Managing Your Center’s Labor
Table of Contents
1.
Teacher Pay & Instructor Growth Plan
Jim Fee
2.
System-Wide Metrics/Targets
Dave Rosenbaum
3.
Table Ratio Tool
Sal Cusanza
4.
Training on Managing Your Center’s Labor
Nicole Morse
Labor & Growth
Labor is one of the Single Largest Expenses in Center
Managing is a Critical Component of Profitability
• Variable
• Fixed
Our Mission is to Unlock Potential
Teachers are Critical to the Success of Mission
Important to Look at Both Management and Growth
Teacher Pay & Instructor Growth Plan
Teacher Pay must be managed to Center Budget at all times.
Directors need headquarters' approval for any hires outside of the stated hiring pay.
•
•
•
•
•
New hires $11.00/hour for Bachelor Degree
New hires $12.00/hour for Master's Degree
New hire math teachers $13-16/hour
Cap for all teachers $19.00/hour
All Teacher Training is $10.00/hour or a per set amount of training
New Teacher Training Pay
•
•
$100 Teacher Training Pay
Paid at completion of training with 80% score on SUN Certification and 3 months of
continuous teaching
Teacher Pay & Instructor Growth Plan
3 Month Review
•
Meet with Director to:
‐ Provide feedback on general observations
‐ Go over Center expectations and discuss Instructor Performance Evaluation to be given at
6 month review
‐ Answer any questions
‐ Discuss importance of attending all staff meetings
6 Month Review
•
Meet with Director to:
‐ Discuss Instructor Performance Evaluation
‐ Give program pay raise if instructor has completed the SUN Certification and has taught
the new program in the last 6 months
‐ Discuss importance of attending all staff meetings
‐ Assign a new program if needed
1 Year Review
•
Meet with Director to:
‐ Discuss Instructor Performance Evaluation
‐ Give program pay raise if completed and taught new program
‐ Eligible for a 0-3% raise
• Directors must submit recommendations to the President for approval 30 days prior
to the review
• Assign a new program if needed
Teacher Pay & Instructor Growth Plan
Ongoing Annual Review
• Meet with Director to:
‐ Discuss Yearly Instructor Performance Evaluation
‐ Give program pay raise if completed and have taught new program throughout the year
‐ Discuss importance of attending all staff meetings
Eligible for a 0-3% raise
• Directors must submit recommendations to the President for approval 30 days prior
to the review
• Assign a new program if needed
• Award annual Retention Bonus for continuous service
‐ Years 1-9 - $50 bonus
‐ Years 10+ - $100 bonus
Sylvan Center Today versus 3 Years Ago
Past Business Model
Today’s Sylvan Center
Manual learning plan development
through assessment results
Assessment is integrated into ILOs and
automated learning plans are generated
Paper based program with manual
student progression reviews
Sylvan Sync programs automate lesson
plan progression reviews
Brick and mortar retail centers
Retail and institutional Satellite
locations
Program offering primarily remedial
Sylvan Edge Enrichment programs,
enhanced college prep, and lower
priced offerings
Maximizing Profitability Through Labor Management
With the implementation of Sylvan Sync and business model, Directors of
Education are spending less time on administrative activities.
Is a Full Time Director of Education Role Required for your center?
How should a center invest their employee’s time to maximize profits and
minimize costs?
System Wide Labor Cost
Territory Type and Revenue Size Center Labor Rates
• On average a center’s labor is 40% of revenue across all territories.
• Part Time labor averages 17% of revenue.
