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School HR Can Have Freedom While Staying Connected

Being connected doesn’t mean relinquishing your control. Even though it’s common for school district HR to operate separately from school Finance, there’s still so much they depend on each other for.

When you have the right processes and systems in place to support your efforts, you can connect HR and Finance at all the optimal touchpoints while empowering each department to manage their unique data.

You can swim in the same pool without sharing the same goggles.

HR and Finance share a lot of data, but each look at the information through totally different lenses. It’s a mistake to try to force either department to use a system or process that wasn’t designed specifically for their unique workflows.

If strong enough practices are in place, you can create a workflow where HR can own compensation and benefit information while Finance still controls funding, budget and payroll processes. Connect school HR and Finance using a system with the following:

  • A K-12 specific chart of accounts as its foundation
  • Configurable pay structures that support instructional/classified/administrative staff compensation & payroll
  • District specific organizational management that facilitates district-wide and campus-specific positions
  • Separate job role from job title and allocate unique PCNs, locations and permissions for position control that works for K-12

All of this works together to provide complete control and transparency to all sides of the school district business office. Beyond that, when information is in real-time and accurate it becomes trustworthy. Not only does this improve the working relationship between HR and finance, but it also elevates the trust between employer and employee.

Trust and transparency across a district can be as exciting as 4th of July fireworks.

It’s a widely known challenge that school district staff are often skeptical of the how, what, when and why behind their paychecks.

When school administration processes prioritize transparency, the business office isn’t the only group to benefit. That information can then be shared at the employee level and then a teacher, who’s also a coach can finally understand exactly what they’re being paid and when. Eliminating the stress of waiting for a physical envelope to make its way to their inbox to address any questions or concerns, when it’s ultimately too late.

This is why school districts are reconsidering just how divided the responsibilities across HR and Finance can and should be. School administrators are finding that automating embedded digital workflows with role-based responsibilities and notifications is connecting HR and Finance at all the most important points in their processes.

You can fortify district-wide operations with flexibility and accountability.

“Don’t Pass the Trash” Laws & School Districts

If there’s one thing everyone in education can agree on, it’s that protecting students should be a top priority for school districts.

And yet, anecdotes abound about school districts allowing (or even encouraging) abusive educators to resign rather than face an internal investigation or legal action. When this happens, especially when there are confidential separation agreements that include incentives like positive letters of reference or financial benefits, other districts may unknowingly hire that educator, putting more students at risk. It’s a cycle — abuse, dismissal, rehire, abuse — known as “passing the trash,” and there’s no monitoring at the federal level to keep it from happening.

The 2015 Every Student Succeeds Act stipulates that any K-12 organization receiving federal funding should take steps to prevent predatory teachers from finding new jobs in education. But the federal Department of Education has no authority to mandate, direct or control state or district compliance with that provision.

That means it’s up to individual states to step up and enact legislation. S.E.S.A.M.E., an organization focused on stopping educator sexual abuse and harassment, has been actively working with states to adopt the S.E.S.A.M.E. Act. As of July 2019, they have successfully helped four states pass laws modeled after the act in as many years.

So, which states have enacted “Don’t Pass the Trash” laws?

States with “Don’t Pass the Trash” Laws

Most states have laws in place mandating certain requirements in the school district hiring process — background checks, fingerprinting, etc. For the purposes of this post, we’re focusing on states which have enacted laws to take a tougher stance against “passing the trash” to prevent abusive educators who might otherwise slip through the cracks.

Specifically, this post will provide an overview of laws relating to the disclosure of investigations or allegations which may not have resulted in a criminal conviction, or may not have been reported to law enforcement or the State Department of Education at all. For that reason, we will not cover legislation such as the 2017 Texas law that made it a felony for a superintendent or principal to intentionally fail to report a predatory teacher to the Texas Education Agency.

This post is not intended to be a comprehensive legislative review or offer legal advice. We always recommend securing specific legal advice from your district legal counsel or state school board association legal team to ensure that your hiring process is compliant.

Washington – Chapter 28A.400, Section 303, enacted 2004

Washington state was the first to enact a “Don’t Pass the Trash” law. While the state already had laws requiring background checks for school district applicants, the legislature recognized that these checks are generally limited to criminal convictions — letting educators whose actions were never reported to law enforcement slip through the cracks.

So, in 2004, the state determined that “additional safeguards are necessary in the hiring of school district employees to ensure the safety of Washington’s school children. In order to provide the safest educational environment for children, school districts must provide known information regarding employees’ sexual misconduct when those employees attempt to transfer to different school districts.” – Chapter 28A.400, Section 303

The law requires that applicants allow the hiring school district to request information from previous school employers — even those out-of-state — about past sexual misconduct and physical or verbal abuse. The applicant’s current and past employers must provide the requested information and related documentation within twenty business days. Furthermore, the applicant’s employers are protected from civil liability for the disclosure as long as they acted in good faith.

In addition, school districts cannot enter into any contract, separation agreement or bargaining agreement that has the effect of hiding information about misconduct — although information about unsubstantiated allegations can still be expunged.

Oregon – HB 2062; Chapter 93, effective 2010

In 2008, an investigation revealed that 47 Oregon schools had made “Pass the Trash” deals from 2003 to 2008. In response, the Oregon State Legislature passed HB 2062 in 2009, although the law did not take effective until July 1, 2010.

