INTRODUCTION

Just in the last week, I was asked to evaluate the quality of a restaurant where I had lunch, the quality of services at a medical clinic where I had a physical, and the quality of a professional conference I attended. In each case, I was asked to evaluate the way I was treated, the environment, the content of the services, and the skills of the individuals providing the service. Next week, when I take my car for a tune-up, I will no doubt be handed an evaluation form. You are probably having similar experiences. In a data-driven culture like ours, there is a constant striving for measurable improvement. If we can measure it, we can make it better. We can make it better if we measure it. Quality is important.

Evaluation has become part of our everyday lives. We encounter star ratings for hotels, movies, and child care centers. We can find (or write) online reviews for almost any product or service available. We know evaluations have a helpful and productive purpose. They help consumers make smart choices. They allow consumers to provide feedback, which helps the organizations and individuals being evaluated know what to improve. Even in education, the evaluation of children’s learning, which helps teachers know what children understand and how they are improving, is now considered essential (Copple and Bredekamp 2009; McAfee, Leong, and Bodrova 2004).

Evaluation of teachers, however, is not yet an accepted idea in the field of education, even among its leaders. As an example, some years ago I was involved in the beginnings of the Quality Improvement Process (QIP) in public schools. It was exciting to work with high-powered administrators and union leaders to apply the research and principles of the quality movement in business to the field of education. It was also frustrating. During a particular meeting about teaching quality, the leaders around the table made a pact not to use the E and A words, evaluation and accountability, as if quality improvement could happen without any sort of evaluation. This idea was shortsighted. It set back progress. The thinking that evaluation can be avoided in quality-improvement efforts, however, seems to persist today in early childhood education. I suspect the resistance comes from evaluation being done poorly and from teachers receiving punitive or meaningless evaluation without support to improve.

Resistance to and fears about teacher evaluation are compounded by the growing pressure for quality improvement in education. As never before, policy makers and leaders at local, state, federal, and international levels are focusing on the value of early education in future academic success and even future life success. In the private sector, businesspeople, economists, and journalists are also interested. They know from research that quality of teaching is the biggest factor in the quality of children’s learning (Tucker and Stronge 2005). So education in general is under pressure, and teachers are the target. Much attention is being focused on ensuring that early childhood educators improve their teaching.

Education leaders and teachers alike hear assertions such as, If teachers just did a better job, the children would all learn more and better. And while this statement is true, who is thinking of the teachers? If teachers are doing an unsatisfactory job, why is that the case? What do teachers need to be at the top of their form and skills, and are they getting those things? Are they getting coached on their performance, as athletes do, so they can get better? It is unfair to provide minimal support, such as one-time workshops and a yearly box of new materials, and hope that quality will improve. I call it the hope theory of educational improvement. We hope it works. This is not good enough for children, and it is not good enough for teachers, either. It leaves quality to chance. It makes the field of early childhood education vulnerable to well-meaning but misguided philanthropists, researchers, policy makers, and businesspeople who want to fix our practice with their solutions and tools. We jump through the hoops of the latest grant, and we forget to focus on what we need to do for our teachers.

Improving teaching quality, and thus the quality of children’s education, is not simply a matter of supplying more materials, more curricula, more training, more rules, more incentives, or more sanctions. Teachers are inundated with new initiatives, but they do not get helpful guidance and support. I believe that education leaders must find a way and a system to support teachers and a way and a system to evaluate them. We need to come up with approaches that make sense for early childhood education. And we have to let go of the idea that teacher evaluation is harmful; when teachers are adequately supported by their leaders, evaluation isn’t a threat, it’s an opportunity for collaboration, growth, and improvement.

WHY I WROTE THIS BOOK

My interest in this topic comes from several perspectives in my career as a teacher, union activist, administrator, teacher educator, organization development consultant, and coach. Over the years, I have had many professional conversations about teacher skills with other educators, leaders, and researchers. Too often I hear that while supporting teachers is a good thing, evaluating them is too punitive. Teachers will simply do what is right, once they understand what needs to be done. I agree that teachers will try to do what’s right. I am also aware that the lack of a good system for teacher evaluation has created problems in K–12 education. For example, ineffective teachers who did not receive proper evaluations and support prevented children from learning even close to what they were capable of learning (Sanders and Rivers 1996). I don’t want to replicate this condition in early childhood education. Addressing best practices in teacher evaluation and support is crucial in our efforts to improve education quality for children. Evaluation cannot be a forbidden word or a scary practice.

In the child care field, turnover rate is very high, comparable to that of fast-food restaurants. In elementary education, one-third of new teachers leave the profession within the first three years. At the same time, new people are attracted to the field every day, people with varying levels of skill and experience who need support to make their way in the profession.

