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Virtually everyone agrees that teacher evaluation in the United States needs an overhaul. Existing systems rarely help teachers improve or clearly distinguish those who are succeeding from those who are struggling. The tools that are used do not always represent the important features of good teaching. Criteria and methods for evaluating teachers vary substantially across districts and at key career milestones-when teachers complete pre-service teacher education, become initially licensed, are considered for tenure, and receive a professional license.  A comprehensive system should address these purposes in a coherent way and provide support for supervision and professional learning, identify teachers who need additional assistance and-in some cases-a change of career, and recognize expert teachers who can contribute to the learning of their peers. This report outlines an integrated approach that connects these goals to a teaching-career continuum and a professional development system that supports effectiveness for all teachers at every stage of their careers.

By now, you have seen the latest Metlife Survey of the American Teacher. It shows that teachers' satisfaction with their job has plummeted since 2009, from 59 percent to 44 percent. It is the lowest it has been in 20 years. The percentage of teachers who are likely to leave the profession has grown from 17 percent to 29 percent since 2009. The reasons are obvious: The most satisfied teachers feel their jobs are secure, and they are treated as professionals by the community. Compared with dissatisfied teachers, they are more likely to have opportunities for professional development, time to collaborate with other teachers, and greater parental involvement in their schools. These are teachers working in an atmosphere of professionalism and collaboration.

The way we provide professional learning experiences and support our nation's teachers is a running source of debate and, unfortunately, disappointment. Policymakers grumble at the costs. Teachers complain they don't get what they need while parents and the public wait for our schools to get it right for our students.

Sixteen years ago, Charlotte Danielson, an Oxford-trained economist, developed a description of good teaching that became the foundation for attempts by federal and state officials and school districts to quantify teacher performance. The Danielson method - articulated in her book, "Enhancing Professional Practice: A Framework for Teaching" (ASCD, 1996) - describes good teaching using numerous criteria within four broad areas of performance: the quality of questions and discussion techniques; a knowledge of students' special needs; the expectations set for learning and achievement; and the teacher's involvement in professional development activities. "If all you do is judge teachers by test results," Ms. Danielson told Ginia Bellafante in an interview for a Big City column in the Metropolitan section of The New York Times last month, "it doesn't tell you what you should do differently."

PBN: The partnership created between The Learning Community and Central Falls public schools has really raised the profile of your nonprofit school. How does this partnership work? ALVES: The partnership has four main components and I think part of the reason why it works so well is that it is comprehensive. It's not just one major slice of work we are doing but four pieces. We have grade-specific professional development, not just whole-school workshops that other professional-development organizations might put out. Our trainings are grade-level specific. So all the first-grade teachers go to a first-grade teacher workshop that is very targeted and actually ends up being more effective.

Why don't schools routinely tap their best teachers to organize and deliver custom-tailored professional development to their peers? Interesting question. It seems like a no-brainer, actually. It's standard operating procedure for most professions--the master litigator advising and modeling for researchers just out of law school, the CPA counseling junior partners about weathering tax season--or bright newbies offering training on technology tools veterans haven't yet utilized.

[Jeff's note: Both authors of this article are members of this group.] The way to turn schools around and transform the education of at-risk students is to invest in the professional ability of the faculty, making its members a mission-driven, skilled force for change. This strategy necessitates a reorganization built around faculty collaboration, intensive and embedded professional development, and personalized instruction. Working from this premise, the Jefferson County, Ky., public school system, which includes the city of Louisville, designed and implemented a fifth model that was fully operational by the 2010-2011 school year-a model not set forth by the Education Department, yet funded through a federal Investing in Innovation, or i3, grant.

The Rhode Island Foundation and the W.K. Kellogg Foundation today announced grants totaling $1.8 million to expand The Learning Community's nationally-recognized professional development work in reading for free to five area public elementary schools. The Learning Community, one of Rhode Island's highest performing high poverty schools, has received national recognition for its partnership with the Central Falls school district, where reading scores increased through innovative, proven strategies for boosting reading achievement.  

Elmore's edited text illuminates a rarely discussed yet important aspect of school reform efforts: the critical reflective analysis of one's perspective (personal bias), or the connection between our experiences and our interpretations of those experiences. The volume's title and theme draw from a professional development exercise requiring conscious reflection on old points of view drawn from the experiences of educational reformers, theorists, leaders, researchers, and policy makers who have been on the front line of K-12 school reform. Contributors include Howard Gardner, Rudy Crew, Larry Cuban, Jeff Henig, Deb Meier, and Mike Smith, among others. This collection offers an insightful examination of some challenging educational issues of our time, including standardized testing; the role of special education; performance pay; the relationship between social theory and practice; teacher unionism; program development, implementation, and evaluation; the social role of education; and community involvement. The result is timely, as present educational policy is being reassessed on state and national levels.

The "standards-based" K-12 educational reform movement began in the late 1980s and continues today. The original goals of most sets of content standards included an altered form of classroom practice. Educational researchers devoted great effort to developing inquiry-oriented instructional materials and professional development models to support the reform efforts. Although there have been pockets of reform success in some schools and districts, large-scale evaluations of reform efforts indicate that the influence of these efforts on classroom practice and student achievement have been uneven at best. It is our contention that reformers' focus on changing classroom practice is misguided. The standards movement has been hijacked by a "business-scientific" view of schooling that assumes the purpose of education is to prepare students to compete in the global economy. The concepts of assessment and accountability associated with this purpose in the business-scientific view inhibit reform. Researchers committed to reform need to recognize the inherently political nature of reform and work toward a renegotiation of the overarching purpose of education. This also means attending to the consequences of that purpose for school governance, assessment, and accountability.

