North Carolina Teacher Working Conditions · North Carolina State Board of Education, developed working conditions standards for schools in an effort to address issues driving teacher

North Carolina

Professional Teaching StandardsCommission

North Carolina

Professional Teaching StandardsCommission

North Carolina

TeacherWorking Conditions

Standards

WILLIAM C. HARRISON

Chairman—Fayetteville

WAYNE MCDEVITT

Vice Chair—Asheville

WALTER DALTON

Lieutenant Governor—Rutherfordton

JANET COWELL

State Treasurer—Raleigh

JEAN W. WOOLARD

Plymouth

REGINALD KENAN

Rose Hill

KEVIN D. HOWELL

Raleigh

SHIRLEY E. HARRIS

Troy

CHRISTINE J. GREENE

High Point

June St. Clair Atkinson, Ed.D., State Superintendent

301 N. Wilmington Street—Raleigh, North Carolina 27601-2825

In compliance with federal law, NC Public Schools administers all state-operated educational programs,

employment activities and admissions without discrimination because of race, religion, national or

ethnic origin, color, age, military service, disability, or gender, except where exemption is appropriate and

allowed by law.

Inquiries or complaints regarding discrimination issues should be directed to:

Dr. Rebecca Garland, Chief Academic Officer—Academic Services and Instructional Support

6368 Mail Service Center—Raleigh, NC 27699-6368—Telephone 919-807-3200—Fax 919-807-4065

Visit us on the Web—www.ncpublicschools.org

JOHN A. TATE III

Charlotte

ROBERT “TOM” SPEED

Boone

MELISSA E. BARTLETT

Roxboro

PATRICIA N. WILLOUGHBY

Raleigh

STATE BOARD OF EDUCATION

NC DEPARTMENT OF PUBLIC INSTRUCTION

North Carolina Teacher Working Conditions Standards

1 Developed in collaboration with the NC Professional Teaching Standards Commission

and the NC State Board of Education

NORTH CAROLINA TEACHER WORKING CONDITIONS STANDARDS AND CONTINUUM

Executive Summary of the NC Teacher Working Conditions Standards

Working Conditions Standard 1—Time

Schools protect teachers’ time to plan, collaborate, and provide effective instruction.

1a Teachers’ class sizes facilitate high quality instruction.

1b Teachers have sufficient time to provide all students with effective instruction.

1c Teachers have time during the school day to plan and collaborate.

1d Schools make efforts to streamline processes to increase instructional time and decrease

required paperwork.

Working Conditions Standard 2—Facilities and Resources

Facilities and resources are provided for teachers to deliver quality instruction.

2a Materials and resources are available to facilitate quality instruction.

2b Technology facilitates 21st Century learning opportunities.

2c Physical environments support teaching and learning.

2d Teachers have access to a broad range of Professional Support Personnel.

Working Conditions Standard 3—Community Support and Involvement

Parents, guardians, and community members are engaged in substantive ways to support and

influence the school.

3a Parents, guardians, and community members support the teachers and school.

3b Parents, guardians, and community members are knowledgeable about classroom and school

policies and practices.

3c Parents, guardians, and community members are provided opportunities to influence the

success of the school.

Working Conditions Standard 4—Managing Student Conduct

Schools implement policies and practices to address student conduct issues and ensure a safe school

environment.

4a School leadership and teachers develop and communicate policies and procedures regarding

student conduct and school safety.

4b Administrators and teachers enforce policies and procedures regarding student conduct and

school safety consistently.

2Developed in collaboration with the NC Professional Teaching Standards Commission


Working Conditions Standard 5—Teacher Leadership

Teachers are involved in decisions that impact classroom and school practices.

5a Teachers demonstrate leadership in the classroom.

5b Teachers demonstrate leadership in the school.

5c Schools have efficient and effective decision-making processes that engage teachers.

Working Conditions Standard 6—School Leadership

School leadership maintains trusting, supportive environments that advance teaching and learning.

6a An atmosphere of trust and mutual respect is pervasive in the school.

6b Teachers’ performance is assessed objectively and effective feedback is provided that

improves performance and enhances student learning.

6c School leadership articulates a vision and implements effective strategies for school

improvement.

6d School leadership makes sustained efforts to improve teaching and learning conditions.

Working Conditions Standard 7—Professional Development

Quality learning opportunities are available for teachers to enhance teaching and learning.

7a Time and resources are provided for professional development, ensuring all teachers have

access to continuous learning opportunities.

7b Professional development meets best practice standards for delivery and support.

7c Professional development enhances the ability of teachers to implement instructional

strategies and improve student learning.

Working Conditions Standard 8—Instructional Practices and Support

Schools provide support for data analysis and teachers’ collaboration to improve teaching and learning.

8a Teachers use formative and summative assessment data to drive instructional practice.

8b Teachers are supported to work collaboratively to develop, align, and improve instructional

practices.

8c Teachers are assigned classes that maximize their likelihood of success with students.




A New Vision of Working Conditions for Teachers

In 1999, the North Carolina Professional Teaching Standards Commission, with the support of the

North Carolina State Board of Education, developed working conditions standards for schools in an

effort to address issues driving teacher turnover. The presence of those standards across North

Carolina schools has been assessed biennially since 2002 as part of the North Carolina Teacher Working

Conditions Survey. More than a decade has passed since those standards were created with significant

reforms in school, local and state policies and practices implemented to help ensure that North

Carolina educators have the supportive, trusting school environments necessary to do their best work

in helping students learn.

Standards and new evaluation systems for North Carolina educators have been revised to align with

the 21st Century goals of the North Carolina State Board of Education. Similar updates are now

necessary for the Working Conditions Standards. Consider the following:

� Research from North Carolina Teacher Working Conditions Survey and across the nation over

the past decade has demonstrated that the presence of positive working conditions has a

significant effect on school-wide student achievement.

� Teachers are twice as likely to want to remain working in schools where there is an atmosphere

of trust and they feel supported by school leadership.

� As other states have replicated North Carolina by adapting the Working Conditions Survey,

new questions and concepts that contribute to school work environments have been

developed. The North Carolina Working Conditions Survey now includes several areas critical

for teacher success such as community support, instructional practices, and managing

student conduct which were not included in the original standards. Research has shown that

these areas are important to school success, yet they are not part of the current state

Working Conditions Standards.

To further align these Working Conditions Standards with other components of the school

improvement planning process and educator evaluation system, a continuum of practice has been

developed for each standard. In their new format, these Working Conditions Standards can provide

educators with a clearer understanding of what policies and practices should be in place in every

school to maximize teacher effectiveness.



North Carolina Standards for Working Conditions



Reasonable class sizes allow time for teaching and planning. Uninterrupted instructional time is

provided to meet the diverse learning needs of all students. Teachers are engaged in the design of

school schedules and in ongoing dialogue that leads to maximum instructional time for all students

and protects teachers from duties that interfere with their essential role of teaching.

