There are three general factors that determine most public school teachers’ base salaries (which are usually laid out in a table called a salary schedule). The first is where they teach; districts vary widely in how much they pay. The second factor is experience. Salary schedules normally grant teachers “step raises” or “increments” each year they remain in the district, though these raises end at some point (when teachers reach the “top step”).
The third typical factor that determines teacher salary is their level of education. Usually, teachers receive a permanent raise for acquiring additional education beyond their bachelor’s degree. Most commonly, this means a master’s degree, which roughly half of teachers have earned (though most districts award raises for accumulating a certain number of credits towards a master’s and/or a Ph.D., and for getting a Ph.D.). The raise for receiving a master’s degree varies, but just to give an idea, it is, on average, about 10 percent over the base salary of bachelor’s-only teachers.
This practice of awarding raises for teachers who earn master’s degrees has come under tremendous fire in recent years. The basic argument is that these raises are expensive, but that having a master’s degree is not associated with test-based effectiveness (i.e., is not correlated with scores from value-added models of teachers’ estimated impact on their students’ testing performance). Many advocates argue that states and districts should simply cease giving teachers raises for advanced degrees, since, they say, it makes no sense to pay teachers for a credential that is not associated with higher performance. North Carolina, in fact, passed a law last year ending these raises, and there is talk of doing the same elsewhere. Read More »
The National Council on Teacher Quality (NCTQ) has released a brief report on teacher salary schedules since the recession.
NCTQ looks at 41 of the 50 largest districts in the U.S. (i.e., all but nine responded to the survey). Between 2008-09 and 2011-12, four out of five of these districts froze pay at least once. As would be expected, districts did so in different ways – sometimes by freezing step increases (or awarding them without associated raises), sometimes via lower (or no) cost of living adjustments, etc. It’s compelling evidence that public school teachers, like most U.S. workers, have felt the pain from the recession. This is useful information (also check out NCTQ’s TR3 database, a terrific resource).
There are, however, a couple of points worth mentioning about salary schedules, which may seem picky (or even obvious), but they do bear on the data presented in this report. Read More »
Our guest author today is David B. Cohen, a National Board Certified high school English teacher in Palo Alto, CA, and the associate director of Accomplished California Teachers (ACT). His blog is at InterACT.
As we settle into 2013, I find myself increasingly optimistic about the future of the teaching profession. There are battles ahead, debates to be had and elections to be contested, but, as Sam Cooke sang, “A change is gonna come.”
The change that I’m most excited about is the potential for a shift towards teacher leadership in schools and school systems. I’m not naive enough to believe it will be a linear or rapid shift, but I’m confident in the long-term growth of teacher leadership because it provides a common ground for stakeholders to achieve their goals, because it’s replicable and scalable, and because it’s working already.
Much of my understanding of school improvement comes from my teaching career – now approaching two decades in the classroom, mostly in public high schools. However, until six years ago, I hadn’t seen teachers putting forth a compelling argument about how we might begin to transform our profession. A key transition for me was reading a Teacher Solutions report from the Center for Teaching Quality (CTQ). That 2007 report, Performance-Pay for Teachers: Designing a System that Students Deserve, showed how the concept of performance pay could be modified and improved upon with better definitions of a variety of performance, and differentiated pay based on differentiated professional practice, rather than arbitrary test score targets. I ended up joining the CTQ Teacher Leaders Network the same year, and have had the opportunity ever since to learn from exceptional teachers from around the country. Read More »
As most people know, the majority of public school teachers are paid based on salary schedules. Most (but not all) contain a number of “steps” (years of experience) and “lanes” (education levels). Teachers are placed in one lane (based on their degree) and proceed up the steps as they accrue years on the job. Within most districts, these two factors determine the raises that teachers receive.
Salary schedules receive a great deal of attention in our education debates. One argument that has been making the rounds for some time is that we should attract and retain “talent” in the teaching profession by increasing starting salaries and/or the size of raises teachers receive during their first few years (when test-based productivity gains are largest). One common proposal (see here and here) for doing so is reallocating salary from the “top” of salary schedules (the salaries paid to more experienced teachers) down to the “bottom” (novice teachers’ salaries). As a highly simplified example, instead of paying starting teachers $40,000 and teachers with 15 years of experience $80,000, we could pay first-year teachers $50,000 and their experienced counterparts $70,000. This general idea is sometimes called “frontloading,” as it concentrates salary expenditures at the “front” of schedules.
Now, there is a case for changes to salary schedules in many places – bargained and approved by teachers – including, perhaps, some degree of gradual frontloading (though the research in this area is underdeveloped at best). But there is a vocal group of advocates who assume an all-too-casual attitude about these changes. They seem to be operating on the mistaken assumption that salary schedules can be easily overhauled – just like that. We can drastically restructure them or just “move the money around” without problem or risk, if only unions and “bureaucrats” would get out of the way.** Read More »
** Also posted here on “Valerie Strauss’ Answer Sheet” in the Washington Post
One of the central policy ideas of market-based education reform is to increase both the risk and rewards of the teaching profession. The basic idea is to offer teachers additional compensation (increased rewards), but, in exchange, make employment and pay more contingent upon performance by implementing merit pay and weakening job protections such as tenure and seniority (increased risk). This trade-off, according to advocates, will not only force out low performers by paying them less and making them easier to fire, but it will also attract a “different type” of candidate to teaching – high-achievers who thrive in a high-stakes, high-reward system.
As I’ve said before, I’m skeptical as to whether less risk-averse individuals necessarily make better teachers, as I haven’t seen any evidence that this is the case. I’m also not convinced that personnel policies are necessarily the most effective lever when it comes to “attracting talent,” and I’m concerned that the sheer size of the teaching profession makes doing so a unique challenge. That said, I’m certainly receptive to trying new compensation/employment structures, and the “higher risk, higher reward” idea, though unproven in education, is not without its potential if done correctly. After all, teacher pay continues to lose ground to that offered by other professions, and the penalty teachers pay increases the longer they remain in the profession. At the same time, there is certainly a case for attracting more and better candidates through higher pay, and nobody would disagree that accountability mechanisms such as evaluations and tenure procedures could use improvement in many places, even if we disagree sharply on the details of what should be done.
There’s only one problem: States and districts all over the nation are increasing risk, but not rewards. In fact, in some places, risk is going up while compensation is being cut, sometimes due to the same legislation. Read More »
The debate over how best to restructure teacher salary systems is older than I am—with good reason: Instructional salaries represent roughly 40 percent of current K-12 public school expenditures. And some of the arguments for changing current salary structures make sense, at least in theory.
For instance, there is a case for tying step increases (typically awarded according to years of service) to additional measures, such as strengthened evaluation systems and curriculum-linked professional development (as is the case in the recently-ratified Baltimore contract). These types of changes, if they are bargained and approved by teachers, could be of real benefit to all stakeholders.
At the same time, it’s unfortunate that some of the talking points used commonly by those who wish to overhaul teacher salary systems are rather misleading and oversimplified. Not only do they sometimes seem designed to inspire outrage against teachers, they also tend to obscure or ignore important facts about the relationship between teacher pay and teacher quality. Three such arguments seem particularly pervasive. Read More »