Fears of teacher evaluation and high attrition rates are symptoms of larger problems in early childhood education: inadequate systems of evaluation and support. These are problems I hope to help solve in this book. As a leader in education, you will find that you already have many of the skills and tools you need to effectively evaluate and support teachers. This is especially true if you have been a classroom teacher yourself. You already know how to assess and support children. The process will be similar when assessing and supporting the adults you serve.

WHO THIS BOOK IS FOR

Throughout the book, I use the term education leader to refer to any individual who has a role in evaluating and supporting teachers. Education leaders include child care center directors, program managers, and school principals, who serve as both supervisors and leaders. These leaders have the responsibility of hiring and firing teachers and, therefore, of evaluating and supporting them too. Education leaders also include peer teachers with leadership, but no supervisory, responsibilities, such as team leaders, education coordinators, consultants, mentors, coaches, lead teachers, and educators with other related job titles. Even though evaluation is usually reserved for the leaders who are the supervisors, support is considered part of every leader’s job. Both functions are essential. For the purpose of this book, I am going to point to the overlap and the importance of each function. All education leaders will benefit from the ideas and strategies in this book, but you will need to decide your own parameters for implementing the strategies, based on your role within your organization and your organization’s human resources system.

HOW THE BOOK IS ORGANIZED

I have organized the book so that later chapters build upon information in earlier chapters, but you can read the information in any order that makes sense to you:

♦Chapter 1 addresses your role and responsibilities as an education leader who evaluates and supports teachers in your program.

♦Chapter 2 provides suggestions for creating a caring community of workers, setting the groundwork for a positive workplace environment in which evaluation and support practices can thrive.

♦Chapter 3 strives to define teaching quality, pointing to authoritative resources on the topic and revealing how these resources can help you prepare to evaluate teachers.

♦Chapter 4 digs deeper into the topic of evaluation, providing specific tools and techniques for implementing evaluations—from planning the evaluations to communicating results to teachers.

♦Chapter 5 presents strategies, tools, and techniques for supporting teachers—including coaching, counseling, and mentoring—using the data gathered from evaluations.

♦Chapter 6 addresses differentiating and scaffolding support based on the unique needs of your group and individual teachers.

♦Chapter 7 helps you create an evaluation and support plan for your center, school, or team.

Throughout the chapters, I invite you to follow education leaders Sara, Monique, and Jon on their journeys in evaluating and supporting teachers. Their actions and reactions to scenarios in their settings are based on my own observations of education leaders in the field and on best practices in human resource development. You’ll learn from their challenges and successes.

SARA, Center Director

Sara is the director of a child care center. She has been a director for ten years and feels that she is good at her job. Her center has a high staff-turnover rate, especially in the assistant teacher group. Sara’s center has six lead teachers for two infant classrooms, two toddler classrooms, and two preschool rooms. Four of the lead teachers have bachelor’s degrees and two have Child Development Associate (CDA) credentials. Her center is seeking NAEYC accreditation. It is also part of the state’s quality initiative. The center has a Quality Rating and Improvement System (QRIS) rating of three stars, and Sara has a goal of obtaining four stars within the next year. She feels confident in her ability to lead her staff, but she is challenged by teachers who are resistant to suggestions and by the frequent changes in staffing.

MONIQUE, Education Coordinator and Coach

Monique is an education coordinator and coach in a Head Start program. She does not have supervisory responsibilities, but she is in a leadership position. She oversees five classrooms in three buildings. Her job is to ensure the curriculum is implemented, the children are learning, and the teaching staff (lead teachers and assistants) does all there is to do. When her director approached her with the idea of becoming an education coach, she was excited. She always wanted to boost the quality of instruction in her program. She also felt worried, because she had attended coaching workshops before, and while she had learned a lot, the whole approach seemed overwhelming. She has a solid knowledge of early childhood education and good interpersonal skills, but she does not yet have the vocabulary nor the structure to organize a coaching plan for the classroom staff.

JON, Principal

Jon is the principal of a public elementary school. His district began a pre-K to third grade initiative last year, and, as a result, he has two pre-K classrooms in his building. He has no experience with pre-K. As an elementary principal, he had not even considered K–3 as part of early childhood education until recently. He likes the idea of serving younger children and is looking forward to this new pre-K–3 alignment as a benefit to children. He still finds the arrangement to be somewhat stressful. He now has a leadership role in an area where he has no expertise. He worries that the newly hired pre-K teachers will do their own thing and not listen to him.

Also included throughout the book are checklists, self-assessments, and reproducible forms designed to aid your planning. As you experiment with these tools, feel free to modify them for your own use; you know your situation best. Reproducible versions of these forms can be found in the appendix. At the end of each chapter, you will find reflection questions to help you think critically about evaluating and supporting teachers. Reflect on your own or discuss these questions with your staff or professional learning community.

This book