Sentences with phrase «performance pay plans»

The deal was hailed by many education advocates as one of the boldest performance pay plans in the country.

It highlights the main characteristics or components of TIF performance pay plans in terms of strategies, targets and size of award.

In the study, to be published in the Spring 2011 issue of Education Next and available at www.educationnext.org, authors Stuart Buck and Jay P. Greene examined the key characteristics of performance pay plans currently in place in school districts, in light of increased attention given to merit pay in national debate and in the Obama Administration's Race to the Top (RttT) competitive grant program.

For example, performance pay could be more widely used in places where, as in Asia, cultural expectations for student performance are high, making it appear that performance pay systems are effective, when in fact both performance pay plans and student achievement are the result of underlying cultural characteristics.

But enacting high - quality performance pay plans in the United States is easier said than done.

According to a 2010 report from the Arizona Auditor General, out of 222 districts receiving CSF funding, the auditor could identify only 29 «with strong performance pay plans that did a good job of linking teacher performance pay to student achievement.»

The international evidence on performance pay is more encouraging, including a recent worldwide look that indicates that students learn more in countries with performance pay plans, all other known factors held constant.

Union members reviewed the system in a 1997 report, www.aft.org./research/models/dougco/pppwebar.htm Developing a Performance Pay Plan for Teachers: A Process, Not an Event, available on the AFT Web site.

Nations are simply lumped together as having or not having a performance pay plan.

When Miami - Dade public schools rolled out their performance pay plan to fanfare and cheering last year, it was the first district in Florida to get a head start on what will become a mandated policy in 2014 and felt like it took on frontrunner status in the nation.

Support a performance pay plan that recognizes teachers for their effectiveness.

The teacher responsibility rubrics were designed based on several teacher accountability systems currently in use, including the Rochester (New York) Career in Teaching Program, Douglas County (Colorado) Teacher's Performance Pay Plan, Vaughn Next Century Charter School (Los Angeles, CA) Performance Pay Plan, and Rolla (Missouri) School District Professional Based Teacher Evaluation

Eleven schools in the city will use SIG funding for the Transformation model and a new performance pay plan.

Not exact matches

The Reward Plan Advantage, by Jerry McAdams (Jossey - Bass, 800-956-7739, 1996, $ 30.95), is particularly comprehensive and, for those interested, offers a historical perspective of pay - for - performance systems.

Fees paid to outside advisers and fund managers have dragged down many pension plans» performance — which is one reason Teachers cuts outsiders out of its process.

Ultimately, if a compensation committee does all or most of the above, shareholders will likely endorse a pay - for - performance plan.

Steve Seelig, senior regulatory advisor at benefits consulting firm Willis Towers Watson, said that, of three changes related to executive compensation in the tax reform plan — the other two involve stock options and performance - based pay — it's the hit on tax - exempt executive compensation that is the most significant.

