aide Up to 600 students 1 Full-Time person For every increment of additional person Special Education/Special Programs Aide Library/Media Services students To be determined by Special Programs department and approved by Superintendent Librarian Up to 900 students 1 Full-Time person Library Aide For every increment 1 Full-Time person of 900 additional students Counseling Services Health Services Administration Secretarial/clerical Counselor Up to 600 students 1 Full-Time person For every increment of additional person students Nurse (RN or LVN) Each campus 1 Full-Time person Clinic Aide Any campus without an RN or 1 Full-Time person LVN Principal Each campus 1 Full-Time person Assistant Principal Up to 650 students 1 Full-Time person 600 to 1000 students 1 additional Full-Time person 900 to 1300 students 1 additional Full-Time person Over 1300 students 1 additional Full-Time person Secretary Each campus 1 Full-Time person Receptionist/Clerical For students 1 Full-Time person If more than 600 students 1 additional person Attendance/Data Entry Each campus 1 Full-Time person Clerk Assistant Principal s For each 2 A.P. positions in 1 Full-Time person Secretary grades 5-6 For each A.P. position in grades 1 Full-Time person 7-8 Counselor s Secretary For Jr. High campus 1 Full-Time person Page 21

26 STAFFING GUIDELINES HIGH SCHOOL INSTRUCTION (9-12) Instructional Services Classroom Teacher students per classroom 1 Full-Time person not to exceed 150 total students without superintendent's prior approval Special Education/Special To be determined by Sp. Programs department and approved by Supt Programs Teacher ESL Aide Each Secondary of Full-Time person students Regular Classroom Aide Up to 1000 students for every 1 Full-Time person Special Education/Special Programs Aide increment of 500 students To be determined by Special Programs department and approved by Superintendent 1 additional person ARD Committee Facilitator Each Campus (9-12) 1 Full-Time person For caseloads in excess of 150 additional 1/2-Time person Dyslexia Teacher Each Campus (9-12) (based on student needs) 1 Part-Time/Full-Time person Library/Media Services Counseling Services Health Services Administration Secretarial/Clerical Librarian Up to 900 students 1 Full-Time person Library Aide students 1 additional person students 1 additional person (Part-Time/Full-Time) Counselor 475 students 1 Full-Time person students 1 additional person students 1 additional person students 1 additional person Sp. Education (DHS) cases 1 Full-Time person Nurse Each campus 1 Full-Time person Clinic Aide Any campus without RN or LVN 1 Full-Time person Campus over 1600 students 1 additional person Principal Each campus 1 Full-Time person Assistant Principal Up to 550 students 1 Full-Time person students 1 additional person students 1 additional person students 1 additional person students 1 additional person students 1 additional person Secretary Each principal & asst. principal 1 Full-Time person Registrar Each campus 1 Full-Time person Office/Clerical Up to 800 students 1 Full-Time person For every increment of additional person students Attendance/Data Entry Each campus 1 Full-Time person Clerk Bookkeeper Each campus 1 Full-Time person Counseling Services Each campus 1 Full-Time person Page 22

27 STAFFING GUIDELINES DICKINSON CONTINUATION CENTER / DALC Instructional Services Classroom Teacher based on ADA up to 40 students 2 Full-Time positions 41 to 65 students 1 additional position 66 to 80 students 1 additional position 81 to 95 students 1 additional position (1 additional teacher per 15 students to be considered after 5th teacher is added) Counseling Services Administration Secretarial/Clerical Counselor/Social Worker DCC / DALC Campus 1 Full-Time person Principal/ Site Coordinator DCC / DALC Campus 1 Full-Time person Secretary DCC 1 Full-Time person Secretary DALC 1 Full-Time person Receptionist/Clerical DCC Campus 1 Full-Time person STAFFING GUIDELINES GATOR ACADEMY Administration Director of Employee Child Care Center Gator Academy 1 Full-Time person Instructional Lead Services (Infant) Lead Instructor up to 8 infants 1 Full-Time position (Toddlers 5 Years) Lead up to 11 children 5 Full-Time positions Instructor Part-Time Day Care Aides As required by Department of Protective and Family Services Page 23