Like the Washington law, HB 2062 mandated thorough applicant vetting and prohibited confidentiality agreements that could sweep misconduct under the rug. In addition, it requires that any school employee who has reasonable cause to believe misconduct has occurred make a report to their supervisor or other individual designated by the school board — and mandates that any staff member or student submitting a report in good faith shall not face retaliation.

Pennsylvania – Act 168, enacted 2014

Act 168 of 2014 requires that candidates go through the Sexual Misconduct/Abuse Disclosure process before they can be hired for a position involving direct contact with children.

Candidates must complete an employment history disclosure form to identify their current employer, all of the school entities they have been employed by, and any employers where the applicant was in a position working with children. The hiring school district must contact each of these organizations directly and send them a form developed by the PA Department of Education — a phone call is not sufficient. Past employers must then disclose information and have immunity from civil and criminal liability unless they knowingly share false information.

The law also bans education organizations from entering agreements that could suppress information related to abuse or sexual misconduct or interfere with reporting.

Connecticut – Public Act 16-67, enacted 2016

In response to the ESSA provision, Connecticut legislators unanimously passed Public Act 16-67 in 2016. The law aims to identify potential predators earlier in the hiring process.

Previously, state law required only that school districts make a good faith effort to contact applicants’ former employers to obtain “information and recommendations which may be relevant to the [applicant’s] fitness for employment.” That statute is still in place, although a “good faith effort” has been more clearly defined. In addition, school districts are required to obtain applicants’ written authorization to communicate with current and former school and child-contact employers and the State Department of Education.

The hiring school district can contact the listed organizations by telephone or written communications, so long as they use the form developed by the State Department of Education. Regardless of the communication method, the current and former employers have five business days to answer three specific questions concerning allegations against the applicant of abuse, neglect and sexual misconduct.

Wisconsin – Act 130, passed Dec 2017

In 2017, Wisconsin passed Senate Bill 253, now known as Act 130. This bill amended a state statute to broaden its definition of immoral conduct to include:

Assisting a school employee, contractor, or agent to obtain a new job in a school or with a local educational agency, as defined in 20 USC 7801 (30), if the individual knows or has a reasonable suspicion to believe that the school employee, contractor, or agent committed a sex offense, as defined in s. 301.45 (1d) (b), and the victim was a minor or a pupil.” – Act 130

The statute does have two exceptions:

  1. If the assistance “is the transmittal of administrative and personnel files”, or
  2. If the information the individual knows has been reported to law enforcement, and law enforcement has closed any resulting case or investigation without a conviction.

Nevada – AB362, enacted 2017

The home state of S.E.S.A.M.E. unanimously passed AB362, also called the SESAME Law, in 2017. The law has many characteristics similar to the laws passed in Pennsylvania and Connecticut.

Applicants must disclose past allegations and tell hiring school districts if they left their job (or had a license suspended or revoked) while there were pending allegations. Applicants who provide false information would be guilty of a misdemeanor. They must also provide written authorization for current and previous employers to release information about their employment, so that school districts can share information about sexual misconduct investigations.

Finally, the law also prohibits districts from entering into agreements to keep investigations under wraps.

New Jersey – Safer Schools Bill S414, adopted 2018

On April 11th, 2018 Governor Murphy signed the Safer Schools Bill S414 into law. Under the law, school districts must conduct a thorough review of an applicant’s employment history over the past twenty years. They must contact former and current employers and request information regarding child abuse and sexual misconduct allegations. In addition, the applicant must provide a written statement disclosing any such allegations.

If an employee is dismissed or allowed to resign after an allegation of abuse, the school district must disclose this information when providing references to other school districts or when responding to a potential employer’s request for information about said employee. Otherwise, the district has third-party liability for failure to disclose and is liable for damages.

In addition, education organizations cannot sign termination agreements that prohibit them from discussing or reporting information related to a report of suspected child abuse or sexual misconduct.

Maryland – HB486, enacted 2019

On April 18, 2019, Governor Hogan approved House Bill 486, a law mandating that school districts and other education organizations perform more thorough applicant vetting, effective July 1, 2019. Similar to other laws based on the S.E.S.A.M.E. model, school districts must conduct an employment review beyond a criminal check, and request information from applicants and their previous employers.

Applicants must answer a series of questions about whether they were ever the subject of a child sexual abuse or misconduct investigation or left a district while any allegations were pending, as well as provide a list of current and former employers. These organizations have twenty calendar days to complete and submit the form to the prospective employer.

Implications for School Districts

Despite the differences in language between these laws, they’re all focused on one goal: providing an additional layer of protection for students. Providing a safe, supportive learning environment for every student is of utmost importance, so it’s heartening to see that more states are enacting laws to provide greater transparency between school systems and keep student safety at the forefront.

But the laws do create more paperwork for school districts — both those who need to hire new employees, and those responding to requests for information. If you’re in a state that has implemented a “Don’t Pass the Trash” law, or similar legislation has been introduced, it’s crucial to have a system set up to manage the forms you need to send and receive from other districts about applicants. Plus, it’s important that you can easily access employee records, even for former staff members — you may have an avalanche of requests coming your way, especially if your district is large or has a high turnover rate.

Remember, documentation is key — you need to have records that your district followed the law to the letter.