Teachers have regular, protected time to engage in careful planning to meet the diverse learning needs

of students. Time is consistently available for collaboration among teachers, instructional support

staff, and school leadership to plan, sequence, and coordinate appropriate curriculum for all students.

School leadership engages with teachers and support staff to ensure that planning time is protected

and uninterrupted to the greatest extent possible.

Teachers have assignments that allow them to routinely plan and effectively implement instruction to

meet the diverse needs of all students. Teachers’ assignments are carefully, collaboratively and

intentionally made utilizing a coordinated design that takes into account teachers’ expertise and

preparation, class sizes, course loads, and student placement.

Schools make efforts to streamline processes to increase instructional time and decrease associated paperwork.

Working Conditions Standard 1: Time

1a Teachers’ class sizes facilitate high quality instruction.

� Class sizes are reasonable such that teachers have the time available to meet the needs of

all students.

1b Teachers have sufficient time to provide all students with effective instruction.

� Organization and protection of uninterrupted time for teachers is present.

� Teachers are involved in the design of schedules to support maximizing instructional time.

� Close communications result in maximum instructional time and minimum interruptions.

� School business requirements and associated paperwork are streamlined.

1c Teachers have time during the school day to plan and collaborate.

� Blocks of time are structured for teachers to plan lessons to meet the diverse learning

needs of students.

� Time is consistently available for regular collaboration between teachers, instructional

staff, and school leadership.

� Collaboration between school leadership, teachers, and support staff ensures that

planning time is protected and uninterrupted to the greatest extent possible.

1d Schools make efforts to streamline processes to increase instructional time and decrease

required paperwork.

� Efforts are made to streamline school processes.






Facilities and resources support the teaching and learning environment. Materials and resources are

widely available and meet the instructional needs of teachers and the learning needs of students.

Teachers receive reliable support that enhances their abilities to access and use instructional and

communication technology and to fully utilize available materials and physical resources.

The physical environments of schools address teaching and learning needs and are well maintained.

Teachers have their own work space and access to additional work settings to support a wide range of

planning and collaboration.

Professional support personnel are accessible to teachers to improve teaching and learning.

Working Conditions Standard 2: Facilities and Resources

2a Materials and resources are available to facilitate quality instruction.

� Materials and resources are available to all staff.

� Materials and resources meet instructional needs of teachers and learning needs of

students.

2b Technology facilitates 21st Century learning opportunities.

� Reliable and available technology meets the 21st Century instructional needs of teachers.

� Support is provided to teachers to ensure quality access and use of technology.

2c Physical environments support teaching and learning.

� Effective and well maintained physical environments are matched to teaching and learning

needs.

� Collaboration between school leadership, teachers, support and maintenance staff

ensures quality environments for teaching and learning.

� Teachers’ work spaces support planning and collaboration.

2d Teachers have access to a broad range of professional support personnel.

� Professional support personnel are available and work collaboratively with teachers.




Parents, guardians, and community members are engaged in substantive ways to support and


Parents, guardians, and community members contribute to successful learning for students through

regular involvement in classrooms and at school. Educators reach out to parents, guardians, and

community members in multiple ways using clear communications to be proactive and engage them in

contributing to student learning by sharing classroom and school information. Parents, guardians, and

community members are regularly involved in two-way, multi-tiered communications through a variety

of communication styles and methods designed to reach the diverse school community.

Parents and guardians are influential decision-makers in the school. The School Improvement Team

informs, solicits input from, and engages in substantive ways to shape school practice parents,

guardians, and community members. Involved parents and guardians reflect the demographics of the

school community. The parent organization is actively involved in a wide range of classroom and

school wide activities that support effective teaching and quality learning.

Working Conditions Standard 3: Community Support and Involvement

3a Parents, guardians, and community members support the teachers and school.

� Parents, guardians, and community members contribute to the success of students.

� Clear communications to parents, guardians, and community member inform and engage

them in classrooms and at school.

3b Parents, guardians, and community members are knowledgeable about classroom and school

policies and practices.

� Proactive communication with parents, guardians, and community members is available.

� Multiple systems, formats, and languages are used to reach all parents, guardians, and

community members and ensure understanding.

� Parents, guardians, and community members are informed about school issues.

� Parents, guardians, and community members provide input and substantively engage in

shaping school practice.

3c Parents, guardians, and community members are provided opportunities to influence the

success of the school.

� Opportunities for participation in school improvement and other decision making

processes are provided.

� Engagement of parents, guardians, and community members in school improvement

processes and decision making processes is evident.

� Parents and guardians actively involved in the school reflect the demographics of the

school community.

� Parent organizations are involved in classrooms and the school to support effective

teaching and quality learning.





Schools implement policies and practices to address student conduct issues and ensure a safe school

environment.

Educators are knowledgeable of local, state, and federal policies on student conduct and school safety.

Schools collect and analyze a wide range of data related to student behavior and safety issues to guide

and inform school policies and procedures. Administrators, teachers, parents, guardians, and

community members (as appropriate) are involved in the development, review, and revision of policies

and procedures. There is frequent communication between administrators and teachers about

expectations and consequences. Regular updates and feedback regarding classroom and school-wide

conduct and safety are provided for parents, guardians, community members, and students.

A system of clearly defined policies and procedures for student conduct and safety is followed closely

by all administrators and teachers. Students are fully informed of policies, procedures, and

consequences. There is regular communication between school leadership, teachers, and students on

results of implementation and enforcement of policies and procedures. Parents, guardians, and

community members are informed about and engaged in the implementation and enforcement of

policies and procedures in order to ensure a safe school environment.

Working Conditions Standard 4: Managing Student Conduct

4a School leadership and teachers develop and communicate policies and procedures regarding

student conduct and school safety.

� Educators are knowledgeable about local, state, and federal policies.

� Collection and analysis of a wide range of data related to student behavior and safety

issues guide and inform policies and procedures.

� School community is involved in the development, review, and revision of policies and

procedures for conduct and safety.

� Frequent communication exists between teachers and school leadership about

expectations and consequences for conduct and safety.

� Regular updates and feedback are provided to parents, guardians, community members

and students regarding classroom and school-wide conduct and safety.

4b Administrators and teachers enforce policies and procedures regarding student conduct and

school safety consistently.

� Clearly defined system for student conduct and safety is followed closely by all school

leadership and teachers.

� Students are fully informed about policies, procedures, and consequences.

� Regular communication between school leadership, teachers, and students on results of

implementation and enforcement of policies, procedures, and consequences exists.

� Parents, guardians, and community members are informed and engaged in

implementation and enforcement of policies and procedures for conduct and safety.





Teachers maintain current knowledge of sound educational practices in order to be educational

experts. Teachers have autonomy to make decisions about the design and delivery of instruction to

meet the learning needs of their students. Teachers collaborate with colleagues and use data to

inform educational decisions and utilize research based educational practices.

There are abundant opportunities for teachers to assume leadership at school. Teachers take

advantage of leadership opportunities, and those in leadership roles represent the diversity of the

faculty. Formal and informal opportunities for teacher leadership emerge from teachers’

collaboration and decision making. Teachers are provided professional development and supports

to be effective leaders.

