Professional Pay for Teachers in Five Years Not Twenty-one

“How long will it take me to reach the top annual salary in my profession?”, the newly hired teacher asked. Her first-year salary was just above the national average for starting teachers. “Twenty-one years,” the district’s Human Relations officer told her. Twenty-one years.

Why must teachers wait more than two decades before they receive their district’s top salary?

First, let’s set this scenario, one that is so common that it should be accepted as the norm. There is a real difference between the observed and evaluated job performances of first year and veteran teachers. The first year on the job is expected to be a major learning and refining experience for qualified new hires. But, by the young teacher’s third year on the job there is very little difference between the job performances of “high performing” young teachers and “high performing” veteran teachers. Observations and evaluations show that teachers in these two categories equally cause all students in their instruction to successfully learn their respective curricula. Yet, the salaries for “high performing” young teachers and “high performing” veteran teachers are tens of thousands of dollars apart. Why?

The constraint is archaic. It is based upon these three imposed concepts.

1. Local school boards cannot afford to pay all teachers a top salary. There is a planned and artificial distribution of low, mid and high salaries that school boards must maintain to stay within their annual revenues. School board budgets are always sum pre-determined and never sum sufficient.

2. Once a teacher has committed five or more years in a district, it is to their advantage to stay. All new hires start at the bottom of the pay ladder. A teacher who moves to another school district goes back to the beginning of the pay schedule.

3. Teaching is a low-paying profession. The public expects teachers to accept low pay for seasonal (nine months) work.

How wrong is this? The answer is “really wrong.” While it might have been adequate in the 19th century, it certainly is not in the 21st.

I watched woodpeckers drill holes in a 55-foot tall red pine. They were chasing bugs and, to get the daily food the required, they made more than a dozen holes, some four or five inches in diameter and three to four inches deep into the tree trunks. Why is this mentioned? Because that tree was dead but did not know it. Holes drilled by woodpeckers were the tree’s death knell. Within several years’ time the tree above their holes will die from lack of nutrition.

The teaching profession is like the tree; dying and not knowing it. The profession’s slow death is driven by visible and invisible causes. Among the visible causes is “edu-politics.” Public education is an easy and soft target for politicians who want to cut state spending, arouse a voting base with promises of school choice for parents, and find a cause – we need to improve schools by …. Edu-politics is eradicating teachers’ unions and their ability to mount a professional argument. More to the point, in the name of cutting taxes, edu-politicians promise to cut the cost of public education, and 80% of that cost is salary and benefit. Tax reformers hold up each homeowners’ local tax bill and point to the school levy tax. Cutting taxes cuts revenue to schools which requires diminished salaries and benefits which diminishes an interest in the profession of teaching.

The invisible cause of the profession’s death is the low esteem college undergraduates have for teaching. When planning for their post-college careers, college students consider teaching a soft occupation for those disposed toward care giving and social work. It is not the chosen profession for go-getters. And, when comparing earning power, college students see a 21-year pay ladder to a top professional salary that college graduates in other careers can achieve in less than a decade. So, why be a teacher? The answer is, college graduates aren’t.

Sadly, the disease of ed-politics is difficult to eradicate. Politics is what it is. But, the perception of teaching as a valued career choice can be changed.

We return to the original question. “Why must teachers wait more than two decades before they receive their district’s top salary?” The answer is “they must not have to wait.” The solution has two steps. School boards must retain only high performing teachers, and, teacher salaries must be performance based and not experience regulated. At the end of the probationary employment period, only high performing teachers should be provided with continuing contracts. School boards that advance young teachers from probationary educator to continuing contract status based upon the observation and evaluation of the teacher’s professional work should pay a professionally-equivalent salary. And, that is a top-of-the-ladder salary identical to the highest salary an identical “high performing” colleague receives.

Teacher pay ladders must be four or five steps from bottom to top and not twenty-one steps. When school boards take the necessary and decisive action of releasing low performing probationary teachers, they can take the high ground of providing all teachers with appropriate high performing salaries. Teachers who are “high performing” by the end of their third year should be paid a “high performing” salary.

