Categories for Quality Teachers
August 6, 2019
Teacher turnover has been a persistent challenge; while the national rate has hovered at 16% in recent decades, more teachers are leaving the profession, contributing to teacher shortages in hard-to-staff subjects and schools. Higher attrition rates coupled with disproportionate teacher movement away from schools in economically disadvantaged communities has resulted in inequitable distributions of high-quality teachers across schools. Teacher turnover is quite costly, and primarily has negative consequences for school operations, staff collegiality, and student learning. Turnover rates are highest among minority teachers working in high-need schools, beginning teachers, and those who are alternatively certified; higher rates are also found for those teaching math, science, and English as a foreign language, and for special education teachers. Teachers are less likely to be retained in schools with poor working conditions, particularly those led by principals perceived to be less effective, and in schools where they are paid less. Teacher retention may be improved with combinations of targeted financial incentives and improved working conditions (e.g., better principal preparation), and through better supports for early career teachers through effective induction and mentoring programs. Linking financial incentives with enhanced leadership opportunities and career paths also offer potential for retaining effective teachers in classrooms where they are most needed.
Citation: Donley, J., Detrich, R., Keyworth, R., & States, J. (2019). Teacher Retention. Oakland, CA: The Wing Institute. https://www.winginstitute.org/quality-teachers-retention
July 30, 2019
The Effects of Targeted Professional Development on Teachers’ Use of Empirically Supported Classroom Management Practices. Research suggests teachers want and need to improve classroom management skills. Studies also find that teachers currently receive limited training and support in this critical area of instruction. This study examines brief, targeted professional development (brief training, email prompting, and self-management) to improve teacher classroom management skills. The training focused on increasing the effective use of prompting, increased active student responding, and delivery of praise. The results show that teachers increased their prompt and specific praise rates while they actively engaged in training. However, the effects of professional development did not maintain when training shifted to a new skill.
Citation: Simonsen, B., Freeman, J., Myers, D., Dooley, K., Maddock, E., Kern, L., & Byun, S. (2019). The Effects of Targeted Professional Development on Teachers’ Use of Empirically Supported Classroom Management Practices. Journal of Positive Behavior Interventions, 1098300719859615.
May 29, 2019
An Investigation of Concurrent Validity of Fidelity of Implementation Measures at Initial Years of Implementation. Much of the effectiveness of newly introduced educational practices is lost within 18 months after introducing the method in the classroom. Understanding why practices with solid research fail is important to improving teacher effectiveness and for improving student performance. Research suggests practices implemented incorrectly are less likely to produce the desired outcomes. Research also finds that treatment fidelity (implementing practices as designed) begins to decline shortly after the new skill has been learned. This paper examines fidelity self-assessment and team-based fidelity measures in the first 4 years of implementation of School-Wide Positive Behavioral Interventions and Supports (SWPBIS). Results show strong positive correlations between fidelity self-assessments and a team-based measure of fidelity at each year of implementation.
Citation: Khoury, C. R., McIntosh, K., & Hoselton, R. (2019). An Investigation of Concurrent Validity of Fidelity of Implementation Measures at Initial Years of Implementation. Remedial and Special Education, 40(1), 25-31.
May 8, 2019
Active Student Responding (ASR) is a powerful set of low cost strategies teachers can use to improve student achievement. ASR occurs when a student makes a response by answering questions or responding in a variety of ways that communicates the student’s understanding of the content being taught during the lesson. The more opportunities the student has to respond, the increased likelihood the student is learning. Increasing active responses allows teachers to rapidly assess performance. As opportunities to respond increase so does opportunities for praise and corrective feedback that results in accelerated learning. Attending and being on-task are insufficient ways for teachers to know if learning is occurring. For a teacher to know if a student is actually learning a written, action, or oral response is required. The more opportunities to respond the more quickly students master lessons. ASR strategies are designed to engage all students regardless of class size and ASR avoids the common problem of having only high achievers answer questions while low achievers remain silent, thus escaping detection. Examples of ASR strategies include; guided notes, response slates, response cards, and choral responding.
Citation: States, J., Detrich, R. & Keyworth, R. (2019). Active Student Responding (ASR) Overview.Oakland, CA: The Wing Institute. https://www.winginstitute.org/instructional-delivery-student-respond
April 17, 2019
What Works Clearinghouse Intervention Report: National Board for Professional Teaching Standards Certification. NBPTS was established in 1987 to foster “high and rigorous standards for what accomplished teachers should know and be able to do” (NBPTS mission statement). As a voluntary national system, NBPTS certifies that a teacher has taught in the field and meets certification requirements for best practices for instruction and pedagogy. The standards reflect five core propositions: (1) effective teachers are committed to students and their learning, (2) effective teachers know the subjects they teach and how to teach those subjects to students, (3) effective teachers manage and monitor student learning, (4) effective teachers think systematically about their practice and learn from experience, and (5) effective teachers are members of learning communities.
The process requires teachers to pay a fee and can take from 3 months to several years to complete. School districts have come to view the process as a way to improve student achievement, allocating scarce resources in the form of performance compensation to encourage teachers who acquire certification. The What Works Clearinghouse review found NBPTS-certified teachers had mixed effects on mathematics achievement and no discernible effects on English language arts achievement for students in grades 3 through 8.
Citation: Mathematica Policy Research (2018). What Works Clearinghouse Intervention Report: National Board for Professional Teaching Standards Certification. Washington, DC: U.S. Department of Education, National Center for Education Statistics, National Assessment of Educational Progress (NAEP). Retrieved from https://ies.ed.gov/ncee/wwc/Docs/InterventionReports/wwc_nbpts_021318.pdf.
