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SUPERVISING THE MARGINAL TEACHER

SUPERVISING THE MARGINAL TEACHER. Paul M. Healey, Ph.D. Camp Hill School District phealey@camphillsd.k12.pa.us. Characteristics of the Marginal Teacher. MARGINAL TEACHER CATEGORIES. The CLUELESS. The Traumatized. The RESISTANT. THE FIRST STEP IS PREVENTION * SCREENING PROCESS

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SUPERVISING THE MARGINAL TEACHER

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  1. SUPERVISING THE MARGINAL TEACHER Paul M. Healey, Ph.D. Camp Hill School District phealey@camphillsd.k12.pa.us

  2. Characteristics of the Marginal Teacher

  3. MARGINAL TEACHER CATEGORIES The CLUELESS The Traumatized The RESISTANT

  4. THE FIRST STEP IS PREVENTION * SCREENING PROCESS * INTERVIEW PROCESS * REFERENCE CHECKS * INDUCTION PROGRAM * FREQUENT OBSERVATIONS DURING FIRST FEW YEARS IN THE DISTRICT

  5. POSITION STATEMENT Every profession has marginal employees. However, education is different in that they do not police their own ranks and weed out these employees on an ongoing basis. The result is that thousands of kids each year are subjected to individuals who are just going through the motions.

  6. Marginal Teacher Flowchart Select members Outline priorities Develop action plans Construct timeline Refer to Intensive Mode Do nothing Create a Remediation Team Move to another Supervision Mode Move for Dismissal Continue in Intensive Mode

  7. THE CASE OF MR. MATTHEWS REMEDIATE TERMINATE

  8. THE CASE OF MR. MATTHEWS New Principal - All previous ratings were satisfactory November 1998 - observation - classroom management, student expectations, transitions - Mr. Matthews thought the lesson went well - Principal made some suggestions for improvement January 1999 and April 1999 - observations - time management, organizations, student behavior - Principal recommended reading articles, observing other teachers, detailed lesson planning September 1999 - second year as principal - observation by principal and assistant principal - no improvement whatsoever - unsatisfactory rating issued October 1 - principal provides detailed list of concerns and corrective actions (observations, workshops) February 2000 - observation - no improvement

  9. STEPS OF INTENSIVE ASSISTANCE Remediate or Terminate Documentation Remediation Team Time to improve Frequent observations

  10. 11 REASONS TO DISCIPLINE/DISMISS PROFESSIONAL EMPLOYEES • The Original Eight: • Immorality Incompetency • Intemperance Cruelty • Persistent negligence • Willful neglect of duties • Participating in un-American or subversive doctrines • Failure to comply with school laws of PA

  11. In 1996, the School Code was amended and expanded the number of reasons from 8 to 11: * Unsatisfactory teaching performance based on two consecutive ratings of the employee’s teaching performance - at least 4 months apart * Physical or mental disability as documented by competent medical evidence, which after accommodations, the employee has the inability to perform the essential functions of his/her employment * Conviction of a felony or acceptance of a guilty plea or no contest

  12. THE FOUR D’s DOCUMENTATION DISCIPLINE DEMOTION DISMISSAL

  13. MODEL CONFERENCE Issue the 1st Unsatisfactory Rating

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