Employee Advancement System

(1)

Employee

Advancement

System

GASPA Presentation

Compensation Redesign Update

More information can be located at

(2)

MISSION STATEMENT

To prepare each of our students, through

academic achievement, for college,

career and life success.

VISION STATEMENT

To be the school system of choice.

Marietta City Schools

For employees For parents For students For our community

(3)

Our Commitment!

-5 Core Principles to Reach Our Vision-

Attract

a high-potential

workforce

Retain

a high-performing

workforce

Leverage

expertise for continuous

improvement in

district-wide employee

effectiveness

Align

a high-performing

workforce to support

district

strategies and

performance goals

Compensate

a high-performing

workforce in a

Fiscally

Sustainable

way

(4)

Why ‘Get it Right’?

Educators Matter!

Students Matter!



_Attract



_Retain



_Leverage



_Inspire



_Engage



_Educate

(5)

Phase I – FY14

Phase II – FY15

Phase III – FY16

• Research and planning, job

descriptions of new roles,

outreach initiatives, seed

funding, implementation of

new evaluation system

(TKES), BOE approval

• Engagement of Teacher

Effectiveness Taskforce

• Pilot enhanced teacher

roles, recalibration of pay

for advanced degrees,

continued research on

effectiveness pay model

• Present feedback from

Teacher Effectiveness

Taskforce to BOE in Dec.

2014

• Potential full

implementation

• Based upon teacher

effectiveness

determination!

• Potential expansion of

enhanced teacher roles

• Continued modeling to

ensure fiscal sustainability;

monitor changes to state

funding

Timeline

(6)

Phase II-

Tuition Reimbursement

• Transition to Tuition Reimbursement

o

Purpose: Provide opportunities for teachers to earn advanced degrees

o

Goal: Increase teacher effectiveness in a manner that is aligned with

district goals and research; attract and retain highly capable teachers

o

Approved by MCS BOE in December 2013; went into effect fall of FY15

Illustration of Tuition Reimbursement

*MCS is currently engaged in a research collaborative with Kennesaw State University to investigate how to best leverage advanced degrees.

P Attract

P Retain

P Leverage

P Align

(7)

Tuition Reimbursement Update

Strategic Professional Development

Key Learnings:

Greatest strength

– Ability to steer advanced

degrees into hard-to-fill/priority areas

Greatest risk

– Market competitiveness/Market

Change

Consideration:

Position as scholarship

opportunity, incentive opportunity for

high-performers.

(8)

Pilot Enhanced Teacher Roles

Enhanced Roles

• Piloted three new roles this year.

o Defined selection process o Defined evaluation process

o Defined deliverables/expectations

• Professional Learning Community Lead

–

11 school-based; 1 district scope (Arts); $5,000 - $12,000

• Extended Day Coordinators

– 2; $1,700 - $5,500

• New Teacher Mentor

–

83; $2,000 - $3,000

o Need build in opportunity to customize to new teacher needs

o Identify supplement implications when mentor/mentee assignments change mid-year o Tighten qualifications/lighten deliverables

P Attract P Retain P Leverage P Align P Sustain

(9)

Evaluation Tool Design/Rollout

- “Professional Contributor” Tool –

Non-TKES/LKES Certified Contributors

- Trained/rolled August 2014

- Cascading Goals – powerful connection,

powerful discussion

- Update position description/Performance

goal setting

(10)

ERS Recommendation

Details:

oAnnual raises vary by effectiveness

oTeachers in lowest quintile (bottom 20%) receive no effectiveness increase

oEffectiveness (pay) salary increases replace current automatic step comp. system oExperience steps (exp. steps) will continue to accrue independent of effectiveness

Why effectiveness pay increases?

oCreate opportunity for effective teachers to accelerate earnings and increase lifetime earning potential

oAnnual raises, with a vast majority of teachers receiving at least the current avg. step increase oCreate reinvestment opportunities by not increasing pay for non-effective performing teachers

10

Table: Avg. Effectiveness Pay and Maximum Steps in New System

Notes:$766 is average step increase; $842 is 10% more, and $919 is 20% more

Quintiles: Bottom 20%

20

th

_{- 40}

th

_%

₄₀

th

_{- 60}

th

_%

₆₀

th

_{- 80}

th

_%

_{Top 20%}

Effectiveness Pay > Year 1

$0

Effectiveness Pay > Year 2

$766

Effectiveness Pay > Yrs.

3-30

$0

$766

$842

$919

Quintiles: Bottom 20%

20

th

_{- 40}

th

_%

₄₀

th

_{- 60}

th

_%

₆₀

th

_{- 80}

th

_%

_{Top 20%}

Exp. Year Cap

--

Year 15

Year 30

Table: Maximum Pay Caps for Effectiveness Pay:

? Attract

? Retain

P Leverage

P Align

(11)

Effectiveness Steps

Opportunities….

o

The growth model for TKES is still in development.

o

We must ensure equity for teachers of both

non-state and non-state tested subjects.

o

We need to avoid short-term, non-sustainable

rewards.

o

While we must continue to implement strategic

resource allocation (time, people, & funding) -

salary competiveness WILL cost more (see

budget illustration).

o

Potential changes in state funding (FTE formula,

T&E)

P Attract P Retain P Leverage P Align P Sustain

(12)

“Base+” Compensation Build Model -

DRAFT

• Pay positions up to state doctorate level

• Pay “course complexity” supplement on top of state

base (doctorate level) for identified positions;

• Pay hard-to-fill/priority incentive on top for identified

positions;

• Pay supplement for district/state/national recognition

• Phase in approach

Objectives:

• Must ensure competitive at Base+Course Complexity

compensation level

• Must ensure higher payor when add hard-to-fill incentive

(13)