Confessions of a bad teacher

In Confessions of a bad teacher in Salon, publishing executive John Owens recounts his foray into teaching English at a small New York City school.

Assign spelling words or read a short story in class, and it would take all of my wits to keep the texting, talking, sleeping and wrestling in check. But make it 80 words on “Would you give up your cellphone for one year for $500?” and every student — even those who never did any schoolwork — handed in a paper. When I read these essays to the class in dramatic, radio-announcer fashion, there was silence punctuated by hoots of laughter or roars of agreement or disagreement.

It was almost magic. It was really fun. And I often could squeeze in some spelling, even punctuation. But we weren’t always quiet.

And, according to my personnel file at the New York City Department of Education, I was “unprofessional,” “insubordinate” and “culturally insensitive.”

In other words, I was a bad teacher.

Told to control the class “with the force of your personality,” he told his eighth graders to quiet down or stay after school.  After less than 10 minutes standing in the doorway, the principal intervened. She “reported the incident to the police and the Department of Education as ‘corporal punishment’.”  He survived a disciplinary hearing, thanks to a union representative, but the principal put a letter in his file saying he’d “barricaded” the students in the room, endangering their safety.

Offered a job in publishing, Owens quit in mid-February.

He sees himself as a victim of “Crazy Boss Syndrome” in a system that gives principals the power to crush new teachers.

 

Turnaround twist: Principals fired, rehired

Firing the principal is the most popular way for low-performing schools to qualify for federal turnaround money, reports AP. But many fired principals have been rehired, sometimes to supervise the turnaround of their old school or to take over another school that fired its principal.

After Red Lake High School was labeled one of Minnesota’s worst schools, its board moved quickly to dismiss the principal. It didn’t take long for Ev Arnold to land on his feet, though: The same district now pays him the identical salary to oversee the school’s turnaround.

A Red Lake elementary principal who was fired replaced a fired principal at a neighboring district’s high school. The former high school principal was hired to run the middle school.  It’s not just Minnesota, AP finds.

In West Virginia, where 15 schools applied for the grants, eight principals got waivers to stay, two were hired to oversee the turnaround of their former schools, four were reassigned to other jobs in the district and one retired, according to the West Virginia Department of Education. Similarly, four of the seven Nebraska principals affected were hired as turnaround officers for their former schools . . .

The federal government is putting much more money into School Improvement Grants for the worst 5 percent of schools. Districts can close the school or convert it to a charter, but rarely choose those options. More than 90 percent choose to replace the principal and at least half the teachers, or replace just the principal and change the curriculum.

Principals keep jobs at failing schools

“Turnaround” schools often keep the same principal, reports the New York Times. There aren’t enough good principals willing to take over chronically low-performing schools.

As a result, the Department of Education, which is putting $4 billion into school turnarounds, has softened the rules requiring new principals.

About 44 percent of schools receiving federal turnaround money in these states still have the same principals who were leading them last year.

Sometimes the “new” principal is transferred in from another low-performing school.

Parents ‘pull trigger’ on failing school

In a low-income, low-performing, all-minority school district in southern California, Compton Unified parents are going to “pull the trigger” today on McKinley Elementary School, reports Parent Revolution. More than 60 percent of parents have signed a petition to use the new parent trigger law to force change. Under the law, parents can demand a new principal or a new staff or new management by a neighboring charter school with higher performance; they also can demand that the school be closed.

The petitioning parents have chosen a non-profit charter group called Celerity to take over McKinley, starting this summer.  Celerity runs three schools in the Los Angeles area that outscore nearby schools; a fourth school opened this fall. Compared to schools with similar demographics — mostly low-income, Hispanic and black students — Celerity schools do very well.

Less than half of Compton Unified students graduate from high school, Parent Revolution points out. Only three percent of graduates are eligible for California’s state universities.

