A

 

Salary  Schedules

 . Traditional .

 AND

 . CONTEMPORARY .

 

Harry VanHoudnos

IEA Research  1-866-690-3876 (EXT. 330)

e-Mail: harry.vanhoudnos@ieanea.org

                                               


 

 

 

TABLE OF CONTENTS 

Traditional Salary Schedule Structure

Salary Schedule Costing

Contemporary Salary Schedule

Appendix A 

Appendix B

Appendix C

 

Illustrations in this monograph were produced with Microsoft EXCEL.

 

TRADITIONAL SALARY SCHEDULE STRUCTURES

 

 

There are more than 800 elementary and secondary school districts operating in Illinois and ninety-six percent of these districts use a teacher salary schedule.  These schedules are called single salary schedules because they do not differentiate teacher salaries by grade level or subject taught. 

 

A cursory review of Illinois salary schedules would indicate many similarities.  A closer analysis will expose a multitude of variances.

 

The salary schedules in use today are similar in that they all provide:

 

                 ·     an entry salary for new teachers.  This entry salary is normally referred to as the "BA Base".

 

                 ·     additional salary for work experience.

 

                 ·     additional salary for acquiring additional education and/or training.

 

                 ·     a grid framework to systematically increase salaries, vertically and horizontally, as additional work experience and approved education/training are acquired.  Each square on the grid is referred to as a "cell".

 

                 ·     a numeric value system for the grid.  The application of this numeric value system to each cell is entitled "Indexing".  The index number of 1.0000 is normally assigned to the BA base (entry) salary, which traditionally appears in the upper left hand corner of the grid.  Cell index numbers can be determined by dividing the dollar amount of the BA base cell into the dollar amount of any cell on the grid.  A vertical and horizontal relationship exists amongst the index numbers.  This relationship can be converted into dollar and/or percent variances between the cells if you want to perform a detailed analysis of the salary schedule.

 

Salary schedule differences affect both the appearance and the structure of the schedule.  Differences become obvious if you examine the various headings, which appear on Illinois’ schedules.  Listed below are four examples of those headings.

 

 

            a.   Step                BA       BA+8     BA+16      BA+24    MA*         MA+8*     MA+16*     etc.

            b.   Years              BA                      BA+16                      MA*                          MA+16*

            c.   Experience    BA                                                        MA*

            d.   ----------            BA       BA+4     BA+8        BA+12    BA+16    BA+20    BA+24       etc.

 

            *or equivalent hours

District work experience may be entitled "step", "experience", "years", "years of experience" or no heading at all.  When the heading "step" is used, the first step is usually numbered one (1), and when "years of experience" is used, the first year of experience is usually numbered zero (0).  Some schedules even have half steps for teachers who work less than a full year.  The maximum number of steps or years of experience also varies.  Existing schedules have as little as seven (7) and as many as forty (40) steps or years of experience.  Some schedules begin with Step No. 1, No. 2, No. 3, through No. 15 and then skip to Step Nos. 20, 25, or 30.  In this instance where steps are not continuous or consistent, Step Nos. 20, 25, or 30 are called "longevity" steps.  The dollar amounts between longevity steps are often smaller than the dollar amounts within the regular part of the schedule.

 

The first education/training lane of a salary schedule is normally titled "BA" or "Bachelors" lane, although a few schedules still begin with a lane for non-degreed teachers.  Teachers with a four-year degree are placed in the BA lane.  Lanes beyond the BA require additional education/training.  There is a large variation as to the number of lanes on Illinois’ salary schedules.  The number of lanes is generally determined by local interest in additional education/training and the frequency (graduate hour groupings) with which the district is willing to reward their teachers, with increased salaries, for acquiring that additional education/training.

 

Each lane is composed of a number of work experience steps.  The number of steps in each lane varies with Illinois’ salary schedules.  Within a given district's schedule; however, it is quite common to find that the number of steps increases for each successive lane.  Employers historically have viewed allowing teachers with advanced education/training, more steps as an effective inducement for professional growth.

 

Some salary schedules have provisions for paying salary amounts not shown on the schedule.  Teachers receiving these payments may not be on the regular salary schedule, but instead are "paid off the schedule."

 

These structural variations affect the external appearance of salary schedules.  Internal variations are not as obvious, but are more numerous.  It is almost impossible to mention all the conceivable internal variations.  There are, however, three (3) basic salary schedule structures from which most of these internal variations are derived.

 

 

 

 

There are three [3] basic salary schedules styles; e.g. Dollar, Percentage, and Mixed.  They are presented on Pages 3, 5 and 7.  Pages 4, 6, and 8 provides an analysis of each style.  Variations of these styles occur throughout Illinois.


DOLLAR SCHEDULE

 

 

 

 

 

 

 

 

 

           * or equivalent hours

 

Step

BA

BA+12

BA+24

MA*

MA+12*

MA+24*

MA+36*

 

 

 

 

 

 

 

 

1

  29,457

  30,635

  31,813

  32,991

  34,169

  35,347

  36,525

2

  30,635

  31,813

  32,991

  34,169

  35,347

  36,525

  37,703

3

  31,813

  32,991

  34,169

  35,347

  36,525

  37,703

  38,881

4

  32,991

  34,169

  35,347

  36,525

  37,703

  38,881

  40,059

5

  34,169

  35,347

  36,525

  37,703

  38,881

  40,059

  41,237

6

  35,347

  36,525

  37,703

  38,881

  40,059

  41,237

  42,415

7

  36,525

  37,703

  38,881

  40,059

  41,237

  42,415

  43,593

8

  37,703

  38,881

  40,059

  41,237

  42,415

  43,593

  44,771

9

  38,881

  40,059

  41,237

  42,415

  43,593

  44,771

  45,949

10

  40,059

  41,237

  42,415

  43,593

  44,771

  45,949

  47,127

11

  41,237

  42,415

  43,593

  44,771

  45,949

  47,127

  48,305

12

  42,415

  43,593

  44,771

  45,949

  47,127

  48,305

  49,483

13

  43,593

  44,771

  45,949

  47,127

  48,305

  49,483

  50,661

14

  44,771

  45,949

  47,127

  48,305

  49,483

  50,661

  51,839

15

  45,949

  47,127

  48,305

  49,483

  50,661

  51,839

  53,017

16

 

 

 

  50,661

  51,839

  53,017

  54,195

17

 

 

 

  51,839

  53,017

  54,195

  55,373

18

 

 

 

  53,017

  54,195

  55,373

  56,551

19

 

 

 

  54,195

  55,373

  56,551

  57,729

20

 

 

 

  55,373

  56,551

  57,729

  58,907

 

 

 

 

 

 

 

 

Index No.