28 STAFFING GUIDELINES DISTRICT-WIDE SERVICES Curriculum Specialists As approved by the Board of Trustees As Assigned School Health Personnel A minimum of 3 Registered Nurse positions will be maintained in the District. Campus placements will be subject to reassignment based upon identified campus needs. Nurse positions will generally be filled with an appropriately qualified Licensed Vocational Nurse, after the 3 RN positions are filled. As a clinic aide position is vacated due to reassignment, resignation or retirement, the position will be filled with Licensed Vocational Nurse. One clinic aide position will be maintained and will be assigned to the same campus as the Registered Nurse/ Program Coordinator is assigned. One Registered Nurse will be selected to serve as the Program Coordinator for all district school health services. LSSP's As approved by the Superintendent As Assigned Food Service Food Service Manager Each campus 1 Full-Time person Food Service Worker Full-Time worker may work less than eight hours. To be determined by Food Nutrition Services Department Maintenance/Facilities/Custodian Custodian For each 24,000 sq. ft. or as determined by Supervisor and Supt. 1 Full-Time person Staffing levels are to be monitored by budget managers. Any increase over approved levels will require prior approval of the Superintendent. Any increase over approved levels that will require additional budget allocation shall have prior Board approval. Maintenance and Transportation staffing shall be determined by the Superintendent annually during budget planning and as conditions warrant during the budget year. Page 24

29 Hiring Procedures "New" Positions Any personnel decision which affects budget expenditure code 6100 expenditures (other than discretionary substitutes) will require approval of the Superintendent. Budget managers will have indirect responsibility for personnel expenditure decisions through the recommendation process. Requests for additional personnel expenditures, new positions, stipends or additional days must be in writing to the Superintendent. If approved, the Superintendent will indicate approval by signing the request and forwarding copies to the requesting budget manager, business office and human resources office. "New" and "Replacement" Positions Copy of the approval to the Executive Director for Human Resources (for all "new" positions). Complete Request for Posting, if necessary. (Requires posting unless prior approval by the Superintendent is obtained) Postings for positions that require a certificate or license shall be placed, no later than the tenth day before a position is filled, in an area convenient to the public in the District's administrative office, in the administrative office of each campus and on the internet. Follow interview procedures. Complete employee recommendation form. Send fully completed recommendation form to Human Resources. (Incomplete forms will be returned.) Human Resources will complete a Personnel Action form and forward the information to Payroll. Human Resources will forward salary notification to the employee. Page 25

30 SECTION 3 ADMINISTRATIVE PAY RANGES JOB CLASSIFICATION HIRING SCHEDULE SALARY SCHEDULE Page 26

31 Administrative / Professional Pay Range For % +20% Pay Grade Minimum Midpoint Maximum Range % AP1 $ $ $ % AP2 $ $ $ % AP3 $ $ $ % AP4 $ $ $ % AP5 $ $ $ % AP6 $ $ $ % AP7 $ $ $ % AP8 $ $ $ % ADMINISTRATIVE PAY RANGE AP9 $ $ $ % Page 27

32 Administrative / Professional Job Classification PAY GRADE A/P 1 Annual Days Cafeteria Manager-Elementary, Middle School, JHS 188 Coordinator of Benefits 221 Coordinator of Safety & Compliance 221 DCC Case Manager (with LCDC) 221 Energy Manager 221 Junior Accountant (with Associate Degree) 221 Occupational Therapist Assistant (with Associate Degree) 200 Office Services and Support 221 PC Tech Apprentice 221 Physical Therapist Assistant (with Associate Degree) 186 Route Coordinator 221 PAY GRADE A/P 2 Accountant (FNS) 221 Attendance Officer 187 Assistant Director Energy Manager/Stadium Manager 221 Cafeteria Manager--High School 188 Custodial Supervisor (for less than 45 employees) 221 Data Specialist 221 Education Diagnostician 200 Help Desk and Digital Content Specialist 221 PC Support Specialist 221 SASI/FinancePLUS Specialist 221 Senior Mentor Manager (20 hrs. per week) 180 Transportation Supervisor 221 ADMINISTRATIVE JOB CLASSIFICATION PAY GRADE A/P 3 Accountant (Business Services) 221 Assistant Principal Intern 210 Communications Specialist 221 Construction Project Coordinator 221 Custodial Supervisor (for more than 45 employees) 221 Director for Employee Child Care Center-Gator Academy 221 DCC Case Manager (BA or BS) 221 Instructional Technologist 221 Licensed Specialist in School Psychology (LSSP) 200 Social Worker (without teaching/counseling credentials) 216 Specialized Counselor Special Education, Etc. 205 Therapist Occupational and Physical Page 28