Teachers are consistently involved in decision-making processes at the school. Decision-making

processes are efficient, effective, and ensure equity of participation.

Working Conditions Standard 5: Teacher Leadership

5a Teachers demonstrate leadership in the classroom.

� Current knowledge of effective instructional practices is maintained by teachers.

� Teachers exhibit autonomy to design and deliver instruction to meet student needs.

� Teachers collaborate with colleagues and use data to inform instructional practices.

5b Teachers demonstrate leadership in the school.

� Opportunities for teachers to pursue leadership exist.

� Formal and informal leadership opportunities emerge from teachers’ collaboration and

decision making.

� Professional development and supports are provided for teachers to assume leadership

roles.

5c Schools have efficient and effective decision-making processes that engage teachers.

� Consistent involvement of teachers in decision-making processes is evident.

� Efficient, effective, and equitable decision-making processes are in place.





School leadership maintains trusting, supportive environments that advance teaching and learning.

School leadership and teachers have effective, transparent two-way communication systems in place.

The systems are easily understood and are utilized consistently by all school leadership and teachers.

School leadership and teachers have developed a vision for the school that is embraced by the school

community and that serves as a foundation for shaping school policy and decision making. School

leadership utilizes effective processes for teachers to make collaborative decisions and ensures equity

of participation. School leadership consistently supports teachers, and support provided is consistent

across different leaders.

Teachers’ performance is assessed consistently and objectively using the North Carolina Teacher

Evaluation Process. Teachers trust the performance assessment processes. Teachers actively engage in

performance assessment. School leadership provides teachers with meaningful feedback and

consistent, timely follow-up. Feedback includes logical, accessible, and sequential strategies for

improving teacher performance and enhancing student learning.

School leadership clearly articulates the vision for school improvement with teachers, parents, guardians,

and community members. The school vision is designed by and fully supported by stakeholders. School

leadership and teachers collaborate to design and implement the school improvement plan. All

components of the school improvement plan are well designed and fully utilized. Parents, guardians, and

community members may be included in school improvement processes.

School leadership is proactive and equitable in consistently seeking to identify and improve conditions

for teaching and learning. Efforts of school leadership to improve conditions for teaching and learning

are systematic, formalized, and well communicated. School leadership engages teachers and some

community members in data collection on conditions for teaching and learning and in substantive

problem solving.

Working Conditions Standard 6: School Leadership

6a An atmosphere of trust and mutual respect is pervasive in the school.

� Transparent and effective two-way communication systems between school leadership

and teachers exist.

� Systems are easily understood and utilized consistently by school leadership and teachers.

� There is consistent support of teachers by school leadership.



Working Conditions Standard 6—School Leadership (continued)

6b Teachers’ performance is assessed objectively and effective feedback is provided that

improves performance and enhances student learning.

� Teachers’ performance is assessed consistently and objectively.

� Performance assessment processes are trusted by teachers.

� Meaningful feedback for teachers and consistent, timely follow-up are provided.

6c School leadership articulates a vision and implements effective strategies for school

improvement.

� The vision for school improvement is clear and well-articulated.

� Collaboration occurs between school leadership and teachers to design and implement

the school improvement plan.

� All components of the school improvement plan are well designed and fully utilized.

6d School leadership makes sustained efforts to improve teaching and learning conditions.

� Leadership proactively and equitably identifies and improves conditions for teaching and

learning.

� Efforts to improve conditions for teaching and learning are systematic, formalized, and

well-communicated.






Teachers consistently have the time and resources they need to participate in continuous learning

opportunities.

School-wide professional development meets best practice standards, is based on current research,

and is individualized to meet the needs of teachers. It is guided by relevant data regarding identified

needs of teachers and students and is differentiated to meet the needs of teachers and promote

engagement in learning.

School-wide professional development positively impacts instructional practice and contributes to

gains in student learning. Formal systems are in place to measure impact on instructional practice and

gains in student learning. School leadership provides teachers with adequate follow-up support to

ensure successful implementation of strategies.

Working Conditions Standard 7: Professional Development

7a Time and resources are provided for professional development, ensuring all teachers have

access to continuous learning opportunities.

� Consistent time and resources ensure continuous professional growth.

7b Professional development meets best practice standards for delivery and support.

� Professional development meets best practice standards and is research-based.

� Professional development is guided by relevant data on needs of teachers and students.

� Professional development is differentiated to meet needs and promote engagement.

7c Professional development enhances the ability of teachers to implement instructional

strategies and improve student learning.

� Professional development positively impacts instructional practice.

� Professional development contributes to improvements in student learning.

� Formal systems measure impact on instruction and on student gains in learning.

� Follow-up support is provided to ensure successful implementation of strategies.




Schools provide support for data analysis and teachers’ collaboration to improve teaching and

learning.

Teachers utilize their expertise in the application of formative and summative assessment data to

drive instructional practice and to guide differentiation of instruction to meet the diverse learning

needs of students.

Teachers apply their broad knowledge of effective collaborative practices across multiple settings and

through Professional Learning Communities (PLCs). Teachers are well-supported by school and district

leadership to collaborate and receive professional development on effective practices for collaboration.

Best practices are developed, disseminated, and communicated in order to align curriculum and

instructional practices.

Teachers are assigned classes that maximize their likelihood of success with students.

Working Conditions Standard 8: Instructional Practices and Support

8a Teachers use formative and summative assessment data to drive instructional practice.

� Formative and summative assessment data are utilized to drive instructional practices.

8b Teachers are supported to work collaboratively to develop, align, and improve instructional

practices.

� Effective collaborative practices across multiple settings are evident.

� Best practices are developed and shared through Professional Learning Communities and

professional support personnel.

8c Teachers are assigned classes that maximize their likelihood of success with students.

� Teachers are assigned classes intentionally to meet students’ needs and impact learning.

� School leadership actively involves teachers to effectively match teachers’ expertise and

strengths to students’ needs.




1a Teachers’ class sizesfacilitate high qualityinstruction.

North Carolina Teacher

Working Conditions Survey

Questions to Inform

Reflection:2.1.A

1b Teachers have sufficienttime to provide all studentswith effective instruction.

North Carolina Working

Conditions Survey Questions

to Inform Reflection: 2.1E,

2.1F, 2.1g2.2C, 2,2D, 2.2E,

2.2F,2.2G

Teacher Working Conditions Continuum



Element Developing Proficient Accomplished Distinguished

Teachers’ time to plan inorder to meet the diverselearning needs of studentsis insufficient due to thedemands of large classsizes, heavy course loadsacross a wide range ofcontent areas, and/orassignments mismatchedwith training.

Teachers do not haveenough uninterruptedinstructional time.

School leadershipdetermines daily/weeklyinstructional schedules forteachers and supportsteachers with little regardto protecting instructionaltime.

There are frequentinterruptions duringinstructional time thatrequire teachers and/orstudents to respond tooffice communications andcomplete school business.