Establishing Baseline Data in an IEP: 3 Steps to Taking a Student’s Performance Temperature

 

*Key points from Carol Kosnitsky’s blog post, presented by Laura Materi, Frontline Education.

Let’s begin with a metaphor to set the stage for the last component of a well written Present Levels of Academic Achievement and Functional Performance (PLAAFP) statement:

When your child says he doesn’t feel well, you take his temperature. He’s got a temperature of 101!  The doctor confirms your child has the flu and prescribes the “specially designed intervention” ― medicine, fluids and bedrest.

You take your child’s temperature every four hours to help you assess if he is getting better. We know that body temperature makes “getting better” measurable and a thermometer is a tried and true method for making this assessment. Now everyone (parent, doctor and child) knows the performance criteria necessary to monitor progress, and agrees it makes sense.

So, how can we use this metaphor to guide practice on collecting baseline data in an IEP in order to set meaningful and measurable goals? Not to be confused with other assessment data obtained through the initial or three year evaluations, baseline data in an IEP is specific to the annual measurable goals to be proposed in the subsequent section of the Individualized Education Program (IEP).

Baseline data provides the glue between the PLAAFP and goal writing. To recap the metaphor above:

  • Define the targeted skill the student will achieve (wellness) and define it in observable terms (lower body temperature).
  • Determine what measures this (a thermometer)
  • Collect baseline data (current body temperature).

Developing IEP Goals? Check out core concepts and best practices

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#1. Identify Skill or Behavior and Make it Observable

The Individuals with Disabilities Education Act (IDEA) requires that IEPs include measurable goals. Measurable goals define what the student will do in observable terms. If you can observe something, you can count it. And if you can count it once, you can count it again and again.

Throughout the PLAAFP, you’ve described the student’s different areas of need, such as reading, writing, regulating, etc. It’s assumed the services and subsequent goals are designed to “improve” or increase” skills in these areas of need.

But how do you measure “improved comprehension” or “increased attention?” To do this, ask, “What will I see the student do if he improved or increased ______?”

While “The student will improve comprehension” is not observable, it can become measurable with further definition: “The student will demonstrate improved comprehension by answering who, what, where, when and why questions.” Another example could be, “The student will demonstrate improved comprehension by describing the main idea and 2 details.”

#2. Find the Right Thermometer

With an observable skill, there are two essential questions to ask when selecting the right thermometer:

Question 1: What dimension of the skill will change? Is the dimension to change connected to frequency? Duration? Accuracy? Latency? Finding the right thermometer is about selecting a tool or data-collection strategy that quantifies the dimension that will change. For example — if you want a student to remain on task for longer periods of time, you know the thermometer will involve documenting time.

Question 2: Can the thermometer be used frequently and repeatedly? In other words, will you be able to take “the skill” temperature frequently? To do this, the thermometer must be easy and quick to administer. Now you can see why many of the assessments used in initial and three year evaluations don’t meet this criterion. The majority of data collection tools or thermometers you’ll use are grounded in “observational data collection.” How many times does the student…? How much longer does the student…? How much sooner can the student…?

 

All too often, goals tend to be written without baseline data or consideration on how data will be collected throughout the year.  Both federal and state laws require that parents are informed of their child’s progress toward their IEP goals at least as frequently as progress is reported for all students.  When done correctly, how you decide to collect your baseline data in an IEP will be how you will monitor progress throughout the IEP cycle.

#3. Take Performance Temperature

One of the most challenging tasks in goal setting is to project how much growth/progress the student will make as a result of the supports and services they receive. We all know the frustration associated with monitoring progress for an overly ambitious goal. Likewise, we must guard against setting unambitious goals that establish low expectations and contribute to a student’s achievement gap.

The final step of the baseline process is to take the student’s temperature of the skill you want them to achieve by the end of the IEP cycle. This may seem counterintuitive-however, knowing where you start is an essential variable in projecting changes in performance criteria that are both challenging and attainable.

For example, if you want a student to increase their time on task, find a time during the school day when the student is expected to independently work on a task. Record the start time and the time at which the student stops the targeted skill. You may want to take several samples and determine a median score. For example, “During 4 separate opportunities for independent seatwork activities, the student’s median time on task was 2.5 minutes.”

If you’ve described an observable skill and selected the right thermometer, take the temperature. Think about it ― the baseline is the present tense of the goal. You repeat this process for each of the areas of need you have framed throughout the PLAAFP.

A Final Thought on Establishing Baseline Data in an IEP

Remember the line by Lewis Carroll: “If you don’t know where you are going, any road will get you there.” This shows the importance of goal setting. If you don’t know where you are starting from, anywhere you end can look like progress. This shows the importance of collecting baseline data in an IEP.

I hope you will agree that our expectations for students should be ambitious. Our confidence that we can facilitate meaningful growth in our students must be equally ambitious. Knowing that we can continually take the student’s skill temperature on a frequent basis ensures we can accurately report progress and use data to guide our instructional decision-making. And that’s why including solid baseline data in your PLAAFP statements is so important!

Does your team have an efficient method of collecting baseline data to plan meaningful, measurable goals for each learner? As you review your IEP best practices, consider how Frontline Special Ed & Interventions can help you create stronger IEPs and report on student progress. Learn more

K-12 Cyber Security – Survey Reveals IT Leader Perceptions

Do you know what would happen to your school district’s data in the event of a cyber-attack? How much data, exactly, would be at-risk if your school district were suddenly exposed? Who would be affected and what information could become available?