Lastly, there is a widely-held myth that teachers do not teach for the money; they teach so that they can help children learn. While the second part of the statement is very true, money matters to everyone. It matters to those who are teaching and to those who want to teach. Money matters because it connotes value. To attract and retain the “high performing” teachers that our children need, this myth must be debunked and teacher pay must be competitively professional. School boards and school communities, just like all other economic enterprises, get what they pay for and the best educational talent needed today and tomorrow will cost more. It is time to change the antiquated system used to hire and retain teachers.

In the Business of School, No News Is Bad News

When perception is reality, bad news about your school is terrible news, no news is bad news, and good news is the only news with a future. If your local school is not generating and publishing good news about its students, its programs, its teachers or its alums, it is losing ground in the swamp of no news viewed badly. Scan your local news sources to check this out; schools that are working their “good news” enjoy a stronger reputation and a positive perception. Schools for which there is scant good news are seldom even in the communal conversation. After the start and end of this reality check there is one truth: how a community perceives its local school is the school’s responsibility.

Cultivating a good news aura begins when school leadership understands the cycle of school and community relationships. Good news about the school begets good perceptions in the community; good perceptions in the community begets support for the school’s needs; support for the school’s needs begets more school success; and, published school successes beget good perceptions. This cycle is apparent in successful school communities and even more apparent in communities where the local school is invisible in the news. While few powerful processes in successful school organizations are “top down,” cultivating a good news aura is one that is top down. School perception lives in the work of school leaders.

There was a time when “publishing” good school news was singularly lodged in the local newspaper. A school could feed its good news to the “education” reporter and good news articles were widely distributed to community homes and businesses. The concept of “feeding” good school news has not changed, but the conduits now are multiple not singular. The local newspaper remains an important publisher of school news, but school leadership must cultivate each of their community’s news outlets – print, broadcast, and web-based. While there may be an “official” community newspaper, there are many other printed publications that make their way into mail boxes and distribution stands at groceries, gas stations, and markets. Each of these will have its own community of readers and using all available print publications assures a wider spread of good news. Television is a more difficult conduit to cultivate because TV follow the “if it bleeds, it leads” credo, but a continuous feeding of good news to a local station will result in some coverage. Radio on the other hand, especially the proliferation of small FM stations, will transmit good school news to the thousands of homes and businesses where a local station plays daily as background.

Social media has become the queen of a school’s good news network. Postings of brief nuggets of school news are friended, shared, and re-posted with such frequency that a single feeding of a good news story to social media rapidly outpaces a feed to print or broadcast media. While once scoffed at by school leaders, Facebook and Twitter work exceptionally well in getting school news to the socially connected.

Feeding and nurturing a school’s positive perception in its community pays off. While it is easy to connect this positive perception to the success of school referenda issues, that type of pay off happens only once across a span of years. The more immediate pay offs lie in how the school’s public perception attracts new families to live in the community, how its positive reputation advances the future of its graduates, and how its good aura promotes the hiring and retention of talented teachers and educators. When a school enjoys a steady stream of good news spreading throughout its community, that school is a constant source of community pride.

Bad news that turns terrible most often is a thunder bolt that a school cannot anticipate. Equally sad is the fact that every year a handful of schools suffer the tragedy of terrible news. Every school has protocols for responding to bad news turned terrible. A conscientious exercise of these protocols slowly dissolves the tarnish of terrible news. But, sadly, the half-life of terrible news is several decades long.

No news is a stagnating community perception in which many schools find themselves. No news is just that – a lengthy absence of any news about the school. Ironically, no news about a school builds a bad perception. When there is no good news to offset the absence of news, the tendency is to believe that “nothing good must be happening there.” The absence of good news is avoidable. It is correctable. It is a condition that can be reversed and quickly, if there is a concerted leadership effort to assume new practices of publishing good news.

When one wants to, one can find positive, good news stories every day in the life and times of a school. Stories about people. Stories about events. Stories about smiles or even frowns turned into smiles. Stories about children and teachers abound, but do not neglect the seldom reported stories from the cafeteria and kitchen, school bus, and custodial carts. Every person in school can be the source of good news. However, someone must want to see and find and publish the school’s good news.  It starts at the top – if the proliferation of good news is a priority of the superintendent, it will happen. If it is not a priority for the superintendent, it will not.