There is strong evidence that the choice of instructional materials has large effects on student learning-effects that rival in size those that are associated with differences in teacher effectiveness.  But whereas improving teacher quality through changes in the preparation and professional development of teachers and the human resources policies surrounding their employment is challenging, expensive, and time-consuming, making better choices among available instructional materials should be relatively easy, inexpensive, and quick.

The Rhode Island Foundation and the W.K. Kellogg Foundation today announced grants totaling $1.8 million to expand The Learning Community's nationally-recognized professional development work in reading for free to five area public elementary schools. The Learning Community, one of Rhode Island's highest performing high poverty schools, has received national recognition for its partnership with the Central Falls school district, where reading scores increased through innovative, proven strategies for boosting reading achievement.

Over the last decade, research in public education has led us to three conclusions about the teaching profession: teachers are the most important in-school factor in determining student achievement; there is wide variation in teacher effectiveness; and those differences really matter for kids. These findings should have profound implications for policymakers and practitioners. Now that we have evidence attesting to the enormous contributions of the most effective educators, if we are truly serious about improving student learning and closing the achievement gap, we must think anew about teacher recruitment, placement, evaluation, professional development, retention, and separation.

Is educational innovation the way to close the achievement gap? A lot of smart people are hoping it will solve the problem. In the past few months I've been around a lot of innovations. I have watched the Khan Academy (and Sal Khan himself) in action, dug into 'blended learning,' Rocketship and KIPP, and looked at some Early College High School programs. I've been reading about new iPad applications and commercial ventures like Learning.com, and teachers have been writing me about how they are using blogs to encourage kids to write, and Twitter for professional development. In many schools kids are working in team to build robots, while other schools are using Skype to connect with students across the state or nation. I've even watched two jazz groups - one in Rhode Island, the other in Connecticut - practice together on Skype! 'Innovation' per se is not sufficient, of course. We need innovations that level the playing field and give all kids - regardless of their parents' income - the opportunity to excel.

New York State education officials and the state teachers' union reached an agreement on a new teacher evaluation system on Thursday, just hours before a deadline imposed by Gov. Andrew M. Cuomo, who had threatened to break the impasse by imposing his own way to judge the quality of a teacher's work, according to a number of people directly involved. The agreement allows school districts to base up to 40 percent of a teacher's annual review on student performance on state standardized tests, as long as half of that portion is used to analyze the progress of specific groups of students, like those who are not proficient in English or have special needs. The remaining 60 percent is to be based on subjective measures, like classroom observations and professional development projects.

Though Colorado is more than a year away from implementing its new teacher-evaluation system, doubts have surfaced about the state's ability to launch such a sweeping initiative on time and with adequate resources for professional development. Educators from some of the 27 districts piloting all or part of the new system say that effort has turned out to be a complex and time-consuming task heaped upon demands of other education reforms.

The Center For American Progress (CAP), a liberal think tank, has largely bought the educational agenda of "the billionaires' boys club." It seeks a balance, with just enough union-baiting to appease corporate powers. The CAP does its share of teacher-bashing, apparently in order to parrot the word "accountability" over and over, but it does not want to spark a stampede of teaching talent from inner city schools. Two new reports, "Designing High Quality Evaluations for High School Teachers," and "Teaching Children Well," embody the tension inherent in the CAP's "Sister Souljah" tactic of demonstrating its independence from Democratic constituencies by beating up on educators. Both document the potential of improved professional development, informed by data and enhanced by video technology, to improve student performance. One also asserts that test score growth must be used to evaluate teachers, but the other is largely silent on that issue.

The final drafts of the Common Core State Standards were released a year and a half ago-almost to the day. Anyone who's read the Race to the Top applications or the ESEA waivers knows that state departments of education have begun to put together statewide CCSS implementation plans. Some states are working to revise curricula. Others are adjusting current assessment blueprints to reflect CCSS priorities. And all are thinking about the changes that they will need to make to professional development and training in the coming months to make this sea change in standards work for kids.

he Project on Incentives in Teaching (POINT) was a three-year study conducted in the Metropolitan Nashville School System from 2006-07 through 2008-09, in which middle school mathematics teachers voluntarily participated in a controlled experiment to assess the effect of financial rewards for teachers whose students showed unusually large gains on standardized tests. The experiment was intended to test the notion that rewarding teachers for improved scores would cause scores to rise. It was up to participating teachers to decide what, if anything, they needed to do to raise student performance: participate in more professional development, seek coaching, collaborate with other teachers, or simply reflect on their practices. Thus, POINT was focused on the notion that a significant problem in American education is the absence of appropriate incentives, and that correcting the incentive structure would, in and of itself, constitute an efective intervention that improved student outcomes.By and large, results did not confirm this hypothesis

The values of efficiency and fairness collide head-on in New York's Education Law §3012-c, passed as part of the state's efforts to bolster its chances in the 2010 Race to the Top competition. The law requires annual professional performance reviews (APPRs) that sort teachers into four categories-"highly effective," "effective," "developing" and "ineffective"-based on multiple measures of effectiveness, including student growth on state and locally selected assessments and a teacher's performance according to a teacher practice rubric. The fundamental problem is that it's hard to assess the efficiency or fairness of an evaluation system that doesn't exist yet. There are too many unknowns to be able to judge, which is one of the arguments for piloting an evaluation system before bringing it to scale.