Classification and Compensation Plan Update for Suffolk Public Schools FINAL REPORT

Transcription

1 Classification and Compensation Plan Update for Suffolk Public Schools FINAL REPORT FEBRUARY 9, 2015

2 c E V E R G R E E N S O L U T I O N S, LLC Chapter 1.0 Introduction Evergreen Solutions conducted a for Suffolk Public Schools (SPS) beginning in September The purpose of the study was to assess SPS current classification and compensation structure and to make recommendations to improve the internal and external equity of the structure. While the compensation side of the study focused on the market competitiveness of the salaries offered by SPS, during the classification portion of the study Evergreen Solutions evaluated how positions across the organization relate to each other and reviewed the accuracy of the SPS s current job titles and job descriptions. METHODOLOGY Evergreen Solutions was tasked with: leading orientation and focus group sessions to introduce employees to the study and assess employee perception regarding SPS compensation and classification system; evaluating SPS s current compensation policy to determine its strengths and weaknesses; collecting classification information through the Job Assessment Tool (JAT) to analyze the internal equity of SPS classifications; developing recommendations for improvements to classification titles and the creation of new titles, if necessary; conducting a market salary survey to assess the market competitiveness of SPS current salaries; developing a compensation structure and slotting classifications into that structure while ensuring internal and external equity; developing an implementation strategy and providing cost estimates for implementation; developing and submitting draft and final reports summarizing findings and recommendations; and updating job descriptions that reflect recommended classification changes and employee responses to the JAT, as well as job coding and FLSA status. Evergreen Solutions, LLC Page 1-1

3 Introduction Evergreen Solutions used a combination of quantitative and qualitative analyses to develop recommendations that build upon SPS classification and compensation system. Study activities included: conducting a study kick-off meeting; conducting orientation sessions and focus groups; conducting job assessments utilizing the Job Assessment Tool (JAT); analyzing the current conditions of SPS compensation structure; conducting a market salary survey; developing classification and compensation recommendations; developing an implementation plan for the recommendations; developing recommendations for maintaining the new system; updating existing job descriptions based on classification recommendations and data collected via the JAT; and creating draft and final reports. Kick-off Meeting The September 26, 2014 kick-off meeting allowed members of the study team from both SPS and Evergreen Solutions to discuss different aspects of the study. Valuable information about SPS compensation and classification structures and philosophies was shared during the meeting, and the work plan for the study was finalized. The meeting also provided an opportunity for Evergreen Solutions to explain the types of data needed to begin the study. Employee Outreach Employee Outreach, during which the orientation sessions and focus groups took place, occurred during the week of October 27, The orientation sessions provided an opportunity for employees and supervisors to learn more information about the purpose and the process of the study, which helped to avoid confusion about the study. The focus groups allowed SPS employees, supervisors, and senior management to identify practices that were working well at SPS as well as to suggest areas and opportunities for improvement with regards to compensation and classification. The feedback provided during these sessions is summarized in Chapter 2 of this report. Evergreen Solutions, LLC Page 1-2

4 Introduction JAT Classification Analysis For the classification analysis, all employees were asked to complete a Job Assessment Tool (JAT) in which they had the opportunity to describe the work that they perform in their own words. Supervisors then reviewed the employees JATs, and provided additional information about the classifications when needed. The information provided in the completed JATs was utilized in the classification analysis in two ways. First, the work described was reviewed to ensure that classification titles were being utilized appropriately. Second, the JATs were scored based on five compensable factors to quantify each classification s degree of leadership, working conditions, complexity, decision making, and relationships in the organization. The composite score based on the employee and supervisor s responses to those five sections of the JAT allowed a fair comparison of classifications across SPS. JAT results, in combination with market salary data, provide the basis for recommendations made in Chapter 5. Analysis of Current Conditions SPS current employee database was analyzed to determine how the current classification plan was being utilized. Employee tenure and the distribution of employees among departments were all examined during this process. Chapter 3 of this report summarizes the findings of this analysis. Salary Survey For the salary survey, peers were identified that compete with SPS for human resources and provide similar services as those provided by SPS, and benchmark classifications were selected to provide a cross-section of the departments and levels of work at SPS. After the selection of peers and benchmarks, a survey tool was developed for the collection of salary range data from the benchmarks. These data were then analyzed, and a summary of the data was written and can be found in Chapter 4 of this report. Recommendations During the recommendation phase of the study, Evergreen Solutions slotted classifications into the pay plan based on internal and external equity. Next, implementation options were developed to transition employees into the new pay grades (if applicable), and the associated costs of adjusting employee salaries were estimated. Information was then provided to SPS on how to execute the recommended salary adjustments as well as how to maintain the recommended compensation and classification system over time. A summary of the recommendations made by Evergreen Solutions can be found in Chapter 5 of this report. Job Description Revision The information in the completed JATs was not only the basis for classification title recommendations, but was also used to update SPS job descriptions. The updated job descriptions improved the accuracy of the task descriptions, minimum requirements, and other important information about the classifications. Evergreen Solutions, LLC Page 1-3

5 Introduction REPORT ORGANIZATION The remainder of this report is organized into the following chapters: Chapter 2.0 Summary of Employee Outreach Chapter 3.0 Assessment of Current Conditions Chapter 4.0 Market Survey Results Chapter 5.0 Recommendations Evergreen Solutions, LLC Page 1-4

