Archive for the ‘American Federation of Teachers’ Category

What’s the Answer?

Wednesday, January 13th, 2010
a California high school

a California high school

Amazing in itself, two bills (SBX5 1 and SBX5 4) passed January 7, 2010, in the California legislature and were signed by Governor Schwarzenegger, aiming to get $700 million from the federal Race To The Top (RTTT) funds.

What will that money be used for?  Most of the California education world only expects it to shore up the fiscal crisis, allowing legislators to say “See, we didn’t take any more money from schools.”

Such manipulation does nothing to address the real crisis in California, the governor and his party’s refusal to consider taxes, the Democratic majority’s inability to pass legislation anyway because of the supermajority (2/3) needed by the legislature and/or from the voters in an election for any tax or finance legislation.

Meantime, the onslaught against teachers continues, pay cuts, furlough days, increases in student/teacher ratio, all of which really are to the detriment of students for whom RTTT funds are supposed to benefit.

Round and round we go, where we stop…

Actually, anyone who studies school reform knows where to stop.  At schools in deep failure, low-performing on exams; poor, poor, poor facilities; unsupported teachers; distracted parents consumed by pay and food for their children.  Whether tax haters like it or not, systemic failure needs money to reverse itself.  This blog has reported suggestions to reorganize without cost, but in the end, it’s dollar bills, used effectively and efficiently.

The legislation is geared to help the lowest-performing schools turn around, but two big issues dominate the legislation.

First, a bill component allows the linkage of school data to teacher evaluation, an ongoing concern with many competing ideas to put such a system in place. Randi Weingarten, AFT president, on Tuesday, January 12, 2010, offered a model in which teachers and other school personnel are part of the team designing the plan.  In the California legislation, collective bargaining is part of the process.

Second, the bill establishes a commission to update the state’s student content standards, not revised since the mid-1990’s.  No plan for teacher evaluation or changes to state testing would occur until the standards are revised.

Another aspect of the legislation has received strong support and strong condemnation. The provision allows parents to petition and state officials to force a school district to overhaul bad schools.

It’s true already that California State officials take over school districts, from community college to urban K-12.  Sometimes parents develop a charter school, so that’s already happening.  What will likely cause the uproar is allowing students to choose any school in the state to attend.

“Open enrollment” offers that possibility.  RTTT suggests that open enrollment policies to allow students to transfer out of schools that fail to raise state test scores high enough, quickly enough, will help.  Bruce Fuller, education and public policy professor UC Berkeley, says it’s just shifting chairs around on the sinking Titanic. (SFChronicle, January6, 2010)

Sounds good for the student, but what about the transportation costs, the cost to the receiving and sending school districts.  Who puts up the money to make it happen?

While teacher’s unions have been wading in to advocate for a number of these provisions, after making sure their objections have been heard, the California Teachers Association (CTA) is adamantly opposed to the “open enrollment” part of the legislation.

It’s not hard to imagine the unintended consequences of the proposal.  It will bring chaos to many school districts, like schools with high transient rates and low test performance, without offering any model for improvement.

Is that the answer to fix failing schools?

(Image by SHM)

Whose Fault???

Wednesday, December 23rd, 2009

Having been a teacher, blame placed on teacher’s unions “that view reforms more for how they affect pay and job security than whether they improve student learning” is unfair and inflammatory.

The accusation by David Davenport in the article “Value-added education in the race to the top” San Francisco Chronicle, November 29, 2009, is based on the country-wide dispute about using data to help students learn, rather than to evaluate teachers.

This is not to go along with every position NEA, for example, has taken in the past, but the constant denigration of teacher’s unions about their position on evaluation and student testing performance is misleading about a complex reform.

Davenport, a research fellow at Stanford’s Hoover Institution, well-known for its conservative views, advocates the “value-added” model, originally a manufacturer’s economic theory, to address the problem of teacher evaluation with data, collectible from the vast pool of scores since NCLB began.

Actually, the teacher and student evaluation reform issue is touchy, easy to manipulate with statistics, and difficult to resolve because of the multitude of variables.

It’s easy for the media to grab onto student test scores and conclude the results are attributable to the skill, or not, of the teacher.  It doesn’t matter that a superintendent, a principal, or a teacher defends the year’s testing outcomes, if scores have not soared higher than a kite, those educators are said to be making excuses.

The term “value-added” education, partly referring to the student’s gain in reading and math proficiency over a year, has been around for nine years, at least, in California.  Every school knows its exact place in relation to other schools in the state.  Those in need of program improvement are deep into the change process.