• Full time labor is leveraged as center revenue increases.
in 1,000s
Territory Type
Rural
Average Revenue
$
319.7
Revenue Size
Suburban
$
393.4
Urban
$
455.8
< 300k
$
225.7
300k to 500k
$
386.1
> 500k
$
685.5
Variable Cost
% PT Labor
17.1%
16.7%
18.4%
17.0%
17.1%
17.9%
4.6%
4.0%
5.9%
5.3%
4.6%
4.4%
% Other Variable Cost
29.6%
26.0%
27.9%
29.9%
27.9%
27.5%
Variable Cost %
51.2%
46.7%
52.2%
52.2%
49.5%
49.8%
Gross Margin %
48.8%
53.3%
47.8%
47.8%
50.5%
50.2%
Full Time Labor
58.7
72.6
81.9
46.9
74.8
98.0
Other Fixed Costs
72.7
80.2
88.7
59.7
84.3
109.7
% Benef its & Taxes
Fixed Costs
Average Fixed Cost
$
131.4
$
152.7
$
170.6
$
106.6
$
159.1
$
207.7
Average Profit
$
24.5
$
56.7
$
47.3
$
1.4
$
35.8
$
136.7
M argi n %
Revenue Breakeven
Total Labor as % of Revenue
7.7%
$
269.4
40.0%
14.4%
$
286.8
39.2%
10.4%
$
356.9
42.3%
Source: Franchisee P&Ls submitted for the year 2013.
0.6%
$
222.8
43.1%
9.3%
$
315.1
41.0%
19.9%
$
413.3
36.5%
Table Ratio Management
Improving Table Ratios from 1.8 to
2.4
• Reduces labor costs by 8% and
increases gross margin by 4%
Current Center
Summary P&L
Enrollments
Sessions Delivered
Revenue
Table Ratio 1.8 to
2.4
125
125
6,875
6,875
330,000
330,000
Variable Costs
• Decreases teacher hours by 25%
PT Instructional Labor
51,563
15.6%
38,672
11.7%
5,720
1.7%
5,720
1.7%
14,155
4.3%
12,995
3.9%
9,900
3.0%
9,900
3.0%
8,250
2.5%
2.5%
Other Variable Costs
99,000
30.0%
8,250
99,000
30.0%
Total Variable Costs
188,588
57.1%
174,537
52.9%
Gross Margin - $
141,412
42.9%
155,463
47.1%
Center Director
55,000
17%
55,000
17%
Director of Education
45,000
14%
45,000
14%
55,000
17%
55,000
17%
155,000
47%
155,000
47%
Total Expenses
343,588
104%
329,537
100%
Profit
(13,588)
-4%
463
0%
PT Non Instructional Labor
• Teaching cost per student session
decreases from $7.50 to $5.63
Payroll Taxes
Benefits
Local Marketing Expense
• Increases profit by
$14,051
Other Expenses
Other Fixed Costs
Other Expenses
Teacher Hourly Rate
Teacher Hours
Labor as % of Revenue
$
13.50
$
13.50
3,819
2,865
55%
51%
Director of Education in Operational Role
Business Model
• DE time allocated to teaching
and support labor
Model Upside
• Cost Savings
• Full time DE position
Current Center
Summary P&L
Enrollments
Sessions Delivered
Revenue
Cost Analysis:
• Each DE teaching session costs
60% more than a $13.50 PT
teacher
• Total annual additional
teaching additional cost equals
$10,638 for DE teaching and
support labor
125
125
6,875
6,875
6,875
330,000
330,000
Variable Costs
38,672
11.7%
31,652
9.6%
31,652
9.6%
5,720
1.7%
5,720
1.7%
-
0.0%
12,995
3.9%
12,363
3.7%
11,849
3.6%
9,900
3.0%
9,900
3.0%
9,900
3.0%
8,250
2.5%
2.5%
8,250
2.5%
99,000
30.0%
8,250
99,000
30.0%
99,000
30.0%
Total Variable Costs
174,537
52.9%
166,885
50.6%
160,651
48.7%
Gross Margin - $
155,463
47.1%
163,115
49.4%
169,349
51.3%
Center Director
55,000
17%
55,000
17%
55,000
17%
Director of Education
45,000
14%
45,000
14%
45,000
14%
55,000
17%
55,000
17%
55,000
17%
