Employee Advancement System

Board of Education Retreat September 2014

More information can be located at

http://www.marietta-city.org/aboutus/boe/keyprojects.php

Non-TKES/LKES Update

Board approved Performance Management process and tools in June Trained over 120 employees in July and August

• District Leaders 19% • Principals 9% • Assistant Principals 7% • Contributing Professionals 65%

Training Feedback

Response to Feedback

Goal-writing Help Sessions the week of September 8 Performance Management Handbook with step-by-step instructions

Timeline •Strategic Initiative Action Plans •Department Work Plans •Self-Assessment on Elements of Excellence (Section II)

Aug 29

•Draft Performance Goals (Section I) •Draft Development Goals (Section IV) Sept 12

•Meet with Supervisor to Review and Refine Sept 26

•Final Approval of Goals Sept 30

•Mid-year Review * Jan 30

•End of Year Review for Contributing Professionals April 30

•End of Year Review for District Leaders June 30 * Significant performance issues that could affect contract renewal for certified staff must be addressed at this time and a corrective action plan developed

Compensation Redesign Plan Update 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.

Our Commitment! -5 Core Principles-

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

We aspire to: We want to avoid:

• Pay competitive salaries to effective teachers

• Have a system that our teachers trust and have pride in

• Increase a teachers professional knowledge by providing support for advanced degrees

• Provide teachers an opportunity to make more earlier in their careers though enhanced roles

• Paying effective teachers non-competitive salaries

• Building a system that is not grounded on collective trust

• Rush into a system that compromises the 5 core principals

• Developing a non-sustainable model

Employee Advancement System for Teachers

Advanced Degree - Tuition Reimbursement

Professional Pathways

(Roles)

Yearly Effectiveness

Raise

Ongoing Professional Development

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 new teacher roles, recalibration of pay for advanced degrees, continued research on effectiveness pay

• Present findings of Teacher Effectiveness Taskforce to BOE in Dec. 2014

• Potential full implementation

• Based upon teacher effectiveness determination!

Timeline Phased-In Approach for Teacher Compensation Redesign

-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 effective teachers o Approved by MCS BOE in December 2013; went into effect fall of FY15

Illustration of Tuition Reimbursement

In Progress

-Phase II- Pilot Enhanced Teacher Roles

• New (Enhanced) Teacher Roles o Purpose: Increase career ladder, professional pathway opportunities for

teachers; pay more sooner o Goal: Attract and retain highly effective teachers to ultimately increase

student achievement o Approved by MCS BOE in March 2014;

FY15 EXCEL PROFESSIONAL TEACHER PATHWAYS* New Enhanced

Roles Continuation of Current Roles

School-Based Positions

District-Level Positions

• PLC Leader • Extended Learning

Program Leader • New Teacher

Mentor

• Dept. Heads • Team Leaders • RtI Coordinator • 504 Coordinator

• School Improve. Spec.

• Interventionist • IB Coordinator

• Instructional Coach

• SPED Lead Teacher

• Literacy Int. Specialist

*The evaluation and expansion of Excel Teacher Pathways will be an ongoing process to enhance MCS value proposition.

In Progress

-Phase II- Enhanced Roles - Expansion

In Progress

• Strategic Implementation Process

Monitor and evaluate implementation of enhanced teacher roles pilot

Consider and develop additional enhanced teacher roles

Present 2015-16 plan and budget to Board

Select teachers for new roles

September 2014

October 2014

January 2015

March 2015

Employee Advancement System for Teachers

Advanced Degree - Tuition Reimbursement

Professional Pathways

(Roles)

Yearly Effectiveness

Raise

Ongoing Professional Development

Intermediate Steps Taken

• With the support of a DOE grant, engaged Greenway Strategy Management to assist in the further development of compensation redesign for teachers

• Explore ERS model along with additional options • Conduct detailed salary schedule analysis to ensure competiveness

(attractiveness)

• Continued engagement of Teacher Effectiveness Taskforce

• Raised salaries for beginning teachers • Adjusted salaries for mid-level teachers (i.e., those on

steps 7-12 with a bachelor's degree, or steps 7-14 for those with a master's degree)

PROJECTED ENROLLMENT (FTE) 8613 9,098 9,098 9,098 9,280 9,466

REVENUES FY14 FY15 FY16 FY17 FY18 FY19

LOCAL TAX REVENUE (advalorem and excise taxes, intangible taxes, RETT, net of collection fee to the City) 44,282,091 43,790,438 44,763,908 45,885,168 47,122,208 48,402,662

NET QBE REVENUE FROM STATE (net of QBE earnings, local fair share and austerity) 34,451,450 35,484,994 36,549,543 37,646,030 39,151,871 40,717,946

OTHER REVENUE (State grant revenue, miscellaneous local revenue) 1,790,000 1,490,000 1,494,470 1,501,942 1,509,452 1,524,547

FEDERAL REVENUE (Erate) 375,740 380,000 350,000 350,000 350,000 350,000

PROJECTED TOTAL GENERAL FUND REVENUES 80,899,281 81,145,431 83,157,921 85,383,140 88,133,531 90,995,154

EXPENDITURES 81,293,088 82,008,762 84,469,025 87,003,095 89,613,188 92,301,584

PROJECTED DEFICIT (393,807) (863,331) (1,311,104) (1,619,955) (1,479,657) (1,306,430)

Budget Illustration Initial 5-Year Projection

Needs Revisiting

What’s Next?

• Complete Phase II of the Compensation Redesign Project as scheduled: o Comprehensive salary study to ensure competiveness o Explore emerging models of compensation redesign and assess feasibility for MCS

• This component is influenced by the implications of TKES. o Continued engagement of Teacher Effectiveness Taskforce and other stakeholders o Monitoring and support of enhanced teacher roles; plan for possible expansion o Provide update to Board of Education in December 2014; provide

recommendations for next steps in spring of 2015 o Continued implementation of tuition reimbursement for advanced degrees o Developing an Excel marketing and communication plan o Collaboratively researching the impact of advanced degrees with Kennesaw State

University

Getting it Right

The district MUST: o Establish a compensation system that is BOTH attractive

(competitive) and sustainable o Ensure a fair, equitable, comprehensive evaluation system that is

appropriately connected to performance o Develop proper transition and transfer processes (Tuition

Reimbursement and new hires) o Continue to evaluate the entire MCS value proposition o Explore compensation redesign for ALL certified employees

including those serving in leadership capacities (Currently underway)

• MCS Elements of Excellence – Connect, Engage, Create, & Deliver