Read the full reports: The Future of Teacher Compensation
Current State Policies that Reform Teacher Pay
Washington, DC – The Center for American Progress today released two new reports about the issue of teacher compensation in public education. There is a long, failed history regarding attempts to change the current teacher compensation system. The single salary schedule has had remarkable staying power—it is easy to understand and administer; it is predictable; and teachers believe it is fair and objective. But it has its limitations: it has not produced competitive salaries in the current job market, it does not respond to market forces, and the evidence linking teacher education and experience to improved student performance is weak. Pay-for-performance proposals are designed primarily to improve student academic outcomes. They also often address other policy problems including the distribution of high quality teachers in hard-to-staff schools and the recruitment and retention of teachers in shortage fields such as science, math, special education, and second language acquisition. How reformers frame pay-for-performance proposals is as critical to their success, if not more so, than the particular features of the plans.
The Denver experience is an example of doing teacher compensation reform the right way, created with the full cooperation and involvement of the local union, the Denver Colorado Teachers Association, an affiliate of the National Education Association. This case is outlined in “The Future of Teacher Compensation.” Evidence is sparse regarding the effectiveness of pay-for-performance reforms to increase student achievement. Nonetheless, efforts to change compensation over the past decade or so—both the successes and the failures—provide considerable information about what it takes to make pay-for-performance systems work in schools:
- Reforms cannot be designed as punitive management tools, and they cannot be a sorting process. They must be inclusive and part of a systemic effort to build the capacity of the district to help teachers help students.
- The purpose of the alternative system must be clear, whether it is to improve student achievement, improve recruitment and/or retention, attract teachers to shortage teaching fields, attract teachers to hard-to-staff schools, or some combination of goals.
- Teacher buy-in is a must. The new system cannot be imposed on teachers; it must be developed with them. Teachers need to be involved in all aspects of the design, implementation, and evaluation of a new system, and that system eventually should be part of the collective bargaining agreement or memorialized in memoranda of understanding.
- Redesigning the teacher compensation system is not an event. It is a work in progress that must be adjusted and refined as experience with the system grows.
It takes time to do it right. Haste has been the undoing of many efforts to change the compensation system. Redesigning the compensation system cannot be mandated from on high. It requires time to develop the teacher-management trust necessary for a successful system, design and evaluate the components of the program, communicate the program to get broad teacher and community buy-in, and build the missing pieces for the system.
Additional money is also essential. Money must be available to design, implement, and sustain the program. New systems cannot be created merely by slicing and dicing existing dollars; they cannot be done on the cheap. Yes, schools and districts need to spend existing money better, but it will also take additional resources to develop a professional compensation system designed to improve instructional practice and increase student achievement.
Read the full reports: The Future of Teacher Compensation
Current State Policies that Reform Teacher Pay
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