155,000
47%
155,000
47%
155,000
47%
329,537
100%
321,885
98%
315,651
96%
Profit
463
0%
8,115
2%
14,349
4%
Labor as % of Revenue
51%
DE Teaching Hours
-
PT Non Instructional Labor
Payroll Taxes
Benefits
Local Marketing Expense
Other Variable Costs
Savings of $13,887
DE Support Labor
125
330,000
PT Instructional Labor
Model Risk
• Higher cost teaching and
support labor replacing lower
cost labor
DE Teaching Labor
Other Expenses
Other Fixed Costs
Other Expenses
Total Expenses
48%
46%
10
10
DE Support Hours
40
30
30
Support PT Labor Hours
10
10
Total Support Labor
50
-
40
30
Avg Support Labor Rate
$
11.00
$
11.00
$
11.00
DE Hourly Rate
$
21.63
$
21.63
$
21.63
Lead Instructors in Place of Director of Education
Business Model
Center Director assumes
greater operational role
with decreased support
labor rates
Enrol l ments
Sessi ons Del i vered
Revenue
Model Risk
• Lost revenue
• Center director spends
less time on sales and
marketing
• Pipeline conversion risk
• Lost opportunities for
Satellite and Institutional
contracts
Savings of $29,779
125
125
6,875
6,875
330,000
330,000
Variable Costs
PT Instructi onal Labor
Model Upside
• Lower cost model utilizing
PT variable labor
• Reduced Breakeven
Lead Instructor vs
Director of
Edcuation
Current Center
Summary P&L
PT Non Instructi onal Labor
Payrol l Taxes
Benefi ts
Local Marketi ng Expense
38,672
11.7%
38,672
11.7%
5,720
1.7%
23,400
7.1%
12,995
3.9%
10,536
3.2%
9,900
3.0%
9,900
3.0%
8,250
2.5%
2.5%
30.0%
99,000
30.0%
8,250
99,000
Total Variable Costs
174,537
52.9%
189,758
57.5%
Gross Margin - $
155,463
47.1%
140,242
42.5%
Center Di rector
55,000
17%
55,000
17%
Di rector of Educati on
45,000
14%
55,000
17%
55,000
17%
155,000
47%
110,000
33%
329,537
100%
299,758
91%
Profit
463
0%
30,242
9%
Labor as % of Revenue
51%
Other Vari abl e Costs
Other Expenses
Other Fi xed Costs
Other Expenses
Total Expenses
DE Support Hours
40
Support PT Labor Hours
10
Total Support Labor
-
0%
42%
30
50
30
Avg Support Labor Rate
$
11.00
$
15.00
DE Hourl y Rate
$
21.63
$
-
Breakeven Revenue
329,017
258,839
Director of Education in Operational and Sales Role
Business Model
• Full time DE in 75% Operational and
25% Sales role
Model Upside
• Revenue Opportunity
• Satellite and Institutional Contracts
• Potential of greater return on labor
investment versus cost savings
Current Center
Summary P&L
125
Enrollments
Sessions Delivered
Profitability Comparison:
Potential cost savings - $13,887
Revenue Required to B/E - $29,477
Revenue
PT Instructional Labor
PT Non Instructional Labor
Payroll Taxes
Local Marketing Expense
Gross Margin %
52%
Gross Margin $
$9,100
38,672
11.7%
44,550
11.7%
5,720
1.7%
5,720
1.5%
12,995
3.9%
13,524
4%
9,900
3.0%
11,405
3%
8,250
2.5%
9,504
2.5%
99,000
30.0%
114,048
30.0%
Total Variable Costs
174,537
52.9%
198,751
52.3%
Gross Margin - $
155,463
47.1%
181,409
47.7%
Center Director
55,000
17%
55,000
14%
Director of Education
45,000
14%
45,000
12%
55,000
17%
55,000
14%