In short, is your district prepared to handle the rising number of cyber-attacks on K-12 school districts across the country?

Many districts are not, according to a survey conducted by Frontline Education. Over a quarter of K-12 IT leaders say their current security and privacy posture is only “basic awareness” or even “lacking.”

And less than 1 in 5 say they have a “mature” security and privacy posture.

How would you describe your district’s overall security and privacy posture?

districts k12 cyber security and privacy posture

districts k12 cyber security and privacy posture

When it comes to information as sensitive as student data, that’s a troubling issue. When it’s an entire school’s or district’s worth of data? That’s an even bigger problem.

The Problem: K-12 Cyber Security Attacks on the Rise

The survey spun off of another recent survey, conducted by the Consortium for School Networking (CoSN), which revealed that cyber security had moved into the top spot amongst current K-12 IT leadership concerns.

And with good reason.

Education cyber-attacks have been on the rise in the US in recent years. Phishing, poor data management, external hackers, internal bad actors, even cyber advisories… with so many avenues to exploit, it’s only a matter of time until someone takes advantage. Unfortunately, schools are often viewed as “soft targets,” due largely to outdated or ineffective security programs.

According to Ed Tech Strategies’ K-12 Cyber Incident Map, 67 reported incidents of cyber infiltration occurred during the 2016 school year, while 74 incidents occurred just in the first five months of 2017. Experts believe these numbers will continue to rise.

The Solution: Develop a Plan to Manage Cyber Risk

So, what’s the solution?

It’s all about having a plan. In fact, the K-12 IT leaders in our survey identified “no clearly defined plan” as the biggest obstacle in managing cyber risk.

What do you believe is your district’s biggest obstacle in managing cyber risk?

districts k12 cyber security and privacy posture

districts k12 cyber security and privacy posture

Internet blacklisting, endpoint protection, network access control and role-based access control are all good short-term fixes, but do they strike at the heart of the problem? What’s needed isn’t a quick fix, but a plan and processes in place that will ensure your data remains secure, no matter who might come knocking.

We’ve done some of the legwork for you. To learn more about building the best cyber security plan for your district, check out our Cyber Security Program Getting Started Guide.

Download the Guide  

IEPs Aligned to State Standards

While some states are experiencing changes as they implement new standards, all school districts are tasked with writing Individualized Education Programs (IEPs) aligned with state standards. Special educators working to develop IEPs will do well to keep their standards in mind as they prepare students for the challenges of post-secondary education and employment.

Some frequently asked questions include:

  1. Is there a legal requirement to write IEPs aligned to curricular standards?
  2. How does this affect the way IEPs goals are written?
  3. Should IEP goals be developed at the student’s grade placement level?

While public education is in flux, the core requirements for IEPs have remained largely constant since 1997. As educators increase their knowledge of the standards, it is a perfect time to clarify the unique relationship between standards and IEPs. Let’s start with a quick refresher on key terminology:

  • Standards define the academic outcomes students are expected to achieve upon completion of each grade.
  • Curriculum articulates how a school district will provide instruction (sequence of units, methodology, materials and assessments) for all students that will result in achievement of those outcomes.

Is there a legal requirement to write IEPs aligned to standards?

Federal regulations require that IEPs address a student’s “involvement and progress in the general curriculum.”

Providing further clarification, the U.S. Department of Education issued a guidance letter in 2015 stating that all IEPs must be tied to state academic standards.

Since eligibility for special education is based on the adverse effect a disability has on a student’s involvement and progress in the general education curriculum, it is only logical that explicit connections to the curriculum (and associated standards) are addressed in each student’s IEP.

In simple terms, students develop skills and learn concepts they have been taught. All students need to learn to read, write, communicate, compute, solve problems, make connections, speak, listen, etc. Likewise, students may learn these skills in different ways, in different timeframes and to different degrees.

The essential question at the heart of this discussion is not, “Can the student meet this standard?” A more engaging question is, “What would it take for this student to have meaningful interaction with grade level content?” This keeps the focus on rigorous content while providing necessary adaptations to methodology, materials and/or performance criteria for some students.

How does this affect the way IEP goals are written?

The IEP goal writing process can be summed up simply.

Based on:

  • Purpose of the standard
  • Characteristics and needs of the learner

IEP Team will determine:

  • Skills (what the student will demonstrate)
  • Conditions (what must be present when the student demonstrates the skill)
  • Criteria (how well the student must demonstrate the skill)

Utilizing a structured approach to decision-making (Gap Analysis) will ensure consideration of high curricular expectations without ignoring how their disabilities may affect the development of skills and acquisition of knowledge for some students.

Want to dive deeper? Sign up for our free 8-part video series on writing high-quality IEPs with Carol Kosnitsky:

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Gap Analysis

A gap analysis is used to systematically compare the student’s actual performance levels to his or her grade placement expectations. Let’s look at an example of how a team might use this process when writing an IEP goal for a 5th grade student using a standard that focuses on reading informational text.

Step 1: Identify the targeted skill within the general education curriculum (refer to skills at student’s grade level placement).