6 E V E R G R E E N S O L U T I O N S, LLC Chapter 2.0 Summary of Employee Outreach Three Evergreen consultants completed a four-day onsite visit to Suffolk Public Schools the week of October 27, This on-site visit provided a time for Suffolk Public Schools (SPS) employees to learn about and ask questions about the Classification and Compensation Study process, as well as to participate in focus groups to provide feedback to the Evergreen Team. Onsite sessions consisted of orientation and focus groups. Overall, three orientation sessions were completed (one per evening) and 28 focus groups were held. The orientation sessions gave all employees an opportunity to learn about the study and their role in the study. During the focus group sessions, Evergreen consultants asked questions designed to gather feedback on several topics related to the study. This feedback provided the Evergreen Team with valuable knowledge of SPS employee opinions on the current compensation and classification system in place in the district. Orientation sessions generally lasted minutes, and included a brief overview of the study, as well as a detailed walk-through of the Job Assessment Tool (JAT) process, which all employees included in the study were asked to complete. Approximately 70 employees were in attendance across Evergreen s three orientation sessions. A recorded version of the employee orientation session was also uploaded to the SPS employee intranet for employees that were not able to attend a live session. Overall, the 28 focus groups had 130 employees in attendance. Focus group attendees represented a broad cross section of employee types from various SPS functions and areas, including: Administrative Support Assistant Principals Custodial Finance Food Services Human Resources Instructional Support Maintenance Nursing Principals Support Teachers Teaching Assistants Technology Transportation Warehouse Evergreen also met with the Superintendent and the District Leadership Team during the onsite visit to discuss the study. A summary of the comments made by focus group participants are summarized in the remainder of this chapter. It is important to note that the views shared in this summary are not necessarily supported by Evergreen Solutions. Information that may identify the Evergreen Solutions, LLC Page 2-1

7 Summary of Employee Outreach commenter has been removed. The feedback obtained provides a strong foundation of information to be used in the remainder of the study. Comments and feedback have been organized into the following four topics: General Feedback Compensation Classification Market Peers General Feedback Although the purpose of the focus group sessions was to discuss compensation and classification, the first two questions asked by Evergreen consultants generally received feedback related to issues beyond these two topics. In some cases, even questions related specifically to compensation and classification yielded feedback outside of these domains. This section provides feedback received unrelated to compensation and classification, per se, but important to framing the context in which this study is occurring. Important factors frequently shared by employees as reasons for coming to work for and remain at SPS included: Convenience and Flexibility Many employees openly shared that they have school-age children, and they appreciate the flexibility their SPS work hours provide for tending to their child s before- and after-school needs. Several employee groups whose job would necessitate longer days in a private sector setting, such as nurses, were especially grateful for their hours at SPS. In terms of convenience, employees shared that the hassle of commuting to nearby communities encouraged them to avoid seeking employment in other districts and to seek employment with the district. Overall, employees were aware that the work life balance offered in the public sector is much better than that in the private sector. Working with Children Across all employee groups from nurses to teachers to custodial staff there exists a genuine passion and appreciation for working with SPS students. SPS staff and the district as a whole clearly share a student first mindset, and staff undoubtedly enjoys serving the school age population of Suffolk. Employment Process At least five employees mentioned that they came to work for SPS simply because SPS was the first to call them back after applying for a job. That is, these employees shared that they had applied for positions at SPS and at least one neighboring district, and SPS had reached out to them before any other districts did. Further, it was noted by many employees that the application process was easy to navigate. Community Based on employee comments, although not verified, the majority of SPS employees live in and around Suffolk. Employees shared that they enjoy the Evergreen Solutions, LLC Page 2-2

8 Summary of Employee Outreach Suffolk community, including the people and its size, and noted this as a main motivator for remaining with the district, and for coming to work for the district in the first place. Many employees also noted that they grew up in Suffolk and graduated from SPS, so it was a good fit for them to continue working for the district. Job Security Job security was noted as an important factor for remaining with the district by Information Technology (IT), maintenance, and custodial staff. IT staff in particular shared that the private IT industry is very volatile in comparison to the public sector, noting that many opportunities in the market are contract type positions. Time-Off Employees noted that they enjoy having weekends and holidays off, noting winter break and spring break as a benefit enjoyed by only school district employees. Several employee groups noted that this would not occur if they worked in the private sector. Benefits Employees shared that the district s health benefits are not great, but are good, and exceed what they would likely receive in the private sector. Employees with a spouse working in the district noted that health benefit costs are especially excellent. The retirement package and leave accrual rates offered were also viewed very positively. Work Environment Many employees stated that their supervisors are easy to work with and that this contributes to the attractiveness of remaining an employee of the district. Teachers were especially appreciative of the support provided by administrators. Further, many employee groups shared that their coworkers are easy and pleasant to work with, sharing that the team environment within their department is excellent. District administrators and school board members are viewed in a very positive light by employees, with employees sharing that these individuals are very supportive and communication is excellent. Employees agreed that the autonomy SPS leaders provide staff in conducting their work greatly contributes to positive employee morale and less stress in the work place. These same employees shared that they know teachers in neighboring districts who are severely micromanaged, which has a negative effect on morale and makes those work places less attractive. Longevity For those employees with many years of experience at SPS, they noted that the years they have invested at SPS are a motivating factor for them to remain with the district. They feel vested in SPS both in terms of both retirement benefits, and an emotional investment to the students and community they serve. Turnover Employees appreciated the fact that turnover is relatively low in the central office, which leads to increased consistency in leadership and direction. Employees also mentioned the following weaknesses or areas of improvement in the district: Evergreen Solutions, LLC Page 2-3