1.0322668

1.0312426

1.0302823

1.0276305

1.0268718

1.0261544

1.025475

Traditional Name - Simple (Additive) Index Salary Schedule 

 

Dollar schedules operate on the premise that when an increase occurs to

the BA base, the same percent increase also applies to every vertical and

horizontal cell on the schedule.

 

 

 

 

 

 

 

 

 

 

 

 

The horizontal and vertical dollar amounts (difference between cells) of this

schedule are equal throughout the schedule [Page No. 4].

 

 

 

 

 

 

 

 

 

The percent differences between cells decline uniformly across and down

the schedule [Page No. 4].

 

 

 

 

 

 

 

 

 

 

 

 

 

The dollar amounts are equal and the percents decline because each cell

amount is a product of using the BA base for all calculations, not the

preceding cell amount.

 

 

 

 

 

 

 

 

 

 

 

 

 

The Index No. represents the average % increase between vertical cells.

Notice that the percentage declines for each additional lane.

 

 

 

 

 

 

 

 

 

The ‘Dollar Schedule’ is the second most common salary schedule in use

in Illinois today.

 

 

 

 

 

 

DOLLAR SCHEDULE - Horizontal/Vertical $ Difference Between Steps

 

 

 

 

         * or equivalent hours

 

Step

BA

BA+12

BA+24

MA*

MA+12*

MA+24*

MA+36*

 

 

 

 

 

 

 

 

1

 

     1,178

     1,178

     1,178

     1,178

     1,178

     1,178

2

     1,178

     1,178

     1,178

     1,178

     1,178

     1,178

     1,178

3

     1,178

     1,178

     1,178

     1,178

     1,178

     1,178

     1,178

4

     1,178

     1,178

     1,178

     1,178

     1,178

     1,178

     1,178

5

     1,178

     1,178

     1,178

     1,178

     1,178

     1,178

     1,178

6

     1,178

     1,178

     1,178

     1,178

     1,178

     1,178

     1,178

7

     1,178

     1,178

     1,178

     1,178

     1,178

     1,178

     1,178

8

     1,178

     1,178

     1,178

     1,178

     1,178

     1,178

     1,178

9

     1,178

     1,178

     1,178

     1,178

     1,178

     1,178

     1,178

10

     1,178

     1,178

     1,178

     1,178

     1,178

     1,178

     1,178

11

     1,178

     1,178

     1,178

     1,178

     1,178

     1,178

     1,178

12

     1,178

     1,178

     1,178

     1,178

     1,178

     1,178

     1,178

13

     1,178

     1,178

     1,178

     1,178

     1,178

     1,178

     1,178

14

     1,178

     1,178

     1,178

     1,178

     1,178

     1,178

     1,178

15

     1,178

     1,178

     1,178

     1,178

     1,178

     1,178

     1,178

16

 

 

 

     1,178

     1,178

     1,178

     1,178

17

 

 

 

     1,178

     1,178

     1,178

     1,178

18

 

 

 

     1,178

     1,178

     1,178

     1,178

19

 

 

 

     1,178

     1,178

     1,178

     1,178

20

 

 

 

     1,178

     1,178

     1,178

     1,178

 

 

 

 

 

 

 

 

DOLLAR SCHEDULE - Horizontal/Vertical % Difference Between Steps

 

 

 

 

 

 

 

 

Step

BA

BA+12

BA+24

MA*

MA+12*

MA+24*

MA+36*

1

 

4.00%

3.85%

3.70%

3.57%

3.45%

3.33%

2

4.00%

3.85%

3.70%

3.57%

3.45%

3.33%

3.23%

3

3.85%

3.70%

3.57%

3.45%

3.33%

3.23%

3.12%

4

3.70%

3.57%

3.45%

3.33%

3.23%

3.12%

3.03%

5

3.57%

3.45%

3.33%

3.23%

3.12%

3.03%

2.94%

6

3.45%

3.33%

3.23%

3.12%

3.03%

2.94%

2.86%

7

3.33%

3.23%

3.12%

3.03%

2.94%

2.86%

2.78%

8

3.23%

3.12%

3.03%

2.94%

2.86%

2.78%

2.70%

9

3.12%

3.03%

2.94%

2.86%

2.78%

2.70%

2.63%

10

3.03%

2.94%

2.86%

2.78%

2.70%

2.63%

2.56%

11

2.94%

2.86%

2.78%

2.70%

2.63%

2.56%

2.50%

12

2.86%

2.78%

2.70%

2.63%

2.56%

2.50%

2.44%

13

2.78%

2.70%

2.63%

2.56%

2.50%

2.44%

2.38%

14

2.70%

2.63%

2.56%

2.50%

2.44%

2.38%

2.33%

15

2.63%

2.56%

2.50%

2.44%

2.38%

2.33%

2.27%

16

 

 

 

2.38%

2.33%

2.27%

2.22%

17

 

 

 

2.33%

2.27%

2.22%

2.17%

18

 

 

 

2.27%

2.22%

2.17%

2.13%

19

 

 

 

2.22%

2.17%

2.13%

2.08%

20

 

 

 

2.17%

2.13%

2.08%

2.04%

PERCENTAGE SCHEDULE

 

 

 

 

 

 

 

 

          * or equivalent hours

 

Step

BA

BA+12

BA+24

MA*

MA+12*

MA+24*

MA+36*

 

 

 

 

 

 

 

 

1

  29,457

  30,635

  31,861

  33,135

  34,461

  35,839

  37,273

2

  30,635

  31,861

  33,135

  34,461

  35,839

  37,273

  38,763

3

  31,861

  33,135

  34,461

  35,839

  37,273

  38,763

  40,314

4

  33,135

  34,461

  35,839

  37,273

  38,763

  40,314

  41,926

5

  34,461

  35,839

  37,273

  38,763

  40,314

  41,926

  43,604

6

  35,839

  37,273

  38,763

  40,314

  41,926

  43,604

  45,348

7

  37,273

  38,763

  40,314

  41,926

  43,604

  45,348

  47,162

8

  38,763

  40,314

  41,926

  43,604

  45,348

  47,162

  49,048

9

  40,314

  41,926

  43,604

  45,348

  47,162

  49,048

  51,010

10

  41,926

  43,604

  45,348

  47,162

  49,048

  51,010

  53,050

11

  43,604

  45,348

  47,162

  49,048

  51,010

  53,050

  55,172

12

  45,348

  47,162

  49,048

  51,010

  53,050

  55,172

  57,379

13

  47,162

  49,048

  51,010

  53,050

  55,172

  57,379

  59,674

14

  49,048

  51,010

  53,050

  55,172

  57,379

  59,674

  62,061

15

  51,010

  53,050

  55,172

  57,379

  59,674

  62,061

  64,544

16

 

 

 

  59,674

  62,061

  64,544

  67,126

17

 

 

 

  62,061

  64,544

  67,126

  69,811

18

 

 

 

  64,544

  67,126

  69,811

  72,603

19

 

 

 

  67,126

  69,811

  72,603

  75,507

20

 

 

 

  69,811

  72,603

  75,507

  78,528

 

 

 

 

 

 

 

 

Index No.

