Linking Compensation to Student Growth

Today’s outcomes Who we are What we did Why we did it How we did it

Largest elementary district Majority minority Innovative programs Culture Collaborative Results-focused High community expectations Strong community partnerships Who we are

Our mission & goals Get to grade Close the gap Top 10% Students who have attended District 54 schools for at least one year will be at grade level in reading and math upon entering third grade as measured by Measures of Academic Progress (MAP). Close the gap Each school will close the achievement gap for all students in reading and math as measured by both district and state assessments. Top 10% Each school will perform at or above the 90th percentile (top 10% nationally) in meeting individual student growth targets in reading and math as measured by Measures of Academic Progress (MAP).

It’s all about results

It’s all about results

MAP Measures of Academic Progress ISAT - not a formative assessment Tool to drive instructional decisions Trend data for program evaluation Provides comprehensive information Individual student Class/teacher School District 3x per year for every student Basis of 90-day SIP & goal setting

MAP Measures of Academic Progress ISAT - not a formative assessment Tool to drive instructional decisions Trend data for program evaluation Provides comprehensive information Individual student Class/teacher School District 3x per year for every student Basis of 90-day SIP & goal setting MAP Measures of Academic Progress

Fiscally sound practices Balanced operating budget Debt free Aaa rating from Moody’s Long-term capital improvement No referendum $12,637 per pupil

What we did Compensation tied to student growth Teacher contract—87% approval rate Support staff contract— 96% approval rate Team vs. individual accountability Unsatisfactory rating = pay freeze Local sustainability Administrators All other employees

What we did 0.5% Enhanced compensation agreement Compensation tied to student growth Teacher contract—87% approval rate Support staff contract— 96% approval rate Team vs. individual accountability Unsatisfactory rating = pay freeze Local sustainability Administrators All other employees 0.5% 1% Meeting district growth targets Year Reading Math Prev. 90th 83rd Current 87th Next Meeting district growth targets Year Reading Math Prev. 90th 83rd Current 87th Next Meeting district growth targets Year Reading Math Prev. 90th 83rd Current 87th Next

Why we did it High priority for our Board of Ed Accountable to our parents Accountable to our taxpayers Recognition of staff members Supports collaborative practices Focused on improved student learning Right thing to do for our students

The results are in

How we did it Effective financial incentives Fair Simple to apply Easy to understand Agreed upon meaningful measures Aligned to district goals Funded locally

Effective financial incentives Fair Simple to apply Easy to understand Agreed upon meaningful measures Aligned to district goals Funded locally Our findings Merit pay Not effective Economically meaningful incentives Money not a true motivator Value added measures = excuses Strong appraisal system Group incentives Teaching is highly interdependent Celebrate collective achievements Creates internal accountability How we did it

Our findings Merit pay Not effective Economically meaningful incentives Money not a true motivator Value added measures = excuses Strong appraisal system Group incentives Teaching is highly interdependent Celebrate collective achievements Creates internal accountability Board of Education Preparation Alternative types of compensation Insurance & health benefits Salary schedule Retirement Comparables with other districts Public & private sector raises Working condition issues District’s long-term financial picture Local sustainability Student growth targets – MAP How we did it

How we did it Board of Education Preparation Alternative types of compensation Insurance & health benefits Salary schedule Retirement Comparables with other districts Public & private sector raises Working condition issues District’s long-term financial picture Local sustainability Student growth targets – MAP Involvement of entire Board Regular updates Board consensus in proposal creation Financial parameters Enhanced compensation Length of contract Agreed to remain united as a Board Agreed upon strategy Entire proposal upfront – no games Any change needed Board approval How we did it

Top 5 reasons Promotes improvement efforts Individual Entire school District wide Embeds teamwork Investment in each other’s success Rewards group accomplishments Strengthens collective ownership

Additional references Redesigning Teacher Pay: A System of the Next Generation of Educators, Susan Moore Johnson and John P. Papay ©2009 Performance Incentives: Their Growing Impact on American K-12 Education, Matthew G. Springer ©2009 Paying Teachers for What They Know and Do: New and Smarter Compensation Strategies to Improve Schools, Allan Odden and Carolyn Kelley ©2002 The Peril and Promise of Performance Pay: Making Education Compensation Work, Donald B. Gratz ©2009 Labor Relations in Education: Policies, Politics and Practices, Todd A. DeMitchell ©2010 Hard Facts: Dangerous Half-Truths & Total Nonsense, Chapter 5, Jeffry Pfeffer and Robert Sutton ©2006

Thank you Andy DuRoss Pete Hannigan Superintendent AndyDuRoss@sd54.org Assistiant Superintendent PeteHannigan@sd54.org