Such risks, uncertainties and other factors include, without limitation: (1) the effect of economic conditions in the industries and markets in which United Technologies and Rockwell Collins operate in the U.S. and globally and any changes therein, including financial market conditions, fluctuations in commodity prices, interest rates and foreign currency exchange rates, levels of end market demand in construction and in both the commercial and defense segments of the aerospace industry, levels of air travel, financial condition of commercial airlines, the impact of weather conditions and natural disasters and the financial condition of our customers and suppliers; (2) challenges in the development, production, delivery, support, performance and realization of the anticipated benefits of advanced technologies and new products and services; (3) the scope, nature, impact or timing of acquisition and divestiture or restructuring activity, including the pending acquisition of Rockwell Collins, including among other things integration of acquired businesses into United Technologies» existing businesses and realization of synergies and opportunities for growth and innovation; (4) future timing and levels of indebtedness, including indebtedness expected to be incurred by United Technologies in connection with the pending Rockwell Collins acquisition, and capital spending and research and development spending, including in connection with the pending Rockwell Collins acquisition; (5) future availability of credit and factors that may affect such availability, including credit market conditions and our capital structure; (6) the timing and scope of future repurchases of United Technologies» common stock, which may be suspended at any time due to various factors, including market conditions and the level of other investing activities and uses of cash, including in connection with the proposed acquisition of Rockwell; (7) delays and disruption in delivery of materials and services from suppliers; (8) company and customer - directed cost reduction efforts and restructuring costs and savings and other consequences thereof; (9) new business and investment opportunities; (10) our ability to realize the intended benefits of organizational changes; (11) the anticipated benefits of diversification and balance of operations across product lines, regions and industries; (12) the outcome of legal proceedings, investigations and other contingencies; (13) pension plan assumptions and future contributions; (14) the impact of the negotiation of collective bargaining agreements and labor disputes; (15) the effect of changes in political conditions in the U.S. and other countries in which United Technologies and Rockwell Collins operate, including the effect of changes in U.S. trade policies or the U.K.'s pending withdrawal from the EU, on general market conditions, global trade policies and currency exchange rates in the near term and beyond; (16) the effect of changes in tax (including U.S. tax reform enacted on December 22, 2017, which is commonly referred to as the Tax Cuts and Jobs Act of 2017), environmental, regulatory (including among other things import / export) and other laws and regulations in the U.S. and other countries in which United Technologies and Rockwell Collins operate; (17) the ability of United Technologies and Rockwell Collins to receive the required regulatory approvals (and the risk that such approvals may result in the imposition of conditions that could adversely affect the combined company or the expected benefits of the merger) and to satisfy the other conditions to the closing of the pending acquisition on a timely basis or at all; (18) the occurrence of events that may give rise to a right of one or both of United Technologies or Rockwell Collins to terminate the merger agreement, including in circumstances that might require Rockwell Collins to pay a termination fee of $ 695 million to United Technologies or $ 50 million of expense reimbursement; (19) negative effects of the announcement or the completion of the merger on the market price of United Technologies» and / or Rockwell Collins» common stock and / or on their respective financial performance; (20) risks related to Rockwell Collins and United Technologies being restricted in their operation of their businesses while the merger agreement is in effect; (21) risks relating to the value of the United Technologies» shares to be issued in connection with the pending Rockwell acquisition, significant merger costs and / or unknown liabilities; (22) risks associated with third party contracts containing consent and / or other provisions that may be triggered by the Rockwell merger agreement; (23) risks associated with merger - related litigation or appraisal proceedings; and (24) the ability of United Technologies and Rockwell Collins, or the combined company, to retain and hire key personnel.

Consider the top five benefits employees check before anything else: healthcare insurance, paid vacation, performance bonus, sick benefits, and 401 (k) plans.

The recently passed tax plan eliminates companies» ability to deduct performance - based bonuses to managers who are paid more than $ 1 million, so Netflix just decided to lump all cash payments into executives» salaries.

Crescent Point says its board of directors has added a drilling rate - of - return metric to its pay - for - performance plan to «incorporate feedback and further align compensation with returns and capital allocation.»

· IBM credits matching contributions to the Basic Account of each eligible participant who defers salary or performance pay (including annual incentive program payments) under the Excess 401 (k) Plus Plan.

Annual Incentive Plan targets and performance goals are approved at the Compensation Committee meeting shortly after the commencement of the applicable performance period, the intent of which is to ensure compliance with Section 162 (m) of the Code regarding performance - based pay.

Except for those executives who have an employment agreement that expressly provides for payment of an Award under the Bonus Plan in limited circumstances, in the event a participant's employment is terminated for any reason prior to the date of payment of an Award under the Bonus Plan, such participant will not be entitled to any bonus under the Bonus Plan, provided that in the event that a participant's employment terminates during the performance period due to (i) death or (ii) disability, the Committee may, at its sole discretion, authorize the Company to pay, on a prorated basis, an Award determined in accordance with the terms and conditions of Bonus Plan.

Indeed, some evidence suggests that productive managerial strategies are less likely to be used in organizations that lean on pay - for - performance plans.

The Company has structured the Bonus Plan so that any compensation paid pursuant to the Bonus Plan is intended to be «performance - based compensation» within the meaning of Section 162 (m) of the Code.

Notwithstanding the foregoing, no Awards will be paid under the Bonus Plan unless and until certain minimum levels of performance are achieved.