So, check the current community perception of your local school. Can people you ask cite any recent good news they have read or heard about the school? If they can, give your school a good news high five. If they cannot, your local reality is no news is bad news.

Now, what to do about the truth of your local school. You, yes you, tell the superintendent that “No school news is bad school news. If you (the superintendent) will give me one good news story every week, I will spread the good news.” If ten people did this in your community, the no news is bad news drought would end and a prosperous good news cycle would begin. And, probably the superintendent would quickly assume a new role as the good news “teller” for the schools. Everyone wins when a school engages in a good news cycle.

The Ugly American Transcendent

When I read The Ugly American more than 50 years ago, an archetypal 3-D image affixed in my thinking, one that has emerged as a lens through which to observe phenomenal persons over the past half century.

Yesterday, a populist movement in our nation elevated a very Ugly American to figurehead status. As I lensed this person for more than a year prior to his elevation, I could not find anything noble, elevating, or uplifting in his image. Nothing more than his phenomenal bling and enthusiasms commended my attention. Yet, I will call him Mr. President, as I must.

As footnote, I am disturbed by this phenomenon. However, I am less disturbed by the elevation of this Ugly American than what elevating an Ugly American says about our nation.

Human Talent Is The Key to Tech Advancement

You may read this article as a presentation of an employment concept or as an endorsement of a person; either way, you are right.

Which is more valuable when you are short on each – human talent or tangible, highly desired, working things? Which is the better investment when dollars are scarce? How do you tell people who want things now, “Be patient, please. We’re working on it.” We picked talent and never asked the question again.

Technology in a small school district always has been a conflict of competing interests. Small enrollments produce small revenue streams that must nourish everything the small school strives to do. Small schools wanting to provide contemporary instructional and learning technologies face the wall of reality; technology is expensive. For these reasons, many small schools in the 90s and first decade of 2000 lingered in the backwater of educational technology.

The Gibraltar Schools (Fish Creek, WI) were in that eddy in the late 90s. Our K-12 enrollment of 600 children enjoyed many advantages; first and foremost was a very favorable teacher-student ratio resulting in small class sizes. In ’97 our students had access to two, small iMac computer labs and most teachers had older Apple desktop models in their classrooms. Gibraltar is on the northern Door County peninsula where early Internet lines hung from highway telephone poles in a single loop circumnavigating the peninsula. It was a fragile, low capacity structure that fed our small, low capacity technology and we supported our technology with a part-time IT employee.

As with many systems in small schools, when one component of the system is disrupted, the entire system falters. In 2000 our part-time IT man left us, making the right decision to pursue a better financial future for his family. Without the Man, our two computer labs, our array of desktops and low-incidence applications were in jeopardy of tanking because we had lost our support system.

The ensuing search for a new IT person resulted in a series of similar conversations with similar candidates. There was one question, however, that drastically changed the course of Gibraltar’s technology. When asked, “Specifically and conceptually, what qualities do you bring to the life of Gibraltar’s educational technology?”, most candidates spoke well and at length about personal specifics and whiffed on the conceptual. However, one candidate said, “My resume and recommendations explain that I am a good ‘screw driver’. I can build and maintain computer operations.” Then, he lit us up talking about the “potentials” and “possibles” of how technology could be used by students and teachers and school leadership; brainstorming ideas, one after another. This was the talent we were looking for in spades. We knew immediately that his talent for seeing both our technology needs and our technology potentiality made him THE man.

We bought him. We bought his talent of insight and foresight. We bought the vitality of a new administrator/IT partnership committed to “what comes next.” From that partnership, the Gibraltar Schools blossomed with a rebuilt internal backbone of linked servers and classrooms where every user had access to essential applications. We watched the stringing of higher speed copper wire later replaced with fiber. We listened to his networking with Verizon as they replaced copper on the phone poles with fiber and then, magically sawed through the bedrock of our campus to attach our school to their fiber. He made what everyone said could not happen happen.