April 16, 2019
Performance feedback is a practice used to improve performance. Principals give feedback to teachers to clarify expectations and to provide information for increasing administrative, instructional, behavior management, and personal competency skills. More than seven meta-analyses conducted since 1980 support feedback as one of the most powerful tools for improving performance. To deliver useful feedback, principals need current and accurate information on student performance and a teacher’s instructional skills. Research finds that principals depend on unreliable sources of data such as “walk-throughs,” brief informal observations that provide snapshots of classroom activities but are not designed for performance improvement. Principals should replace traditional walk-throughs with more effective feedback practices, such as coaching, that are better suited to improving specific teaching skills. For the best results, feedback must meet these four conditions: (1) It is objective, reliable, measurable, and specific; (2) it provides information about what was done well, what needs improvement, and how to improve; (3) it is delivered frequently and immediately following performance; and (4) it is about performance rather than personal characteristics.
Citation: Cleaver, S., Detrich, R. & States, J. (2019). Overview of Performance Feedback. Oakland, CA: The Wing Institute. https://www.winginstitute.org/teacher-evaluation-feedback.
February 26, 2019
Increasing Teachers’ Use of Behavior-Specific Praise with the Teacher vs. Student Game. Research has long supported the importance of teacher behavior specific praise in the classroom. This study examines the impact of a Teacher Versus Student Game, a program that is based upon The Good Behavior Game (GBG). GBG has been in use since 1967 and is an evidence-based behavioral classroom management strategy that helps children learn how to work together to create a positive learning environment. Pressure for teachers to show academic results is hindered by challenging student conduct. Maintaining control of student behavior is a critical factor in teacher’s ability to effectively deliver instruction that results in increased student academic outcomes. Using group contingencies found in the Teacher Versus Student Game provides teachers another program designed to accomplish this important goal. This paper found that the game increased teachers rates of praise; however, the teachers gradually decreased their use of BSP over time.
Two additional papers on practices to increase teacher praise are identified under citations.
Citation: Lastrapes, R. E., Fritz, J. N., and Hasson, R. C., (2019). Increasing Teachers’ Use of Behavior-Specific Praise with the Teacher vs. Student Game. Retrieved from Researchgate: https://www.researchgate.net/publication/331178227_Increasing_Teachers%27_Use_of_Behavior-Specific_Praise_with_the_Teacher_vs_Student_Game
Gage, N. A., MacSuga-Gage, A. S., & Crews, E. (2017). Increasing teachers’ use of behavior-specific praise using a multitiered system for professional development. Journal of Positive Behavior Interventions, 19(4), 239-251.
White, K. (2018). Increasing Teachers’ Use of Behavior Specific Praise Via a Smart Watch.
January 22, 2019
Barriers to Implementing Classroom Management and Behavior Support Plans: An Exploratory Investigation. Ample evidence supports effective classroom management’s place in maximizing student achievement. Unfortunately, sustained implementation of classroom management strategies too often fail. This study examines obstacles encountered by 33 educators along with suggested interventions to overcome impediments to effective delivery of classroom management interventions or behavior support plans. Having the right classroom management plan isn’t enough if you can’t deliver the strategies to the students in the classroom.
Citation: Collier‐Meek, M. A., Sanetti, L. M., & Boyle, A. M. (2019). Barriers to implementing classroom management and behavior support plans: An exploratory investigation. Psychology in the Schools, 56(1), 5-17.
December 18, 2018
Teacher-student Relationships. Research shows skills commonly referred to as soft skills (personal competencies) have a powerful impact on teacher effectiveness. Mastery results in beneficial teacher-student relationships. Evidence finds teachers who create a positive relationship have a substantial effect on student learning; they also have fewer discipline problems, office referrals, and related conduct issues. Even more importantly, these skills can be taught in pre-service and in-service training.
Citation: States, J., Detrich, R. & Keyworth, R. (2018). Teacher-student Relationships Oakland, CA: The Wing Institute. Retrieved from https://www.winginstitute.org/soft-skills-teacher-student-relationships
November 28, 2018
Seven Trends: The Transformation of the Teaching Force—Updated October 2018
Teachers play a crucial role in education, make up one of the largest workforces in the country, and require significant resources to support. As a result, tracking trends and changes in the demographic characteristics becomes critically important as education systems allocate existing resources and plan for the future. This study examines the most recent data from staffing surveys conducted by the National Center for Education Statistics (NCES), as well as those going back to 1987. Its concludes that over the last three decades the teaching force has become: 1) larger, 2) grayer, 3) greener, 4) more female, 5) more diverse by race-ethnicity, 6) consistent in academic ability, and 7) unstable. It also calls for more research as to the reasons for these trends and their implications and consequences.
A few highlights include: The rate of increase for teachers has far outpaced the rate of increase for students. The student population has grown by 24% over this period of time while the teacher workforce has grown by 65%. The workforce is growing both grayer (retirements have steadily increased) and greener (the modal public school teacher was in their first three years of teaching. It is has an increasing percent of female teachers (76.6%) as well minority teachers (growth in the number of minority teachers was more than three times the growth rate of white teachers). The field still suffers from extremely high turnover, with 44.6 % of new teachers leaving their jobs in less than five years.
Citation: Ingersoll, Richard M.; Merrill, Elizabeth; Stuckey, Daniel; and Collins, Gregory. (2018). Seven Trends: e Transformation of the Teaching Force – Updated October 2018. CPRE Research Reports.