1.04

1.04

1.04

1.04

1.04

1.04

1.04

Traditional Name - Compound (Progressive) Index Salary Schedule

 

Percentage schedules operate on the premise that when an increase occurs 

to the BA base, the same percent increase also applies to every vertical and

horizontal cell on the schedule.

 

 

 

 

 

 

 

 

 

 

 

 

The horizontal and vertical percentages (difference between cells) of this

schedule are equal throughout the schedule [Page No. 6].

 

 

 

 

 

 

 

 

 

The dollar differences between cells increase uniformly across and down

the schedule [Page No. 6].

 

 

 

 

 

 

 

 

 

 

 

 

 

The dollar amounts increase and the percents are uniform because each

cell is determined by multiplying a fixed percent (example is 4%) times the

previous cell amount, not the BA base salary, and adding that amount to the

previous cell amount (across and down).   

 

 

 

 

 

 

 

 

 

 

 

The Index No. represents the average % increase between vertical cells.

Notice that the percentages are identical for all the lanes.

 

 

 

 

 

 

 

 

 

 

The 'Percentage Schedule' is the least common salary schedule in use in

Illinois today.

 

 

 

 

 

 

PERCENTAGE SCHEDULE - Horizontal/Vertical $ Difference Between Steps

 

 

 

 

          * or equivalent hours

 

Step

BA

BA+12

BA+24

MA*

MA+12*

MA+24*

MA+36*

 

 

 

 

 

 

 

 

1

 

     1,178

     1,225

     1,274

     1,325

     1,378

     1,434

2

     1,178

     1,225

     1,274

     1,325

     1,378

     1,434

     1,491

3

     1,225

     1,274

     1,325

     1,378

     1,434

     1,491

     1,551

4

     1,274

     1,325

     1,378

     1,434

     1,491

     1,551

     1,613

5

     1,325

     1,378

     1,434

     1,491

     1,551

     1,613

     1,677

6

     1,378

     1,434

     1,491

     1,551

     1,613

     1,677

     1,744

7

     1,434

     1,491

     1,551

     1,613

     1,677

     1,744

     1,814

8

     1,491

     1,551

     1,613

     1,677

     1,744

     1,814

     1,886

9

     1,551

     1,613

     1,677

     1,744

     1,814

     1,886

     1,962

10

     1,613

     1,677

     1,744

     1,814

     1,886

     1,962

     2,040

11

     1,677

     1,744

     1,814

     1,886

     1,962

     2,040

     2,122

12

     1,744

     1,814

     1,886

     1,962

     2,040

     2,122

     2,207

13

     1,814

     1,886

     1,962

     2,040

     2,122

     2,207

     2,295

14

     1,886

     1,962

     2,040

     2,122

     2,207

     2,295

     2,387

15

     1,962

     2,040

     2,122

     2,207

     2,295

     2,387

     2,482

16

 

 

 

     2,295

     2,387

     2,482

     2,582

17

 

 

 

     2,387

     2,482

     2,582

     2,685

18

 

 

 

     2,482

     2,582

     2,685

     2,792

19

 

 

 

     2,582

     2,685

     2,792

     2,904

20

 

 

 

     2,685

     2,792

     2,904

     3,020

 

 

 

 

 

 

 

 

PERCENTAGE SCHEDULE - Horizontal/Vertical % Difference Between Steps

 

 

 

 

 

 

 

 

Step

BA

BA+12

BA+24

MA*

MA+12*

MA+24*

MA+36*

 

 

 

 

 

 

 

 

1

 

4.00%

4.00%

4.00%

4.00%

4.00%

4.00%

2

4.00%

4.00%

4.00%

4.00%

4.00%

4.00%

4.00%

3

4.00%

4.00%

4.00%

4.00%

4.00%

4.00%

4.00%

4

4.00%

4.00%

4.00%

4.00%

4.00%

4.00%

4.00%

5

4.00%

4.00%

4.00%

4.00%

4.00%

4.00%

4.00%

6

4.00%

4.00%

4.00%

4.00%

4.00%

4.00%

4.00%

7

4.00%

4.00%

4.00%

4.00%

4.00%

4.00%

4.00%

8

4.00%

4.00%

4.00%

4.00%

4.00%

4.00%

4.00%

9

4.00%

4.00%

4.00%

4.00%

4.00%

4.00%

4.00%

10

4.00%

4.00%

4.00%

4.00%

4.00%

4.00%

4.00%

11

4.00%

4.00%

4.00%

4.00%

4.00%

4.00%

4.00%

12

4.00%

4.00%

4.00%

4.00%

4.00%

4.00%

4.00%

13

4.00%

4.00%

4.00%

4.00%

4.00%

4.00%

4.00%

14

4.00%

4.00%

4.00%

4.00%

4.00%

4.00%

4.00%

15

4.00%

4.00%

4.00%

4.00%

4.00%

4.00%

4.00%

16

 

 

 

4.00%

4.00%

4.00%

4.00%

17

 

 

 

4.00%

4.00%

4.00%

4.00%

18

 

 

 

4.00%

4.00%

4.00%

4.00%

19

 

 

 

4.00%

4.00%

4.00%

4.00%

20

 

 

 

4.00%

4.00%

4.00%

4.00%

MIXED SCHEDULE

 

 

 

 

 

 

 

 

 

         * or equivalent hours

 

Step

BA

BA+12

BA+24

MA*

MA+12*

MA+24*

MA+36*

 

 

 

 

 

 

 

 

1

  29,457

  30,531

  31,677

  32,777

  33,976

  35,144

  36,345

2

  29,657

  30,931

  32,277

  33,921

  34,895

  36,038

  37,270

3

  30,057

  31,531

  32,877

  34,534

  35,765

  36,974

  38,227

4

  30,627

  32,121

  33,487

  35,450

  36,711

  37,941

  39,226

5

  31,227

  32,731

  34,117

  36,417

  37,689

  38,940

  40,245

6

  31,747

  33,271

  34,667

  37,405

  38,708

  39,969

  41,316

7

  32,287

  33,821

  35,237

  38,434

  39,758

  41,041

  42,418

8

  32,537

  34,071

  35,487

  39,495

  40,746

  42,153

  43,562

9

  32,787

  34,321

  35,737

  40,598

  41,973

  43,308

  44,748

10

  33,037

  34,571

  35,987

  41,742

  43,138

  44,504

  45,975

11

  33,067

  34,681

  36,167

  43,175

  44,653

  46,099

  48,862

12

  33,677

  35,311

  36,807

  45,105

  46,642

  48,073

  50,881

13

  34,297

  35,951

  37,467

  46,308

  47,941

  49,342

  52,171

14

  34,937

  36,611

  38,147

  47,566

  49,226

  50,645

  53,521

15

  36,957

  38,681

  40,277

  48,847

  50,435

  51,982

  54,904

16

 

 

 

  50,184

  51,795

  53,375

  56,329

17

 

 

 

  51,554

  52,908

  54,814

  57,802

18

 

 

 

  52,970

  54,649

  56,286

  59,329

19

 

 

 

  54,431

  56,143

  57,814

  60,902

20

 

 

 

  57,288

  59,023

  60,627

  63,861

 

 

 

 

 

 

 

 

Index No.