9 Summary of Employee Outreach Salary Many long-time employees (over approximately seven years with the district) noted that when they initially came to work for SPS, the starting salary offered was much higher than those in surrounding districts (e.g. Virginia Beach and Chesapeake). However, employees shared that over time, the competitiveness of SPS salaries has diminished significantly. These employees also noted that programs in place that attracted them to SPS have also been dissolved, such as the program providing reimbursement for educational expenses. In a high percentage of focus groups, participants noted frustration with the fact that the previous compensation and classification study did not lead to action by the district. Advancement Opportunity Employees shared that there are not clearly defined avenues for advancement, in terms of both monetary advancement and career advancement. They shared that they would like to see clearly defined career paths for which they can pursue. Workload/Caseload Specific groups of employees (such as Custodians, Paraprofessionals, Nurses, and Technology staff) stated that stagnant staffing levels, new district initiatives, and/or the increase in student enrollment have led to unmanageable workloads or caseloads. The situation has created pressure in many areas to do more with less, and has resulted in instances where employees feel they have to sacrifice quality for quantity. Based on this, employees shared that perhaps a solution would be for the district to more carefully examine workload/caseload as enrollment increases and new initiatives are rolled out. Vacancies Teachers noted that vacancies remain and long-term subs are used to fill them. Teachers noted that this can have a detrimental impact on the quality of teaching in the district. Teachers Teachers shared that, according to state law, they are supposed to have one unencumbered planning period per day. However, during this planning period, they are regularly required to conduct remediation activities with students. In addition, teachers are not provided a duty free lunch, as they are asked to watch their students in the cafeteria during lunch hour. Evaluation System Some employees noted that the SPS evaluation tools are not tailored appropriately for their position. For instance, the Educational Diagnostician is evaluated using the teacher evaluation tool, despite performing very different duties. In summary, it is apparent that the main motivating factors for attracting and retaining employees is the sense of community, support provided by district administrators, and positive culture and climate present across SPS. Evergreen Solutions, LLC Page 2-4

10 Summary of Employee Outreach Compensation Among all the areas covered during focus groups, compensation seemed to receive the most negative attention from participants. The most prevalent issues were not generally related to pay equity internally, but more so related to issues of external equity. Specific issues shared by employees related to the district s compensation practices included the following: Compensation System Overall, employees of all types shared that the compensation system is not clear, and seek to better understand how the system works. Employees noted that it is difficult to draw a connection between job descriptions and the salary schedule (grades and steps). Salary Increases It was overwhelmingly apparent in employee focus groups that employees are dissatisfied with the pay increases received over the last several years. Employees shared that the pay freezes in effect for some time diminishes employee morale. The 1.5 percent increase received recently is not viewed as a true increase by employees, as this simply acted to offset the increase in benefits costs. Several employees noted that they are actually making less after this pay increase because the increase in benefits costs outweighed their pay increase. External Equity While employees recognize that the district will not likely ever be able to compete with private sector pay, they noted that the differential is far too great. One example provided was from school nurses, who noted that the differential is as much as $20,000 annually. Internal Equity Employees noted frustration with the fact that, because of pay freezes, new staff are hired in at a salary at or above existing employees with the same or greater levels of experience. Turnover While low turnover was noted as a strong suit among district administrators, employees noted that the low pay for clerical and information technology staff leads to high turnover in these areas. Incentives In teacher focus groups, it was shared that while incentives are provided for some teachers teaching specific areas, not all teachers receive this incentive. Further, high school teachers noted that teachers who teach an extra class for an entire year are provided additional compensation; however, if teachers teach an extra class for only part of the year they do not receive this extra compensation. In relation to this, elementary and middle school teachers are not offered the opportunity to teach extra classes for additional compensation, which was viewed as an inequity internally. Extra Duty Pay Teachers noted that at one point, the district offered additional pay for them to serve on committees. However, this extra pay is no longer offered and teachers are still asked to serve on committees. Another issue noted is that Evergreen Solutions, LLC Page 2-5

11 Summary of Employee Outreach there are teachers that serve as department chairs or grade level chairmen, and while department chairs receive a stipend, grade level chairs do not. Compensatory (Comp) Time Employees shared that they would like to see the district offer overtime pay instead of comp time. Substitutes Custodians shared that in many instances, substitutes are not available to fill in for employees who cannot make it to work. Therefore, custodians that do show up for work are asked to cover the missing custodian s assignments. Custodial staff would like the district to explore using the unused substitute pay to further compensate them for covering assignments during absences. Teachers and Specialists Instructional staff noted in focus groups that, while teachers and specialists perform different duties, they are compensated using the same pay schedule. Focus group and department head participants also offered the following positive feedback related to compensation: Pay Schedule Employees were favorable toward the bi-monthly pay period schedule. Step Plan Little if any negative feedback was received regarding step values. That is, if pay freezes were not in effect, employees are content with the increases they would receive under the current compensation plan. Classification Participants also provided the Evergreen Team with concerns specific to job classification. It should be noted that these concerns provided Evergreen with specific issues to review, but alone did not lead to recommendations: Information Technology (IT) Focus group participants from the IT Department noted that more differentiation is needed for the Technology Technician I. Employees in this class are interested in creating a more defined career ladder, in which the Technology Technician I classification is split out into levels (e.g. Technology Technician I, II, III). It was also noted by IT staff that the two individuals serving in the Network Technician I position perform very different duties and should be split out into two unique job titles. These comments were confirmed by Evergreen through Management Issues Tool input, Job Assessment Tool data, and market data. Bookkeepers and Secretaries Many focus group participants noted that Bookkeeper is a very generic title, and individuals serving in this classification perform very unique duties. Employees shared that this title should be reviewed closely and more accurate job titles considered. Employees further shared that the position of Secretary should be broken out into levels (e.g. Secretary I, II, and Evergreen Solutions, LLC Page 2-6

