Excellence for All Children

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How the Pieces Fit

Teacher Town Hall Meeting

Thursday, August 25, 2011

Excellence for All Children

A Remarkable Time for

Public Education in Tennessee

Change and Reform

Radically higher academic standards

New performance evaluation system

Strategic compensation

Key changes in state education policy

Tenure Restructuring

Collaborative Conferencing

Alignment and Coherence

The good news:

These changes are intended to enhance instruction and student learning

These changes are aligned with the work we have been doing for the past several years

These changes build upon the work that we have been doing

(Strategic Plan, Standards, PLCs, Marzano, TAP, etc.)

These changes are largely things that we wanted

(and in some cases asked for!)

Alignment and Coherence

The good news:

These changes are not just random, unrelated mandates imposed upon us

Many of these initiatives were contemplated in our Strategic Plan, Excellence for All Children.

Our Strategic Plan coupled with Tennessee's reform efforts and Race to the Top have created a compelling and coherent education landscape conducive to student academic success.

Alignment and Coherence

Common Themes in Reform Efforts & our Strategic Plan:

High standards and expectations

Instructional effectiveness

Focus on student academic outcomes

Instructional leadership and teacher collaboration

Accountability

Removing barriers and constraints to success

Human capital development

Use of research and data to inform decisions

Where we have been…

Developed comprehensive Strategic Plan –

Excellence for All Children

Focus on the Student

Effective Educators

Engaged Parents and Community

Infrastructure to Support Learning

Embraced and implemented more rigorous Tennessee standards for student learning

Provided instructional support through teacher leadership

Established and refined viable PLCs in our schools

Focused pedagogical improvement efforts around

Marzano’s research-based instructional strategies

Where we are going…

New Teacher Evaluation System

Tennessee Educator Acceleration Model - TEAM

Every Teacher, Every Year

Two Complementary Components:

Student Academic Growth / Achievement

Observation of Instructional Practice

Observation tool is essentially the TAP rubric

Marzano’s Strategies Reflected in the Rubric

Implementation Leverages Teacher Leadership

Developmental, not Punitive

Teacher Evaluation

A positive step in preserving a clear focus on instructional quality and student learning every day in every classroom.

Multiple measures for evaluating performance.

TEAM – Summative Evaluation Rati

The three components (50% observation, 35% student growth, 15% student achievement) will be combined into a single rating on a 5-category scale.

Solid, Effective

Teaching

1

Significantly

Below

Expectations

2

Below

Expectations

3

At

Expectations

4

Above

Expectations

5

Significantly

Above

Expectations

TN Dept. of Education to provide guidance on how component score ranges relate to 5-category scale.

Where we are going…

Advance. Perform. EXcel. - APEX!

Designed over a 12-month period with multiple opportunities for stakeholder input and feedback

Teacher Evaluation

Reflects increased expectations

Strategic Compensation for students and staff

Aligned to Strategic Plan goals

Relies heavily on Tennessee’s

Performance Evaluation System –

TEAM

APEX Strategic Compensation System

The APEX system incents and rewards the inputs and outcomes that support greater student academic achievement and growth.

It is part of KCS’ comprehensive improvement efforts to establish a district in which all students achieve at high levels and every school is a school of distinction.

APEX promotes four major objectives, all integral to the success of our strategic plan:

1.

2.

Student success

Effective instruction

3.

4.

Teacher leadership

High-needs schools

Our Theory of Action

Objective 1

Student Success

Objective 2

Effective Instruction

We maintain universally high standards and expectations, ensuring that every student has access to outstanding classroom instruction.

THEREFORE…

Each student is challenged academically and graduates fully prepared for postsecondary learning opportunities, a rewarding career, a meaningful role in the American democracy, and an enlightened, fulfilling life.

AS A RESULT…

Every student achieves his or her fullest potential

.

We focus on the professional growth and continuous improvement of the instructional skills of our existing teacher force.