155,000
47%
155,000
41%
329,537
100%
353,751
93%
Profit
463
0%
26,409
7%
Labor as % of Revenue
51%
DE Sales & Marketing Hours
-
Other Variable Costs
Other Expenses
Total Expenses
$17,500
380,160
Variable Costs
Other Expenses
Revenue
7,920
330,000
Other Fixed Costs
Average Satellite
144
6,875
Benefits
Model Risk
• Return on additional DE sales and
marketing labor
DE Operational &
Sales Role
46%
20
DE Support Hours
40
20
Support PT Labor Hours
10
10
Total Support Labor
50
30
Avg Support Labor Rate
$
11.00
$ 11.00
DE Hourly Rate
$
21.63
$ 21.63
Franchisee Tool - Center Models
Assumptions
Sales Pipeline Stats:
Inquiries
I:E Conv %
Enrollments
Local Marketing
Local Marketing Investment
RPE
Avg Hours
Total Hours
Avg Hourly Rate
Center Director
Hours Per Week
Average Hourly Cost
% Sales & Marketing
Director of Education
DE Hourly Rate
DE Hours Per Week
% of Time Sales & Marketing
DE Teaching Time
Teaching Cost
Avg Table Ratio
Avg PT Teacher Rate
Lead Instructor Support
Lead Instructor Hourly Rate
Lead Instructor Hours Per Week
Tax & Benefits
Benefits as % of Revenue
Payroll Tax as % of Labor Cost
Other Expenses
Other Variable Cost %
Other Fixed Costs - $
Current
Pro - Forma
250
50%
125
$
$
$
$
$
$
8,250 $
315
50%
158
10,375
53.00
6,625
48.00 $
53.00
8,348
48.00
40
26.44 $
80%
40
26.44
80%
21.63 $
40
0%
10%
21.63
40
50%
25%
1.80
13.50 $
2.80
13.50
15.00 $
10.00
15.00
10.00
3.0%
9.0%
3.0%
9.0%
Revenue Summary
Enrollments
LOS
RPE
Revenue
Labor Allocation Summary
$
32.4%
55,000
Change
33
$82,680
% Change
26%
0%
0%
26%
$
$
$
$
Current
$ - Cost
44,000
59,300
51,380
154,680
Local Marketing Investment
Total Sales & Marketing Expense
$
8,250
52,250
$
10,375
76,875
Sales & Marketing Labor Cost Per Enrollment
Customer Support & RPE Cost Per Enrollment
$
$
418
474
$
$
488
191
Sales & Marketing
Customer Support, RPE & Admin
Teaching
Total Labor
Summary P&L
Revenue
Hours
1,664
2,808
3,473
7,945
Current
318,000
Pro-Forma
400,680
% of Rev
14%
19%
16%
49%
% Change
26%
27%
-35%
9%
49%
19%
$ 78,141 $
$ 103,650 $
$ 181,791 $
136,209
43%
57,278 $
140,024 $
197,302
203,378
51%
20,863
(36,374)
15,512
67,168
8%
Fixed Costs
$ 155,000 $
155,000 $
-
Breakeven Revenue
(18,791)
$ 361,869 $
48,378
305,370 $
Hours
2,704
1,456
2,461
6,621
Change
82,680
Variable Costs
Labor
Other Variable Cost
Total Variable Cost
Gross Margin - $
Gross Margin %
Profit
30.0%
55,000 $
Current
Pro-Forma
125
158
53
53
$2,544
$2,544
$318,000
$400,680
0%
67,168
-357%
56,500
16%
Pro - Forma
$ - Cost % of Rev
$
66,500
17%
$
30,050
7%
$
44,477
11%
$ 141,027
35%
Goal to Help Manage Part-Time Center Labor
Forecasting Part-Time Labor
Measuring Part-Time Labor
Teacher Pay Planning Tools – Forecast PT Labor
Labor Management Forecast
Plan Start Date
Plan End Date
3/2/2015
3/8/2015
Plan for Teacher Hours:
Scheduled Student Hours For Upcoming Week
240
Scheduled Group Student Hours
Scheduled Math Edge Student Hours
Of these, how many are group instruction student hours?
