COLLABORATION AND SCHOOL REFORM IN NEW HAVEN

1. NEW HAVEN PUBLIC SCHOOLS COLLABORATION AND SCHOOL REFORM IN NEW HAVEN

2. Progress Driven by Cross-Group Input and Discussion Winter/Spring 2009 Launch of New Haven reform, and conflict in State Capital over Charter Schools Summer 2009 Reset of reform with joint reform discussions - Contract negotiations overlapping and in parallel Sept 2009 NHFT reform contract agreement (Approved by 842 to 39) Fall/Winter 2009 Multi-party committees created by contract agreement (Reform, Teacher Evaluation and Development or TEVAL, and Survey – also PEVAL), with Teacher Committees in parallel Dec 2009 District survey on Central Office Effectiveness & The New Teacher Project (TNTP) survey on evaluation and coaching Mar 2010 First Tiering of Schools, identifying 7 pilot schools with significant flexibility Spring 2010 Recommendations on TEVAL and PEVAL approved by NHPS Board of Education First Climate survey of schools, including 360 feedback Sept 2010 Launch of new school year with revised NHPS evaluation and development systems Today On-going multiparty dialogue and strengthening of reform program

3. NHPS School Change Campaign Issues We have Worked On Portfolio of Schools Talent Community & Parents Each school will be organized and supported on its own unique path to success (Tiering of schools, School Turnaround , Flexibility in School Work Rules, School Climate Surveys, Central Office Effectiveness and Feedback Survey) Adults in the system will be managed as professionals to encourage collaboration, empowerment, and responsibility for outcomes (Teacher and Principal Evaluation and Development Systems, including measures of student learning; Pipeline for Teacher Leadership and Leadership Development) The work of the school system will be as aligned as possible with the other adults who work on behalf of students, including parents and community organizations (Increasing Parent Involvement, Boost! Collaboration with the United Way, New Haven Promise) • Evidence of Progress • Academic progress in planning year: gains in CMT double that of state as a whole, and 1/3 of system making AYP or safe harbor • Smoothness and focus of school opening and ongoing school year…even in the face of historic snow • Anecdotal feedback on positive climate in schools, including both collaboration and instructional practice. • Identification of XX potential needs improvement staff without significant backlash. Positive anecdotal feedback on TEVAL and instructional manager conversations • Evidence We Expect to See Soon • Positive climate survey feedback, on school climate and TEVAL process (in field now) • Strong academic results in turnaround schools, other tiered schools, and all schools (DRA tests provide leading indicator) • Actual progress from a substantial number of potential “Needs Improvement” staff, and overall increases in teacher ratings over time

4. What has “Collaboration” Meant in NHPS? Examples and Implications Start with Common Goals • Reform discussions began with a Joint Statement of Beliefs • Similarly, at the start of the TEVAL process, the TNTP survey established a common frustration with existing evaluation and development, and aligned ambitions for a new system Validate Concerns • There are administrators who are not good judges of teacher quality, and teachers need mechanisms of both protection (3rd party validation) and feedback (climate surveys) Avoid a Broad Brush • The vast majority of both teachers and administrators are capable, competent people, capable of and eager for professional coaching relationships Connect Relevant Issues • Administrators need the time and focus to be effective coaches and evaluators – which means other issues need a lower priority • Similarly, teachers and administrators need high-quality and timely student assessments Put the Time In • Collaboration means time, commitment, and patience – in order to demonstrate a commitment both to teamwork and to common objectives

5. Primary Concerns and their Response Primary Concerns Response • Teacher tenure, or protection of basic due process • Use of test scores in a teachers evaluation • Top to Bottom Accountability, including principals • Translation from teacher input to actual action in the district • Clear contract language to delineate reform measures • Creation of Citywide committees, with parallel teacher working groups • Top to Bottom Accountability, including aligned processes/materials, all the way to superintendent • In TEVAL, 3rd Party Validation, multiple measures of student performance, and weight of student performance depending on consistency of result • Emphasis on Comer principles of “No Fault” discussion • Emphasis on methods of broad input (survey, committees, etc) to identify consensus rather than extreme positions TEACHERS • Practical and actionable process for school change: teacher evaluation, school-level flexibility, etc • Avoiding the “blame-game”, of parents, teachers, principals, or central office ADMINISTRATION

6. Moving Forward We are conscious that both our reform and our relationship must continue to evolve. Areas of focus include: • Strengthening professional community among teachers, to emphasize collective professionalism in balance to individual rights • Expanding capacity (i.e. time) and capability (i.e. expertise) of school leaders to collaborate with and develop teachers • Ensuring tone of respect and professionalism, even in difficult conversations