1. Linking Compensation to Student Growth

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

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

4. 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).

5. It’s all about results

6. It’s all about results

7. 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

8. 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

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

10. 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

11. 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

12. 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

13. The results are in

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

17. 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

18. 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

19. 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

20. 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

21. 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

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