Westat University of Wisconsin J. Koppich & Associates AIR Synergy Enterprises

Westat University of Wisconsin J. Koppich & Associates AIR Synergy Enterprises

Tony Milanowski, WestatMCESA Summit December 5, 2013

Working with a Leader: Reflections of a TA Provider

2

Overview

1.An Outsider’s View of Some Significant Accomplishments

2.Where might MCESA lead next?

3

An outsider’s view: Where does MCESA run with the leaders?

• REIL observation instrument design • Peer evaluation• Rater training & inter-rater agreement • REIL observation score differentiation • Transition to performance-based salary

schedule

4

Inter-Rater Agreement

TNTP

Chicago Pilot

Maricopa 12-13

PACT

Maricopa 13-14

Cincinnati

CLASS - +/- 1

Maricopa 13-14 +/- 1

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%100%

% Agreement

Gates -Hillsborough

Private sector meta-analysis

Cincinnati

CA Charter School

Virginia Pilot

TAP Pilot

Maricopa 12-13

Maricopa 13-14

0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1

Inter-Rater Correlation

5

Teacher Observation Score Distribution

1 2 3 40%

10%

20%

30%

40%

50%

60%

70%

80%

4 Level Districts5 Level DistrictsMaricopa

Practice Rating Level

6

Transition to Performance-Based Salary Schedule

• How do folks get used to performance-based pay after decades of the traditional schedule?▪Graduated, meaningful bonuses ▪Salary augmentation (e.g., Master Educator,

Turnaround Teacher & Principal)• Get the performance measures right first! • MCESA’s phase-in transition to a

performance-based schedule

7

TIF 5 may de-emphasize PBCS and support broader efforts to support & improve educator quality. Will probably continue emphasis on human capital management systems.

Where might MCESA lead next?• Increasing the coherence of HCMS• Human capital analytics

TIF 4: Using Evaluation Results for HCM Decisions

Evaluation Results

Target Recruitment to Proven Sources of Effective Educators

Individual Educator PD Planning

Contract Renewal/Retention/Tenure

School/District-wide PD Planning

Layoff

Performance- Based Compensation

Placement/Transfer

Promotion

HCM Strategic Coherence Framework

LEA Goals for Improved Student Learning

LEA Strategies for Improving Student Learning

Educator Roles in Implementing Strategies

What Educators Need to Know & Be Able to Do (Competencies)

Design & Execution of HCM Policies & Programs at LEA & School Level• Recruitment• Selection• Assignment/Deployment• Induction/Mentoring• Performance Management• Professional Development• Compensation• Tenure/Termination/Layoff

HCM Outcomes• Acquisition/Deployment• Development• Motivation• Retention

10

Human Capital Analytics• HCM metrics: track how well HCM system

components are working to attract, develop, motivate, and retain educators with the needed competencies▪What is our rate of turnover, by performance

level?• Sets the stage for ‘data-driven’ HCM program

design ▪What are the causes of avoidable turnover of high

performers?▪What PD interventions actually help teachers

improve instructional practice & student growth?

11

More on HCM Systems • Case study: You’ll Never be Better Than Your

Teachers: The Garden Grove Approach to Human Capital Developmenthttp://www.cacollaborative.org/sites/default/files/CA_Collaborative_Garden_Grove.pdf

• Strengthening the Educator Workforce Through Human Resource Alignment (Heneman & Milanowski) http://www.cecr.ed.gov/pdfs/CECR_HRA_Paper.pdf

• Strategic Management of Human Capital in Education case studieshttp://www.smhc-cpre.org/resources/