1.0163336

1.017044

1.0173044

1.0298237

1.0294936

1.0291151

1.0301103

 

 

 

 

 

 

 

 

Dollar Schedules are often the cumulative product of past bargaining

practices.  Consequently, the cell relationships on these schedules will

continue to change as demographics of the bargaining unit change.

 

 

 

 

 

 

 

 

The dollar and percent increases are unequal throughout the schedule

 

 

 

 

 

 

 

 

Page No.8 shows  the dollar and percent differences between steps for

for the schedule.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

The schedule can provide greater dollar raises for employees with less work

experience or education/training than more experienced or trained colleagues.

 

 

 

 

 

 

 

 

The Index No. represents the average % increase between vertical cells.

Notice that the percentages are variable for all lanes.

 

 

 

 

 

 

 

 

 

 

This is the most common schedule in Illinois today. 

 

 

MIXED SCHEDULE - $ Difference Between Steps

 

 

 

 

          * or equivalent hours

 

Step

BA

BA+12

BA+24

MA*

MA+12*

MA+24*

MA+36*

 

 

 

 

 

 

 

 

1

 

 

 

 

 

 

 

2

       200

       400

       600

     1,144

       919

       894

       925

3

       400

       600

       600

       613

       870

       936

       957

4

       570

       590

       610

       916

       946

       967

       999

5

       600

       610

       630

       967

       978

       999

     1,019

6

       520

       540

       550

       988

     1,019

     1,029

     1,071

7

       540

       550

       570

     1,029

     1,050

     1,072

     1,102

8

       250

       250

       250

     1,061

       988

     1,112

     1,144

9

       250

       250

       250

     1,103

     1,227

     1,155

     1,186

10

       250

       250

       250

     1,144

     1,165

     1,196

     1,227

11

         30

       110

       180

     1,433

     1,515

     1,595

     2,887

12

       610

       630

       640

     1,930

     1,989

     1,974

     2,019

13

       620

       640

       660

     1,203

     1,299

     1,269

     1,290

14

       640

       660

       680

     1,258

     1,285

     1,303

     1,350

15

     2,020

     2,070

     2,130

     1,281

     1,209

     1,337

     1,383

16

 

 

 

     1,337

     1,360

     1,393

     1,425

17

 

 

 

     1,370

     1,113

     1,439

     1,473

18

 

 

 

     1,416

     1,741

     1,472

     1,527

19

 

 

 

     1,461

     1,494

     1,528

     1,573

20

 

 

 

     2,857

     2,880

     2,813

     2,959

 

 

 

 

 

 

 

 

MIXED SCHEDULE - % Difference Between Steps

 

 

 

 

 

 

 

 

Step

BA

BA+12

BA+24

MA*

MA+12*

MA+24*

MA+36*

 

 

 

 

 

 

 

 

1

 

 

 

 

 

 

 

2

0.68%

1.31%

1.89%

3.49%

2.70%

2.54%

2.55%

3

1.35%

1.94%

1.86%

1.81%

2.49%

2.60%

2.57%

4

1.90%

1.87%

1.86%

2.65%

2.65%

2.62%

2.61%

5

1.96%

1.90%

1.88%

2.73%

2.66%

2.63%

2.60%

6

1.67%

1.65%

1.61%

2.71%

2.70%

2.64%

2.66%

7

1.70%

1.65%

1.64%

2.75%

2.71%

2.68%

2.67%

8

0.77%

0.74%

0.71%

2.76%

2.49%

2.71%

2.70%

9

0.77%

0.73%

0.70%

2.79%

3.01%

2.74%

2.72%

10

0.76%

0.73%

0.70%

2.82%

2.78%

2.76%

2.74%

11

0.09%

0.32%

0.50%

3.43%

3.51%

3.58%

6.28%

12

1.84%

1.82%

1.77%

4.47%

4.45%

4.28%

4.13%

13

1.84%

1.81%

1.79%

2.67%

2.79%

2.64%

2.54%

14

1.87%

1.84%

1.81%

2.72%

2.68%

2.64%

2.59%

15

5.78%

5.65%

5.58%

2.69%

2.46%

2.64%

2.58%

16

 

 

 

2.74%

2.70%

2.68%

2.60%

17

 

 

 

2.73%

2.15%

2.70%

2.61%

18

 

 

 

2.75%

3.29%

2.69%

2.64%

19

 

 

 

2.76%

2.73%

2.71%

2.65%

20

 

 

 

5.25%

5.13%

4.87%

4.86%

SALARY SCHEDULE COSTING

 

Often, the total cost of a salary schedule proposal is more important to a school board than individual teacher salaries.  If the school board looks at individual salaries, their major area of concern is generally the BA base.  The BA base salary is of interest to school boards because they use this salary amount to recruit new teachers.  It also determines the top salary of the district, especially if an index salary schedule is in place.

 

Bargaining teams are primarily interested in salary as it applies to individuals in the bargaining unit.  They, however, must be prepared to discuss the total cost of a salary schedule proposal.

 

Salary schedule costing requires two documents, the salary schedule and the scattergram (training/experience grid).  A scattergram shows the number and placement on the schedule (i.e., years of experience and lane), of full time equivalent (FTE) employees working for the district who are represented by the bargaining unit.  The scattergram on the next page is for the Mixed Salary schedule.

 

In this year, the district hired 6 new full time employees, so they appear on Step No. 1 of the lanes.  Step No. 4 of the BA lane shows 2.5 FTE.  This is a combination of six or more employees, (e.g., 1 full time and a 1/2 time employee, or possibly two employees working 3/4 time).

 

The number of FTEs is summed by educational lane and for the overall scattergram.  The scattergram has 183.5 FTEs.