These conditions include stockholder approval of the performance goals under the 2016 Plan, setting individual annual limits on each type of award, and for awards other than certain stock options and stock appreciation rights, establishing performance criteria that must be met before the award actually will vest or be paid.

The risk assessment process included, among other things, a review of (i) all key incentive compensation plans to ensure that they are aligned with our pay - for - performance philosophy and include performance metrics that meet and support corporate goals, and (ii) the overall compensation mix to ensure an appropriate balance between fixed and variable pay components and between short - term and long - term incentives.

Consistent with our pay - for - performance philosophy and reflecting FedEx's below - plan financial performance during fiscal 2014, the payouts under our annual incentive compensation («AIC») program were below target.

Below is an overview of Glass Lewis» approach to analyzing compensation proposals in the United States, with separate sections covering say - on - pay analysis, pay - for - performance analysis, and our analysis of equity - based compensation plans.

Investors of all shapes and sizes were angered by the clear disconnect between increasing pay and tumbling financial performance, exemplified by the maximum payouts under the company's bonus plan and the reporting of a $ 6.5 billion loss.

Other performance - based compensation plans should not be overlooked, as executive pay tied to performance objectives has become common practice over the years.

In accordance with the terms of the Executive Bonus Plan, each year the Compensation Committee assigns each participant a target award cash bonus opportunity and establishes the financial performance measure or measures and related target levels that must be achieved before an award actually will be paid to the participant for that year.

They are granted under a broader incentive plan and will sit with a host of other performance rights that significantly bolster Mr Clarke's pay packet through share - based incentives.

The coaches admitted a «pay for performance plan did exist though»»

Time for some brutal honesty... this team, as it stands, is in no better position to compete next season than they were 12 months ago, minus the fact that some fans have been easily snowed by the acquisition of Lacazette, the free transfer LB and the release of Sanogo... if you look at the facts carefully you will see a team that still has far more questions than answers... to better show what I mean by this statement I will briefly discuss the current state of affairs on a position - by - position basis... in goal we have 4 potential candidates, but in reality we have only 1 option with any real future and somehow he's the only one we have actively tried to get rid of for years because he and his father were a little too involved on social media and he got caught smoking (funny how people still defend Wiltshire under the same and far worse circumstances)... you would think we would want to keep any goaltender that Juventus had interest in, as they seem to have a pretty good history when it comes to that position... as far as the defenders on our current roster there are only a few individuals whom have the skill and / or youth worthy of our time and / or investment, as such we should get rid of anyone who doesn't meet those simple requirements, which means we should get rid of DeBouchy, Gibbs, Gabriel, Mertz and loan out Chambers to see if last seasons foray with Middlesborough was an anomaly or a prediction of things to come... some fans have lamented wildly about the return of Mertz to the starting lineup due to his FA Cup performance but these sort of pie in the sky meanderings are indicative of what's wrong with this club and it's wishy - washy fan - base... in addition to these moves the club should aggressively pursue the acquisition of dominant and mobile CB to stabilize an all too fragile defensive group that has self - destructed on numerous occasions over the past 5 seasons... moving forward and building on our need to re-establish our once dominant presence throughout the middle of the park we need to target a CDM then do whatever it takes to get that player into the fold without any of the usual nickel and diming we have become famous for (this kind of ruthless haggling has cost us numerous special players and certainly can't help make the player in question feel good about the way their future potential employer feels about them)... in order for us to become dominant again we need to be strong up the middle again from Goalkeeper to CB to DM to ACM to striker, like we did in our most glorious years before and during Wenger's reign... with this in mind, if we want Ozil to be that dominant attacking midfielder we can't keep leaving him exposed to constant ridicule about his lack of defensive prowess and provide him with the proper players in the final third... he was never a good defensive player in Real or with the German National squad and they certainly didn't suffer as a result of his presence on the pitch... as for the rest of the midfield the blame falls squarely in the hands of Wenger and Gazidis, the fact that Ramsey, Ox, Sanchez and even Ozil were allowed to regularly start when none of the aforementioned had more than a year left under contract is criminal for a club of this size and financial might... the fact that we could find money for Walcott and Xhaka, who weren't even guaranteed starters, means that our whole business model needs a complete overhaul... for me it's time to get rid of some serious deadweight, even if it means selling them below what you believe their market value is just to simply right this ship and change the stagnant culture that currently exists... this means saying goodbye to Wiltshire, Elneny, Carzola, Walcott and Ramsey... everyone, minus Elneny, have spent just as much time on the training table as on the field of play, which would be manageable if they weren't so inconsistent from a performance standpoint (excluding Carzola, who is like the recent version of Rosicky — too bad, both will be deeply missed)... in their places we need to bring in some proven performers with no history of injuries... up front, although I do like the possibilities that a player like Lacazette presents, the fact that we had to wait so many years to acquire some true quality at the striker position falls once again squarely at the feet of Wenger... this issue highlights the ultimate scam being perpetrated by this club since the arrival of Kroenke: pretend your a small market club when it comes to making purchases but milk your fans like a big market club when it comes to ticket prices and merchandising... I believe the reason why Wenger hasn't pursued someone of Henry's quality, minus a fairly inexpensive RVP, was that he knew that they would demand players of a similar ilk to be brought on board and that wasn't possible when the business model was that of a «selling» club... does it really make sense that we could only make a cheeky bid for Suarez, or that we couldn't get Higuain over the line when he was being offered up for half the price he eventually went to Juve for, or that we've only paid any interest to strikers who were clearly not going to press their current teams to let them go to Arsenal like Benzema or Cavani... just part of the facade that finally came crashing down when Sanchez finally called their bluff... the fact remains that no one wants to win more than Sanchez, including Wenger, and although I don't agree with everything that he has done off the field, I would much rather have Alexis front and center than a manager who has clearly bought into the Kroenke model in large part due to the fact that his enormous ego suggests that only he could accomplish great things without breaking the bank... unfortunately that isn't possible anymore as the game has changed quite dramatically in the last 15 years, which has left a largely complacent and complicit Wenger on the outside looking in... so don't blame those players who demanded more and were left wanting... don't blame those fans who have tried desperately to raise awareness for several years when cracks began to appear... place the blame at the feet of those who were well aware all along of the potential pitfalls of just such a plan but continued to follow it even when it was no longer a financial necessity, like it ever really was...