Run the upcoming student
scheduled hours
20
10
30
How many are 1:1 student hours?
3
3 to 1 Scheduled Hours
207
Cancellation / No Show Rate
10%
3:1 Student Hours
186
Target Table Ratio
3:1 Teacher Hours Needed
2.8
67
Total Group Classes Scheduled (Teacher Hours)
Total Math Edge Classes Scheduled (Teacher Hours)
2
4
1:1 Teacher Hours Needed
3
Blended Table Ratio (3 to 1 and 1 to 1)
Breakout your 1 to 1 and
group student hours
Set your planned table
ratio
2.72
Total Estimated Teacher Hours
76
Plan for Part Time Support Staff Hours:
Weekly Earned Revenue Projection
$
13,200
Projected Part Time Labor $ Based on This Plan:
$
1,456
Projected Total Labor % Based on This Plan:
11%
Part Time Labor % Goal (excluding training time)
14%
(Over ) / Under Goal - $
$
392
Teacher Cost
$
1,326
Teaching Cost as % of Revenue
10%
3 to 1 Table Ratio
2.80
Average Hourly Rate
$
14.41
Support Staff Hours Available
40.2
Support Hours Staffed
10.0
Support Costs
$
130
Support Costs as % of Revenue
1%
% of Revenue vs Goal (Over) / Under
(Over) / Under Goal Hours
Revenue Needed to Support Labor Plan:
3%
30.2
$10,400
Schedule non teacher PT
labor to a goal
Teacher Pay Planning Tools – Forecast PT Labor
Labor Management Forecast
Plan Start Date
Plan End Date
3/2/2015
3/8/2015
Plan for Teacher Hours:
Scheduled Student Hours For Upcoming Week
240
Scheduled Group Student Hours
Scheduled Math Edge Student Hours
Of these, how many are group instruction student hours?
20
10
30
How many are 1:1 student hours?
3
3 to 1 Scheduled Hours
207
Cancellation / No Show Rate
10%
3:1 Student Hours
186
Target Table Ratio
3:1 Teacher Hours Needed
2.8
67
Total Group Classes Scheduled (Teacher Hours)
Total Math Edge Classes Scheduled (Teacher Hours)
2
4
1:1 Teacher Hours Needed
3
Blended Table Ratio (3 to 1 and 1 to 1)
Total Estimated Teacher Hours
Run the upcoming
student scheduled
hours
Breakout your 1 to 1
and group student
hours
Set an estimated
cancellation rate
2.72
76
Set your planned
table ratio
Teacher Pay Planning Tools – Forecast PT Labor
Set your PT Support Labor
Plan for Part Time Support Staff Hours:
Weekly Earned Revenue Projection
$
13,200
Projected Part Time Labor $ Based on This Plan:
$
1,456
Projected Total Labor % Based on This Plan:
11%
Part Time Labor % Goal (excluding training time)
14%
(Over ) / Under Goal - $
$
392
Teacher Cost
$
1,326
Teaching Cost as % of Revenue
10%
3 to 1 Table Ratio
2.80
Average Hourly Rate
$
40.2
Support Hours Staffed
10.0
$
130
Support Costs as % of Revenue
1%
% of Revenue vs Goal (Over) / Under
3%
(Over) / Under Goal Hours
Revenue Needed to Support Labor Plan:
Set PT Labor
% Goal
14.41
Support Staff Hours Available
Support Costs
Input earned
revenue
projection
30.2
$10,400
Check your PT
labor vs Goal
Teacher Pay Planning Tools – Set Schedule & Hourly Rate
Set your schedule using an average hourly labor rate or per staff
Category/Staff Member
Teaching Labor
Teacher #1
Teacher #2
Teacher #3
Teacher #3
Teacher #4
Teacher #5
Ect.