A recent two-year performance audit highlighted numerous reasons why the district has such poor results, stating, amongst other things, “…the focus in the district at this time is primarily on the adult issues and not on student needs.” And within Compton, McKinley is one of the worst schools – it is ranked in the bottom 10% of elementary schools statewide, even when compared only to schools serving similar student populations.

This will be the first use of the parental trigger law in California. It will be interesting to see if Celerity, which has started its own schools from scratch, can improve an existing school with a history of low performance.

The LA Weekly has a story on the decision by McKinley parents to force change at the school.

Here’s the New York Times story.

On National Journal, the Education Experts are debating school turnarounds.

Principal in the bedroom

Hoping to get two brothers  to go to school, Principal Ernest Jackson and a school psychologist walked uninvited into a home in Chester, New York to rouse the boys, 12 and 16 years old.  Jackson faces trespass charges.

A criminal complaint alleges Chester Academy Principal Ernest Jackson entered the home without permission when the two boys didn’t come to school in late September, and actually tried to coax them out of their beds.

You don’t walk into someone’s house,” Melanie Hunter said. “I could’ve been coming out of the shower.”

The mother wasn’t home. The father, who filed a complaint, doesn’t live with the family.

The principal, now on leave, shouldn’t have walked into the house. As for the mother who can’t get her sons to wake up and go to school, you’ll be able to live with your boys for years to come.  They won’t be able to finish high school, get jobs and move out of the house.

Update:  Principal Jackson and the psychologist were reinstated after witnesses confirmed they were invited into the house by a the students’ 20-year-old cousin. “The state has now cleared Jackson and Kavenagh of misconduct and the Village of Chester police have dropped their investigation for trespassing for lack of evidence.” reports the Times Herald-Record.

What’s the value of value-added?

New York City will release value-added rankings of teachers in fourth through eighth grade, if a United Federation of Teachers lawsuit fails. That’s intensified the debate over evaluating teachers based on their students’ progress, reports Education Week.  Traditionally, virtually all teachers — from Mr. Chips to Mrs. Burnout — are judged “satisfactory.”

“It’s universally acknowledged—teacher evaluations are broken,” said Timothy Daly, president of The New Teacher Project, a group that helps school districts recruit and train teachers.

Perhaps surprisingly, teacher-union leaders agree. Michael Mulgrew, president of New York City’s United Federation of Teachers (UFT), said last spring that “the current evaluation system doesn’t work for teachers—it’s too subjective, lacks specific criteria and is too dependent on the whims and prejudices of principals.”

Mulgrew supported New York’s new evaluation system, which counts student achievement as 40 percent of a teacher’s rating.

“Value-added” measurements use complex statistical models to project a student’s future gains based on his or her past performance, taking into account how similar students perform. The idea is that good teachers add value by helping students progress further than expected, and bad teachers subtract value by slowing their students down.

Value-added modeling is too inaccurate to be used as the “primary way to evaluate teachers,” says an Economic Policy Institute statement signed by many prominent education researchers. In addition, “an excessive focus on basic math and reading scores can lead to narrowing and over-simplifying the curriculum to only the subjects and formats that are tested, reducing the attention to science, history, the arts, civics, and foreign language, as well as to writing, research, and more complex problem solving tasks.”

Although standardized test scores of students are one piece of information for school leaders to use to make judgments about teacher effectiveness, such scores should be only a part of an overall comprehensive evaluation.

Diane Ravitch, one of the signers, argues against releasing teacher performance data in the New York Daily News.

Twenty-five states and hundreds of districts use measures of student achievement in teacher evaluations, writes Richard Colvin on HechingerEd. However, student achievement counts for less than half of a New York  teacher’s evaluation. So, it’s not the primary way teachers are evaluated.

I don’t think anyone argues that value-added scores should be the primary way to evaluate teachers. The question is whether the scores, which will be available only for some teachers, should be used at all.