We chased a small, annually renewable federal grant and installed a “one laptop per student” program for all high school students; theirs for school, home and for keeps. In addition to a small cadre of permanent laptops in each K-8 classroom, we installed a “laptop per student in school” program with mobile labs that gave every teacher access to classroom laptops whenever their instructional plan required each student to have a hands-on laptop. Every classroom wore an interactive white board. Our new systems integrated real time instructional management of student data recording, reporting and analysis (attendance, grading, and testing with parent notification, including homework and assignment posting). For a small, rural school district, we became rich in instructional and learning applications.

The uniqueness of our administrative/IT partnership was its “skunk works.” Talent thrives when it has the opportunity to experiment with the “what ifs.” Our talent developed a “skunk works” that field tested many laptops in preparation for our OLPS program, built working mini-stations driven by cell phones, and, before school security was a hot issue, installed an in-school and campus camera system on a “dime.”

For more than a decade, THE man fretted the constant need to add more servers, replace old servers, and commit too many dollars and too much time to the management of our in-school server system. It was an “anchor” of heavy weight and he wondered, “why?” Our partnership conversations became laced with his discussion of “off-site servers”, “server farms” and “renting space where we have instant and constant access to our programs from afar.” All of this was conceptual until the day he began talking about Amazon. Recently, the Gibraltar Schools became the first public school district in the nation to move its educational technology systems to Amazon Web Services and operate within the “cloud.” Causing this concept to become reality will save the schools 25% of what they would otherwise spend on owning and maintaining in-house server systems over the next five years. Migrating school-wide applications to AWS means that district human resources needed to monitor and sustain these workloads can be directed to the “next” concepts that will advance the Gibraltar Schools into an even more conceptually sophisticated future.

Human talent is the essential element in causing organizations like schools to move from their status quo into a future of possibilities. While the conceptual development of new ideas may come easier to the talented, it is their capacity to create networks with others that creates the push-pull of organizational advancement. The Gibraltar Schools would have remained in the herd of tech “wannabes” if it were not for THE man we hired. The answer to the earlier question clearly is “talent.”

(Steve Minten is the Gibraltar Schools’ “talent.” Mr. Minten has been the district’s Instructional Technology Director for 15 years. He is the only certified AWS Solutions Architect in Wisconsin. Mr. Minten can be reached at sminten@gibraltar.k12.wi.us)

The Attack on Teacher Prep – A Last Bastian At Risk

The idea that teachers in public schools need not be professionally prepared by licensed teacher preparation programs is circulating in my state. So that I am clear on the issue, I believe that this idea is an unadulterated wrong. The idea is propagated by the self-interests that have continuously whittled at the institution of public education until it teeters on the edge of extinction.

The idea that public education teachers do not need professional licensing finds its roots in four political-economic scenarios that have risen to dangerous heights. These scenarios are the politicization of public education, the trading of educational consumerism for votes in the ballot box, the use of PAC funds to overwhelm the public with anti-public education campaigns, and the inability of public education to defend itself.

Once, the tradition in our nation was that public education was locally governed with oversight by the state. Local school boards crafted local educational policy and programs that complied with generalized mandates from the state legislature. For almost two centuries, public schools served their communities by educating youth, inculcating American values, and preparing graduates to be contributing citizens of the community, state and nation. It worked. Our state constitution guarantees an “equitable and quality education” for every child funded by state and local tax dollars. The right to a free and public education was a given regardless of the political party in the majority in the state capital. It worked. For decades the liberalism of our state’s urban areas argued with the conservatism of the rural areas and always found a common ground that best served the children of the state. It worked.

That WAS our tradition. Today it is not.

Public education has become a commodity branded by partisan politics. In 2001 President Bush elevated partisan manipulation of public education with the enactment of No Child Left Behind and attaching reforms of regulation and accountability espoused by the Republican Party. In one fell swoop, the President appropriated tax payer angst regarding property local property taxes, a bruised and declining status of our nation as the world leader in international educational assessments, the always popular appeal to American pride, and conservative demands for data-driven accountability into an indelible plank of Republican politics. Notwithstanding the faults of NCLB, the GOP has beaten the drum that Republican politicians at all levels are committed to lowering school taxes, demanding higher performance-based accountability, and continuing the reconstruction of public schools into more effective learning centers. At the same time, Republicans successfully painted Democratic opponents as high cost and unaccountable traditionalists. Conservative Republicanism is synonymous with unending educational reforms; their bandwagon requires continuous reform in order to sustain itself as the “leader for change.”