Ect.
Ect.
Ect.
Ect.
Total Teaching Labor
Estimated Labor Hours Required
Support Labor
PT Staff #1
PT Staff #2
PT Staff #3
PT Staff #4
PT Staff #5
Ect.
Ect.
Ect.
Total Support Labor
Total Part Time Labor
Hourly Rate or
Avg Hourly Rate
3 to 1
Scheduled
30.0
12.0
10.0
8.0
3.0
20.0
0.0
0.0
0.0
0.0
0.0
83.0
66.5
$
$
$
$
$
$
12.50
13.50
14.50
15.50
16.50
17.50
$
14.41
$
$
$
$
$
Hourly Rate
10.00
10.00
11.00
12.00
13.00
Hours
0.0
0.0
0.0
0.0
10.0
$
13.00
10.0
102.00
1 to 1 Scheduled
Group
Scheduled
Math Edge
Scheduled
Total Hours
Scheduled
3.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
3.0
3.0
2.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
2.0
2.0
0.0
2.0
0.0
2.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
4.0
4.0
35.0
14.0
10.0
10.0
3.0
20.0
0.0
0.0
0.0
0.0
0.0
92.0
75.5
$
$
$
$
$
$
$
$
$
130.00
130.00
1,456.00
Instruction Cost
$
$
$
$
$
$
$
$
$
$
$
$
437.50
189.00
145.00
155.00
49.50
350.00
1,326.00
Teacher Pay Planning Tools – Set Schedule & Hourly Rate
Set your teacher schedule
Category/Staff Member
Teaching Labor
Teacher #1
Teacher #2
Teacher #3
Teacher #3
Teacher #4
Teacher #5
Ect.
Ect.
Ect.
Ect.
Ect.
Total Teaching Labor
Estimated Labor Hours Required
Hourly Rate or
Avg Hourly Rate
$
$
$
$
$
$
12.50
13.50
14.50
15.50
16.50
17.50
$
14.41
3 to 1
Scheduled
30.0
12.0
10.0
8.0
3.0
20.0
0.0
0.0
0.0
0.0
0.0
83.0
66.5
1 to 1 Scheduled
Group
Scheduled
Math Edge
Scheduled
Total Hours
Scheduled
3.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
3.0
3.0
2.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
2.0
2.0
0.0
2.0
0.0
2.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
4.0
4.0
35.0
14.0
10.0
10.0
3.0
20.0
0.0
0.0
0.0
0.0
0.0
92.0
75.5
Instruction Cost
$
$
$
$
$
$
$
$
$
$
$
$
437.50
189.00
145.00
155.00
49.50
350.00
1,326.00
Teacher Pay Planning Tools – Set Schedule & Hourly Rate
Schedule PT Labor
Setting Table Ratios and Scheduling Part Time Labor Considerations
Center # 1307
Forecast Labor Ratios for payroll dates:
03/02/15
to
03/08/15
Current File Version Updated - April 8, 2015
Monday
Tuesday
Wednesday
Thursday
Friday
Saturday Total
All scheduled student hours
# of students hours (according to Symp.
Instructional calendar)
Teaching Hours Estimated (@ 2.8 ratio):
75
27
45
16
35
13
28
10
10
4
47
17
240
86
Actual Hours Scheduled
30
15
12
12
3
20
92
Testing Hours Estimated
0
Administrative Hours Scheduled Teacher
Meetings Trainings (Directors' Discretion)
2.0
2.0
2.0
1.0
3.0
Total Part-Time Hours to schedule
32
17
14
13
6
Total Billable Tuition for this period (from section
1 of GBR):
$13,200.00 $13,200.00
Est . Percentage labor at 2.8 Ratio
10%
Actual forcast Percentage of labor
11%
Expected Labor Goal: <12%, your goal is OK
NOTE: If Percentage is "NOT" OK, YOU MUST HAVE OWNERS APPROVAL
10
20
102
Teacher hours at an optimal
table ratio of 2.8
Actual scheduled hours after
considering:
Program requirements
• Group and 1 to 1
instruction
• Hourly student schedules
• Cancellation & No Show
rates
• Table requirements
Teacher Pay Planning Tools – Tracking Time Spent
Department
Instructor Part Time
Non Instructional Part Time
Director of Education Full Time
Director of Education Part Time
Center Director Full Time
Center Director Part Time
1
2
3
Code
130101
130102
130103
130104
130105
130106
Blank Space 1
Blank Space 2
Blank Space 3
T ask
Code
Instructional Codes
3 to 1 Instruction
1 to 1 Instruction
Group Instruction
Math Edge Group Instr
4
5
6
3 to 1
1 to 1
Group
Math Edge
Blank Space 4
Blank Space 5
Blank Space 6
Customer Acquisition Codes
Sales Support
Marketing
Welcome Conference
8
9
Sales Support
Marketing
Welcome Conference
Blank Space 8
Blank Space 9
Customer Services Codes
Parent Conference
Testing
School Outreach
Class Management
Classroom Prep
On Going Conference
11
12
Parent Conference
Testing
School Outreach
Teaching Assist
Prep
On Going Conference
Blank Space 11
Blank Space 12
Administrative T ime Codes
Admin Time
Training
Teacher Scheduling
Paid Vacation
Paid Travel
Billing & Collections
13
14
15
16
17
18
Admin
Training
Teacher Scheduling
Vacation & Holiday
Travel
Billing & Collections
Blank Space 13
Blank Space 14
Blank Space 15
Blank Space 16
Blank Space 17
Blank Space 18
Track your staff’s time to your desired level of detail
Depending on how you collect your
employee time for payroll, the tool gives
the user the ability to report on how
much of your staff’s time is related to
instruction, sales and marketing,
support customer service and
administrative activities
Be sure to breakout teaching time and
teaching administrative and prep time
Labor Plan Tools – Input Actual Hours
Input actual student hours and teaching hours
Student Attendance
Student Hours (Attended)
3 to 1
1 to 1
Group
Math Edge
Total Attended Student Hours
3/2
Mon
50
0
0
5
55.0
3/3
Tue
40
1
10
0
51.0
3/4
Wed
30
0
0
5
35.0
3/5
Thu
25
1
5
0
31.0
3/6
Fri
15
0
0
5
20.0
3/7
Sat
25
1
0
5
31.0
3/8
Sun
5
0
0
0
5.0
Total Hours
190
3
15
20
228.0
Employee Hourly Rate 3/2
Mon
or Avg Hourly Rate
$
13.50 20.00
$
13.50 0.00
$
15.00 1.00
$
13.50 0.00
$
13.50 2.00
$
21.63 2.00
25
3/3
Tue
15.00
1.00
0.00
1.00
2.00
2.00
21
3/4
Wed
12.00
0.00
1.00
0.00
2.00
2.00
17
3/5
Thu
10.00
1.00
0.00
1.00
2.00
2.00
16
3/6
Fri
5.00
0.00
1.00
0.00
1.00
2.00
9
3/7
Sat
10.00
1.00
1.00
0.00
1.00
0.00
13
3/8
Sun
3.00
0.00
0.00
0.00
0.00
0.00
3
Total Hours
75.0
3.0
4.0
2.0
10.0
10.0
104.0
Labor Hours
Employee
All 3 to 1 Hours
All 1 to 1 Hours
All Math Edge Hours
All Group Hours
Teacher Admin Hours
Director of Education Hours
Title
All 3 to 1 Hours
All 1 to 1 Hours
All Math Edge Hours
All Group Hours
Teacher Admin Hours