12 Summary of Employee Outreach III). Based on a review of JAT data and market data, no recommendation was made regarding the classification titles of Bookkeeper and Secretary. Custodians It was noted during focus groups with custodial staff that the duties of custodians have been expanded to include grounds work; however, no change to job titles occurred, and of most importance to these staff, pay was not reconsidered when they were assigned these extra duties. Based on a review of JAT data and market data, no recommendation was made regarding the classification title of Custodian. Duties and responsibilities associated with light ground work do not necessitate a reclassification. Purchasing Employees shared that the classification title of Buyer should be reclassified to either Purchasing Specialist or Purchasing Technician to better reflect the multitude of purchasing assignments the Buyer is assigned. This comment was verified through JAT and market data, and is addressed in Chapter 5 of this report. Public Information Similar to classification titles in other departments, employees in the Public Information Office shared that there is a significant need to review and reclassify the job titles within their office. No changes are recommended for public information classification titles. This is based on a review of JAT data and market data. Instructional One specific issue shared regarding classification titles for instructional staff included the classification of the Testing Coordinator. Specifically, this position is grouped in with 10-month teaching staff, and should in reality be a 12-month employee. Another issue shared by employees is that, despite there being various levels of certifications for special education teachers, there is not different levels of classification to reflect this. Finally, many instructional staff noted that Teacher Assistants perform a wide variety of support and instructional duties that their job titles and descriptions do not reflect. For instance, the Job Coaches are classified as Teacher Assistants. In reviewing JAT data, there are not sufficient data to support changing the Testing Coordinator from a 10-month to 12-month position. Further, it is not commonly found among peers to include additional certification recognition on the teacher salary scale. Finally, based on the current SPS compensation plan, Job Coaches, in reality are no in fact classified as Teacher Assistants. School-Based Administrators School-based Administrators, specifically Assistant Principals, shared that there is a high level of differentiation in the duties they perform from one school to the next. These employees shared that differentiated job titles that better reflect their specific responsibilities should be considered. No recommendations were made in this area base on market best practice. Food Services Food services employees noted that in many neighboring districts, the title of Food Services Worker and Lead Worker is used to differentiate between those performing more complex tasks, as well as to provide Evergreen Solutions, LLC Page 2-7

13 Summary of Employee Outreach career advancement to those that stay with the district for longer periods of time. SPS Food Services employees shared that they would like the district to explore creating the classification of Lead Worker. Food Services staff also noted that the district should consider tiered classification levels for Cafeteria Managers, depending on the size of the school. Based on market data and JAT data, no recommendations were made regarding the title of Lead Worker or further differentiating Cafeteria Managers by level based on school size. Maintenance In the area of maintenance, employees noted that Maintenance Helpers are severely under classified, as they are assigned their own SPS vehicles, work unsupervised, and have district issued purchase cards to make purchases. Based on a review of class duties and market data, as well as verification of this information, Evergreen has made a recommendation in Chapter 5 regarding the classification title of Helper. When asked about specific job titles that experience high turnover, employees shared six specific classifications. It should be noted that several of these classifications were found to be compensated below market and have been addressed in Chapter 5. The classifications shared by focus group participants included: Teachers Teacher Assistants Bus Drivers Part-time Custodians and Substitutes Technology Technician I Cafeteria Associates Market Peers Outreach participants were asked to name organizations they consider to be market peers, including local peers as well as more distant peers who they believe have similar characteristics to the district. Respondents shared 22 public and private peer organizations, 10 of which are peer school districts. Responses are listed below and will be considered when developing the list of peers for the market survey: School Districts Chesapeake Public Schools, VA Franklin City Public Schools, VA Hampton City Schools, VA Isle of Wight County Schools, VA Newport News Public Schools, VA Norfolk Public Schools, VA Portsmouth Public Schools, VA Richmond Public Schools, VA Southampton County Public Schools, VA Virginia Beach City Public Schools, VA Evergreen Solutions, LLC Page 2-8

14 Summary of Employee Outreach Other Public Sector Agencies City of Chesapeake, VA City of Franklin, VA City of Newport News, VA City of Norfolk, VA City of Portsmouth, VA City of Richmond, VA City of Suffolk, VA City of Virginia Beach, VA Isle of Wight County, VA Virginia Department of Education Private Sector Children's Hospital of the King's Daughters, VA Sentara Obici Hospital, VA SUMMARY Employee feedback reported above represents common issues that exist in many school district. The feedback received by the Evergreen Team during outreach at the district was very positive when considered as a whole. Employees believe that Suffolk Public Schools is a very good place to work, attributed to the work environment, culture, co-workers, and leadership. However, it is apparent that SPS employee s perceive weaknesses in certain areas related to compensation and classification. The Evergreen Team will use the information in this chapter as one component of the groundwork for this study. The comments and suggestions received during the outreach sessions will be considered throughout the remainder of the study, including the development of the market survey described in Chapter 4 and the development of recommendations described in Chapter 5 of this report. Evergreen Solutions, LLC Page 2-9

15 E V E R G R E E N S O L U T I O N S, LLC Chapter 3.0 Assessment of Current Conditions The purpose of this statistical evaluation is to provide an overall assessment of the structure of the compensation plan in place within SPS and a brief analysis of the employee demographics within the organization. Data included here reflect the demographics in place at present and should be considered a snapshot in time. The data contained within this report provides a solid foundation for more detailed analysis and recommendations through the course of this study, but is not alone sufficient cause for recommendations. By reviewing information about SPS compensation structure, philosophies, and employee demographics, Evergreen Solutions can gain a better understanding of the structures and methods in place that will help identify issues for both further review and potential revision. PAY PLAN ANALYSIS Exhibits 3A and 3B illustrate SPS present salary scales. SPS utilizes two salary scales a Support Employee Scale and a Teacher Scale each with a different configuration. Exhibit 3A displays the Support Employee Scale, including the hourly rates and step increase percentage between each step. As can be seen, the Support Employee Scale has a total of 44 grades, each with 18 steps. Of these 44 grades, only 30 are occupied with classifications. Step increase percentages range between a low of 1.6 percent (limited to grade 44, step 15) to a high of 2.6 percent. Midpoint progression, or the percentage increase from the midpoint of one pay grade to the next, averages 5.0 percent across all grades. Finally, range spread, or the percentage difference between minimum and maximum of any given pay grade is on average 52.0 percent. Exhibit 3B displays the SPS Teacher Scale (TS). The Teacher Scale consists of 25 steps, with step increase percentages ranging from a low of 0.0 percent to a high of 5.1 percent. Typically, step salary scales maintain a semi-uniform step progression of between 1 and 5 percent. However, steps 6, 7, 8, and 9 in the SPS Teacher Scale have step increases of only 0.1 percent; this step increase creates a significant disincentive for teachers as they pass through this area of the scale. The average step increase across all steps is 1.7 percent. Exhibit 3C provides a comparison of SPS step increase percentages to peer step increases. As can be seen, the average peer step increase is 1.9 percent; the average minimum step increase across peers is 0.6 percent; and the maximum average step increase among peers is 5.4 percent. Further, Evergreen calculated the growth value for steps 6-9 for SPS and peers. The data shows that SPS growth value between steps 6-9 is below average when compared to peers. Outside of peer data, best practice dictates that step progression should fall between one and five percent, with as much consistency as possible across the entire schedule. Evergreen Solutions, LLC Page 3-1