Teachers have time to planin order to meet thediverse learning needs ofstudents due to havingappropriate class sizes,course loads, andassignments that matchtraining.

Teachers have minimumsufficient uninterruptedinstructional time.

School leadershipdetermines daily/weeklyinstructional schedules forteachers and supportsteachers with regard toprotecting instructionaltime.

School leadership seeksteachers’ input on ways tolimit the full range ofinterruptions in instructionexperienced by teachersand students.

Teachers routinely plan inorder to meet the diverselearning needs of allstudents due to thecoordinated design of classsizes, course loads, andstudent placementpractices.

Teachers have sufficientuninterrupted instructionaltime to meet the diverselearning needs of allstudents.

School leadership activelyinvolves teachers in thedesign of daily/weeklyinstructional schedules forteachers, supportsteachers, and providesinstructional supports (i.e.media, technology, etc.) toensure protection ofinstructional time.

School leadership engageswith teachers and supportstaff to ensure maximuminstructional time andminimum interruptions inlearning for all students.

Teachers have maximumtime to plan in order tomeet the diverse learningneeds of all students due toa school wide systematicapproach to designing classsizes, course loads, andstudent placements.

Teachers have ampleuninterrupted instructionaltime to provide instructionthroughout the curriculumin ways that meet allstudents’ diverse learningneeds and ensureadvancement in learning.

School culture is focused onensuring that each studentreceives maximumuninterrupted instructionaltime matched to his/herneeds and that ensuresadvancement in learning.

School leadership, teachers,and support staffconsistently utilize andrefine systems formaximizing instructionaltime in ways that advancestudent learning.



1c Teachers have time duringthe school day to plan andcollaborate.



Questions to Inform

Reflection:2.1B, 2.1D2.2A,

2.2B

1d Schools make efforts tostreamline processes toincrease instructional timeand decrease requiredpaperwork.



Questions to Inform

Reflection:2.1A, 2.2H

Working Conditions Standard 1—Time (continued)



Little or no time is providedduring the day to planlessons.

Little or no time is availableduring the day for teachersto collaborate withcolleagues for lessonplanning.

Planning time is ofteninterrupted by meetings orunanticipated duties.

School leadership makeslittle or no effort tominimize associatedpaperwork.

Minimum sufficient time isprovided during the schoolday for short- and long-term planning.

Minimum sufficient time isavailable for teachers towork collaboratively todevelop common plans andshare effective lessons.

There are limitedinterruptions to the non-instructional time providedto teachers. Teachers havethe state minimum time toplan and collaborate (dutyfree lunch and a planningperiod).

School leadership makessome effort to minimizecompletion of schoolbusiness duringinstructional time, to targetessential assessments, andreduce the amount ofassociated paperwork.

Time is availablethroughout the week forteachers to engage inlesson planning thatincludes careful design ofdifferentiated instruction tomeet the diverse learningneeds of students.

Time is available forconsistent collaborationamong teachers,instructional support staffand school leadership toplan and coordinateinstruction to meet theneeds of all students.

School leadership,teachers, and support staffcollaborate to ensure thatplanning time is protectedand uninterrupted.

School leaderships’ effortsto streamline schoolbusiness and effectivelyimplement targetedassessments result inincreased instructionaltime and reducedassociated paperwork.

Time is provided during theschool day, and on-goingthroughout the school year(i.e. early dismissal days,etc.), for teachers to plan,review and improvedifferentiated lessons thatadvance learning for allstudents.

The culture of the schoolsupports full engagement inschool-wide collaborationto facilitate comprehensiveplanning to ensure the fullrange of students receivethe highest qualityeducation.

Teachers have sufficientuninterrupted non-instructional time thatallows them to engage inregular professionallearning communities tosupport the continuousimprovement of studentlearning and teacherpractice.

School-wide efforts allowfor teachers to provideeffective instruction that isfree from constraintsresulting from schoolbusiness, requiredassessments and associatedpaperwork.







2a Materials and resourcesare available to facilitatequality instruction.



Questions to Inform

Reflection:3.1A, 3.1C, 3.1D

2b. Technology facilitates 21st

Century learningopportunities.



Questions to Inform

Reflection:3.1F, 3.1G, 3.1H

2c Physical environmentssupport teaching andlearning.



Questions to Inform


2d Teachers have access to abroad range of ProfessionalSupport Personnel.



Questions to Inform

Reflection:3.1E

Instructional materials areinsufficient and generallydo not meet the needs ofteachers and students.

Resources are unreliable,insufficient, and generallydo not meet the needs ofteachers.

Technology is unreliable,insufficient, and generallydoes not meet theinstructional needs ofteachers or provide 21st

Century learningopportunities.

There is little or no supportto address challenges toaccess and/or use oftechnology.

Lack of appropriatephysical environments and/or lack of maintenancelimit teaching and learning.Quality and care of physicalenvironments isinconsistent and may besporadic and reactive.

Work space is insufficient.Teachers may only haveaccess to shared workspace or mobile settings.

Adequate professionalsupport personnel are notaccessible.

Instructional materials aresufficient to meet theneeds of teachers andstudents.

Resources are available tomeet the administrativeand instructional needs ofteachers.

Technology is reliable andavailable to meet the 21st

Century instructional needsof teachers.

Support is in place to helpteachers addresschallenges to access anduse of technology.

Physical environmentssupport teaching andlearning by beingappropriate to contenttaught and age level ofstudents. Physicalenvironments are cleanand well maintained.

There is adequate workspace. Most teachers haveaccess to their own workspace as well as sharedspace.

Professional supportpersonnel are available toassist teachers withmeeting the needs ofstudents on a limited basis

Instructional materials arealigned with statestandards and utilized toeffectively meet the needsof teachers and students.

Resources are utilized toeffectively work withstudents, colleagues andparents.

Reliable technology isutilized to effectively meetthe instructional needs ofteachers and the learningneeds of students.

Reliable support is in placeto enrich teacherdevelopment in the accessand use of technology.

School-wide efforts areproactive and collaborativeto ensure that physicalenvironments are effective,are matched to teachingand learning needs, and arewell maintained.

Teachers have access totheir own work space andto a variety of additionalwork settings and spacesthat support a wide rangeof activities.

Professional supportpersonnel are available andwork collaboratively withteachers.

Teachers have access to awide range of high qualityinstructional materials thatenhance teaching andlearning.

Teachers have reliableaccess to a wide range ofresources that enhanceteaching, learning andcommunicating withparents and the community.

Teachers have reliableaccess to a wide range of21st Century technologyacross classrooms that iswell integrated into theinstructional practices ofthe faculty.

Well-trained supportpersonnel collaborate withteachers in the utilization ofever-evolving technology inways that positively impactinstructional practices andstudent learning.

All members of the schoolcommunity (teachers,school leadership,community members,parents, guardians) take anactive part in themaintenance andenhancement of thephysical environment ofclassrooms and of theschool. All stakeholderstake pride in their schoolenvironment.

