Visibility empowers administrators to see where these inequalities are having an adverse impact. Equity: Not all students have equal access to devices or bandwidth.That is the starting point for empowering remote learners.” “You need to know where devices are physically located, whether they are they connected to the internet, how they are being used. “Visibility into the data is the first step that we can take,” Thomas says. Visibility: Why hasn’t a particular teacher implemented Zoom meetings? Why haven’t certain students shown up for online learning? Administrators can’t address these questions until they have visibility into online activity. School districts may encounter a number of tech-related hurdles as they shift to remote learning, including the following. But it requires that we choose to invest in quality rather than quantity, educators rather than bureaucrats, and take-home pay rather than bloated benefit packages.The Remote Learning Challenges Schools Are Facing And we can make that happen with the dollars we have. If we’d invested in raising teacher pay rather than adding teachers, the salary and benefit savings mean that median teacher pay in the U.S. had a student-teacher ratio of 27 to 1 today, it’s 16 to 1. Oh, and relative to student enrollment, the number of teachers has nearly doubled since 1970. No one wins when good teachers who want to work spend the summer tending bar. After accounting for holidays, leave, and such, teachers work 10 weeks fewer per year than other full-time professionals. Meanwhile, teachers typically work a 190-day contract year. Closing that gap would raise average teacher pay by about $5,000 a year. The comparable private sector figure is 71 percent. Georgetown University’s Edunomics Lab has estimated that just 66 percent of teacher compensation goes to wages the rest to health care and retirement costs. Dollars are adding administrative bodies rather than boosting educator compensation. Meanwhile, the ranks of district administrative staff grew by 88 percent. Well, keep in mind that, between 20, U.S. How can these numbers actually add up? If raising teacher pay is this manageable, how come we haven’t done it already? It dramatically raises teacher pay, gives educators more professional autonomy, shrinks the bureaucracy, and permits schools to hire more selectively. In those cases, new revenues may make sense, if used to fund a redesign rather than to subsidize the status quo. Now, while this would push average teacher pay well over $100,000 in some states, there are others where it wouldn’t suffice. The result: teacher salaries of $81,000 for 10-month and $101,000 for 12-month positions. Teachers could grow professionally and assume a larger role in training, curriculum development or parent engagement without having to leave the classroom. Use the savings to fund 12-month lead teacher positions for one in six teachers, with salary and leave bumped accordingly. This would put the administrative body count back where it was during the Obama presidency, with administrative ranks still 25 percent larger than in 2000. Trim the ranks of 400,000 school and district administrators by 20 percent. Such a shift would particularly help attract new teachers and career-changers. Revamp benefits to reflect private sector norms, increasing salary from 66 percent of compensation to 71 percent. Putting the savings into teacher salaries would increase pay by $10,000. Take the current national level of teacher pay: $66,745.Īllow natural attrition to reduce the teaching force by 10 percent (given enrollment declines, this would increase student-teacher ratios by one to two kids per teacher). As I suggest in The Great School Rethink, that’s an attainable goal even without new funds.
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