16 Assessment of Current Conditions Exhibit 3A SPS Current Support Employee Scale (Hourly) Grade A-1 B-2 C-3 D-4 E-5 F-6 G-7 H-8 I-9 J-10 K-11 L-12 M-13 N P R-18 1 $ 6.16 $ 6.32 $ 6.48 $ 6.64 $ 6.81 $ 6.98 $ 7.15 $ 7.33 $ 7.51 $ 7.70 $ 7.89 $ 8.09 $ 8.29 $ 8.49 $ 8.71 $ 8.92 $ 9.15 $ % 2.5% 2.5% 2.6% 2.5% 2.4% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.4% 2.6% 2.4% 2.6% 2.5% 2 $ 6.48 $ 6.64 $ 6.81 $ 6.98 $ 7.15 $ 7.33 $ 7.51 $ 7.70 $ 7.89 $ 8.09 $ 8.29 $ 8.49 $ 8.71 $ 8.92 $ 9.15 $ 9.38 $ 9.61 $ % 2.6% 2.5% 2.4% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.4% 2.6% 2.4% 2.6% 2.5% 2.5% 2.5% 3 $ 6.81 $ 6.98 $ 7.15 $ 7.33 $ 7.51 $ 7.70 $ 7.89 $ 8.09 $ 8.29 $ 8.49 $ 8.71 $ 8.92 $ 9.15 $ 9.38 $ 9.61 $ 9.85 $10.10 $ % 2.4% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.4% 2.6% 2.4% 2.6% 2.5% 2.5% 2.5% 2.5% 2.6% 4 $ 7.15 $ 7.33 $ 7.51 $ 7.70 $ 7.89 $ 8.09 $ 8.29 $ 8.49 $ 8.71 $ 8.92 $ 9.15 $ 9.38 $ 9.61 $ 9.85 $10.10 $10.36 $10.62 $ % 2.5% 2.5% 2.5% 2.5% 2.5% 2.4% 2.6% 2.4% 2.6% 2.5% 2.5% 2.5% 2.5% 2.6% 2.5% 2.4% 5 $ 7.51 $ 7.70 $ 7.89 $ 8.09 $ 8.29 $ 8.49 $ 8.71 $ 8.92 $ 9.15 $ 9.38 $ 9.61 $ 9.85 $10.10 $10.36 $10.62 $10.88 $11.15 $ % 2.5% 2.5% 2.5% 2.4% 2.6% 2.4% 2.6% 2.5% 2.5% 2.5% 2.5% 2.6% 2.5% 2.4% 2.5% 2.4% 6 $ 7.89 $ 8.09 $ 8.29 $ 8.49 $ 8.71 $ 8.92 $ 9.15 $ 9.38 $ 9.61 $ 9.85 $10.10 $10.36 $10.62 $10.88 $11.15 $11.42 $11.71 $ % 2.5% 2.4% 2.6% 2.4% 2.6% 2.5% 2.5% 2.5% 2.5% 2.6% 2.5% 2.4% 2.5% 2.4% 2.5% 2.5% 7 $ 8.29 $ 8.49 $ 8.71 $ 8.92 $ 9.15 $ 9.38 $ 9.61 $ 9.85 $10.10 $10.36 $10.62 $10.88 $11.15 $11.42 $11.71 $12.00 $12.30 $ % 2.6% 2.4% 2.6% 2.5% 2.5% 2.5% 2.5% 2.6% 2.5% 2.4% 2.5% 2.4% 2.5% 2.5% 2.5% 2.4% 8 $ 8.71 $ 8.92 $ 9.15 $ 9.38 $ 9.61 $ 9.85 $10.10 $10.36 $10.62 $10.88 $11.15 $11.42 $11.71 $12.00 $12.30 $12.60 $12.92 $ % 2.6% 2.5% 2.5% 2.5% 2.5% 2.6% 2.5% 2.4% 2.5% 2.4% 2.5% 2.5% 2.5% 2.4% 2.5% 2.4% 9 $ 9.15 $ 9.38 $ 9.61 $ 9.85 $10.10 $10.36 $10.62 $10.88 $11.15 $11.42 $11.71 $12.00 $12.30 $12.60 $12.92 $13.23 $13.56 $ % 2.5% 2.5% 2.5% 2.6% 2.5% 2.4% 2.5% 2.4% 2.5% 2.5% 2.5% 2.4% 2.5% 2.4% 2.5% 2.6% 10 $ 9.61 $ 9.85 $10.10 $10.36 $10.62 $10.88 $11.15 $11.42 $11.71 $12.00 $12.30 $12.60 $12.92 $13.23 $13.56 $13.91 $14.25 $ % 2.5% 2.6% 2.5% 2.4% 2.5% 2.4% 2.5% 2.5% 2.5% 2.4% 2.5% 2.4% 2.5% 2.6% 2.4% 2.5% 11 $10.10 $10.36 $10.62 $10.88 $11.15 $11.42 $11.71 $12.00 $12.30 $12.60 $12.92 $13.23 $13.56 $13.91 $14.25 $14.61 $14.97 $ % 2.5% 2.4% 2.5% 2.4% 2.5% 2.5% 2.5% 2.4% 2.5% 2.4% 2.5% 2.6% 2.4% 2.5% 2.5% 2.5% 12 $10.62 $10.88 $11.15 $11.42 $11.71 $12.00 $12.30 $12.60 $12.92 $13.23 $13.56 $13.91 $14.25 $14.61 $14.97 $15.34 $15.73 $ % 2.5% 2.4% 2.5% 2.5% 2.5% 2.4% 2.5% 2.4% 2.5% 2.6% 2.4% 2.5% 2.5% 2.5% 2.5% 2.5% 13 $11.15 $11.42 $11.71 $12.00 $12.30 $12.60 $12.92 $13.23 $13.56 $13.91 $14.25 $14.61 $14.97 $15.34 $15.73 $16.12 $16.52 $ % 2.5% 2.5% 2.5% 2.4% 2.5% 2.4% 2.5% 2.6% 2.4% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 14 $11.71 $12.00 $12.30 $12.60 $12.92 $13.23 $13.56 $13.91 $14.25 $14.61 $14.97 $15.34 $15.73 $16.12 $16.52 $16.94 $17.36 $ % 2.5% 2.4% 2.5% 2.4% 2.5% 2.6% 2.4% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 15 $12.30 $12.60 $12.92 $13.23 $13.56 $13.91 $14.25 $14.61 $14.97 $15.34 $15.73 $16.12 $16.52 $16.94 $17.36 $17.79 $18.23 $ % 2.5% 2.4% 2.5% 2.6% 2.4% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 16 $12.92 $13.23 $13.56 $13.91 $14.25 $14.61 $14.97 $15.34 $15.73 $16.12 $16.52 $16.94 $17.36 $17.79 $18.23 $18.69 $19.17 $ % 2.5% 2.6% 2.4% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.6% 2.5% 17 $13.56 $13.91 $14.25 $14.61 $14.97 $15.34 $15.73 $16.12 $16.52 $16.94 $17.36 $17.79 $18.23 $18.69 $19.17 $19.64 $20.13 $ % 2.4% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.6% 2.5% 2.5% 2.5% 18 $14.25 $14.61 $14.97 $15.34 $15.73 $16.12 $16.52 $16.94 $17.36 $17.79 $18.23 $18.69 $19.17 $19.64 $20.13 $20.63 $21.15 $ % 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.6% 2.5% 2.5% 2.5% 2.5% 2.5% 19 $14.97 $15.34 $15.73 $16.12 $16.52 $16.94 $17.36 $17.79 $18.23 $18.69 $19.17 $19.64 $20.13 $20.63 $21.15 $21.68 $22.23 $ % 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.6% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 20 $15.73 $16.12 $16.52 $16.94 $17.36 $17.79 $18.23 $18.69 $19.17 $19.64 $20.13 $20.63 $21.15 $21.68 $22.23 $22.79 $23.36 $ % 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.6% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 21 $16.52 $16.94 $17.36 $17.79 $18.23 $18.69 $19.17 $19.64 $20.13 $20.63 $21.15 $21.68 $22.23 $22.79 $23.36 $23.95 $24.55 $ % 2.5% 2.5% 2.5% 2.5% 2.6% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 22 $17.38 $17.79 $18.23 $18.69 $19.17 $19.64 $20.13 $20.63 $21.15 $21.68 $22.23 $22.79 $23.36 $23.95 $24.55 $25.17 $25.80 $ % 2.5% 2.5% 2.6% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% Source: Evergreen Solutions, December 2014 Evergreen Solutions, LLC Page 3-2