Considerations Example: RI. 5.2. Determine two or more main ideas of a text and explain how they are supported by key details. Summarize the text.
Look at essence of the standard — what is the big idea? Readers use details in a text to make meaning of the text.
Look at knowledge and skills — what does student need to know and be able to do? Knowledge: main idea, detail, components of summary, etc. Skills: identifying main idea and supporting details and summarizing.
Look at vocabulary — what are the most important words? Main idea, key details, summarize, determine and explain.
Look at vocabulary — what are the most important words? Main idea, key details, summarize, determine and explain.
Look at cognitive demands — what does the student’s brain need to do? Decode text, use linguistic skills to comprehend grade level text and executive skills to keep track of details, prioritize key details, organize information to summarize and communicate summary with expressive language skills.

Step 2:  Identify the unique characteristics of the student in relationship to the standard. Include a description of both strengths and the skills/behaviors the student presently demonstrates (refer to the grade level standards that reflect actual performance).

John is a 5th grader with a reading disability that affects his decoding skills and an expressive language disability which affect both oral and written expression. John’s strengths include strong receptive language, auditory comprehension skills, background knowledge and curiosity. His present levels show that he can independently read (decode) mid 3rd grade level text, but comprehends 5th grade level text when provided auditory supports. He can identify the main idea and details, but he has difficulty summarizing the text.

Step 3:  Analyze the “gap” using the following guidelines:

  1. Compare the student’s present levels (actual) with the demands of the standard (expected).
  2. Establish the size and nature of the gap and its relationship to the student’s disability.
  3. Decide how the student’s strengths can be leveraged to increase access and engagement.
  4. Determine the student’s need(s) and prioritize skills to be addressed in the IEP goals.

By analyzing the gap between the demands of RI. 5.2 and John’s present levels, the team recognizes John can remain engaged in the same reading activities as his peers with the scaffold of auditory supports. The focus of his IEP goal will be on improving expressive language skills by summarizing the text. Because of deficits in decoding, John’s team has determined he will have an additional goal on improving his decoding skills. Because the purpose of a Reading Foundations standard and Reading Informational Text standard are different and will be addressed through different interventions, they will be written as two separate goals in the IEP.

Should IEP goals be developed at the student’s grade placement level?

Whether a student’s goal is set at their grade placement level will be determined by analyzing the student’s present level and the relevant standard.

IEP goals must be challenging, and they must be attainable.

Once the Gap Analysis is completed, the Team can determine what supports are necessary to allow the student to have meaningful engagement with grade level content. In other words, how can the team make the least change to the purpose of the standard while ensuring the student has meaningful interaction with the content?

The basic elements of a goal provide the team several opportunities to align the goal to grade level content while individualizing it to address the student’s unique disability-related needs. Goals must include the following:

  • Skills — What skills (consistent with the grade level standard) will the student need to demonstrate?
  • Condition — What level of support/scaffolding is needed for the student to demonstrate the skill?
  • Criteria — What specific criteria will be used to determine if the student demonstrates the skill?

Skills

Select the appropriate skills to address in an IEP through the Gap Analysis. Because many basic skills are sequential, it is possible that a goal may be based on a skill that is aligned with a lower grade than the student’s placement. For example, a 4th grade student with a significant reading disability may have a reading goal that targets decoding single syllable words, a skill typically learned in a lower grade. However, this same student may also need goals addressing higher level skills (determine main idea and details, multiply, convey ideas in written form, etc.). It is likely that some students will have more than one goal in areas such as reading and math.

Condition

Determine the condition under which the student must demonstrate the skill.  The team can decide what is negotiable — in other words, what adaptations might be necessary for the student to have meaningful interaction with the content in order to learn/demonstrate the “skill.”

For example, if the skill is to communicate information based on evidence and the student is unable to independently write a paragraph, the condition for the goal may be “given the use of a graphic organizer,” “dictating,” or “using visual representations.” We can alter the condition to reflect the degree of scaffolding necessary for the student to engage in challenging content. Consider what can be modified while preserving the purpose of the standard.

  • Level (e.g. given a passage at the student independent reading level)
  • Supports (e.g. given a verbal prompt)
  • Environment (e.g. in a familiar setting with known adult)

Criteria

Identify the performance criteria necessary for the student to attain the goal. Adapting criteria allows for full or partial participation in the grade level based on present levels of performance and what is attainable within one year.

Here is John’s IEP goal written to align with reading informational text:  RI. 5.2. Determine two or more main ideas of a text and explain how they are supported by key details. Summarize the text.    

When provided grade level digital text (with auditory supports), John will summarize the text by verbalizing or writing 3-5 sentences that include the main idea and at least 2 key details that support the main idea for 4 consecutive opportunities.

Now let’s look at Jennifer.

Jennifer is also a 5th grader. She has an intellectual disability that impacts all aspects of her language and academic functioning. She loves participating in reading activities, her receptive language is a relative strength and she uses visual cues to help with comprehension. Jennifer can independently read 1st grade level text. Her language deficits make it very difficult for her to comprehend vocabulary and syntax above the 2-3rd grade level. She can answer who, what and where questions on 1st grade level text. She is unable to independently identify the main idea of a paragraph which is an essential pre-requisite skill for summarizing. Here is the goal Jennifer’s team selected to align with RI.5.2.

After reading 1st grade level multi-paragraph informational text, Jennifer will identify the main idea of each paragraph by completing a fill in the blank graphic organizer with 90% accuracy for four consecutive opportunities.

Both John and Jennifer have IEP goals that align with 5th grade expectations. Each of their goals establishes challenging, yet attainable expectations based on their unique needs.