The Village Board voted last week to pay SmithBucklin Consulting Services $ 8,250 to facilitate a performance management program and help officials develop a municipal strategic plan for the next three to five years.

According to The Independent Ministers are planning to extend performance - related pay.

Needless to say, variable pay, financial incentives and pay - for - performance plans are virtually unheard of in public education salary schemes — and are positively anathema to NYSUT.

Union members» fears that tough economic times could mean the diversion of performance pay funds to balance the district budget also made the plan a tough sell.

In a prepared statement at the time of the vote, Taylor said the outcome was not a condemnation of performance pay, but a rejection of the current plan.

The superintendent of Charlotte - Mecklenburg schools recently announced a plan to bring performance pay to the entire district.

Denver's Professional Compensation for Teachers (ProComp) plan, widely heralded as the leading national example of performance pay, awards more money for earning another degree than for demonstrated performance in the classroom.

In 2005, Pawlenty passed a Minnesota - wide teacher pay - for - performance plan called «Q Comp,» which rewards teachers based on evaluations.

An AFT committee is studying the performance - pay issue and plans to release a report in the spring.

Merit pay plans are expensive, especially if the performance awards are added to the salary schedule, so there are questions about whether the extra funds will continue to be available during the next economic downturn.

The bitter tug - of - war over Denver's performance - pay plan has ended with the teachers» union and the school district reaching a compromise agreement that includes a 3 percent pay raise for all teachers and higher starting salaries.

After all, teacher buy - in is an important aspect of any pay - for - performance plan, especially if such plans are recruiting tools for the next generation of teachers.

Key elements included a new principal evaluation system, a pay - for - performance teacher evaluation system, a Leadership Development Fellows Academy for principals, an Accelerating Campus Excellence plan that seeks to attract educators to «struggling» schools, and an emphasis on dramatically boosting the number of students earning career certifications.