17 Assessment of Current Conditions Exhibit 3A - Continued SPS Current Support Employee Scale (Hourly) Grade A-1 B-2 C-3 D-4 E-5 F-6 G-7 H-8 I-9 J-10 K-11 L-12 M-13 N P R $18.23 $18.69 $19.17 $19.64 $20.13 $20.63 $21.15 $21.68 $22.23 $22.79 $23.36 $23.95 $24.55 $25.17 $25.80 $26.45 $27.11 $ % 2.6% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 24 $19.17 $19.64 $20.13 $20.63 $21.15 $21.68 $22.23 $22.79 $23.36 $23.95 $24.55 $25.17 $25.80 $26.45 $27.11 $27.79 $28.48 $ % 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 25 $20.13 $20.63 $21.15 $21.68 $22.23 $22.79 $23.36 $23.95 $24.55 $25.17 $25.80 $26.45 $27.11 $27.79 $28.48 $29.20 $29.93 $ % 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 26 $21.15 $21.68 $22.23 $22.79 $23.36 $23.95 $24.55 $25.17 $25.80 $26.45 $27.11 $27.79 $28.48 $29.20 $29.93 $30.67 $31.44 $ % 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 27 $22.23 $22.79 $23.36 $23.95 $24.55 $25.17 $25.80 $26.45 $27.11 $27.79 $28.48 $29.20 $29.93 $30.67 $31.44 $32.23 $33.03 $ % 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 28 $23.36 $23.95 $24.55 $25.17 $25.80 $26.45 $27.11 $27.79 $28.48 $29.20 $29.93 $30.67 $31.44 $32.23 $33.03 $33.85 $34.70 $ % 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 29 $24.55 $25.17 $25.80 $26.45 $27.11 $27.79 $28.48 $29.20 $29.93 $30.67 $31.44 $32.23 $33.03 $33.85 $34.70 $35.56 $36.45 $ % 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 30 $25.80 $26.45 $27.11 $27.79 $28.48 $29.20 $29.93 $30.67 $31.44 $32.23 $33.03 $33.85 $34.70 $35.56 $36.45 $37.36 $38.29 $ % 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 31 $27.11 $27.79 $28.48 $29.20 $29.93 $30.67 $31.44 $32.23 $33.03 $33.85 $34.70 $35.56 $36.45 $37.36 $38.29 $39.25 $40.23 $ % 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 32 $28.48 $29.20 $29.93 $30.67 $31.44 $32.23 $33.03 $33.85 $34.70 $35.56 $36.45 $37.36 $38.29 $39.25 $40.23 $41.23 $42.27 $ % 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 33 $29.93 $30.67 $31.44 $32.23 $33.03 $33.85 $34.70 $35.56 $36.45 $37.36 $38.29 $39.25 $40.23 $41.23 $42.27 $43.33 $44.41 $ % 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 34 $31.44 $32.23 $33.03 $33.85 $34.70 $35.56 $36.45 $37.36 $38.29 $39.25 $40.23 $41.23 $42.27 $43.33 $44.41 $45.52 $46.65 $ % 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 35 $33.03 $33.85 $34.70 $35.56 $36.45 $37.36 $38.29 $39.25 $40.23 $41.23 $42.27 $43.33 $44.41 $45.52 $46.65 $47.81 $49.01 $ % 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 36 $34.70 $35.56 $36.45 $37.36 $38.29 $39.25 $40.23 $41.23 $42.27 $43.33 $44.41 $45.52 $46.65 $47.81 $49.01 $50.23 $51.48 $ % 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 37 $36.45 $37.36 $38.29 $39.25 $40.23 $41.23 $42.27 $43.33 $44.41 $45.52 $46.65 $47.81 $49.01 $50.23 $51.48 $52.77 $54.09 $ % 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 38 $38.29 $39.25 $40.23 $41.23 $42.27 $43.33 $44.41 $45.52 $46.65 $47.81 $49.01 $50.23 $51.48 $52.77 $54.09 $55.44 $56.82 $ % 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 39 $40.23 $41.23 $42.27 $43.33 $44.41 $45.52 $46.65 $47.81 $49.01 $50.23 $51.48 $52.77 $54.09 $55.44 $56.82 $58.25 $59.70 $ % 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 40 $42.27 $43.33 $44.41 $45.52 $46.65 $47.81 $49.01 $50.23 $51.48 $52.77 $54.09 $55.44 $56.82 $58.25 $59.70 $61.19 $62.71 $ % 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 41 $44.41 $45.52 $46.65 $47.81 $49.01 $50.23 $51.48 $52.77 $54.09 $55.44 $56.82 $58.25 $59.70 $61.19 $62.71 $64.28 $65.89 $ % 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 42 $46.65 $47.81 $49.01 $50.23 $51.48 $52.77 $54.09 $55.44 $56.82 $58.25 $59.70 $61.19 $62.71 $64.28 $65.89 $67.54 $69.22 $ % 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 43 $49.01 $50.23 $51.48 $52.77 $54.09 $55.44 $56.82 $58.25 $59.70 $61.19 $62.71 $64.28 $65.89 $67.54 $69.22 $70.96 $72.73 $ % 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 44 $51.48 $52.77 $54.09 $55.44 $56.82 $58.25 $59.70 $61.19 $62.71 $64.28 $65.89 $67.54 $69.22 $70.96 $72.09 $73.56 $75.04 $ % 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 1.6% 2.0% 2.0% 2.0% Source: Evergreen Solutions, December 2014 Evergreen Solutions, LLC Page 3-3

