Based on the idea that it’s time to treat teachers like the professionals they are, many states are going through this change process and, unfortunately, the real outcome of this new evaluation process won’t show up in teacher effectiveness scores. It won’t even show up in student achievement scores immediately. The outcome that has become clear is the fact that “conversations have changed.”
Administrators and teachers are talking about instructional strategies, procedures, student learning styles, classroom management, and most importantly, student data to drive instruction. The need for teachers and administrators to be the instructional leaders has allowed the conversations around the water cooler to change from last night’s sports scores to “What ways are you using to check for understanding?” and “How are you engaging students in the academic content?”
Teacher effectiveness performance ratings have resulted in teachers and principals meeting regularly to discuss not only areas that need improvement, but also successes and how they can build on those successes; how they, as a team, can set professional goals, ultimately affecting the success of the student. Timely performance feedback is an essential component of a teacher evaluation plan. Transparency within the system is also a necessity. Those two factors provide the platform for conversations between administrators & teachers, teachers and other teachers, teachers and parents.
The conversation around a teacher evaluation has resulted in continued dialog on improvement. Without this change in communication and transparency, we are moving from “if they would stay out of my room and just let me teach” to “my administration is welcome in my classroom anytime.”
Just as we have collected student data for years, we are starting to collect teacher and administrative performance data. We must be able to collect, analyze, implement, reflect, revise, and act on what we collect.
As many schools have now collected up to two years of data they are asking “now what?” The “now what” is using the detailed individual, department, school, and district data to drive professional growth and student achievement. The real-time data available has allowed schools to identify strengths and weaknesses early to adjust policies, procedures, and instructional methods in a proactive manner. The adjustments have not only been in the classroom but in administrator training and the evaluation process as well. The conversation has changed to a proactive dialog instead of a reactive dialog.
The purpose of the teacher effectiveness laws is not to be punitive but to improve instruction and ultimately student achievement. When looking at data like that below we allow those that are doing something well to share and for those needing improvement to ask a peer for suggestions. Teachers freely admit that before this process was put in place they would not ask a peer for suggestions. Never before has a teacher been able to go to their administrator and ask “Who is good at explaining to students the learning target in a student friendly manner and easy to understand terms? I am struggling with that.”
The evaluation process is slowly moving to a professional growth process and away from a once a year dog and pony show. Not only are teachers being held accountable but administrators are being held accountable in completing evaluations and being evaluated during an on-going process as well.
The conversation changes are not only happening between administrators and teachers, but also between administrators within a building, administrators within a district and schools within a district. Principals are asking others about strategies, programs, and policies that are impacting positive teacher performance and student achievement. Never before would you hear at a principals meeting a discussion on examples of evidence in scripting and whose opinion is needed.
Throughout the evaluation process, specific behaviors have emerged. School districts are seeing teachers making suggestions, giving peer feedback, modeling effective instruction, seeking opinions on best practices, providing resources, supporting collaboration, and holding each other accountable. Because teachers are being held more accountable, they have begun to take on a wide range of roles within their school and district to support school and student success. More and more, teachers are becoming instructional leaders sharing the vision of the school and district. Because of evaluation plans utilizing school-wide or district-wide learning measures as a part of the teacher evaluation, teacher leaders have started sharing effective teaching strategies, creating common assessments and ensuring consistent curriculum implementation. Teachers are setting high expectations of themselves, their students and their peers, leading to overall school improvement.
Teachers as instructional leaders can lead conversations that engage peers in analyzing their strengths and weaknesses and analyzing student achievement and growth to facilitate continuous improvement. Educators are committed to being life-long learners and if nothing else has been learned throughout this evaluation change process, the key seems to be that education must keep the conversations going.
We must remember, in all the complicated procedures of designing evaluations of teacher effectiveness, that appraising/judging performance is an activity that involves professional judgment. Teacher effectiveness policies are meant to improve the practice of every teacher in every classroom so that all students and teachers have the opportunity for success.
For more information, visit www.standardforsuccess.com.