All teachers have access toa variety of work settingsand spaces that enhancetheir ability to work andcollaborate.

Professional supportpersonnel’s collaborationwith teachers results inincreased student learningand teacher effectiveness.





Parents, guardians and community members are engaged in substantive ways to support and


3a Parents, guardians, andcommunity members supportthe teachers and school.



Questions to Inform


3b Parents, guardians, andcommunity members areknowledgeable aboutclassroom and school policiesand practices.



Questions to Inform

Reflection:4.1B, 4.1D, 4.1E

There is minimal or noengagement of parents,guardians, or communitymembers in classrooms orat school-wide events.

There is a lack of clarity inthe role parents,guardians, and communitymembers can play inclassrooms and at theschool.

School educatorsdisseminate someinformation that reachessome parents, guardians,and community members.

The amount and accuracyof communications aboutthe classroom and schoolare inconsistent and tendto be reactive andsporadic. Limitations tocommunicationdisenfranchise manyparents and communitymembers.

Parents, guardians, andcommunity memberssupport many classroomand school activities.

Some areas are clearlyidentified where parents,guardians, and communitymembers can participate inmeaningful ways inclassrooms and at theschool.

School educatorsdisseminate accurateinformation about theschool and about individualclassrooms at regular andreliable intervals.

A variety ofcommunication systemsare in place to promoteaccuracy of information tobetter reach most parents,guardians, within theschool and communitymembers.

Parents, guardians, andcommunity memberscontribute to the success ofstudents through regularclassroom and schoolinvolvement.

School educators clearlycommunicate in multipleways to parents, guardians,and the communitymembers about how theycan support the classroomand the school.

School educators take aproactive approach tosharing classroom andschool information withparents, guardians, andcommunity members.

Regular two-waycommunications utilize amulti-tiered system withmultiple formats designedto reach all parents,guardians, and communitymembers and meet diverseneeds (i.e. newsletters,open houses, website, e-blasts, social media, etc.).

Parents, guardians, andcommunity members aresystematically integrated inclassrooms and schoolactivities in ways thatensure success for studentsin all classrooms.

Parents, guardians, andcommunity memberscollaborate with teachersand school leadership tomaintain high levels ofconsistent support ofclassrooms andinvolvement at school.

School educators have anintegrated approach tocommunicating informationthat values an on-going andcollaborative relationshipamong all stakeholders.

Consistent and accessibletwo-way communicationoccurs systematicallybetween the school and allparents, guardians, andcommunity members.





Working Conditions Standard 3—Community Support and Involvement (continued)

Parents, guardians and community members are engaged in substantive ways to support and


3c Parents, guardians, andcommunity members areprovided opportunities toinfluence the success of theschool.



Questions to Inform

Reflection:4.1A, 4.1C

Little or no formalopportunities are in placefor parents, guardians, andcommunity members toparticipate in decisionmaking at the school.

School educatorscommunicate informationto parents and guardiansregarding meetings, butthere is no establishedsystem to promoteparticipation.Communication withcommunity members doesnot encourage theirinclusion in schoolactivities.

There is no SchoolImprovement Team and/orthe School ImprovementTeam is not equitablyrepresentative of parents,guardians, teachers, andschool leadership.

The parent organization atthe school rarely meetsand has limitedparticipation.

Parents, guardians, andcommunity members areaware of the schoolimprovement processesand have someopportunities toparticipate.

School educators haveestablished somepartnerships withcommunity members andcommunicate to parents,guardians, and communitymembers in ways thatencourage participation.

The School ImprovementTeam follows stateguidelines and statutoryrequirements, providingeducators and parents andguardians with multipleopportunities to provideinput and influence schoolpractice.

There is an establishedparent organization at theschool that meets regularlyand makes efforts to haveparticipationrepresentative of schoolpopulations.

Parents, guardians, andcommunity members areengaged in the schoolimprovement processesand participation reflectsthe demographics of theschool community.

School educators areproactive in providingongoing opportunities forthe full range of parents,guardians, and communitymembers to participate inschool improvementprocesses.

The School ImprovementTeam informs parents,guardians, and communitymembers about schoolissues, solicits input, andengages participants insubstantive ways thatshape school practice.

The parent organization isactive and engaged in awide variety of classroomand school wide activitiesthat support effectiveteaching and successfullearning.

Parents, guardians, andcommunity members arevalued and essentialpartners in dialogue anddecision making to ensuresuccessful outcomes forstudents and the schoolthrough the schoolimprovement process.

Relationships withcommunity members arean integral part of theschool’s ongoing success.Participation of parents,guardians, and communitymembers in the schoolimprovement process isfully representative of theschool community.

The School ImprovementTeam is a vehicle forcommunity members,school leadership, andteachers to design andimplement policies andpractices that promote highlevels of student learningand to resolve issues openlythrough respectfuldiscussion.

The parent organization iscomprehensively engagedin classrooms and schoolprograms and is included indecision making whereappropriate. The parentorganization advocates forthe staff and studentswithin the community.





Schools implement policies and practices to address student conduct issues and ensure a safe

school environment.

4a School leadership andteachers develop andcommunicate policies andprocedures regarding studentconduct and school safety.



Questions to Inform

Reflection:5.1A, 5.1C, 5.1E,

5.1G, 5.1I, 5.1K.

School leadership mayprovide teachers with someinformation on local, state,and federal policies onstudent conduct and schoolsafety. Some teachersdemonstrate awareness oflocal, state, and federalpolicies.

There is incomplete dataon student conduct andsafety.

School leadership developspolicies and procedures forstudent conduct and safety.Information provided toparents, guardians, andcommunity members onstudent conduct and safetyis either not provided orincomplete.

Rules and procedures forstudent conduct and safetyare communicated in printthrough student and staffhandbooks and aredisplayed in someclassrooms. Resources arenot widely known oravailable to teachers toaddress conduct issues.

School leadership providesall teachers with local,state and federal policieson student conduct andschool safety. All teachersdemonstrate awareness oflocal, state, and federalpolicies.

The school collects somedata regarding studentconduct and safety toinform development andimplementation of policiesand procedures for studentconduct and safety.

Educators develop, review,and revise policies andprocedures for studentconduct and safety. Allteachers haveopportunities to respond toand influence finaldecisions. Parents,guardians, and communitymembers receive somecommunication regardingpolicies and procedures.

School leadership providesall teachers with completewritten descriptions ofpolicies and procedurespertaining to studentconduct and safety.Administrators andteachers inform students ofpolicies, procedures,expectations, andconsequences for conductand safety.

School leadership providesteachers with regularupdates on local, state, andfederal policies on studentconduct and school safety.

Student conduct policiesand procedures are adaptedbased on the collection andanalysis of a wide range ofstudent behavior data.

Administrators, teachers,parents, guardians, andcommunity member areinvolved in thedevelopment, review, andrevision of policies andprocedures for studentconduct and safety.

