TNTP 2012 Scope of Work. Providence Schools I November 28, 2011

Transcription

1 TNTP 2012 Scope of Work Providence Schools I November 28, 2011

2 Presentation Overview Agenda 1) TNTP overview 2) Review of work to date 3) Scope of work overview Objectives Provide an overview of the organization Review TNTP s work in the district to date Outline TNTP s focus areas for this year 4) Questions 2

3 Agenda 1) TNTP overview 2) Review of work to date 3) Scope of work overview 4) Questions 3

4 The New Teacher Project (TNTP) works to end the injustice of educational inequality by providing excellent teachers to the students who need them most and by advancing policies and practices that ensure effective teaching in every classroom. National nonprofit, founded by teachers in 1997 Partners with school districts, state education agencies, and charter schools More than 300 employees, most embedded in school district offices; the majority are former teachers Current clients include: Districts: Baltimore, Chicago, Denver, Memphis, New Orleans, New York, Oakland, Philadelphia, Providence, Washington, DC States: Colorado, Louisiana, Illinois, Indiana, Rhode Island, Tennessee 4

5 TNTP advances policies and practices that ensure effective teaching in every classroom. Retention / Dismissal Recruitment TNTP pursues systemic change through research, advocacy, developing new ways to maximize teacher effectiveness and providing direct services to a wide range of districts, states and schools. Compensation Working Conditions An effective teacher in every classroom Selection Training / Certification Evaluation / Prof. Dev. Hiring / Placement School-Level Human Cap. Mngmnt. On- Boarding 5

6 Agenda 1) TNTP overview 2) Review of work to date 3) Scope of work overview 4) Questions 6

7 Since 2010, TNTP has supported the district s implementation of the Criterion Based Hiring school staffing process. Selection Model Development Retention / Dismissal Recruitment Staffing Workshops Compensation Selection Data Management Process Design Direct Staffing Support to Principals Candidate recruitment and prescreening Working Conditions Evaluation / Prof. Dev. School-Level Human Cap. Mngmnt. An effective teacher in every classroom On- Boarding Training / Certification Hiring / Placement 7

8 The Staffing Initiative work to date focused on supporting Criterion Based Hiring and maximizing mutual consent. The Impact: Staffing Initiative by the Numbers CBH selection model workshops 16 Principals and hiring team members trained on the CBH selection model 345+ Participants in 2 CBH Job Expos and 3 Match events 800+ Applicants screened in PATS and School Spring 2,760+ Mutual consent hires or assignments (2010 & 2011) 406 8

9 Principals were satisfied by the TNTP staffing support services. 94% Net satisfied with customer service 91% Net satisfied with responsiveness 90% Net satisfied with quality of information on CBH Principal Support website, calls and updates (average) 91% Net agreed that the Staffing Initiative team understood specific school staffing needs 9

10 The 2011 survey focused on 6 critical staffing issues and the overall satisfaction with the Staffing Initiative services. Critical Staffing Issues Recommendations 1. Candidate prescreening services 2. Job posting procedures 3. Staffing timeline 4. Communications 5. Mutual Consent hiring 6. Forced Placement process Maintain consolidated, weekly communications to principals Create an annual staffing timeline accompanied by easily accessible electronic templates Adopt a school-based staffing plan/position control system to track vacancy identification Estimate budget levels and project student registration prior to winter recess 10

11 Agenda 1) TNTP overview 2) Review of work to date 3) Scope of work overview 4) Questions 11

12 After reassessing the needs and context in Providence Schools this year, TNTP is shifting its focus from staffing to other components of the teacher effectiveness continuum. Retention / Dismissal Recruitment Compensation Selection Focusing on these areas this year will complement PPSD s move to establish a new educator evaluation system. Working Conditions An effective teacher in every classroom Training / Certification Evaluation / Prof. Dev. Hiring / Placement School-Level Human Cap. Mngmnt. On- Boarding 12

13 TNTP will use targeted surveys to establish a critical feedback loop between teachers, principals and district leaders. District Leadership The Leadership Culture Survey (LCS) and the Instructional Culture Insight (ICI) will generate valuable data about how PPSD supports its educators. Leadership Culture Survey Principals Instructional Culture Insight Survey Teachers 13

14 The Leadership Culture Survey assesses the strength of district-wide instructional leadership culture. Principals are asked about their perceptions of the district s instructional culture. District leaders will use this data to set district level goals, plan ongoing training and development for principals and focus a dialogue between schools and central office on effective teaching. 14

15 The Instructional Culture Insight Survey assesses how effective principals are at creating positive instructional culture in their schools. This data is analyzed and compiled into campus reports. Teachers are asked about their perceptions of the instructional culture in their buildings. 15

16 % Students Proficient on DCCAS The Instructional Culture Index is a significant predictor of student proficiency rates at the school level. Instructional Culture Index vs DC-CAS from 2009, Each 1.0 increase on the Index should yield an average increase of 4% in student proficiency on DC CAS Instructional Culture Index DCCAS: 2010 Avg DCCAS: 2009 Avg Linear (DCCAS: 2010 Avg) Linear (DCCAS: 2009 Avg) 16

17 A continuous feedback loop will provide valuable information for adults and will mean better outcomes for kids. District Leadership Surveys Principals Evaluation Teachers 17

18 Planning for principal professional development is directly influenced by the data generated from the feedback loop. Leadership Culture Survey Instructional Culture Insight Survey Principal Professional Development Human Capital Systems Solicit feedback and identify supports that school leaders need to become better talent managers and instructional leaders. Collect school level data through the Instructional Culture Survey (ICS) to improve school culture. Map the culture survey results, framework for instructional leadership and administrator evaluation standards to development content. Collaborate with Human Resources in creating a systems for position control, vacancy identification and evaluation data tracking. Support schools with candidate sourcing. Outcomes Diagnose and address the areas Teaching and Learning can support principals to grow effective instructional leadership. Diagnose and address the areas principals need support to build an effective instructional culture. Provide differentiated principal professional development grounded in measurable outcomes. Continue collaboration with Human Resources on systems building. Support schools with candidate sourcing. 18

19 Scope of work timeline Sep Oct Nov Dec Jan Feb Mar Apr May Jun July Aug Sep Oct Leadership Culture Survey Survey Reporting Re-administer Leadership Culture Survey Instructional Culture Insight Survey Survey Reporting Re-administer Instructional Culture Insight Survey Survey and Growth Reports Estimated Effectiveness Ratings Final Effectiveness Ratings Analysis of Ratings Distribution and Outcomes Tenure/ Renewal Deadline Leadership Seminars and Principal Labs Human Capital protocol and systems development 19

20 Agenda 1) TNTP overview 2) Review of work to date 3) Scope of work overview 4) Questions 20