33 PAY GRADE A/P 4 Annual Days Assistant Director of Transportation 210 Assistant Principal (addl. days may be required for summer school admin.) Dickinson Continuation Center (DCC) 200 Elementary (Grades PK-4) Middle School (Grades 5-6) 205 Junior High School (2) (Grade 7-8) 211 Coordinator of Business Ancillary Services 221 Director of Custodial Services 230 Education Foundation Administrator 221 FNS - Compliance Dietician 221 FNS - Nutrition Educator 205 Security Systems Assistant 221 Senior Accountant 221 Senior Information Specialist 221 Social Worker (with teaching/counseling credentials or Masters in Social Work) 221 Technology Applications Coordinator 221 PAY GRADE A/P 5 Assistant Principal (addl. days may be required for summer school admin.) High School (4) (Grades 9-12) Associate Principal High School (1) (Grades 9-12) Junior High School (1) (Grade 7-8) 215 Director of Career/Technology Education 221 Director of Communications Director of Energy Management Director of Human Resources 221 Director of Maintenance 230 Director of Student Services and Special Projects 221 Director of Technology Operations 221 Director of Transportation 221 Disaster Recovery & Security Manager 221 FNS - Operations Supervisor 221 Infrastructure Manager 221 Instructional Technology Manager 221 Network Manager 221 Principal of CAP 205 Principal of DCC/DALC 221 Senior Systems Manager 221 Server Manager 221 System Application Assistant 221 Technology Services Manager 221 Page 29

34 PAY GRADE A/P 6 Annual Days Curriculum Director 221 Director of Alternative Education 221 Director of Assessment/Evaluation & Compliance 221 Director of Athletics / Head Football Coach Director of Career Technology and Career Readiness (new) Director of Food and Nutrition Services 221 Director of Federal and Bilingual/ELL Programs 221 Director of Fine Arts 221 Director of Purchasing 221 Director of Special Programs 221 Director of Staff Development and Advanced Academics 221 Director of Student Ancillary Services 221 Principal Elementary School 221 Principal Middle School 221 Principal Junior High School 221 Executive Director for Business Services Executive Director for Human Resources Executive Director for Information Systems Executive Director for Payroll PAY GRADE A/P 7 PAY GRADE A/P 8 Assistant Superintendent for Administration 221 Executive Director for Facility Planning and Construction 221 PAY GRADE A/P 9 Deputy Superintendent for Business and Operations 221 Deputy Superintendent for Educational Services 221 Principal High School ADMINISTRATIVE JOB CLASSIFICATION Page 30

35 Administrative / Professional Hiring Schedule A/P PAY GRADE DAYS HIRING RANGE AP % of Midpoint to + 10% of midpoint AP % of Midpoint to + 10% of midpoint AP % of Midpoint to + 10% of midpoint AP % of Midpoint to + 20% of midpoint AP % of Midpoint to + 10% of midpoint AP % of Midpoint to + 10% of midpoint AP % of Midpoint to + 10% of midpoint AP % of Midpoint to + 10% of midpoint AP % of Midpoint to + 10% of midpoint Assistant Principal Salary Schedule An assistant principal s salary shall be no less than the daily rate they would earn as a classroom teacher, times the number of days they are to work. Hiring ranges for assistant principals shall generally be: For pre-k through 8th assistant principals Beginning Salary 3 to 5 years teaching experience -10% of Midpoint to midpoint 5 to 10 years teaching experience -5% of Midpoint to +5% of midpoint 10 to 15 years teaching experience Midpoint to +10% of midpoint 15+ years teaching experience +5% of Midpoint to + 15% of midpoint ADMINISTRATIVE HIRING SCHEDULE For high school assistant principals 3 to 5 years teaching experience -5% of Midpoint to + 5% of midpoint 5 to 10 years teaching experience +5% of Midpoint to +15% of midpoint 10 to 15 years teaching experience +7.5% of Midpoint to +17.5% of midpoint 15+ years teaching experience +10% of midpoint to +20% of midpoint Any exception to these amounts shall be approved in writing, in advance by the superintendent. Such exception shall be considered for exceptional abilities in an area that is of significant importance to the district, (such as curriculum, special education, etc.) Page 31