18 Assessment of Current Conditions Exhibit 3B SPS Current Teacher Scale (TS) Exp Step BA (10 mo) MA (10 mo) Step % 0 A $39,290 $42, B $39,290 $42, % 2 C $39,290 $42, % 3 D $39,872 $42, % 4 E $40,272 $43, % 5 F $41,285 $44, % 6 G $41,337 $44, % 7 H $41,392 $44, % 8 I $41,444 $44, % 9 J $41,496 $44, % 10 K $41,810 $44, % 11 L $42,713 $45, % 12 M $43,618 $46, % 13 N $44,523 $47, % 14 O $45,429 $48, % 15 P $46,525 $49, % 16 Q $47,623 $50, % 17 R $48,721 $51, % 18 S $49,818 $52, % 19 T $51,114 $53, % 20 U $52,402 $55, % V $53,696 $56, % X $56,434 $59, % 25 Y $57,890 $60, % Z $59,343 $62, % Source: Evergreen Solutions, December 2014 Exhibit 3C Comparison of SPS and Peer Teacher Step Increases Peer Teacher Step Increase Growth Value Average Minimum Maximum Step 6-9 Suffolk Public Schools 1.7% 0.0% 5.1% 0.4% Chesapeake Public Schools 1.7% 0.5% 2.0% 6.0% Hampton City Schools 1.4% 0.5% 9.6% 2.8% Isle of Wight County Schools 1.9% 0.9% 10.5% 6.7% Newport News Schools 1.3% 0.5% 1.9% 2.4% Norfolk Public Schools 2.4% 0.5% 3.0% 8.0% Portsmouth Public Schools 1.8% 0.0% 10.7% 6.6% Richmond Public Schools 2.9% 2.0% 3.0% 12.0% Virginia Beach City Public Schools 1.6% 0.1% 2.3% 6.7% Average 1.9% 0.6% 5.4% 6.4% Source: Created by Evergreen Solutions, January Evergreen Solutions, LLC Page 3-4

