How CoachingGPS Works

The problem this replaces

In the old model, coaches carried up to 50 active candidates, and when a candidate finished coursework they were handed off to a single Transition Coordinator with roughly 600 candidates. Coaching effectively ended at the moment coursework ended — even though the candidate still had years left on their interim certificate. Separately, coach pay jumped roughly $1,000/month when a caseload crossed from 50 to 51 — a cliff that created inequity, gaming incentives, and payroll no one could predict or explain.

1 · Coaching never stops — its intensity changes

Every active candidate keeps a Primary Coach through their entire certification period. When coursework ends, the candidate doesn't lose their coach — their tier changes, which adjusts coaching cadence, documentation requirements, and workload weight. A separate Transition & Compliance Coordinator handles certification paperwork, employment verification, and deadlines — in addition to the coach, never instead of them.

All weights, cadences, and criteria are configurable in Administration — nothing is hard-coded.

2 · Capacity is weighted, not counted

A coach's capacity is measured in Coaching Capacity Units (CCUs) — 50 by default. Because tiers carry different weights, 80 candidates can be exactly the same workload as 65:

3 · Assignment is not evidence of coaching

Every coaching interaction is a structured record: focus area, identified need, discussion summary, feedback, action items, commitments, and follow-up. Only contact types an administrator designates (video, phone, in-person, observation…) count toward required cadence — mass email and automated reminders never do. The compliance dashboard and heat map proactively surface candidates who are assigned but not actually supported, and the Show Me the Evidence report answers an auditor in minutes.

4 · Risk finds problems before people do

Configurable rules watch for missed contacts, unsuccessful observations, expiring certificates, inactivity, and candidate help requests. Fired rules set the risk level (Green → Red), can recommend a tier change (e.g., Tier 3 → Tier 4 Intensive), and route it for approval — the recommended change already shows its projected CCU impact on the receiving coach.

5 · Pay follows workload — the same unit as capacity

Coach compensation uses the identical CCU measure: stipend + rate × weighted CCUs + role stipends. No cliffs — one more candidate moves pay by their weight × rate, never $1,000. An intensive SPED roster of 25 can out-earn a sustaining roster of 73, because the formula measures work, not heads. The calibration console solves the rate for any payroll target, so the structure can be adopted at exactly 0% budget growth. Every coach sees their own live, line-item calculation.

6 · Five questions, answered on sight

• Coach: Who needs me today? → your dashboard's priority queue.
• Transition Coordinator: Who has a certification issue? → the compliance case queue.
• Coaching Director: Is coaching actually happening? → compliance heat map.
• Leadership: Do we have capacity, where's the risk? → leadership dashboard, simulator, forecast.
• Auditor: Show me the evidence. → three-year record & evidence builder.