 

You cost a schedule by using both the scattergram and the salary schedule.  Multiply the FTE number in each cell by the dollar amount applicable to that cell.  This calculation determines the total employee cost of each cell.  Next, sum the cost of all cells to arrive at the total salary schedule cost [Page No. 10].

 

 

Bargaining Year (FTE) Scattergram:

 

Before you can calculate the total cost of your proposed new salary schedule you must adjust the current year's scattergram.  Traditionally, all FTEs are moved down the grid one step (excluding individuals in the last step who are not eligible for movement).

 

It is imperative to compare your scattergram with the district's before salary bargaining begins.  This comparison should be cell-by-cell, lane-by-lane, and result in the same number of FTEs.  If it does not, any differences should be reconciled.

 

Countless bargaining hours are wasted every year because parties do not agree on the cost of a specific salary schedule proposal.  Most of these disagreements occur because each party is using a different FTE scattergram, not because they are using inaccurate costing methods.

MIXED SCHEDULE - Scattergram

 

 

 

 

         * or equivalent hours

 

Step

BA

BA+12

BA+24

MA*

MA+12*

MA+24*

MA+36*

Totals

 

 

 

 

 

 

 

 

 

1

4.00

0.00

0.00

2.00

0.00

0.00

0.00

6.00

2

4.00

1.00

0.00

0.00

0.00

0.00

0.00

5.00

3

2.00

2.00

0.00

3.00

0.00

0.00

0.00

7.00

4

2.50

1.00

0.00

0.00

0.00

1.00

0.00

4.50

5

5.00

0.00

0.00

1.00

0.00

0.00

0.00

6.00

6

6.00

1.00

0.00

7.00

0.00

0.00

0.00

14.00

7

1.00

1.00

1.00

10.00

1.00

1.00

0.00

15.00

8

2.00

1.00

1.00

4.00

1.00

0.00

0.00

9.00

9

0.00

1.00

0.00

1.00

1.00

0.00

0.00

3.00

10

2.00

0.00

0.00

2.00

3.00

0.00

0.00

7.00

11

0.00

1.00

0.00

5.00

0.00

0.00

0.00

6.00

12

0.00

0.00

0.00

3.00

1.00

1.00

1.00

6.00

13

1.00

1.00

0.00

2.00

1.00

0.00

1.00

6.00

14

0.00

0.00

0.00

2.00

1.00

2.00

1.00

6.00

15

0.00

1.00

2.00

1.00

1.00

0.00

1.00

6.00

16

 

 

 

5.00

2.00

1.00

5.00

13.00

17

 

 

 

2.00

0.00

1.00

1.00

4.00

18

 

 

 

2.00

1.00

0.00

0.00

3.00

19

 

 

 

1.00

2.00

1.00

1.00

5.00

20

 

 

 

19.00

11.00

6.00

16.00

52.00

Totals

29.50

11.00

4.00

72.00

26.00

14.00

27.00

183.50

 

MIXED SCHEDULE - Cost

 

 

 

 

 

 

 

 

 

Step

BA

BA+12

BA+24

MA*

MA+12*

MA+24*

MA+36*

Totals

 

 

 

 

 

 

 

 

 

1

117,828

-

-

65,554  

-

-

-

183,382 

2

118,628

30,931     

-

-

-

-

-

149,559 

3

60,114

63,062

-

103,602

-

-

-

226,778

4

76,568

32,121

-

-

-

37,941

-

146,630

5

156,135

-

-

36,417

-

-

-

192,552

6

190,482

33,271

-

261,835

-

-

-

485,588

7

32,287

33,821

35,237

384,340

39,758

41,041

-

566,484

8

65,074

34,071

35,487

157,980

40,746

-

-

333,358

9

-

34,321

-

40,598

41,973

-

-

116,892

10

66,074

-

-

83,484

129,414

-

-

278,972

11

-

34,681

-

215,875

-

-

-

250,556

12

-

-

-

135,315

46,642

48,073

50,881

280,911

13

34,297

35,951

-

92,616

47,941

-

52,171

262,976

14

-

-

-

95,132

49,226

101,290

53,521

299,169

15

-

38,681

80,554

48,847

50,435

-

54,904

273,421

16

-

-

-

250,920

103,590

53,375

281,645

689,530

17

-

-

-

103,108

-

54,814

57,802

215,724

18

-

 

-

105,940

54,649

-

-

160,589

19

-

-

-

54,431

112,286

57,814

60,902

285,433

20

-

-

-

1,088,472

649,253

363,762

1,021,776

3,123,263

Totals

917,487

370,911

151,278

3,324,466

1,365,913

758,110

1,633,602

8,521,767

 

RATIONALE FOR A

CONTEMPORARY SALARY SCHEDULE

 

 

A major environmental change is occurring within education today.  Every year, more and more employees are leaving the work force and replaced by new college graduates.  This is just beginning in some districts, and in others, especially those with rapid student growth; the new employees are beginning to out-number the senior staff.

 

As more and more younger staff arrives on the scene, a chasm often develops within the bargaining unit as to how available dollars should applied to the salary schedule.  Senior staffs approaching retirement want money applied to their areas of the schedule so as to increase their lifetime retirement benefits.  The new staffs need money today to repay student loans, buy automobiles, set up housekeeping, and continue their education.

 

In the process of bargaining with the board, a definitive dollar amount or percent increase over last years’ schedule cost is ultimately agreed upon.  How that available money is distributed on the schedule then becomes the issue.  Everyone wants a salary schedule that is equitable, fair and competitive so qualified staff can be recruited.  One way to assess if these traits are present in your schedule is to compare its structure with the three traditional schedules and analysis on Pages 3 though eight.

 

The DOLLAR Schedule provides equal dollars across the lanes and between steps, but the percent of increase between lanes and steps decline.  Some staff believes that providing an equal dollar increase is fair and provides equity.  However, senior staffs seldom share that belief since the percentages decrease as one advances across and down the schedule as revealed by the lanes reducing index numbers.

 

The MIXED Schedule provides neither equity nor fairness, which leaves the PERCENTAGE schedule as the only remaining choice.  As mentioned earlier, this is the least used schedule today.  Why, because the schedule presented on Page 5, is expensive because of its compounding structure.  Increasing the Dollar Schedule $29,457 base salary by 4% cost $499,794 [5.8%].  Increase the same base salary of the Percentage Schedule 4%, cost $652.271 [6.5%].

