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Strategic Compensation Independent

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Jon Eckert

on 3 December 2013

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Transcript of Strategic Compensation Independent

Strategic compensation:
Aligning resources for effective teaching and learning

Jon Eckert
Compensating teachers for contributing to organizational priorities
Current compensation and evaluation
Aligning teaching and learning
Strategic compensation
What are the current economic incentives that are available to educators in the United States?
Predictable pay raises for experience
Incentives for advanced degrees: $14.8 billion annually (Miller & Roza, 2012)
Solid benefits
Time off
Good pensions
Potential for early retirement
Me in IL: retired at 55 with 75% of the average of my top five years of compensation after getting a 6% multiplier the last 4 years
Do these incentives recruit and retain the types of teachers we need?
Budget crises
"Multiple measures" issue
Lack of educator voices
Complexity of issues
Teacher salaries are 60-80% of most LEA budgets
Appeal of the status quo
Is the single salary schedule the fairest way to pay teachers?
93% of all public schools use the single salary schedule
Began in 1950s to protect against racial and gender bias
Consistent and predictable
Is not flexible and may not reward what schools most want
Example: Wheaton Public Schools 2012-2013 Salary Schedule:
21st year MA+60: $104,941
5th year BA: $45,673
Difference: $59,268
POINT study (2010) - bonuses for test scores do not significantly increase student achievement
RAND study (2011) - NYC public schools - bonuses have no effect
How much is a good teacher worth?
Three minutes
Three minutes
Three minutes
A teacher who is one standard deviation above the mean in measures of effective teaching produces over $400,000 in added earnings for her class of twenty students (Hanushek, 2011).
Another study suggests that “the parents of a classroom of average size should be willing to pool resources and pay this teacher approximately $130,000 ($4,600 per parent) to stay and teach their children during the next school year” (Chetty, Friedman, Rockoff, 2011, p. 51).
Increasing effective teaching requires a comprehensive approach that allows teachers to develop competence, autonomy, and spread expertise.
2010 Study for Capitol Hill
Teacher Incentive Fund
$1.2 billion dollars since 2006
Over 100 sites from 4 rounds
Studied 13 sites
1) Start with a solid base salary
2) Work with teachers - create plan "with" them - do not do it "to" them
3) Think strategically about shared values and goals
4) Look for ways to increase autonomy and leadership opportunities for teachers
5) Reward what best serves students
6) Think about pay for contribution
7) Think broadly about incentives - including teams (Jackson & Brueggman, 2010)

How do you have the conversation?
Involve teachers from the beginning
Not for buy-in - for collective expertise
Begin with the incentives in the current system
Discuss shared values
Ask - How do we best use our resources to serve our students?

What advantages do independent schools have that will allow you to take the lead in changing the way we think about compensation?
2013 Study for Capitol Hill
1) Rigorous and accurate evaluation must take place in order to provide educators with realistic and meaningful feedback on their performance and a clear path toward improvement.
2) Compensation is a key factor, but must be aligned with other aspects of human capital management to support improvements in instruction.
3) Supporting teachers as individuals as well as teams creates a collaborative environment that emphasizes learning and improvement.
4) Leadership positions with substantial autonomy and additional compensation attract effective educators to high-need schools.
5) The experiences of schools and districts implementing reforms can have a significant impact on policy at the state and local level.
This can be true for independent schools as well.
What are your school's strategic priorities?
Three minutes
Full transcript