Director of Education Hours
Time Code
3 to 1
1 to 1
Math Edge
Group
Admin
3 to 1
Department
130101
130101
130101
130101
130101
130103
TOTAL HOURS
Input your actual reporting to report against plan
To get to a manageable table ratio, separate actuals for 3 to 1 and include only teaching time
Include any Director of Education teaching hours to manage table ratios
Input support labor part time hours and costs
$
$
$
$
$
$
$
Earnings
1,012.50
40.50
60.00
27.00
135.00
216.35
1,491.35
Labor Plan Tools - Review Your Results
Labor Ratio vs Plan Dashboard
Report Date Ranges
Actual
Start Date
3/2/2015
3/2/2015
End Date
3/8/2015
3/8/2015
Student : Teacher Ratio
# of students hours serviced
# of Teacher Instruction Hours
Blended Ratio
Instruction Cost
Average Hourly Cost
Actual
$
$
Actual
Math Edge Student : Teacher Ratio
# of Student Hours
Teacher Hours / Classes Worked
Students Hours : Classes Ratio
Actual
Total Non Instructional Hours
Total Non Instructional Labor
Plan
Vs Plan
Total Hours Worked
Plan
Vs Plan
Plan
228
94
2.43
1,356 $
14.43 $
3 to 1 Student : Teacher Ratio
# of Student Hours 3 to 1
# of Teacher Instruction Hours
3 to 1 Ratio
# Days Delivering Math Edge
Plan
Variance
219
92
2.38
1,326 $
14.41 $
Plan
190
85
2.24
Track your table ratios and
teacher cost versus plan
9
2
0.04
30.35
0.02
Variance
186
67
2.80
Plan
20
4
5
% Variance
% Variance
4
18
-0.56
2%
28%
-20%
10
0
3
% Variance
100%
0%
100%
Variance
10
4
3
4
Hours Worked
10.00 $
10.00 $
0.00 $
104 $
102 $
-2 $
Cost
Avg Hourly Cost
135 $
13.50
130 $
13.00
(5.0) $
(0.5)
1,491 $
1,456 $
(35) $
4%
2%
2%
2%
0%
14.34
14.27
(0.07)
Review support labor
Teacher Training & Resources
Proposed Training Timeframes for New Teachers
Utilizing SUN as a Training Resource
Labor Management Resources after Conference
Timing Guidelines for Teacher Training
For a typical SylvanSync Reading and Math teacher, initial training should
take a total of 7 to 10 hours to complete.
Get teachers up to speed quickly with a systematic table management
plan.
Timing Guidelines for Teacher Training
Here is how a new teacher’s first formal teaching interaction should look like in a 3 hour
shift:
•
Hour 1: New teacher is responsible for 1 of 3 students at a lead teacher’s table
•
Hour 2: New teacher is responsible for 2 of 3 students at a lead teacher’s table
•
Hour 3: Depending on level of comfort, new teacher should be responsible for 2 or all 3
students at the table with support from DE or lead teacher
On the following day new teachers can manage 2 students their first hour or two of the
shifts and then 3 students towards the end of their shift.
Budget 2.5 to 5 hours of training for each additional subject that a teacher takes on beyond
reading and math.
New Teacher
Hour 1
Hour 2
Student
Lead Teacher
Hour 3
Managing Your Center’s Labor
Sylvan University Now
(SUN) is a resource that is
available to all
franchisees and their
center employees
•
•
The center’s Learning
Manager should
assign appropriate
courses for
certification
The Learning
Manager should also
ensure that students
have a valid SUN login and password
A module specific to
managing your center
labor is available on
SUN– Labor Management
ZeeTV
SUN includes recorded
and digital lessons
There is a curriculum
guide available to outline
the training path for
teachers and directors
An additional ZeeTV will
be available to walk you
through the tools
presented today
Please see Paul Bungcayao and/or Romas Krywonis in Ballroom 3
following this presentation to sign up for a one-on-one
demonstration of the Labor Management Tool
(Sign Up Sheets Available Following Presentation)
Q&A