 

Unfortunately, most school districts in Illinois cannot consistently provide a 6.5% annual salary increase or even the 5.8% increase as many are subject to reoccurring revenue limitations.  In 1991, the legislature enacted the Property Tax Extension Limitation Law (PTELL), commonly known as Tax Caps for the 5 counties around Cook County.  In 1995, Cook County residents overwhelming voted for tax caps.  Since then, the citizens of 33 more counties have voted for tax caps.  PTELL is a Tax Extension Limitation amounting to the littlest of 5%, or previous year Consumer Price Index (CPI) [All Urban Consumers], plus the first year value of 'new property or additions to existing property' [Appendix A].

 

 

Additionally, state funding for education has been, and probably will remain flat for some time, although Federal revenue continues to grow at a slow pace.

 

Listed below are some situations occurring throughout Illinois today.

 

1)     The demand for new teachers to replace retiring staff is growing.  To recruit qualified staff, districts have to raise their entry salaries to remain competitive.

2)     Limited revenue growth has caused many Dollar and Percentage schedules to become Mixed schedules in order to secure a settlement.

3)     Some schedules have an artificial base from which to derive cell calculations.

4)     Districts are offering a hiring bonus the first year, which minimizes or eliminates the second year increase.

5)     Salary schedules are not enhanced and only step movement is allowed.

6)     Step movement is not allowed and everyone receives a fixed dollar or percent increase, or nothing at all.

7)     New hires are not placed on Step No. 1, so some senior staffs are paid less than untrained staff.

 

When faced with these almost intractable dilemmas, a total paradigm shift is often necessary to find a plausible solution.  The challenge: effectively apply limited financial resources in a fair and equitable manner to a district salary schedule so the needs of all parties are satisfied as much as possible.

 

Some paradigm thinking:

 

1)     Is it possible to ‘ride the wave’ being created by the demand for new teachers?

2)     Can some dollars used for step movement be used in different ways to provide more equity and fairness?

3)     Are there justifiable reasons to maintain a salary schedule greater than 10 steps?

4)     Is the association willing to reduce the number of steps on the salary schedule?

5)     Can senior staffs accept the fact that it is mathematically impossible for them to receive the same dollar or percent salary increase as those moving through the schedule?

6)     Is the association willing to acknowledge that much of the public does not believe a teacher should receive more money just because they have been in the classroom another year?

7)     Should association members be paid much like employees in the private sector?

 

 

 

 

It is important to recognize that very few of our members understand the structural components of salary schedules.  In general, they know the amount of their check and if a proposed schedule provides more or less than what they currently receive.  Consequently, if any changes to the salary schedule are contemplated, some basic salary schedule education should be conducted with the entire membership.  Once members understand salary schedule structure, they can then decide what changes, if any, they want presented at the bargaining table.

 

Any attempt to change an existing salary schedule is equivalent to ‘walking through a mine field’.  When you change the salary schedule, you are tampering with someone’s paycheck.  People are very sensitive about their money and changes that might affect their financial future.

 

A couple of mines in the field - when the structure of a salary schedule is changed;

a) No one should lose money in the transition, but some will receive a larger raise than others.

b) Steps may no longer equal ‘years’ of work experience.

 

If membership cannot accept these givens, any attempt to change the structure of your salary schedule will cause one or several mines to explode.  If you change your schedule, be sure it fits the needs of your association.  You do not want members to be unhappy and demand another change in a few years.

 

 

CONTEMPORARY SALARY SCHEDULE STRUCTURE

 

This schedule is an attempt to resolve some of the salary schedule problems occurring at the bargaining table today.  The structure is based on these elements.

 

1)     The focus is on the BA entry or base salary to keep it competitive.

2)     All cells automatically increase at the same percentage as the base increases over the prior years’ schedule.

3)     Dollar allocations are fair and equitable.

4)     Step increases are a fixed % of the previous cell [Percent schedule concept]

5)     Percent increases between lanes should be equal, or progressive.

6)     Only steps No. 1 through No. 9 are allowed to move down and across.

7)     Schedules remain constant unless enhanced; e.g., step movement is compensation for additional work experience, enhancement of cells through bargaining.

8)     Step10, and those off schedule [gray area], can move horizontally, but not vertically.

9)     The step increase should be in the 1.5% – 2.0% range.

10)    Money saved by reducing the size of step increases, adds equally to the base and all cells [the rising base lifts all boats].

11)    Extra benefits should be bargained for staff on Step 10 and ‘off schedule’ [Appendix B].

 

The Mixed Schedule, from Page No. 7, was converted to the Contemporary Schedule on the next page.  The base was increased 4% and staffs guaranteed at least 4%, some actually received 7.9%.  The salary guarantee controlled cell placement on the scattergram.  Steps were expanded to 29 to accommodate the 4% guarantee to staffs on the last step.

 

Lanes increases are 1.0375 over the prior lane.   Each step is 1.02 of the prior cell.  The total cost of this schedule is $72,291 less than the Mixed Schedule when the same base is used and all cells increased by 4%.

 

As staffs retire over time, the gray area will cease to exist as no one is allowed to move past Step No. 10. 

 

2003-2004 Contemporary Salary Schedule

9,004,950

72,291

Mixed Sch.

 

 

 

 

 

8,932,659

Proposal

 

Base

    30,635

% Increase

       1.04

 

8,521,767

Prior Year

 

1.0375

 Across

 

 

 

  410,892

$ Increase

 

  1.020

 Down

 

 

 

      4.8%

% Increase

 

 

 

 

 

 

 

 

 

Step

BA

BA+12

BA+24

MA*

MA+12*

MA+24*

MA+36*

 

 

 

 

 

 

 

 

1

 30,635

 31,784

32,976

 34,212

 35,495

 36,826

 38,207

2

 31,248

 32,419

33,635

 34,897

 36,205

 37,563

 38,971

3

 31,873

 33,068

34,308

 35,594

 36,929

 38,314

 39,751

4

 32,510

 33,729

34,994

 36,306

 37,668

 39,080

 40,546

5

 33,160

 34,404

35,694

 37,032

 38,421

 39,862

 41,357

6

 33,824

 35,092

36,408

 37,773

 39,190

 40,659

 42,184

7

 34,500

 35,794

37,136

 38,529

 39,973

 41,472

 43,028

8

 35,190

 36,510

37,879

 39,299

 40,773

 42,302

 43,888

9

 35,894

 37,240

38,636

 40,085

 41,588

 43,148

 44,766

10

 36,612

 37,985

39,409

 40,887

 42,420

 44,011

 45,661

11

 37,344

 38,744

40,197

 41,705

 43,269

 44,891

 46,575

12

 38,091

 39,519

41,001

 42,539

 44,134

 45,789

 47,506

13

 38,853

 40,310

41,821

 43,389

 45,017

 46,705

 48,456

14

 39,630

 41,116

42,658

 44,257

 45,917

 47,639

 49,425

15

 40,422

 41,938

43,511

 45,142

 46,835

 48,592

 50,414

16

 

 

 

 46,045

 47,772

 49,563

 51,422

17

 

 

 

 46,966

 48,727

 50,555

 52,450

18

 

 

 

 47,905

 49,702

 51,566

 53,499

19

 

 

 

 48,864

 50,696

 52,597

 54,569

20

 

 

 

 49,841

 51,710

 53,649

 55,661

21

 

 

 

 50,838

 52,744

 54,722

 56,774

22

 

 

 

 51,854

 53,799

 55,816

 57,910

23

 

 

 

 52,892

 54,875

 56,933

 59,068

24

 

 

 

 53,949

 55,972

 58,071

 60,249

25

 

 

 

 55,028

 57,092

 59,233

 61,454

26

 

 

 

 56,129

 58,234

 60,417

 62,683

27

 

 

 

 57,251

 59,398

 61,626

 63,937

28

 

 

 

 58,397

 60,586

 62,858

 65,216

29

 

 

 

 59,579

 61,798

 64,116

 66,520

Index No.