Teachers and administratorsare engaged in frequentand ongoing dialogue aboutexpectations andconsequences for studentconduct and safety. Parents,guardians, communitymembers, and studentsreceive regular updates andfeedback regardingclassroom and school wideconduct and safety.

School leadership andteachers collaborate toensure that all teachers andschool staff maintainaccurate and currentknowledge of local, state,and federal policies onstudent conduct and schoolsafety.

Classroom and school-widedata is collected regularlyto provide timelyinformation to informconsistent implementationof classroom managementpractices and studentconduct policies.

The school community issystematically included inthe ongoing developmentand monitoring of policiesand procedures for studentconduct and safety.Students, parents,guardians, and communitymembers know how theymay respond to andinfluence decisions.

Policies and procedures inplace empoweradministrators and teachersin establishing andmaintaining a safe,welcoming environment.Educators can makeproactive decisions relatedto managing studentconduct that influenceschool reforms in policies.Communication betweenteachers and schoolleadership, students,parents, guardians, andcommunity members istransparent and ongoing.





Working Conditions Standard 4—Managing Student Conduct (continued)

Schools implement policies and practices to address student conduct issues and ensure a safe

school environment.

4b Administrators andteachers enforce policies andprocedures regarding studentconduct and school safetyconsistently.



Questions to Inform

Reflection:5.1B, 5.1D, 5.1E,

5.1F

Enforcement of policiesand procedures isinconsistent acrossteachers andadministration and/ordifferent behavior systemsmay be present across oneschool. Administrators,teachers, and studentsoften have differentinterpretations ofexpectations and policies.

Communications betweenadministrators andteachers on enforcement ofpolicies and procedures forstudent conduct and safetyare minimal and oftenreactive.

Parents and guardians arenot informed or included inthe enforcement of policiesand procedures.

A clearly defined system ofpolicies and procedures forstudent conduct and safetyis in place and followedclosely by all schoolleadership and teachers.Students are fully informedof policies, procedures, andconsequences.

All teachers and moststudents are aware ofschool-wide procedures,policies and consequences.There is regularcommunication betweenadministration andteachers on enforcementof policies, procedures forconduct and safety, andconsequences for studentactions.

Parents or guardians areinformed about theimplementation andenforcement of policiesand procedures for studentconduct and safety byadministrators andteachers.

Teachers enforce school-wide policies consistentlyand equitably, asappropriate, acrossstudents and classrooms.

There is regular dialoguebetween administratorsand teachers about theresults of implementationand enforcement of policiesand procedures for studentconduct and safety.

Parents, guardians, andcommunity members areinformed about andsupport the appropriateimplementation andenforcement of policies andprocedures for studentconduct and safety.

Proactive systems forimplementing, managing,and reviewing studentconduct and safety are inplace and actively utilizedby administrators andteachers.

Administrators andteachers revise policies andpractices based on analysesof data and dialogue.Administrators andteachers consistentlycommunicate with theschool communityregarding conduct andsafety.

Parents, guardians, andcommunity member areengaged in dialogue aboutand potential revisions toschool-wide policies andprocedures for studentconduct and safety.






5a Teachers demonstrateleadership in the classroom.



Questions to Inform

Reflection:6.1A, 6.1B, 6.1C

5b Teachers demonstrateleadership in the school.



Questions to Inform

Reflection:6.1D, 6.1E, 6.1F,

6.1G

5c Schools have efficient andeffective decision-makingprocesses that engageteachers.



Questions to Inform

Reflection:6.1E, 6.1F, 6.1G,

6.5, 6.2 A-H

Teachers are aware ofsound educationalpractices (i.e. methods ofteaching, content, etc.).

Teachers have little inputinto decisions made aboutinstructional practices (i.e.instructional materials,pedagogy, pacing, etc.).

Data and learning fromcollaborations withcolleagues rarely informteachers’ classroomdecision making.

Teachers are aware ofselect leadershipopportunities. Someteachers in the school areinvited to participate inleadership roles.

Opportunities for teacherleadership are limited inresponsibility.

Processes are in place toaddress concerns and/orshape school policies andpractices, but there is littleor no teacher input.

Processes are not efficient.Processes are notequitable.

Teachers implement soundeducational practices.

Teachers have autonomyto make decisions aboutthe design and delivery ofinstruction to meet thelearning needs of students.

Teachers use data and bestpractices fromcollaboration to informinstruction.

Multiple opportunities areavailable for teachers toparticipate in schoolleadership and individualsrepresentative of thediversity of the facultypursue them (i.e. SchoolImprovement Team,committees, PLC lead, etc.).

Formal and informalopportunities forleadership are availableand vary in responsibilityand impact on the school.

Processes for teacherinvolvement in decisionmaking are defined, butare limited.

Processes in place aregenerally efficient and canbe adapted to improveefficiency.

Teachers monitor anddocument the impact ofinstructional practices andseek opportunities forongoing development.

Teachers make appropriatedecisions aboutinstructional practices thatmaximize student learning.

Teachers assess andimprove their instructionalpractices based on effectiveuse of data and sharingbest practices throughcollaboration withcolleagues.

Leadership opportunitiesare abundantly availableand actively pursued byteachers.

Formal and informalopportunities for teacherleadership emerge out ofcollaboration and decisionmaking. Professionaldevelopment and supportsare provided to encourageteacher leadership.

Teachers are consistentlyinvolved in the decisionmaking processes at theschool.

Processes in place areefficient and considerequity of representationand participation.

Teachers assume leadershipin sharing exemplarypractices with colleagues toimprove instruction acrossthe school.

Teachers assume leadershipin working collaborativelywith colleagues to improveinstructional practicesacross the school.

Data use and best practicesfrom collaboration driveschool-wide instructionaldecision-making andimprovement planning.

Leadership is distributed,systematically fostered, andpervasive across the school.

Teachers’ leadership is acelebrated and an integralcomponent of developingschool policies, practices,and school improvementplanning. Teachersencourage their colleaguesto take on leadership inclassrooms, the school, thedistrict and the professionand support them in theirefforts.

Teachers are valued andsignificant leaders indecision-making processes.

All educators assumeresponsibility to ensure thatall processes are efficientand equitable.






Schools leadership maintains trusting, supportive environments that advance teaching and learning.

6a An atmosphere of trustand mutual respect ispervasive in the school.



Questions to Inform

Reflection:7.1B, 7.1C, 7.1D

6b Teachers’ performance isassessed objectively andeffective feedback is providedthat improves performanceand enhances studentlearning.



Questions to Inform

Reflection:7.1E, 7.1F, 7.1G,

7.1H, 7.1I

Two-way communicationbetween teachers andschool leadership is oftensporadic and based onimmediate needs. Someteachers are aware ofprocedures forcommunicating withadministration.

Systems are not in place toshare information, provideresources and supports andengage teachers effectivelyin decisions.

School leadershipinconsistently supportsteachers.

There is inconsistency inassessing teacherperformance.

Not all teachers andadministrators understandthe North CarolinaProfessional TeachingStandards or the TeacherEvaluation Process.

