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Decatur board weighs 2%–3% COLA, targeted step 'cleanups' to lift mid‑career teachers
Summary
City Schools of Decatur staff presented FY27 compensation options ranging from a districtwide 2%–3% COLA to targeted 'step cleanup' plans that would raise mid‑career teachers' placements; board endorsed a $4/hour bus‑driver option and asked staff for multiyear cost estimates to move specific teacher cohorts up the ranking.
City Schools of Decatur staff presented options for FY27 compensation on Jan. 13, proposing districtwide cost‑of‑living adjustments (COLA) and potential level‑setting for certain job categories.
Chief of Human Resources Edina Walker said the district’s priorities are competitiveness and retention, noting gains over previous years that have improved the district’s teacher salary ranking in the metro cohort. "Our continued goal is to position total compensation within the top quartile among metro area districts," Walker said.
Two high‑level options were shown: a conservative package including a 2% COLA and a $2/hour bus driver level set (estimated salary‑only cost roughly $1.8 million), and a more aggressive package with a 3% COLA and a $4/hour bus driver level set (salary‑only cost just over $2.0 million) before benefits. Staff emphasized the district would also consider step increases where eligible.
Board members focused on whether a flat COLA or targeted adjustments would better move large teacher cohorts—particularly the T5 masters group (about 133 teachers)—higher in metro rankings. Several members urged staff to run cost scenarios showing what it would take to shift that cohort up one comparative position and how such a change would ripple throughout other pay scales.
There was consensus on two immediate priorities: pursue the higher bus‑driver level set ($4/hour) discussed at retreat, and return in March with fiscal impact analyses, including multiyear scenarios for step cleanups, affordability assessments, and how proposed changes would affect benefits and the overall budget.
Quotes from the meeting reflect the tradeoffs: one board member said, "If we move that bucket up, what has to happen to all the buckets around it in order to keep those scales fairly consistent?" Another asked staff to model a multiyear plan so the board can weigh a phased approach.
What’s next: Staff will provide cost estimates for (a) a 2% vs. 3% COLA, (b) $2 vs $4 bus‑driver level sets, and (c) step‑cleanup scenarios that show one‑position movements for targeted cohorts and the total budget impact in salary and benefits; the finance department will incorporate the results into the March budget draft.
Ending: The board framed the next steps as analytic: run concrete dollar estimates so members can decide between a broad COLA and targeted step adjustments.