1.0200

1.0200

1.0200

1.0200

1.0200

1.0200

1.0200

 

The 2nd year Contemporary Schedule, on the next page, illustrates the affects of structure changes.  The prior years’ schedule cost was increased by the same percent [5.7] as it cost to increase the Mixed Schedule 4%.

 

The base on this schedule is $32,180 rather than $31,861 for the Mixed schedule.  It increased $1,545, as opposed to $1,226, a $319 difference.

 

Step No. 10 and all cells in the gray area also increased 5%.  Step No. 29, of the MA+36 lane is $803 greater than Step 20 on the Mixed Schedule.

 

 

 

 

 

 

 

 

 

HOUSEKEEPING ISSUES:

The district and association will need to keep two schedules; e.g., the 10-step schedule without the gray and one with the gray area.  Although, staffs in the gray area cannot move down, they can move across lanes.  The gray area provides a clear horizontal road map for staffs increasing their education.

 

Recruiting new employees with a 10 step or less schedule, without the gray area, may appear difficult.  Appendix C illustrates what a district might use to show potential employees that the 10th step of the MA+32 lane is only for the current year and what their career potential might be if they stay in the district for 30 years.

 

At the end of bargaining, there is a finite amount of money available to apply to the schedule.  The structure of this schedule, applies those same dollars in a different way.  The Contemporary Salary Schedule is not for everyone, but it may be for you.

 

 

2004-2005 Contemporary Salary Schedule

   9,432,888

            107

 

 

 

 

 

 

   9,432,781

Proposal

 

Base

    32,180

% Increase

      1.050

 

   8,932,659

Prior Year

 

1.0375

 Across

 

 

 

      500,122

$ Increase

 

   1.020

 Down

 

 

 

5.6%

% Increase

 

 

 

 

 

 

 

 

 

Step

BA

BA+12

BA+24

MA*
MA+12*

MA+24*

MA+36*

 

 

 

 

 

 

 

 

1

 32,180

 33,387

 34,639

 35,938

 37,285

 38,684

 40,134

2

 32,824

 34,054

 35,332

 36,656

 38,031

 39,457

 40,937

3

 33,480

 34,736

 36,038

 37,390

 38,792

 40,246

 41,756

4

 34,150

 35,430

 36,759

 38,137

 39,568

 41,051

 42,591

5

 34,833

 36,139

 37,494

 38,900

 40,359

 41,872

 43,443

6

 35,529

 36,862

 38,244

 39,678

 41,166

 42,710

 44,311

7

 36,240

 37,599

 39,009

 40,472

 41,989

 43,564

 45,198

8

 36,965

 38,351

 39,789

 41,281

 42,829

 44,435

 46,102

9

 37,704

 39,118

 40,585

 42,107

 43,686

 45,324

 47,024

10

 38,458

 39,900

 41,397

 42,949

 44,559

 46,230

 47,964

11

 39,227

 40,698

 42,224

 43,808

 45,451

 47,155

 48,923

12

 40,012

 41,512

 43,069

 44,684

 46,360

 48,098

 49,902

13

 40,812

 42,342

 43,930

 45,578

 47,287

 49,060

 50,900

14

 41,628

 43,189

 44,809

 46,489

 48,233

 50,041

 51,918

15

 42,461

 44,053

 45,705

 47,419

 49,197

 51,042

 52,956

16

 

 

 

 48,367

 50,181

 52,063

 54,015

17

 

 

 

 49,335

 51,185

 53,104

 55,096

18

 

 

 

 50,321

 52,209

 54,166

 56,198

19

 

 

 

 51,328

 53,253

 55,250

 57,322

20

 

 

 

 52,354

 54,318

 56,355

 58,468

21

 

 

 

 53,402

 55,404

 57,482

 59,637

22

        -  

        -  

        -  

 54,470

 56,512

 58,631

 60,830

23

        -  

        -  

        -  

 55,559

 57,642

 59,804

 62,047

24

        -  

        -  

        -  

 56,670

 58,795

 61,000

 63,288

25

        -  

        -  

        -  

 57,804

 59,971

 62,220

 64,553

26

        -  

        -  

        -  

 58,960

 61,171

 63,464

 65,844

27

        -  

        -  

        -  

 60,139

 62,394

 64,734

 67,161

28

        -  

        -  

        -  

 61,342

 63,642

 66,028

 68,505

29

        -  

        -  

        -  

 62,584

 64,915

 67,349

 69,875

Index No.

1.0200

1.0200

1.0200

1.0200

1.0200

1.0200

1.0200

 

APPENDIX   A

 

 

 

 

 

 

 

 

 

SALARY SCHEDULE COST AND TAX CAP LEGISLATION

 

 

 

 

 

 

 

 

 

Schedule

Current

            Next Year $ Cost

 

            Next Year % Cost

Type

Cost

Enhance. $

Move.  $

Total  $

 

Enhance. %

Move. %

Total %

 

 

 

 

 

 

 

 

 

Dollar

   8,611,260

   258,338

  163,614

  421,952

 

3.0%

1.9%

4.9%

 

 

 

 

 

 

 

 

 

Percentage

 10,032,866

   300,986

  250,822

  551,808

 

3.0%

2.5%

5.5%

 

 

 

 

 

 

 

 

 

Mixed

   8,521,767

   255,653

  144,870

  400,523

 

3.0%

1.7%

4.7%

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

                 PTELL [Tax Cap] Revenue Restrictions

 

 

 

 

 

 

 

 

 

 

 

CPI

New/Impr.

