A Profile of Georgia s Non-Teaching Educator Workforce

1. A Profile of Georgia�s Non-Teaching Educator Workforce

2. Introduction Georgia�s non-teaching educator workforce includes the administrative and student services personnel. Administrative personnel: RESA Directors, Superintendents, Assistant Superintendents, and Directors of Human Resources, Technology, Vocational Education, Special Education, Kindergarten, Pre-Kindergarten, Athletics, and Curriculum and Instruction. Student services personnel: Counselors, Media Specialists, Speech and Language Pathologists, School Psychologists, and School Social Workers.

3. Methodology Data were extracted from the Certified Personnel Information Report (CPI), which is provided annually by the Georgia Department of Education. Analyses were performed at the school system, RESA, and state levels.

4. Georgia�s Non-Teaching Educator Workforce

5. Georgia�s Educator Workforce In FY02, Georgia�s public educator workforce numbered 116,292. Of this total 16,822 (14.5%) were administrative and student services personnel.

6. Georgia�s Non-Teaching Educator Workforce By RESA, FY02

7. Demography of Administrative Personnel In FY02, 7,475 administrative personnel were employed in Georgia public schools, accounting for 6.4% of the 116,292 FY02 educator workforce. Georgia�s administrative personnel workforce had an average annual growth rate of 2.67% between FY97 and FY02. It is expected that this situation will occur for superintendents, since Assistant superintendents are mostly female. It is expected that this situation will occur for superintendents, since Assistant superintendents are mostly female.

8. Demography of Administrative Personnel Female Principals surpassed male Principals for the first time in FY00. 2,048 Principals and 2,631 Assistant Principals were employed in FY02. Both the Principals and Assistant Principals are predominantly female; 55.1% and 54.6%, respectively. It is expected that this situation will occur for superintendents, since Assistant superintendents are mostly female. It is expected that this situation will occur for superintendents, since Assistant superintendents are mostly female.

9. Administrative Personnel RESA Directors, Superintendents, and Athletic Directors remain predominantly White males, while Special Education and Curriculum Directors are White and female. Technology and Vocational Education Directors are more diversified with regard to gender. The Metro RESA employed a total of 2,448 (32.75) administrative personnel in FY02.

10. Administrative Personnel Vocational Education and Pre-Kindergarten Directors declined from FY01 to FY02. These personnel categories need to be strengthened at this time to ensure that no child is left behind. The numbers of Pre-Kindergarten (20) and Vocational Education (157) directors indicate that some school systems do not have any.

11. Administrative Personnel Administrative personnel are a very highly educated group of individuals. Most hold Education Specialist degrees (55.65%).

12. Administrative Personnel

13. Attrition Rates in FY01 by RESA

14. Demand of Administrative Personnel The age and experience of Principals and Assistant Principals who left suggest that they are not all leaving due to retirement. Many are understandably lost due to promotion. If the growth rate continues, 8,559 administrators will be needed in FY07 and 10,047 in FY12.

15. Demand of Administrative Personnel Most administrative positions are filled from within each RESA (94.5% in FY02). Hence, personnel mobility across the school systems remains low (1-4%). In terms of percentage, Southwest Georgia, Griffin, Chattahoochee-Flint, and Middle Georgia RESAs have some of the highest attrition rates among Principals and Assistant Principals.

16. Mobility of FY02 Administrative Personnel

17. Supply of Administrative Personnel The largest source of administrative personnel in FY02 was retention (84.5%). 80-90% of administrative positions are retained from year to year and most of the others are filled by promotions from other personnel categories (13.1% in FY02). Only 1-3% of administrators tend to be hired from outside the public school system (2.4% in FY02).

18. Sources of FY02 Administrative Personnel

19. Demography of Student Services Personnel 9,347 student services personnel were employed in FY02, an increase of 6.3% from FY01. Georgia�s student services personnel workforce has an average annual growth rate of 5.25% between FY97 and FY02.

20. Student Services Personnel Student services personnel need to be more ethnically diverse, especially with the rapid increase in the enrollment of Hispanic students. Student services personnel typically are female, White, with a graduate degree.

21. Student Services Personnel Student services personnel are a highly educated group with a Masters degree as the norm (62%). Student services personnel tend to be younger than administrative personnel, but do not last as long as administrative groups do in the workforce.

22. Demand of Student Services Personnel

23. Demand for Student Services Personnel The highest attrition rate occurred in the Speech and Language Pathology personnel group. This personnel group accounted for 21.1% of all student services personnel attrition in FY01 and 25.6% of new hires in FY02. Attrition is very high among Media Specialists and very low among School Psychologists and School Social Workers. If the current rate of demand continues, 11,709 student services personnel will be needed in FY07 and 15,093 in FY12.

24. Mobility of FY02 Student Services Personnel

25. Supply of Student Services Personnel More than 90% of Georgia�s student services personnel are retained from year to year, except for Speech and Language Pathologists, Media Specialists, and Elementary Grades Counselors, where only 80% to 85% are retained. A large percentage of the new student services personnel are employed in the Metro RESA, accounting for 42.23% in FY02.

26. Sources of FY02 Student Services Personnel

27. Conclusions The largest source of both administrative and student services personnel in FY02 was retention. Both personnel groups have increased in number from FY01 to FY02. It is hoped that this report on the personnel characteristics, hiring and attrition patterns will help Georgia�s school systems plan for and provide the appropriate teaching and learning environment to ensure that no child is left behind.

28. Recommendations Attention should be placed on Pre-K, Special Education, and Vocational Education Directors, in order for the state to meet the NCLB Legislation. A study is recommended to probe into the reasons Principals and Assistant Principals leave at the rate they do. Also, investigation is required to examine the reason(s) for the high turn-over rates amongst Speech and Language Pathologists. Some administrative personnel groups need to be more ethnically diversified.