.

THEREFORE…

Teachers have the necessary support and resources in the classroom so that they can do the important job with which they have been entrusted.

AS A RESULT…

An effective educator is in front of every classroom every day.

Objective 3

Teacher Leadership

Objective 4

High-Needs Schools

We expand and formalize teacher leadership roles in every school across our district.

THEREFORE…

We encourage effective teachers and strong school leaders to apply their skills to our greatest challenges

.

THEREFORE…

Model teachers have more instructional leadership opportunities, leveraging one of the greatest untapped resources in education

– the expertise within our teacher force.

We work aggressively to match our best and most experienced instructional talent with our highest-needs schools and children.

AS A RESULT…

Teacher leaders impact instruction beyond their individual classrooms, broadening student success.

AS A RESULT…

Achievement gaps defined by race, income, geography, language and/or special needs are eliminated.

Excellence for All Children

The Knox County Schools will be a system where all students achieve at high levels and every school is a school of distinction.

Strategic Objectives

All four objectives reflect KCS’ belief that our strategic compensation system:

Should be aligned with our most important instructional goals, and

Must continue to focus on increased student learning through effective classroom teaching

Strategic Compensation Overview

Objective 1

Student Success

Objective 2

Effective Instruction

Objective 3

Teacher Leadership

A.

Teacher Performance Incentive

Available for teachers and administrators and addresses all 4 objectives.

Objective 4

High-Needs Schools

B

. School Excellence

Award

Monetary award to school.

Awarded to highest-rated schools at each level (elementary, middle, high).

All schools are eligible, including TAP schools.

C

. Coaching and Other

Support Resources

Lead or Master/Mentor Teacher (TAP) to support instruction at all schools.

Instructional coaches and other resources to enable site-based professional development

.

D

. Lead Teacher

Classroom teacher who provides instructional support and coaching to his/her peers via classroom observations within the formal TEAM evaluation process.

E

. TAP System

Adopted as comprehensive school reform model in 18 high needs schools.

Includes: teacher collaboration, teacher leadership, instructional rubric and performance compensation.

School-wide growth and/or % of students achieving expected growth in each subject area.

Must also achieve AYP to earn award.

Resources allocated based upon number of certified staff in school and student data highlighting need for additional targeted support.

Selected through school-based application process. Key qualifications include demonstrated teaching effectiveness and leadership abilities.

Must obtain TAP Observer Certification .

Schools selected for implementation based on designation as a high needs school. Teachers approved adoption by vote of at least 75%.

School Award

Potential use for equipment, professional development, or other tools for instructional support.

Instructional Support

To improve working conditions and enable on-site professional development for teachers.

Formal Leadership Role

200-day contract

with supplement

;

4-day TEAM observer training, with additional $100 per day stipend.

Comprehensive Reform

Includes performance pay determined by individual and/or school-wide growth

(50%) and skills, knowledge and responsibilities (50%). Teachers and administrators eligible for bonuses.

School

Excellence

Award

$5,000

$10,000

Teacher

Performance

Incentive

$1,500

$2,000

Performance

Compensation

Lead

Teacher

$2,000

$2,500

Administrator

Performance

Incentive

$1,500

$2,000

Five Core Components

To achieve our district’s objectives, the APEX system includes five core components that align with our most important goals:

A.

B.

C.

D.

E.

Teacher and administrator performance incentives

School excellence awards to recognize school-wide growth

Coaching and other support resources to help teachers learn and grow

Teacher Leadership Exemplified by Lead Teacher Role

TAP®- The System for Teacher and Student Advancement

- for 18 high-needs schools

Teacher and Administrator

Performance Incentives

Provides additional compensation for teachers who deliver high-quality instruction, achieve positive academic outcomes for their students and are instructional leaders

Recognizes principals and assistant principals who provide high-quality leadership and support for teachers

Incents consistent, effective instruction/leadership in high-needs schools (teachers and administrators) and

Adequate Yearly Progress benchmarks (administrators)

Teacher and Administrator

Performance Incentives

Offers more than one way to achieve demonstrated excellence

Awards range from $2,000 for exemplary performance and $1,500 for model performance

Annual payout each year the educator meets the criteria

Majority of incentive based on the educator’s performance as part of the new TEAM

(Tennessee Educator Acceleration Model) framework

Teacher Performance Incentive

35%

Objective 1

Student Success

Objective 2

Effective

Instruction

35%

Summative Evaluation

Based on TEAM evaluation framework.

