This page contains links to financial analyses of some of the 20+ Opportunity Culture school models. Savings and cost calculations of the models—Elementary Subject Specialization, Multi-Classroom Leadership, and Time-Technology Swap Rotation—illustrate that schools could increase excellent teachers’ pay up to approximately 130%, without increasing class sizes and within available budgets. In some variations, schools may pay all teachers more, sustainably. Combining these and other sustainable models to extend the reach of excellent teachers and promote excellence by all instructional staff may produce even greater savings to fund teacher pay increases and other priorities, while producing excellent student outcomes.
The financial planning summary provides an overview of the ways that schools and their teachers can simultaneously reach more students with excellent teaching, expand teachers’ career opportunities, and sustainably fund higher pay and other priorities. The four financial planning briefs provide details and scenarios that illustrate the estimated savings possible under different approaches to the models, the estimated costs to support extended reach of excellent teachers, and the estimated range of possible pay increases for teachers—also summarized in the tables below.
Financial Planning Summary: Describes the expected savings and costs of implementing reach models. This summary covers all model categories and includes a summary table.
Financial Planning for Elementary Subject Specialization: Describes how teachers in this school model may earn more, sustainably, with calculations of savings and costs showing how schools could increase teacher pay up to 43%, without increasing class sizes and within existing budgets. See more about this model here.
Financial Planning for Multi-Classroom Leadership: Describes how teacher-leaders in this school model may earn more, sustainably, with calculations of savings and costs showing how schools could increase teacher-leader pay between 67% and 134%, without increasing class sizes and within existing budgets. See more about this model here.
Financial Planning for Time-Technology Swap—Rotation: Describes how teachers in this school model may earn more, sustainably, with calculations of savings and costs showing how schools could increase teacher pay up to 41%, without increasing class sizes and within existing budgets. See more about this model here.
Financial Planning for Secondary-Level Time-Technology Swap + Multi-Classroom Leadership: Describes the expected savings and costs associated with a Secondary Time-Technology Swap alone and in combination with Multi-Classroom Leadership.
NEW! Multi-Classroom Leader Team Staffing and Pay Example: Explains potential pay increases for a multi-classroom leader and team teachers on multi-classroom leader teams.
Six Ways to Pay All Teachers More Within Budget: Details our fresh approach to paying teachers more by using redesigned jobs and age-appropriate technology to reallocate spending toward what matters most—great teaching.
Comparing Pay Increases in Extended-Reach Models: Short tables (like those below) show the pay increases possible with the various Opportunity Culture models.
How Digital Instruction Enables Higher Pay: Provides a one-page overview of the savings that these blended-learning models can make available for higher teacher pay, more planning, and enhanced collaboration at the elementary and secondary levels.
Teacher Pay & Career Advancement—A Leader’s Guide: Explains how states and districts that are overhauling their pay and career paths can give top teachers the opportunity to take on new roles and advance in their careers with sustainably funded higher pay, while reaching more students with their excellent instruction.
Note 1. Figures expressed as “percentage more than average pay.” Schools save more when starting with higher percentages of non-classroom specialists, because savings are higher per class as these teachers’ positions are shifted back into classroom roles.
Note 2. In some districts, non-classroom positions may be paid for out of the district budget rather than school-level budgets. The district should work with schools designing Opportunity Culture models to allow them to reallocate those positions.
Note 3. Some portion of savings may be reallocated to all teaching staff or other priorities, not just excellent teachers. We present two example figures in the Multi-Classroom Leadership column when paying team teachers 10% and 25% more than average, which are modeled in the companion brief.
Note 4. See the following briefs for detailed calculations and multiple scenarios of net savings and pay increase potential, including data sources: Financial Planning for Elementary Subject Specialization, Financial Planning for Multi-Classroom Leadership, and Financial Planning for Time-Technology Swap— Rotation Model.
Note 1. These assume a reduction in 2 to 4 non-classroom specialists, depending on the scenario.
Note 2. Some portion of savings may be reallocated to all teaching staff or other priorities, not just teachers who extend their reach.
Note 3. The number of class periods teachers teach affects both the pay increases and number of new free periods that reach models provide to teachers. See Financial Planning for Secondary-Level Time-Technology Swap + Multi-Classroom Leadership for detailed calculations and multiple scenarios of net savings and pay increase potential, including data sources.
Other Financial Planning Resources:
Additional resources for reallocating spending to support better student learning include the following:
Education Resource Strategies (ERS) is a nonprofit organization dedicated to helping urban school systems organize talent, time, and money to create great schools at scale. Learn more about how to reallocate resources to support strategic school designs that extend teacher reach on their website: http://www.erstrategies.org/strategies/school_design
The Center on Reinventing Public Education has published numerous reports about public school spending and has a web page devoted to finance, spending, and productivity: http://www.crpe.org/finance-and-productivity