Going Beyond IEP Standards

Standards provide a framework for the skills students need for life beyond high school. Students will develop these skills in different ways and in different timeframes. When we ask the question, “What would it take for this student to have meaningful engagement with the curriculum?” the IEP team is empowered to not only address the student’s unique needs, but also ensure the student has access to challenging and engaging curriculum. When we set high expectations and provide appropriate supports, students are likely to meet or exceed them.

Create compliant, individualized and relevant IEP with these six best practices:

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Students Evaluating Teachers: It’s Time to Ask the Kids…and Then Listen to Them

One day Alan*, a high school student in my special education English class, exclaimed in frustration, “All we ever do in here is read and write!” It was a proud moment for me. A huge compliment. That statement validated for me that I was doing it right, not wasting precious instructional time with frivolous activities.

My students had learning challenges. They struggled with reading and writing, and I was teaching them those very skills. Except that Alan wasn’t paying me a compliment. He was complaining. He was telling me he was unhappy in the learning environment I had so carefully crafted for him and my other students. Had I truly listened to his comment, I might have adjusted my teaching. I might have helped my students not only build their skills but also an understanding of the value of reading and writing – to see themselves as competent readers and writers. Instead, I forged ahead pushing raw skill over appreciation despite Alan’s and probably other students’ distaste for the work. Sadly, it was a missed opportunity for change.

It’s not easy to hear from others about our work performance, especially when their observations and resulting assessment don’t match how we think we’re doing. Personnel evaluation is a perennially uncomfortable part of employment. One fear is that evaluators won’t judge us fairly, that they won’t accurately assess how well we do our jobs, or that they will observe us at inopportune moments when we’re not at our best. We’re sure they don’t know our jobs as well as we do.

These sentiments aren’t unique to teachers, but are widely held by employees in any field. While some are evaluated on monthly or quarterly outputs or other performance metrics, teachers are generally evaluated on their instructional performance, and every teacher knows teaching can look different at any moment in time.

Why is evaluation so important?

Evaluation helps us understand the quality, value, and importance of something. It helps us understand how and how well something is working, and evaluation results can be used to inform future planning and action. Whether we are evaluating a program, a product or a person’s performance, we pose evaluation questions, collect relevant data to help answer those questions and analyze the data to arrive at a set of conclusions.

Being evaluated by a supervisor is part and parcel to being an employee. But increasingly, organizations have moved to more expanded views of employee evaluation. The concept of 360 degree feedback is not new, but something we haven’t (yet) fully embraced in schools. At its core, 360 feedback is gathered not only from supervisors, but from peers, colleagues, subordinates, etc. with the idea that as employees, we need to understand how we are perceived in the workplace and what our impact is on the people we encounter every day.

Just as we know that students shouldn’t be evaluated based on one measure (i.e., one test), teachers should also have the benefit of multiple measures of their performance, from multiple perspectives. And where principals may be reticent about offering negative feedback because it may introduce conflict, students may be more forthcoming.

Why invite students to evaluate teachers?

Current trends in education point to students participating in their education and taking on roles in their schools in ways that differ greatly from what most adults have experienced. Consider these:

  • A focus on teaching social emotional skills
  • Students becoming change agents
  • Restorative practices and classroom community building
  • Improving school culture and climate
  • Personalized learning

Engaging students in evaluating teachers, whether on a formal or informal basis, is well-aligned with these trends. In fact, many large public school districts have tried larger-scale student evaluations of teachers, including Boston, Anchorage, Pittsburgh and Washington, DC (LaFee, 2014) with varying degrees of success. Some used commercially available surveys designed for this purpose, while others created their own.

Probably the most well-known commercially available student survey comes from the work of Ronald Ferguson, a Harvard economist who extensively researched students evaluating teachers. Fergusons’s survey became the basis for a comprehensive study – the Measures of Effective Teaching (MET) Project. Early results from the MET study indicated “surveying students about their perceptions of their classroom environment provides important information about teaching effectiveness, as well as concrete feedback that can help teachers improve” (Bill & Melinda Gates Foundation, 2009).

And that’s not all. An article in The Atlantic describing Fergusons’s work says this:

That research had shown something remarkable: if you asked kids the right questions, they could identify, with uncanny accuracy, their most—and least—effective teachers.

The point was so obvious, it was almost embarrassing. Kids stared at their teachers for hundreds of hours a year, which might explain their expertise. Their survey answers, it turned out, were more reliable than any other known measure of teacher performance—­including classroom observations and student test-score growth (Ripley, 2012).

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Teacher Evaluation: WHY It Matters and HOW We Can Do Better

Where might we start with student evaluations?

When we consider the idea of students evaluating teachers we can imagine two distinct scenarios:

  • The collection of student feedback is mandatory, is communicated to principals and plays a formal role in contributing to a teacher’s personnel evaluation.
  • Individual teachers choose to ask students for feedback that stays between teacher and student, and is not used in a formal personnel evaluation.

More teachers would likely be comfortable with the second scenario, so if we think about experimenting, why not start here? Offer teachers the opportunity to pilot a student feedback survey, or work as a team to create their own. Give them the option of keeping the data to themselves and perhaps coming together only to reflect on the experience of gathering student feedback. Build a cadre of champions and cheerleaders before going all in school wide or district wide.

What if we could really hear students’ voices?