36 SECTION 4 PROFESSIONAL PAY RANGES JOB CLASSIFICATION HIRING SCHEDULE SALARY SCHEDULE/COMPENSATION CHART Page 32

37 Administrative / Professional Pay Ranges For % +20% Pay Grade Minimum Midpoint Maximum Range % AP1 $ $ $ % AP2 $ $ $ % AP3 $ $ $ % AP4 $ $ $ % AP5 $ $ $ % AP6 $ $ $ % AP7 $ $ $ % AP8 $ $ $ % AP9 $ $ $ % PROFESSIONAL PAY RANGE Page 33

38 Professional Job Classification / Hiring Schedule Counselor Salary Schedule Step Counselor Increment Counselor Days 0-1 $0.00 Elementary $1, Middle Schools $2, Junior High $3, DHS $4, DHS Lead 214 +$5,000 stipend $4, DHS Sp. Education $5, DCC/DALC 208 A counselor's base salary and local experience increment shall be calculated utilizing the Teacher Salary Schedule/Compensation Chart. The counselor increment listed above is to be paid in addition to the total salary the counselor would have made as a teacher. A certified teacher serving as a social worker would be paid as a certified counselor. Pay strategy for professional support staff in the following categories shall ensure that total salary is no less than total salary they would earn as a 187 day teacher: Diagnosticians LSSP's Occupational Therapists Physical Therapists Speech Pathologists PROFESSIONAL JOB CLASSIFICATION / HIRING SCHEDULE Page 34

39 LSSP, LSSP Intern, Diagnostician Hiring Schedule Qualifications/ Position Starting Rate Contract No Experience Days Increment/Years of Experience For Hiring Rate LSSP Lead LSSP LSSP Trainee LSSP Intern LSSP Student Intern Diagnostician Beginning teacher daily rate plus Masters Incr. ($5.35) plus $35/per day + $2500 total stipend Beginning teacher daily rate plus Masters Increment ($5.35) plus $35/per day Beginning teacher daily rate plus Masters Increment ($5.35) plus $25/per day Beginning teacher daily rate plus Masters Increment ($5.35) plus $15/per day $50 less than beginning teacher daily rate Beginning teacher daily rate plus Masters Increment if earned ($5.35) 205 $3.00 per day per year of experience, with a maximum experience counted for purposes of a starting salary of 20. An LSSP with a Ph.D. would have $5.35 per day added to the Master's degree rate. 200 $3.00 per day per year of experience, with a maximum experience counted for purposes of a starting salary of 20. An LSSP with a Ph.D. would have $5.35 per day added to the Master's degree rate. 200 $3.00 per day per year of experience, with a maximum experience counted for purposes of a starting salary of 20. (May convert retroactively during year when documentation of full LSSP certification is provided.) 200 $3.00 per day per year of experience, with a maximum experience counted for purposes of a starting salary of 20. In no event would an LSSP intern be paid less than the daily rate they would earn as a classroom teacher times the number of days in work calendar (plus Masters supplement and local experience increment). This individual would perform the same number and type of activities as the LSSP, as well as participate in the activities prescribed by a licensed psychologist in order to meet LSSP licensing requirements. 160 The LSSP Student Intern will perform assessment, consultation and counseling activities as assigned by and under the supervision of the Lead Psychologist. The Student Intern will not be allowed nor expected to perform independently in the same manner as the LSSP or the LSSP Intern. The Student Intern will not be provided any type of benefits by DISD. 200 $3.00 per day per year of experience with a maximum experience counted for purposes of a starting salary of 20. A diagnostician with a Ph.D. would have $5.35 per day added to the Master's degree rate. PROFESSIONAL JOB CLASSIFICATION / HIRING SCHEDULE Page 35