White Pine County School District
AB483 Pay for Performance Plan
In accordance with Assembly Bill 483, implemented during the 2015 legislative session, pay for performance funds must be distributed based upon specific elements listed in the statute. Under this bill, each district is required to “reserve money for the payment of an increase in salaries to certain teachers and administrators employed by the district.” Specific language that drives this plan includes:
Section 1. Chapter 391 of NRS is hereby amended by adding thereto a new section to
read as follows:
1. The board of trustees of each school district shall reserve for each fiscal
year, for the purposes of the program of performance pay and enhanced compensation established by the board of trustees pursuant to NRS 391.1638, an amount of money sufficient to provide an increase in base salaries, not including monetary benefits, for not less than 5 percent of the teachers and administrators employed by the school district. The amount of the increase must not exceed 10 percent of the annual base salary of each teacher and administrator to whom the increase is paid.
2. After making the reservation required by subsection 1, the board of
trustees shall provide written notice of its action to the Department and the State Board, with information about the amount of money reserved and the increase in salaries to be paid. The State Board shall review that information at a meeting of the State Board.
3. Except as otherwise provided in subsection 4, the money reserved by the
board of trustees pursuant to subsection 1:
a. Must be accounted for separately by the school district.
b. Is not subject to negotiations with an employee organization for
the purposes of 288 of NRS.
c. Must be used only to pay an increase in salaries in accordance
with the section and NRS 391.168 and not to increase the salaries or monetary benefits of other employees of the school district.
Section 2 provides clarification regarding which schools are intended to be served under
the plan, as well as defining what specific options are available to meet the intent of the statute. The pertinent section reads as follows:
2. The program of performance pay and enhanced compensation
established by a school district pursuant to subsection 1 must have as its
primary focus the improvement in the academic achievement in at-risk schools and schools receiving the lowest rating possible indicating underperformance of a public school, as determined by the Department pursuant to the statewide system of accountability for public schools. In addition, the program may include, without limitation, the following components:
a. Career leadership advancement options to maximize the retention
of teachers in the classroom and the retention of administrators;
b. Professional development;
c. Group incentives; and
d. Multiple assessments of individual teachers and administrators,
with primary emphasis on individual pupil improvement and growth
in academic achievement, including without limitation, portfolios of instruction, leadership and professional growth, and other appropriate measures of teacher and administrator performance which must be considered.
B. Funds Set Aside
White Pine employes 84 teachers and 6 school-based administrators. An analysis of the statutory language concludes that the minimum 5% of certified teachers and administrators reflects totals of 4 teachers and 1 administrators. However, as the administrators in White Pine are in charge of multiple schools and must travel among sites and facilitate growth and leadership in all of them, 2 are identified for the incentive.
% of Base Salary
Dollar Amount of Incentive
# of FTEs
Total Cost of Program
Mid Range Teacher
Mid Range Administrator
C. Schools Eligible
Consistent with the intent of AB483, Pay for Performance funds are proposed to target schools within White Pine County School District which are identified as “At Risk” or fall within the lowest performing classification under the NSPF. Identified eligible schools, based on classification, include:
David E. Norman Elementary School--2 Star
McGill Elementary School--2 Star
Steptoe Valley High School--1 Star
White Pine Middle School--Title I Focus School
D. Implementation Plan
The plan will focus on one primary area as defined in AB483:
1. Career leadership advancement options to maximize the retention of teachers in
the classroom and the retention of administrators.
a. Career leadership advancement options to maximize the retention
of teachers in the classroom. The four identified teacher incentives will be used to train and develop two teachers at David E. Norman, one at McGill, and one at Steptoe Valley High School or White Pine Middle School who are interested in additional leadership opportunities at the school level. These teachers will be titled “Deans” and will be resources to the principals, allowing the principals more time for NEPF work and whole staff leadership. The Deans will work work outside of instructional hours to assist with student discipline, parent outreach, home visits, mentoring struggling teachers, grant writing, and other administrative duties. While the student populations in White Pine are small, the burden of running a building, writing grants, handling all discipline, being available for parents, leading school data discussions, providing supervision of students, evaluating and mentoring staff, etc. are overwhelming. This plan will allow for new blood to be infused into the administrative ranks (leadership advancement options for teachers) and it will provide for additional support for current principals (retention of administrators).
b. Retention of administrators. The 2 identified incentives for
administrators will be paid to the principals of the two largest qualifying schools: McGill Elementary and David E. Norman. These incentives are designed to reward the principals for the significant work, time, emotional investment, and leadership they demonstrate as they work to improve student performance within the schools. The incentive will allow the principals to participate in District sponsored career leadership and advancement through directly coordinating grants, assisting with District improvement initiatives, and expanding leadership influence beyond the building level.
2. Timeline: The intent of the proposed Pay for Performance Plan is to
ensure compliance as required by statute. As such, it is anticipated that his plan will be in effect for the 2016-2017 school year. The District administration and board reserve the right to modify the plan to meet the best interests of the White Pine County School District while maintaining compliance with AB483.
WPCSD and WPACT
Building Leadership Capacity and Providing Career Pathways
Collaborative Team Leaders
Formerly Pay for Performance
The WPCSD and WPACT believe that building alignment and coherence are integral endeavors to creating a world class learning environment. Paramount alignment and coherence is allowing for leadership development at all levels of the organization. It is the district’s responsibility to create these opportunities, thereby providing current and future leaders to “learn by doing” by positively influencing other professionals through the collaborative team model. Collaborative team leaders are vital to the vibrant implementation of the professional learning communities model, the outcome of which are creating a sense of collective responsibility, a relentless focus on learning, and improved outcomes for students.
This MOU outlines the parameters for a temporary pilot model of pay for performance, replacing the previous proposal. The model is predicated on the availability of financial resources, identified as approximately $17,000 though the general fund (what was previously spent on pay for performance) and approximately $31,000 through AB309, whose purpose in part (through Great Teaching and Leading legislation) is to promote and facilitate leadership opportunities. If funding becomes a barrier to successful implementation of this pilot, the pilot will cease.
There will be 14 collaborative team leaders districtwide, identified as the following.
The responsibilities of the collaborative team leaders are as follows.