Presented by: Barbara A. Deane–Williams, Superintendent Christopher Marino, Teacher Leader

1. Presented by: Barbara A. Deane–Williams, Superintendent Christopher Marino, Teacher Leader Susan Streicher, Principal

2. About Greece Central • As the largest suburban school district in Monroe County, and the ninth-largest district in New York State, Greece Central serves most of the Town of Greece. The Greece Central School District was created in July 1928, but schools existed in the area before the Town was established in 1822. • Schools in Operation..........................................................17 • 2, 6-12 • 2, 6-8 • 2, 9-12 schools • 3, Pre K-2 schools sister schools • 3, 3-5 Schools sister schools • 4, K-5 Schools • 1, Re-engagement Center • 2012-13 Enrollment, PreK-12............................11,559 • Faculty..............................................................1,022 • Administration........................................................65 • Support Staff..................................................................1,272

3. Scaffolds to Support Collaboration Sister Schools 9-12 Bridges 9-12 9-12 6-12 6-12 6-8 6-8 Reengagement Center 6-8 3-5 3-5 3-5 K-5 K-5 K-5 K-5 K-2 K-2 K-2

4. Creating a Culture of Collaboration to Improve Student Achievement Goals • To connect the components of the NY State Reform Agenda (APPR, Common Core, Data Driven Instruction), and align the system to support teacher and principal professional growth to improve teaching and learning. • To develop a sustainable teacher leadership model that is driven by student learning, school improvement and teacher voice. • To create a Leadership Academy for Teacher Leaders and School Administrators to become effective partners in developing highly effective schools for Greece students. • To build labor management partnership to sustain deep discussion and strong effective methods of teacher evaluation, principal evaluation, and meaningful measures of student growth.

5. Guiding Frameworks for Systemic Thinking NY State Regents Reform Agenda

6. Reframing the Conversation…. Barriers/Challenges/Opportunities • The last teacher contract (7/1/2004 - 6/30/2006) has not been settled to date, however strong collaboration has allowed District to move forward with successful teacher leadership. • There has been seven superintendents and interim superintendents in eight years. • The District was organized in a pyramid structure with departments (silos) each working and communication was fragmented. (District Office Driven Organization) • Due to declining enrollment, the district successfully closed/consolidated three schools for 2012–13 to eliminate a $7 million budget gap including the transfer of 160+ teaching employees 2012 and reduction of 52.4 teaching and 3.5 administrative positions by 2013. • The New York State 2% Property Tax Cap Law presents challenges to maintain current levels of programming and class size.

7. Creating a Culture of Collaboration and ActionOne Vision, One Team, One Greece STLE 2 Career Ladders APPR 2 Leadership Academy Embedded PD Teaching and Learning Teams

8. Connecting Teacher / Leader Effectiveness to Strategic Plan and Improved Student Results.

10. Next Steps: • We are engaged in a program evaluation to capture teacher and leadership learning as a process • We will continue to build contract language and policy language to support collaboration and innovation for improved student achievement • We will use the STLE2 grant award to develop a career ladder model for teachers and principals • We will continue to create a system centered around students and learning, that supports reflection and learning for everyone-principals, teacher, support staff, BOE, Superintendent, District Office, Parents and students.

11. Questions?

12. High Performing Schools Have a Framework for Action Continuous improvement is expected Timeline

13. notes • Strong Labor Management Collaboration • APPR Teacher Leaders, Curriculum Teacher Leaders, and School Improvement Team representatives completed joint professional development with principals and district administrators: • AFT/UFT School Improvement to Raise Student Achievement • NYSUT / NYSED training on the APPR Teacher Evaluation process • District created three APPR Teacher Leader position to coach teachers and administrators on issues relating to: • Understanding the APPR formula • 20% Student Growth • 20% Locally Measured • 60% Other Measures of Teacher Effectiveness • Scoring Bands • Annual Student Learning Objectives • Collecting and submitting teaching and learning artifacts • Identifying needs for curriculum, and instructional support • Teacher Leaders are provided twice monthly professional development with Teacher Center Director and Lead Learners • Principals and District Administrators are provided twice monthly professional development with Superintendent’s staff, TURN Around Lead Principal and Teacher Leaders.

14. Helpful Tools Were Provided:New York State United Teachers TED Framework notes • Establishes teachers as participants in, not recipients of, their own evaluations; • Aligns with New York State Teaching Standards and the NYSUT Teacher Practice Rubric to delineate multiple measures of teacher effectiveness; • Provides for evaluations to serve as stepping stones to meaningful professional dialogue and continued development; • Details a practitioner-developed and field-tested process for Peer Assistance and Review that seamlessly integrates evaluation and professional development.