19 Assessment of Current Conditions Midpoint progression for the Teacher Scale is 6.3 percent and range spread is 51.0 percent for the bachelor s degree scale and 47.5 percent for the master s degree scale. Classifications on this scale earn salary supplements based on their level of education or certification above a bachelor s degree. Supplements are displayed in Exhibit 3D. These supplements are added to an employee s annual salary. Overall, the attributes of the Support Scale are in line with what is typically observed on the market. Step progression, midpoint progression, and range spreads are consistent with what is considered best practice. However, the inconsistent step progression experienced in across the Teacher Scale is a weakness of the SPS compensation structure. Exhibit 3D SPS Current Teacher Scale Supplements Levels Suplement National Teacher Certification $ Certification in School Nursing $ Master's Degree $ 2, Certificate of Advanced Studies $ 3, Certificate of Clinical Competence $ 4, Doctorate $ 5, Source: Evergreen Solutions, December 2014 Establishing a clear pay structure is beneficial to organizations because it gives employees something to work towards and also helps clear confusion about future salary increases or equity among different pay grades. In addition, an organized pay structure can be helpful, when combined with a grade placement analysis, to determine internal equity and identify areas of compression within a particular grade. An established pay plan also serves as a vital tool to determine equity between classifications at SPS and the market. A competitive pay structure can allow SPS to be an effective recruiter in the marketplace, which may contribute to a reduction in employee turnover. EMPLOYEE DEMOGRAPHICS This review includes 121 classification titles encompassing 1,837 SPS employees. Three classification titles (Superintendent, Attorney, and ISAEP) are ungraded, and therefore not included in several of the analyses. The following analyses are intended to provide basic information regarding how employees are distributed among departments and the tenure of employees. SPS employees are spread among 13 departments. Exhibit 3E depicts the number and overall percentage of total employees by department. The largest department at SPS is Instruction 1, consisting of all instructional staff with the exception of teacher assistants with 1,039 employees, representing 56.6 percent of the total SPS workforce. The smallest SPS department is Print Shop, with three employees representing 0.2 percent of the SPS workforce. There are five employees listed as Various, who are cross-department employees assigned to two or more departments. Pag Evergreen Solutions, LLC Page 3-5

20 Assessment of Current Conditions Exhibit 3F displays the list of classification titles included in this study. There are 121 classifications titles included in this review and plan update. Note that some of these classifications are not currently filled with employees. Exhibit 3E Employees by Department Department # of Emps % of Total Finance % Food Services % Human Resources 5 0.3% Instruction 1 1, % Instruction % Maintenance % Print Shop 3 0.2% Pupil Personnel % Special Education % Superintendent % Support % Technology % Transportation % Varies 5 0.3% Total 1, % Source: Evergreen Solutions, December 2014 Pag Evergreen Solutions, LLC Page 3-6

21 Assessment of Current Conditions Exhibit 3F SPS Classification Titles SPS Classification Titles Accounting & Purchasing Technician II Deputy Superintendent Accounting Technician I Director of Facilities and Planning Accounting Technician II Director of Human Resources Accounting Technician III Director of Special Education Administrative Secretary Director of Technology Alternative School Principal Educational Diagnostician Assistant Director Finance Elementary School Assistant Principal Assistant School Nurse Elementary School Principal Assistant Warehouseman Executive Director of Finance Building Maintenance Mechanic Family Service Worker Bus Mechanic File Clerk Buyer Food and Nutrition Services Field Manager Cafeteria Associate General Teacher Assistant Cafeteria Associate (Less Than 5 Hours) General Teacher Assistant (HQ) Cafeteria Manager (Elem and Middle) Gifted Resource Teacher Cafeteria Manager (High) Guidance Counselor (10 Mo) Clerk/Dispatcher Guidance Counselor (12 Mo) Coordinator of Career & Technical Education Head Custodian Coordinator of Compensatory Programs High School Assistant Principal Coordinator of Food and Nutrition Service High School Principal Coordinator of Human Resources Human Resources Technician Coordinator of Pupil Personnel Information Systems Technician I Coordinator of Technology Interpreter (Certified I) Coordinator of Transportation Interpreter (Non-Certified) Cued Speech Transliterator ISAEP Advisor Custodial Services Foreman Lead Bus Mechanic Custodian (12 Mo - 6hr) Legal Secretary Custodian 10 Month Maintenance Helper Custodian 12 Month Media Assistant Data Utilization Manager Media Specialist (10 Mo) Dean of Students Middle School Assistant Principal Delivery Driver Middle School Principal Evergreen Solutions, LLC Page 3-7

22 Assessment of Current Conditions Exhibit 3F (Continued) SPS Classification Titles Network Technology Technician I Nursing Instructor Operation Foreman Parent Relations Facilitator Printer Public Information Assistant Public Information/Community Relations Officer Purchasing Manager Purchasing Technician I Reading Coach Receptionist I (10 Mo) Receptionist I (12 Mo) Receptionist II (12 Mo) Routing Specialist School Board Attorney School Bookkeeper School Bus Aide School Bus Driver School Bus Driver Trainer School Crossing Guard School Nurse (BS) School Nurse (RN) School Psychologist School Secretary School Secretary/Bookkeeper School Social Worker Secretary Service Technician Shop Foreman Source: Evergreen Solutions, December SPS Classification Titles Shipping and Receiving Clerk Special Education Compliance Specialist (10 Mo) Special Education Teacher Assistant Special Education Teacher Assistant (HQ) Speech Pathologist Speech Pathologist Intern Superintendent of Schools Supervisor of Finance Supervisor of Food and Nutrition Services Supervisor of Health Services Supervisor of Instruction for Special Education Secretary to the Superintendent Supervisor of Print Services Supervisor of Testing and Research Teacher Teacher - Special Education Technology Developer Technology Technician I Technology Technician II Textbook Clerk Textbook/Records Technician Tradesworker - Journeyman Tradesworker - Master Transition Specialist Video Specialist Vocational Assessments Assistant Vocational Assessments Specialist Wellness Coach Pag Evergreen Solutions, LLC Page 3-8