Little feedback or follow-upis offered in a timelymanner and that feedbackmay not be helpful forteachers to improve theirperformance or enhancestudent learning.

Some systems are in placefor teachers and schoolleadership to provideopportunities fortransparent two-waycommunication. Mostteachers are aware of them,but not all teachers utilizethem in the same ways.

Information, resources andsupports help educatorsimprove their practice, butare not accessible orutilized equitably across thefaculty.

School leadership isconsistent in some types ofsupport provided forteachers. Inconsistency mayoccur across differentleaders or in support ofdifferent teachers.

Teacher performance isassessed consistently andobjectively using the NorthCarolina Teacher EvaluationProcess.

Teachers and administratorsunderstand the NorthCarolina ProfessionalTeaching Standards, andTeacher Evaluation Process.

Some feedback that helpsteachers improve theirperformance or enhancestudent learning andlimited follow-up is offered.

Teachers and schoolleadership have effective,transparent two-waycommunication systems inplace. Those systems areeasily understood andutilized consistently andeffectively.

Information, resources andsupports that helpeducators improve theirpractice are available,accessible, and utilized bythe faculty.

School leadershipconsistently supportsteachers in multiple areas.

Teacher performance isassessed consistently andobjectively using the NorthCarolina Teacher EvaluationProcess. Teachers trust thatthe process is implementedwith fidelity.

Teachers use the evaluationprocess to reflect and havesubstantive conversationswith school leadershipabout addressing teachingstandards and theirevaluations.

Meaningful feedback andconsistent timely follow-upprovide teachers with alogical and accessibleprogression for improvingtheir performance andenhancing studentlearning.

School- wide communicationsystems are transparent,efficient, reliable, inclusive,and easily utilized.

Systems are in place toprovide information,resources and supports thathelp all educators improvetheir practice. Data isgathered and analyzed toimprove teaching andlearning.

School leadership maintainsa proactive approach tosupporting all teachersconsistently across a widerange of needs andinterests.

Teachers and schoolleadership engage intargeted professionaldevelopment, regularfollow up, and goal settingusing the North CarolinaTeacher Evaluation Process.

Evaluation results areanalyzed by schoolleadership and used byteachers to provide supportto enhance instructionalpractices and schoolimprovement strategies.

School leadership supportsteachers to be thoughtfullyengaged in the analysis oftheir evaluations toconsistently improveteaching and learning.




Working Conditions Standard 6—School Leadership (continued)

Schools leadership maintains trusting, supportive environments that advance teaching and learning.

6c School leadershiparticulates a vision andimplements effectivestrategies for schoolimprovement.



Questions to Inform

Reflection:7.1A, 7.1J, 6.6

6d School leadership makessustained efforts to improveteaching and learningconditions.



Questions to Inform

Reflection:7.3 A-I, 7.1D

The vision for schoolimprovement is unclear.Teachers have varyinginterpretations ofdirections for schoolimprovement.

Implementation strategiesare largely reactive,inconsistent, and notequitable.

Regular use of formalizedschool improvement plansis inconsistent and lackingin design.

Little communicationoccurs between teachersand school leadership toidentify and address needsto improve conditions forteaching and learning.

Efforts to improveconditions for teaching andlearning are generallyreactive and may onlyoccur under duress.

The vision for schoolimprovement is clear toteachers, but may not bereflective of allstakeholders.

Some implementationstrategies are in place andmore consistency andequity are present in theseprocesses.

Some components ofschool improvement planshave effective design andare utilized.

School leadership engagesin some communicationwith teachers to identifyneeds and share efforts toimprove conditions forteaching and learning.

Many efforts to improveconditions for teaching andlearning are localized, occurbased on an informalprocess, and engage onlysome teachers in theprocess.

The vision for schoolimprovement is clear, well-articulated for multipleaudiences, and is designedand supported by moststakeholders.

School leadership andteachers collaborate todesign and implement theschool improvement plan.

All components of schoolimprovement plans arewell-designed, fully utilized,and may include parents,guardians, and/orcommunity members in theprocesses.

School leadership isconsistent and equitable inidentifying needs toimprove conditions forteaching and learning andin efforts to improveconditions.

All efforts to improveconditions for teaching andlearning are formalized,well communicated, andengage most teachers indata collection andsubstantive problemsolving.

The vision for schoolimprovement is clear, well-articulated, broadlydistributed, and integral indecision making by allstakeholders. Allstakeholders support thevision.

School leadership andteachers share theresponsibility ofimplementing well-designedschool improvement plansthat increase studentsuccess.

Use of school improvementplans is ongoing, proactive,and effectively engagesparents, guardians, andcommunity members in theprocesses.

School leadership maintainsa proactive, consistent,transparent, andcollaborative approach toimproving conditions forteaching and learning.

Efforts to improveconditions for teaching andlearning are proactive,collaborative, andsystematically engage thefaculty in ongoing datacollection, analysis, andproblem solving in waysthat ensure positiveoutcomes. Communitymembers are activelyutilized in efforts to improveconditions for teaching andlearning.







7a Time and resources areprovided for professionaldevelopment, ensuring allteachers have access tocontinuous learningopportunities.



Questions to Inform

Reflection:8.1A, 8.1B

7b Professional developmentmeets best practicestandards for delivery andsupport.



Questions to Inform

Reflection:8.1C, 8.1D, 8.1E,

8.1I, 8.1J, 8.1K

7c Professional developmentenhances the ability ofteachers to implementinstructional strategies andimprove student learning.



Questions to Inform

Reflection:8.1L, 8.1M, 8.2,

8.3

Adequate resources are notprovided and teachers aregiven minimal or no timeto participate in continuouslearning opportunities.

School-wide professionaldevelopment does notalign with best practicestandards as represented inthe North Carolina (NC)Professional DevelopmentStandards.

Professional developmentis implemented without aclear understanding of itsties to best practices.

Professional developmentselection is based on littleor no input from teachersand is not data driven.

Professional developmentis often not differentiatedand generally only meetsthe needs of a fewteachers.

Professional developmenthas minimal or no impacton teaching or studentlearning.

Little follow up is providedfor teachers to useinstructional practiceslearned throughprofessional development.

Teachers have at least theminimal amount of timeand resources to learn andimplement newinstructional strategies.

School-wide professionaldevelopment is alignedwith the North CarolinaProfessional DevelopmentStandards and includessome elements of beingdata driven, collaborative,evaluated, reflective, andon-going.

Some professionaldevelopment is based onbest practices.

Some professionaldevelopment is selected inresponse to teacher inputand identified needs.

Professional developmentincludes elements ofdifferentiation selected tomeet some needs ofteachers and engage themin their own learning.

Professional developmenthas some impact on someteachers’ ability to improvestudent learning asreported informally.

Some follow up support isprovided for some teachersto implement strategieslearned throughprofessional development.

Teachers consistently havethe time and resourcesthey need to participate incontinuous learningopportunities.

School-wide professionaldevelopment meets bestpractice standards and isindividualized to meet theneeds of teachers.