Limited

 

 

 

 

 Levy Year

Tax Year

%

Property

Rate

 

 

 

 

1991

1990

5.0%

2.0%

7.0%

 

 

 

 

1992

1991

3.1%

2.0%

5.1%

 

 

 

 

1993

1992

2.9%

2.0%

4.9%

 

 

 

 

1994

1993

2.7%

2.0%

4.7%

 

 

 

 

1995

1994

2.7%

2.0%

4.7%

 

 

 

 

1996

1995

2.5%

2.0%

4.5%

 

 

 

 

1997

1996

3.3%

2.0%

5.3%

 

 

 

 

1998

1997

1.7%

2.0%

3.7%

 

 

 

 

1999

1998

1.6%

2.0%

3.6%

 

 

 

 

2000

1999

2.7%

2.0%

4.7%

 

 

 

 

2001

2000

3.4%

2.0%

5.4%

 

 

 

 

2002

2001

1.6%

2.0%

3.6%

 

 

 

 

 

 

 

 

 

 

 

 

 

The top part of this report shows the cost in dollars and percentages to enhance the base salary

of each schedule type by 3%.

 

It also shows the cost and percentages of moving staffs one step down the schedule.

 

The last column shows the total cost and percentages to enhance the base and for movement.

 

The bottom part of the report shows the impact [revenue limitation] that is imposed by Tax Caps.

 

Levy Year - is the year in which the district files its request for local tax monies.

 

Tax Year - tax cap legislation requires the county clerk to use the prior years' CPI when

                calculating the Tax Levy Extension.

 

CPI - the basic restriction in PTELL.

 

New/Improved Property - percent of value added to prior year CPI.  NOTE:  the 2% used in this

                                    table is just an example.  The percentage can be zero if no new/

                                    improved property is put on the district's tax roles

 

Limited Rate - the percent of local tax revenue increase allowed over the prior year, excluding

                     the Bond and Interest Tax Levy.

 

Comparison - in many years, the limited rate % is less than the  percent needed to increase

                    the entry salary of the district 3% and move staffs down the schedule 1 step.  It is

                    even worse if new/improved property is not being added to the local tax roles.

APPENDIX B

 

ADDITIONAL FRINGE BENEFITS FOR

INDIVIDUALS ON THE TOP STEP OF THE SALARY SCHEDULE

 

 

 

 

1.                  20% increase in salary for last one, two or three years of employment.

 

2.         Hospital/Major Medical Coverage

If none exists, bargain family coverage, single coverage, or any portion thereof.

 

            If single coverage exists, bargain family coverage or any portion thereof.

 

3.         Dental Insurance

If none exists, bargain family coverage, single coverage, or any portion thereof.

 

            If single coverage exists, bargain family coverage or any portion thereof.

 

4.         Vision Insurance

If none exists, bargain family coverage, single coverage, or any portion thereof.

           

            If single coverage exists, bargain family coverage or any portion thereof.

 

5.         A & D Insurance

If none exists, bargain family coverage, single coverage, or any portion thereof.

           

            If single coverage exists, bargain family coverage or any portion thereof.

 

6.         Prescription Insurance

If none exists, bargain family coverage, single coverage, or any portion thereof.

           

            If single coverage exists, bargain family coverage or any portion thereof.

 

7.         Whole Life Insurance (10- or 20-year pay)

 

Replace existing term insurance with permanent insurance which will have a cash value or paid-up insurance at the time of retirement.

 

8.         Term Life Insurance, if none exists.

 

9.         Wellness Program – health club dues

- periodic physical

- on-site testing/care

 

10.       Leaves – unlimited sick leave accumulation

- extra sick days

- cash reward for non-use of annual sick days

- sick leave bank or extended program

- bereavement days or additional days if in existing contract

- personal days, or additional days if in existing contract

 

11.       Extra Planning Period(s)

 

12.       Special Class Size

 

13.       Assignment Selection

 

14.       Overload Compensation

 

15.       Right to Refuse Extra Duty – bus

- hallway

- lunchroom

 

16.       First Choice of Extra Duties

 

17.       No Internal Substitution

 

18.       No Involuntary Transfers

 

19.       Reduced Work Day

 

20.       Parking Space or Premium Location

 

21.       Private Telephone

 

22.       Secretarial Help

 

23.       Tuition Expense

 

24.       Retirement Counseling

 

25.       Professional Publication Subscriptions

 

26.       Catastrophic Illness – Draw Full Pay

 

27.       Summer Grants for Curriculum Development

 

28.       Extended (summer) Consulting Contracts

 

 

 

The above suggestions are just a partial list of items which might be bargained.  The number of variations and extent of the list is only limited by one’s imagination.

 

APPENDIX   C

 

 

 

 

 

 

 

 

10TH STEP OF SCHEDULE IF THE BASE IS INCREASED 3% EACH YEAR

 

 

 

 

 

 

 

 

2004-2005 Salary Schedule

 

 

 

 

 

 

 

 

 

 

 

 

 

Base

32,180

 

 

 

 

 

 

1.0375

Across

 

 

 

 

 

 

1.020

Down

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Step

BA

BA+12

BA+24

MA*

MA+12*

MA+24*

MA+36*

 

 

 

 

 

 

 

 

1

32,180

33,387

34,639

35,938

37,285

38,684

40,134

2

32,824

34,054

35,332

36,656

38,031

39,457

40,937

3

33,480

34,736

36,038

37,390

38,792

40,246

41,756

4

34,150

35,430

36,759

38,137

39,568

41,051

42,591

5

34,833

36,139

37,494

38,900

40,359

41,872

43,443

6

35,529

36,862

38,244

39,678

41,166

42,710

44,311

7

36,240

37,599

39,009

40,472

41,989

43,564

45,198

8

36,965

38,351

39,789

41,281

42,829

44,435

46,102

9

37,704

39,118

40,585

42,107

43,686

45,324

47,024

10

38,458

39,900

41,397

42,949

44,559

46,230

47,964

 

 

 

 

 

Year

11

49,403

 

 

 

 

 

 

12

50,885

 

 

 

 

 

 

13

52,412

 

 

 

 

 

 

14

53,984

 

 

 

 

 

 

15

55,604

 

 

 

 

 

 

16

57,272

 

 

 

 

 

 

17

58,990

 

 

 

 

 

 

18

60,759

 

 

 

 

 

 

19

62,582

 

 

 

 

 

 

20

64,460

 

 

 

 

 

 

21

66,394

 

 

 

 

 

 

22

68,385

 

 

 

 

 

 

23

70,437

 

 

 

 

 

 

24

72,550

 

 

 

 

 

 

25

74,726

 

 

 

 

 

 

26

76,968

 

 

 

 

 

 

27

79,277

 

 

 

 

 

20% Incr.

28

95,133

 

 

 

 

 

20% Incr.

29

114,159

 

 

 

 

 

20% Incr.

30

136,991