Student Growth + Observation

(Quantitative-50%) (Qualitative-50%)

(35% TVAAS® +

15% Other Student

Achievement)

(50% TAP Rubric and

Professionalism)

Maximum = 70

At Expectations

(40)

Above Expectations

(55)

Significantly Above Expectations

(70)

20%

Objective 3

Teacher Leadership

Responsibilities and Contributions

Measured by quality and impact.

Value and priority for additional duties that support learning (student growth), instructional practice

(professional development) and/or whole-child development.

Maximum = 20

Supporter

(5)

Planner

(10)

Promoter

(15)

Sustainer

(20)

Objective 4

High-Needs Schools

10%

% Free/Reduced Lunch and

Years of Continuous

Service at School

Recognition of effective teaching in high-needs schools, with an emphasis on teacher stability.

Maximum = 10

50%

+

FRL

and

at least

3 years

(5)

75%

+

FRL

and

less than 3 years

(5)

75%

+

FRL

and

at least 3 years

(10)

Add index across all metrics to determine teacher award .

Model Performance

Exemplary Performance

(Maximum = 100)

≥ 65

≥ 80

Award (Maximum = $2,000

)

$1,500

$2,000

Administrator Performance Incentive

35%

Objective 1

Student Success

Objective 3

Instructional

35%

Leadership

Summative Evaluation

Based on TEAM evaluation framework.

Student Growth + Observation

(Quantitative-50%) (Qualitative-50%)

(35% TVAAS® +

15% Other Student

Achievement)

(50% TILS Rubric,

Survey, Teacher

Evaluation Quality)

Maximum = 70

At Expectations

(40)

Above Expectations

(55)

Significantly Above Expectations

(70)

Objective 1 & 2

Effective Instruction and

Student Success

20%

Adequate Yearly Progress

NCLB accountability standard based on progress towards student proficiency for all students and applicable sub-groups.

Maximum = 20

Adequate Yearly Progress (AYP)

(20)

Objective 4

High-Needs Schools

10%

% Free/Reduced Lunch and

Years of Continuous Service at

School

Recognition of school administrators maintaining stable, effective leadership in

High-needs schools.

Maximum = 10

50%

+

FRL

and

at least

3 years

(5)

75%

+

FRL

and

less than 3 years

(5)

75%

+

FRL

and

at least 3 years

(10)

Add index across all metrics to determine administrator award .

Model Performance

Exemplary Performance

(Maximum = 100)

≥ 65

≥ 80

Award (Maximum = $2,000

)

$1,500

$2,000

School Excellence Awards to

Reward School-Wide Growth

Recognizes and reinforces collaboration, Professional

Learning Communities and the impact of teamwork

Awards based on school-wide growth and/or percent of students achieving expected growth in each subject area

Schools must also achieve Adequate Yearly Progress

(AYP) to receive award

School Excellence Awards to

Reward School-Wide Growth

Awards of $5,000 or $10,000 will be granted to the highest-rated schools at each level:

Five elementary schools

Three middle schools

Three high schools

Award monies will support educational-improvement efforts, such as purchasing instructional equipment and/or providing professional development

All schools eligible, including TAP® schools

Coaching and Other Support Resources to Help Teachers Learn and Grow

KCS is implementing a robust support structure built on a foundation of teacher leadership .