My problem is that the other aspects of “comprehensive evaluation,” such as classroom observations, are subjective and “dependent on the whims and prejudices of principals.”  Many teachers say they have no faith in their principal’s ability to judge good teaching fairly and intelligently. If teachers’ effectiveness can’t be judged accurately by principals and can’t be judged accurately by student achievement, what’s left?

Update: Ed Sector’s Bill Tucker looks at how New York City is Putting Data Into Practice “to create an evidence-based and collaborative teaching culture.”

Evaluating the principal

At the head of every successful school is a strong, savvy principal who hires, supports and retains good teachers. But the system for evaluating principals’ effectiveness is weak, writes Andrew Rotherham in Time.

Principal-evaluation methods vary widely — from observations to more formal assessments involving input from teachers — but are frequently not meaningful in terms of consequences. In fact, although less attention is focused on principals’ unions than on teachers’ unions, in many places labor agreements make it as difficult to fire low-performing principals as it is to remove teachers.

. . . And if that’s not disheartening enough, consider the report released last month by New Leaders for New Schools, a national non-profit that trains principals to work in challenging schools, which concluded that “most principal evaluation systems tend to focus too much on the wrong things, lack clear performance standards, and lack rigor in both their design and attention to implementation.”

Principals’ powers are limited. Often, seniority rights prevent the principal from hiring the teachers he thinks will be most effective. Despite multi-million-dollar school budgets, the principal may control as little as $60,000, earmarked for supplies, field trips and such, concludes Paul Hill, who leads the Center for Reinventing Public Education at the University of Washington.

(Good principals) skirt or subvert personnel rules, figure out how to circumvent budget rules or raise additional funds and look the other way while teachers do things that are technically against various policies but in the best interest of students. Hill argues, however, that these kinds of deft, evasive maneuvers make it all the more difficult to assess their productivity — in terms of dollars spent compared to gains in student performance — relative to others.

The New Leaders report recommends basing principal evaluations primarily on student outcomes and holding central-office administrators accountable for principals’ effectiveness.

If accountability is good for teachers, it’s good for principals. But it’s not easy to figure out how to measure effectiveness and how to attract principals who are leaders, not just paper-pushers.

But can they read?

To qualify for federal school improvement funds, a high-poverty Vermont school had to replace its hard-working principal, reports Michael Winerip in the New York Times. The story blames African refugee students who speak little English for the school’s low scores. Winerip writes that 37 of 39 fifth graders are refugees or disabled, although only 22 percent of students are black.

Alyson Klein of Politics K-12 summarizes the reaction of the education blogosphere — negative — and focuses a critical element:  The school’s scores are very low for all students, not just English Learners or special education students.

Winerip implies newly arrived immigrants’ scores count for No Child Left Behind purposes. That’s not true, points out This Week in Education, who adds that the principal was transferred to a job in the district office. Test scores fell during Irvine’s tenure, notes Eduwonk.  Klein adds:

The story includes all of these anecdotes about the great strides Wheeler Elementary School is making in the six years since (Joyce) Irvine became principal, from offering a dental clinic to teaching kids to play the violin to offering field trips for the school’s staff to the Kennedy Center in Washington to learn more about the arts.

But can these kids read?

Klein links to the school’s scores for 2006, 2007, 2008, 2009, and 2010.

In 2006, 31 percent of Wheeler’s kids scored in the lowest achievement tier on reading tests. In 2010, 52 percent were in the group at the bottom. (2010 wasn’t a blip either, as the group of kids scoring at the bottom has gradually grown.) If you take out English-language learners, who have more challenges to overcome in learning to read and then taking a test, 23 percent scored at the bottom in reading in 2006, 44 percent did so in 2010. The same trend is seen for non-disabled students.

The district’s turnaround plan was to convert the school to an arts magnet, thereby attracting more middle-income students, reports the Burlington Free Press. Changing the demographics may raise overall test scores, Klein writes, but it does nothing to improve the reading, writing and math abilities of the school’s low-income students.

Will these Integrated Arts Academy students be able to read?