“We are thrilled to be present here representing our colleagues and sharing some ideas that can further support the commendable efforts made in 2018 to enhance principal compensation across North Carolina,” expressed Dr. John Lassiter, the principal of Hertford Grammar School, addressing lawmakers at the House Select Committee on Education Reform this week.
Dr. Lassiter, along with a coalition of Principals of the Year supported by Wells Fargo, is urging lawmakers to continue the upward trend in [ppp1].
“Our presence today underscores the pressing need to bolster North Carolina’s educational institutions,” stated Dr. Lassiter. “School leadership stands as one of the pivotal factors influencing overall school success. Recognizing the pivotal juncture in education, we advocate for the critical role of competent school leadership. The attrition of school leaders is a growing concern, and we believe that minor adjustments to the principal compensation structure can contribute significantly to retaining exceptional school leaders within the educational system, particularly in the role of a principal.”
“In 2016, a joint legislative committee addressed principal compensation when North Carolina was positioned at the lower rungs, approximately 50th place. The concerted efforts of this committee resulted in a meaningful overhaul of principal compensation,” Dr. Lassiter emphasized.
Ashley Faulkenberry, who served as the principal of Trent Park Elementary School in Craven County for 13 years and holds the title of the 2023 Southeast Regional Principal of the Year, joined Dr. Lassiter in advocating for the incorporation of complexity factors into the existing compensation plan to acknowledge the multifaceted challenges faced by principals in their roles.
The state’s principal pay structure is influenced by two primary factors: the average daily school enrollment and performance-based incentives.
“Principals are unique in that they are evaluated based on their performance, transitioning from base pay to growth-based rewards tied to student achievement,” Dr. Lassiter remarked. “While we do not propose eliminating this performance evaluation, we firmly believe, supported by research, that principals play a pivotal role in driving student success.”
Dr. Lassiter and Faulkenberry proposed strategies to bridge the pay differentials that often arise due to external factors beyond the control of principals.
“The existing principal compensation framework marked a significant stride in the right direction,” Dr. Lassiter acknowledged. “We commend the dedication and resources invested by the General Assembly in 2018.”
They also highlighted three unintended consequences of the recent legislation.
“Firstly, we aim to mitigate drastic fluctuations in pay stemming from factors beyond the principal’s sphere of influence,” Dr. Lassiter explained. “Secondly, the current compensation model fails to acknowledge the diverse challenges faced by principals in varying school settings across the state. For instance, a school with 400 students in Perquimans County may present distinct challenges compared to a school with the same enrollment in Wake County or a western county in the state. It is imperative to account for the unique complexities of schools statewide. Lastly, the current plan inadvertently discourages exceptional assistant principals from advancing to principalship and remaining in the field post-promotion if successful.”
Their proposal aims to address these challenges by focusing on stabilizing salaries, recognizing school complexities, and promoting principal retention.
“We propose establishing a comprehensive model that considers various aspects beyond school size, ensuring that the principal remains the highest-paid staff member while stabilizing pay structures. Additionally, we seek to introduce a retention supplement based on years of service as a school principal to encourage longevity in the profession,” Faulkenberry added.
Dr. Lassiter stressed the crucial role of school principals in public education.
“Our request does not entail a substantial pay raise but rather a reallocation of resources to enhance pay stability. It is essential to heed the feedback of principals surveyed and acknowledge their invaluable contributions to the students of North Carolina,” Dr. Lassiter emphasized.
“Only 7% of our colleagues agree or strongly agree that the current pay structure incentivizes high-performing principals to transition to underperforming schools,” Faulkenberry noted.
The proposed plan outlines five key benefits: consideration of factors beyond school size, implementation of a retention supplement to ensure leadership stability, alignment of principal compensation with teacher and assistant pay, reduction of pay fluctuations while incentivizing meeting and exceeding student growth targets, and strong support from professionals in the field.
Dr. Lassiter and Faulkenberry urged the committee to revise the principal pay plan in 2024 to enhance recruitment, foster stability, incorporate school complexity considerations, and acknowledge experienced leadership. They emphasized the critical need to retain exceptional principals within their respective schools.