William Taylor, 29, a third generation Washington, D.C. resident stands out for a number of reasons. For one, he is an African American man who taught math at an elementary school for many years. Taylor excelled in the role, so much so that he now coaches his fellow math teachers at Aiton Elementary School, which is located in a high-poverty Washington D.C. neighborhood. He has also been profiled in the national news--specifically in "The Atlantic"--where it was noted that, in a typical school year, 60 percent of Taylor's students start their first day in his class doing math below grade level, but by the end of the year, 90 percent of his students are performing above grade level. For his exemplary work Taylor earned $131,000 in 2013--another factor that makes him stand out as a public school teacher. In 2013, after seven straight years of extraordinary performance reviews Taylor received a base salary of $96,000, a $25,000 bonus for being a highly effective teacher in a high-poverty school, and a $10,000 award for outstanding teaching and dedication to his work. With the money he's saved since he started teaching, Taylor recently bought a house in Washington, a city that annually ranks as one of the most-expensive cities in America. He also purchased his dream car: a black Chevrolet Camaro. Taylor's financial success was made possible by the District of Columbia Public Schools', or DCPS, revamped teacher compensation system known as IMPACTplus. Introduced in 2009, IMPACTplus redesigned the step-and-lane pay scale--which rewarded teachers solely for years of experience and degree attainment--to include measures of performance and school leadership. Before the implementation of IMPACTplus, Taylor earned $42,000 a year as a teacher and gave serious consideration to changing to a more lucrative profession. "The [increased] compensation has made me more inclined to stay in education," Taylor says now. "It also makes me more inclined to be a teacher in DCPS because if I go to other districts, I'm not making that type of money." Through IMPACTplus, teachers like Taylor who earn highly effective ratings on IMPACT--the DCPS teacher evaluation system that evaluates teacher performance through multiple measures, including student performance and observation of practice--receive substantial raises to their base salaries in addition to annual bonuses. Early data from DCPS show this strategy of financially rewarding high-performing teachers more may be starting to pay dividends. A recent study found that DCPS has retained 92 percent of its highly effective teachers and 86 percent of its effective teachers between the 2010 and 2012 school years. By contrast, only 59 percent of the district's minimally effective teachers are still in DCPS during the same time period. In addition, another recent report found that while compensation was one of the top three reasons cited by high-performing teachers for leaving the classroom in other districts, in DCPS, high-performing teachers who left the district ranked compensation at the bottom of the list--20th out of 20 reasons--for ceasing to teach. Furthermore, over the last several years, the number of DCPS applicants for teaching positions rose by 45 percent. "We have effectively eliminated compensation as a reason our top teachers leave--and we're increasingly seeing great teachers coming to DCPS because they want to teach in a district where they can be paid what they deserve," said Scott Thompson, DCPS's deputy chief of human capital for teacher effectiveness. DCPS is not the only district that has overhauled its compensation system with the aim of paying effective educators substantially more than they earned in years prior, yet it is still an unusual practice. In nearly 90 percent of districts across the nation, teachers are not recognized for their effectiveness through increased compensation. This report reveals the key policy decisions undertaken by 10 districts that have made it possible to revamp their compensation systems and, at the same time, both keep their systems solvent and achieve district goals. While the specific goals of each district vary, all 10 districts used compensation to attract, retain, and leverage high-performing teachers. The 10 districts presented in this report have been among the first in the nation to redesign their teacher compensation systems. These so-called first-mover districts include: Baltimore City, Maryland; Denver, Colorado; Douglas County, Colorado; Harrison School District 2, Colorado; Hillsborough County, Florida; Lawrence, Massachusetts; New Haven, Connecticut; Pittsburgh, Pennsylvania; Putnam County, Tennessee; and Washington, D.C. First-mover districts vary in location, size, governance structure, and student academic performance, proving that diverse districts throughout the country can find ways to reform teacher compensation systems regardless of context. The first-mover districts considered the following key components during the teacher compensation redesign process. Not all districts altered each.

Documents the little-discussed truth about the differences between the choices men and women make with regard to work and how these differences yield different results in earned income.

This presentation is based on the following principles: 1. The key accountability for schools is to improve student performance. 2. Teachers in the classroom (including those in hard-to-staff fields such as math and special education) and their instructional practice are the single most important factors that will lead to improved student performance. 3. Teacher compensation is the single biggest part of the education budget (often more than 60%). 4. Therefore, linking pay to teacher performance â instructional practice that produces student learning gains is the best way to expend money in a way that ultimately improves student performance. This book shows how the connections among those principles are playing. [Web, ed].

Billions of people throughout the world are paid for their work. This book was written to explain why they earn what they earn and, in doing so, to help readers understand how they can earn more in both the short and long run. It describes wages, wage differences across groups, wage inequality, how organizations set pay and why, executive and 'superstar' pay, the difference between pay and 'total rewards' (including benefits, opportunities for growth, colleagues and working conditions), compensation in nonprofits, and the differences between the cost of compensation to organizations and the value employees place on that compensation. It also offers tips on what an individual can do to earn more.

Each of us has exactly twenty-four hours a day. Even the greatest people in history have not had more time than you. John Rockefeller and Steve Jobs had exactly the same amount of time per day as you. The only thing that sets them apart is how they spent their time.From this book you will learn about the price of time, calculate the cost of an hour of your time, learn how to properly plan and invest your time, turning it into money.

A pragmatic and simple self-help guide written by a true rags-to-riches everyman for everyone looking to improve their life I overcame crime, drugs, and poverty to make millions of dollars in a short period of time. I'm an average guy who learned how to "ask more" to "get more" out of life. The strategies and techniques I outline in this book can help you get just about anything--a better job, a new house, or a great vacation--faster and more consistently if you're willing to follow my advice.

Arguing against the tougher standards rhetoric that marks the current education debate, the author of No Contest and Punished by Rewards writes that such tactics squeeze the pleasure out of learning. Reprint.