It’s easy for us to dismiss student voices, but let’s face it, whether their feedback is invited or not, our students are always evaluating us! It’s just that most of us have never given them a framework in which to do it, nor have we given them the message that we appreciate and value what they have to say about our performance. There are numerous potential objections to student evaluations.

They’re just kids, what do they know? They don’t have the maturity or sophistication to know what it means to evaluate someone. They don’t understand the art and science of teaching. They’re just out to get me because I’m strict and make them do their work.

And there are always questions about which students may be capable of engaging in evaluation. What about very young kids in preschool or primary grades? What about students with significant intellectual disabilities? Teachers may imagine them incapable of evaluating at all.

What if we were able to cast aside these objections? What if we could navigate around the challenges and find ways for all students to be able to express how they feel about their teachers and their learning environments? What if we were truly able to listen even when students tell us something we don’t want to hear?

And what if we learned something about our own teaching? What if we learned that our “teaching style” – whether we adopt or eschew technology, cooperative learning, open-book testing, field trips, etc. – doesn’t work for all of our students? What possibilities might be opened up for us to change our practice?

*a pseudonym

References:

The Three Little ERPigs (and the Big Bad PR, Audits & Fines)

You’ve heard the age-old story of The Three Little Pigs, but have you heard the one about The Three ERPs?

Once upon a time, there was a school business official named Lisa. She was worried about falling victim to audits, fines and bad PR because she didn’t have a process for managing school data. She didn’t know what her options were, so she made her way out into the world to seek out the perfect solution.

The sun was shining, and the birds were singing. Lisa was determined to search far and wide until she felt like she was being a good steward of district resources. The most important thing to her was to make an impact by supporting education in her district.

The first answer she found was made entirely of paper and spreadsheets, because it seemed like the easiest thing to do. It wasn’t really an ERP system, but she figured that maybe it was close enough. While she could track any and everything that she liked, the sacrifice of structure and accountability for the flexibility and convenience in the moment didn’t feel quite right. The flimsy paper and sticky notes made it hard to keep her arms around all of the information that she was responsible for.

As the paper piled higher and higher, she pictured herself anxiously attempting to provide proof of documentation in the face of an audit. She realized that while spreadsheets and paper have their place, maybe they just wouldn’t do for the complex needs of a school district. Lisa knew that if an audit came knocking on the door, it wouldn’t be easy to find everything she needed from all the filing cabinets and spreadsheets.

She moved on and continued exploring her options.

In the distance she could see a big commotion and just had to see what all of the fuss was about. Running toward the sound, Lisa was confronted with her next option. The second answer to managing school data was trying to implement generic corporate finance software. Going digital had obvious advantages over the paper process, but it turned out that the generic software required costly code customizations to handle data collection & reporting for schools.

Despite all the bells and whistles (which she didn’t end up needing anyway) it became apparent that this system was not designed with her staff and students in mind. This generic corporate software probably works just fine for large businesses, but it surely wouldn’t empower her to get more dollars into her classrooms. And she definitely didn’t want to be in the news for spending so much money on a system that didn’t even work for schools out of the box.

Lisa grew tiresome of the chant of “We can do that too!” being closely followed by “…But it will cost you.”

She marched on knowing in her heart that someone just had to care about her schools as much as she did.

Finally, she came across a third option for managing school data. As Lisa approached, skeptical after everything she had seen that day, she noticed a statement big and bold and it grabbed her attention:

Built by educators for educators.

She explored every possible scenario for managing her school district’s data with this system and it was clear that she had found a winning match. She’d learned her lesson: schools need software that is designed exclusively for them, not second-hand solutions that were actually built for corporations, government or municipalities… it just isn’t the same.

Lisa made her way back to her district with the perfect solution for handling everything from HR to Finance and Payroll.

Lisa was able to trust that data collection, state and federal reporting were all running smoothly to maximize funding across her district. Her staff, students and families were grateful for reliable, real-time access to information.

And they all lived happily ever after.

3 Benefits of Restorative Dialogue for English Learners

 

Faced with a growing population of English language learners (ELLs), one school district is taking a collaborative approach to addressing the multidimensional needs of its students.

In a recent episode of our Field Trip podcast, we talked with Grace Delgado, the Director of Language Acquisition, and Lorin Furlow, the Director of Special Services, of Brazosport Independent School District near Houston, Texas. Grace and Lorin have developed and incorporated restorative practices with ELL classroom tools in a way that is making a profound difference in their school district.

Through conversations about the common needs of their ELLs and those referred for behavioral issues, Grace and Lorin realized they could best serve their schools by combining their areas of expertise. They looked for a way to address not just surface behavioral issues, but also the underlying lack of confidence and community that complicate the high-school experience for students who are also striving to acquire English as a second language while keeping up in school. The result was bringing the restorative practice of circles, where a teacher facilitates respectful conversation among students, into their ELL classrooms.

When asked what difference these circles have made in the lives of students and staff in Brazosport ISD, Grace and Lorin shared three big changes:

1. Strengthening student voice and confidence

The students who have participated in restorative practices in the context of their ELL classroom have flourished. In one student’s own words, he feels the circles have given him “voice and confidence and an avenue to get over his shyness with speaking that he struggled with on a daily basis.” Not only has their English truly improved, as shown in their confident and public participation in school assemblies, but they have also shown a real, developing compassion for their fellow students. In Lorin’s words, their language has changed from “them” and “they” to “us.” And as this small community builds circles into their classrooms, behavioral issues are less and less a problem out in the hallways of the school.