Leveraging teacher leadership roles, including Master,

Mentor, and Lead Teachers, to make the TEAM framework and TAP system meaningful, developmental and tightly connected to KCS’ instructional-improvement efforts

Providing instructional coaches and support resources to enable site-based professional development

Allocating resources based on number of certified staff in school and student data highlighting need for additional, targeted support

Teacher Leadership Exemplified by

Lead Teacher Role

Introducing new formal teacher leadership role—

“Lead Teacher”—to provide career opportunities outside of administration across district

Core competencies include demonstrated teaching effectiveness and leadership abilities.

Lead Teachers will earn a supplement to their base salary, complete TEAM evaluation training and receive a training stipend.

Additional compensation for these duties is $2,000 or $2,500 annually.

Informal teacher leadership also recognized in teacher performance incentive

Supporter, planner, promoter, or sustainer designation

Designation earned based on well-defined rubric

The TAP® System for 18

High-Needs Schools

TAP® (The System for Teacher and Student

Advancement ) is a proven school reform and educational-improvement model consistent with

APEX system objectives:

Instructionally Focused Accountability

Multiple Career Paths (Teacher Leadership)

On-site Applied Professional Development

Performance Compensation

Performance incentive based on skills, knowledge, responsibilities and student growth

Potentially larger awards

Where we are going…

Higher Academic Standards

 in Tennessee two years ago

Strategic Compensation

Moving to full implementation of

Higher

Common Core over the next several years

(Grades K-2 this year)

Similar to new academic standards for Tennessee, but some important differences

Provides for the knowledge, skills, and competencies our students need to be successful and globally competitive

Where we are going…

Changes in State Education Policy

Tenure Restructuring

Teachers eligible for tenure after 5 years, not 3 years.

Must score in top two categories on evaluation system in two consecutive years to be eligible for tenure.

Once tenured, teachers who score in lowest two categories in consecutive years can revert to probationary status.

Teachers with tenure as of July 1, 2011 will largely not be affected by these changes.

Teacher Evaluation

Strategic Compensation

State Policy

Higher

Standards

Where we are going…

Changes in State Education Policy

Collaborative Conferencing

Professional Educators Collaborative

Conferencing Act (PECCA) replaces the traditional collective bargaining process

KCEA MOA ended on June 30, 2011

Creates new avenue of communication between teachers and school districts

Broadens opportunity for teacher voice to be represented by multiple organizations in the collaborative conferencing dialogue

Teacher Evaluation

Strategic Compensation

State Policy

Higher

Standards

Simple Advice

Teach the Children.

Do the job you love with passion and enthusiasm

Keep Learning.

Collaborate to deeply understand effective instruction and work to continuously enhance your craft

Teacher Evaluation

Strategic Compensation

State Policy

Higher

Standards

How the pieces fit...

The changes in our profession:

Align with the work we have been

Teacher Evaluation

doing for the past few years

Strategic Compensation

Build upon the foundation we

Standards

have put in place

State Policy

Connect to the everyday work of effective instruction

Support our very ambitious goal of …

Excellence for All Children

How the pieces fit...

The changes in our profession:

Align with the work we have been doing for the past few years

Build upon the foundation we have put in place

Connect to the everyday work of effective instruction

Support our very ambitious goal of …

Excellence for All Children

TEAM and APEX 2011-2012 Timeline

September 2011: District professional development for TEAM instructional rubric. (Teacher U/ERO)

October 2011: Formal observation cycle begins.

October 2011: APEX professional development sessions at locations across the district. (Teacher U/ERO)

April 2012: Public discussion of potential updates to the plan for 2012-2013 (e.g. instructional assistants).

May 2012: Formal observation cycle complete. Evaluation conferences with teachers and principals.

Summer 2012: TEAM summative evaluation reports. APEX award estimates for 2011-2012 school year released to staff.

August – September 2012: APEX related inquiry/appeal submission and review period.

November 2012: APEX award payout period.

Discussion and Questions

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