Several reports can be found (Mass Insight Education & Research Institute and the California Governor’s Advisory Committee on Education Excellence are two) elaborating on conditions for bringing change to schools so that students actually learn more and more each year.

In addition, “value-added” refers to the other attributes in the school and classroom that can be assessed, such as the instruction received.

None of the “turn around” measures advocate evaluating a single teacher solely on the improvement in scores of his/her students.  As I’ve read it, unions are against that particular type of evaluation (which is the magic bullet whirling around in the media air), but NEA and AFT have offered suggestions to use the test as one part, along with other tools, to assess the teacher’s skill in the classroom.

As part of Race To The Top grant preparation, California’s Governor Schwarzeneggar has signed two bills to support data availability for teacher and school evaluation.

Next problem.

While reading that the “value-added” proposal can provide a foundation on which to build accountability, to be practical, how can time be spent to develop these evaluation tools when there is so little money?

And what will be done when the evaluation procedures are developed?  Will there be money to set in motion the practices needed to truly and fairly move unsatisfactory teachers from a school district?

Besides, does Mr. Davenport surmise that just getting rid of weak teachers is going to fix a school?  The article notes Eric Hanushek’s comment that replacing 6-10% of the nation’s poorest teachers with average teachers will make a difference in the quality of American education.

How will that happen?  A bit of research into Mr. Hanushek’s theories may provide some insight.  See next post.

Having supervised teachers in a program improvement school, the advice is every Race To The Top dollar should be spent for program evaluation, professional development for highly-qualified teachers, facility improvement, parent education so they know how to keep track of their children’s work and expect achievement, and school community celebration of effort and success.

While each teacher must be accountable, the overall success of those “good” school characteristics is the key.  That’s how the program improves.

Pay for Performance?

Wednesday, October 7th, 2009

How did the business model term, “pay for performance,” morph into the preferred way to assess teachers–by the number of student’s proficient on a test?

The issue has risen in an effort to turn around low-performing schools.

In 1992 the California state legislature set rules to allow charter schools, financed with the same money that would otherwise go to a traditional public school, often perceived as playing on the monetary issue.

Over time, according to statistics from state exams that public-financed charter school students must take, elementary charter school performance is “neither better nor worse” than traditional public schools.

Pay, however,  is often an issue.  See “As More Charter Schools Unionize, Educators Debate the Effect,” by Sam Dillon, The New York Times, July 27, 2009.

So, what next?

Advocated by the Department of Education’s Race to the Top plan to close the achievement gap in low-performing schools, one strongly advised mechanism to improve student achievement is “performance pay.”

Somehow, based on their students’ scores on one test and parent feedback, teachers will find the offer of better pay an incentive to work harder.  While the model may provide an incentive to complete tasks in the office or factory in an efficient manner, thus improving production, that is not how a school is organized.

A successful school is one where children are supported by teachers who know the curriculum and the best strategies to teach.  The parents, staff, and administration animate students to learn and the buildings are safe.  Exams are one tool used to analyze where students are doing well and where they need another technique or tool to master the subject.  Such a school needs adequate funds, but “performance pay” is not the incentive.

In California for a few years before the state budget went haywire, “school-based pay” bonuses were the rage.  Successful schools, measured by the state’s Academic Performance Index (API), received a substantial amount of money to use at the school site.  Rumbles of discontent began to surface over which schools received awards and why, but the plan was dropped when funds dried up.

Some schools in some districts, Los Angeles Unified for one, have tried various plans, often called “merit pay.”  Teachers vote to waive tenure and the salary schedule negotiated by the local union for the possibility of making a larger salary if classroom instruction improves and their students do well on state exams.  Some plans have been dropped; none have become institutionalized yet.

Another plan is negotiated around “knowledge and skill-based” pay.  A district like Douglas County Schools in Colorado, set in a well-to-do area, has few problems with meeting benchmarks on state exams.  The plan addresses pay for extra duty, for professional development, for meeting goals on an evaluation plan.  The incentive pay relies on foundation support and grants.

On the other hand, the school where I worked in San Jose Unified School District with the goal of school improvement on the API, budgeted monies for time spent on professional development and leadership meetings after school hours, and set aside monies for substitutes to allow teachers to analyze test data and plan strategies to improve student learning.  Over time, student performance improved.

Here was a kind of “knowledge and skill-based” pay about which Robert Weil of American Federation of Teachers has remarked, “The best performance plans are standard operating procedure.”  See “Pay for Performance: What Are the Issues?” by Ellen R. Dalisio, Education World, 2006.

None of these models address this question:  how does performance pay help schools turn around when the sole burden on the teacher’s back is how well students do on a single test?

Here and Now in the Education World will look at those issues in the next post.