Professional developmentis based on best practices.

Professional developmentis guided by carefulattention to relevant dataregarding identified needsof teachers and students.

Professional developmentis differentiated in waysthat meet the needs ofmost teachers and promoteengagement in their ownlearning.

Professional developmentpositively impactsinstructional practices ofmany teachers andcontributes to gains instudent learning. Someformal systems are in placeto measure impact.

Adequate follow-upsupport for successfulimplementation ofstrategies is provided formost teachers.

School leadership andteachers value professionaldevelopment; continuouslearning opportunities forthe faculty aresystematically embedded inthe School ImprovementPlan.

School-wide professionaldevelopment consistentlyfollows best practicestandards and provideschoice for teachers relativeto their work inProfessional LearningCommunities.

Teachers’ analyses ofstudent learning data helpsensure professionaldevelopment is based onbest practices specific toaddressing improvementsin instructional practicesand student learning.

Ongoing professionaldevelopment addressesindividual needs of teachersin addressing studentneeds and schoolimprovement goals.

Professional developmentis differentiated throughoutall components and activelyengages all teachers in theirown learning.

Professional developmentleads to reflective practicethat consistently impactsclassroom instruction andstudent achievement.Formal and informalsystems are in place tomeasure impact ofprofessional development.

Implementation ofinstructional strategiesemerging out ofprofessional developmentis promoted andcelebrated. Consistentfollow-up is provided for allteachers.





Schools provide support for data analysis and teachers’ collaboration to improve teaching

and learning.

8a Teachers use formativeand summative assessmentdata to drive instructionalpractice.



Questions to Inform

Reflection:9.1A, 9.1B, 9.1C

8b Teachers are supported towork collaboratively todevelop, align, and improveinstructional practices.



Questions to Inform

Reflection:9.1D, 9.1E, 9.1F,

9.1G, 9.1H

8c Teachers are assignedclasses that maximize theirlikelihood of success withstudents



Questions to Inform

Reflection:9.1G

Teachers implementassessments as required bythe school, district, andstate. Teachers generallyuse summative assessmentto inform grading.

Teachers have littleknowledge of or supportfor effective collaborativepractices formally orinformally. ProfessionalLearning Communitiesseldom meet in a focusedway that improvesinstruction.

Teachers rarely receive orincorporate feedback fromcollaboration or availablesupport personnel to alignand improve instructionalpractices

.Teachers are not assignedclasses with attention totheir qualifications andexpertise.

Little or no consideration istaken of teachers’ courseload, teaching ability,content knowledge, orexperience in assigningclass sizes andassignments.

School leadership does notinvolve teachers in theassignment of classes.

Teachers use someformative and summativeassessment data to guidesome decisions aboutclassroom instruction.

Teachers have adequateknowledge of and supportfor effective formal andinformal collaborativepractices to supportpurposeful collaboration.

Teachers incorporatestrategies developed inProfessional LearningCommunities or throughwork with supportpersonnel to align andimprove instructionalpractices.

Teachers are assignedclasses for which they arehighly qualified and havesufficient expertise.

Teachers are assignedclasses with someintentional planning tomatch teacher expertisewith students’ needs.

School leadership seekssome input from teachersin class sizes andassignment of classes.

Teachers routinely useformative and summativeassessment data to guidedifferentiation ofinstruction to meet thediverse learning needs ofstudents and to assesstheir own efficacy indelivering instruction.

Teachers meet in formaland supported effectiveProfessional LearningCommunities.

Teachers collaborativelydevelop and incorporatestrategies from ProfessionalLearning Communities andthrough work with supportpersonnel to align andimprove instructionalpractices.

Teachers are assignedclasses that maximize theirlikelihood of success withstudents.

Teachers are assignedclasses intentionally inways that utilize teacherexpertise to meet students’needs and impact learning.

School leadership activelyinvolves teachers in theclass size and assignmentprocess to effectivelymatch teacher expertiseand strengths to students’needs.

Teachers use formative andsummative assessmentdata to refinedifferentiation in ways thatconsistently advancestudent learning. Formaland informal assessmentsare seamlessly integratedinto lesson planning andinstructional practice.

Teachers utilize expertknowledge of collaborativepractices in ways thatadvance effective teachingand student learning informal and supportedProfessional LearningCommunities.

Best practices developed inProfessional LearningCommunities and workwith support personnel areanalyzed, discussed, anddisseminated throughoutthe school to align andimprove instructionalpractices.

The faculty collectivelyassesses teachers’knowledge, skills,dispositions, andqualifications and workscollaboratively to ensureteachers are assignedclasses that maximize theirlikelihood of success withstudents.

Teachers are systematicallyassigned classes that fullyutilize teacher expertise,meet students’ needs, andmaximize student learning.

Teachers are engagedcollaboratively withcolleagues and schoolleadership aboutassignments to provideteachers and students thebest opportunity tosucceed.




Glossary of Terms

Administrator includes principals, assistant principals and/or deans.

Instructional time includes any time during the day when teachers are responsible for facilitating

student learning.

Non-instructional time includes any time during the day without the responsibility for student contact,

including collaboration planning, meetings/conferences with students and families, etc.

Paperwork includes both electronic and paper forms and documentation that must be completed to

comply with school, district, state, and federal policies.

Parent Teacher Organization is a formal organization of parents, teachers and school staff to promote

the volunteerism of parents, encourage teachers and students, engage the community, and improve

the welfare of students and families at their child’s school.

Professional development includes all opportunities, formal and informal, where adults learn from one

another including graduate courses, in-service, workshops, conferences, professional learning

communities and other meetings focused on improving teaching and learning.

Professional Learning Communities are formalized groupings of teachers within or across grade and

subject areas that meet regularly to plan and assess instructional strategies for student success.

Professional Support Personnel includes positions such as school counselors, nurses, school

psychologist, social workers and media specialist.

School Improvement Team (SIT) is a group of teachers, administrators, students and parents who work

together to improve the overall quality of the school and its programs.

School leadership includes individuals, group of individuals or team within the school that focuses on

managing a complex operation. This may include scheduling; ensuring a safe environment; reporting

on students’ academic, social and behavioral performance; using resources to provide the textbooks

and instructional materials necessary for teaching and learning; overseeing the care and maintenance

of the physical plant or developing and implementing the school budget.

725 Front Street, Suite 400, Santa Cruz, CA 95060

831-600-2200 I Fax: 831-427-9017 I [email protected]

www.newteachercenter.org

About the New Teacher Center

The New Teacher Center is a national organization dedicated to improving

student learning by accelerating the effectiveness of teachers and school

leaders. NTC strengthens school communities through proven mentoring

and professional development programs, online learning environments,

policy advocacy, and research. Since 1998, the NTC has served over

49,000 teachers, 5,000 mentors, and touched millions of students across

America.

BKL-TWSC-USNC-1103-EN

Documents

North Carolina Teacher Working Conditions · North Carolina State Board of Education, developed working conditions standards for schools in an effort to address issues driving teacher