Parallel to public education becoming a political commodity was the emergence of educational consumerism. Young parents with scho0l-age children found the partisanship of public education to be unbelievably receptive to their consumer demands. Any and every parental concern with their local school could be bundled into the demand for “choice.” Politicians soon found powerful political allies, especially Republican governors and legislators, in the “I want this for my child” demands of young parents. Because public education is a state issue, the statehouse became the epicenter for enacting educational reform and meeting these consumer demands. It was easy and expedient for a campaigning state legislator to identify “educational choice” as a voter rallying cry and to position an electoral campaign on satisfying school choice demands. It was easy to divert state and local tax revenues for education to private and parochial schools and programs of choice. Money was attached to children not to schools. And, as the “leaders for change” found office, they needed to continuously advance the opportunity for further change cloaked as “choice” in order to remain in office.

At this date, consumer-driven reforms in my state have reduced levels of state funding for local schools, increased the requirements for performance-based accountability for public schools, required published report cards for all public schools, expanded the opportunity for parents to select schools of “choice”, and expanded state funding for all schools of choice, while disallowing any performance-based accounting for or reporting of the educational achievement of students in “choice” schools.

The third scenario calls to point the old political adage – follow the money. State elections in my state are preceded with unprecedented advertisements aligning candidates with consumer demands for educational reform. The frequency and fervency of television and radio time devoted to attacking the cost of public education, the unchanging achievement gaps of children left stranded in stripped-out metropolitan schools while continuing to advance any and every demand for “choice” increases every spring and fall. Noticeably, the small print at the bottom of these television and print news ads attributes the support for the ads to political citizen groups with out-of-state origins and funding sources. Or, to in-state activist groups heavily funded by out-of-state partisan PACs. PAC money funds campaigns to elect politicians who redirect money from public schools to schools of choice.

So, who is left to argue the counter point. This is the fourth scenario. Certainly not teachers or public school educational leaders. In my state, teacher unions were immediate victims of educational politics. Unions were not banned, but their political potency was stripped when partisan legislation eliminated their scope of collective bargaining. When teachers could no longer use their union dues to advance their wages and benefits through bargaining, union membership dropped immediately and the ability of state teacher organizations to compete against PAC money was eliminated. Teacher unions in my state are ghost entities.

Additionally, any collective action by teachers in opposition to partisan legislation carries immediate negative repercussions. The legislature only meets in the months when school is in session. Teachers who rally for their pro-public school political interests are accompanied with partisan claims that “kids in school are being ignored and their education diminished by self-interested teachers.” Or, because teachers are paid with public tax funds, their activism uses “tax payer money” to argue against “choices” demanded by parent activists. It is a lose/lose proposition for public educators.

Hence, the idea that teachers need not be prepared by their jobs through accredited educational institutions and licensed by the state department of instruction is gaining ground. It follows. If we reduce state funding for public schools, increase the accountability and reporting mandates for public schools, provide increased opportunity for parents to choose non-public schools at public expense, align voter interests with partisan politics, denigrate teachers as political players, then why not allow anybody who wants to be a public school teacher to be one.

There is one more scenario that must be attached to this story. The rate at which employed teachers are leaving public schools in my state is at an all-time high. Three-out-of-five teachers with less than three years of classroom experience will leave before the end of their third year. A career in public education is no longer economically or professionally viable for college graduates. With a greater than 60% abandonment rate, it is understandable that the next partisan action is to remove professional licensing as a requirement for employment as a public school teacher. In addition, the rate at which non-traditionally trained teachers leave the class room is double the rate for traditionally trained teachers. Even the unprepared who are hired as teachers find that teaching no longer is a viable professional career.

We would appreciate it if the last teacher out the door will kindly turn off the lights.