2. Teachers learning new skills

The teachers who agree to bring the practice of circles into their class have also grown, learning to “facilitate learning versus direct learning,” how to listen and respond. They play a key role in the learning and growth of these students. And as the district continues to fine-tune its program, teachers can give their own feedback and shape how their students will be served in the future.

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3. A powerful impact on campus culture

Where circle facilitation has been incorporated into classrooms, the campus culture has been profoundly affected. In the words of one student, “You really get to know people through the conversations that happen in circles.” Where teachers’ and students’ understanding of one another has deepened, the climate of the entire campus is impacted powerfully.

These benefits have come after much collaboration and deliberation around:

  • The right teachers to train as facilitators
  • How to create a helpful circle routine
  • What resources each classroom needs
  • How to be sure that standards are not overlooked as instructional time is spent in circles
  • And more

But the results have been well worth it.

Want to learn more about facilitating restorative practices for ELLs? Listen to the full podcast.

When English learners have behavioral issues, school teams need an easy way to share ideas and track student progress over time. Learn how Frontline can help  

Why Use the Danielson Framework for Teaching, 2011 and 2013 Editions (Over 2007, That Is)?

When Charlotte Danielson first published the Danielson Framework for Teaching in 1996, her intent was to describe what good teaching was. Over the course of several revisions in 2007, 2011 and 2013, the Framework has provided a common language for discussing teaching practice for a vast number of districts across the country. It also serves as a guide for professional learning over the course of a teacher’s entire career.

Here’s Charlotte Danielson herself, describing what makes the Danielson Framework for Teaching, 2011 and 2013 editions different from earlier versions.

 

Highlights from the video:

  • The 2011 edition makes it easier to train observers for accuracy and inter-rater agreement.
  • The 2011 edition was developed with tighter language intended for easier, quicker evaluations.
  • The 2013 edition included language of the college and career-ready student learning standards.
  • Both newer editions include critical attributes and examples for each level of performance, which bring the rubric to life.

Did you know?

Electronic use of the Danielson Framework for Teaching, 2011 and 2013 editions is available through Frontline Professional Growth. Explore it for tools to simplify evaluations and promote ongoing professional conversations about teaching practice.

Recruiting Substitute Teachers: A Data-Informed Approach

Raise your hand if you think your district has enough substitute teachers. Now wave it all around.

The odds that you’re currently sitting at your desk, waving your hand in the air like you just don’t care, are slim to none. And chances are, your goal is to solve the issue of your substitute shortage by hiring more. But before you commit to a recruiting strategy, there’s something you should know.

Some of the most common substitute recruitment strategies are expensive and ineffective.

It’s the unspoken secret of the substitute management world, but the substitute shortage won’t be solved by spending more money on recruitment efforts. And yet, faced with a substitute shortage, many district administrators will begin advertising “Substitute Teachers Wanted!” through traditional channels — putting signs up on district property, running an ad in the local newspaper or even renting a billboard along a local highway.

You can spend more funding on advertising, but you’re unlikely to find more than a handful applicants. Those who are qualified to be substitutes know that it’s a career option and are probably already aware of your district.

So, if the following is true:

  • Recruiting strategies often aren’t the best use of your district’s limited resources.
  • Recruiting budgets are already tight.
  • Every dollar your district spends needs to be tied to results.
  • The district is struggling with a substitute shortage.

Then what should you do?

Identify the real problem behind the substitute shortage.

If you’re trying to increase the size of your substitute pool, chances are it’s because you’re struggling to find people to come in and cover absences. But the real problem may not be the size of your substitute pool — it could be a fill rate issue. Or, it could be some combination of the two.

Deeper Assessment: Treating the Problem, Not the Symptom 

With the right data, you can diagnose the underlying cause of your district’s substitute shortage. All you need to do is consider the following metrics.

Teacher absenteeism

To state the obvious, more teacher absences will mean you need more substitutes to fill in. If your teachers are absent often, you may wish to focus on proactively managing leave rather than finding more substitutes. If this is the case, here are a few things to consider:

  • Your district’s leave policies may not be followed to the letter. This is more often the case in districts using paper-based processes to manage employee leave. Communicating district policies (and the need to comply with them) to campus administrators can help.
  • The issue may not be the number of teacher absences, but the timing of them. Identify high-absence days in your district and make clear why it’s important to limit the number of employees out at a time.
  • Professionally related absences have a greater impact on instructional time than you might expect. When scheduling professional learning opportunities, try staggering them to avoid sparking a crisis-level substitute shortage. Or, encourage professional learning that doesn’t take educators out of the classroom.

Substitute teacher engagement

Before using valuable resources to recruit more substitutes, take a closer look at your existing sub pool. Many districts don’t have a shortage of substitutes — they have a shortage of engaged substitutes. So, how do you know if this is the case in your district?

Start by calculating the percentage of substitutes on your list who are actively taking jobs in your district. Then, look at the substitutes who do accept jobs in your district, and calculate how many days they work on average.

If you find that many substitutes in the pool aren’t engaged, focus on that. Ignoring substitute retention in favor of recruitment can leave you with a time-consuming and expensive revolving door of unengaged substitutes to manage. Instead, invest in retention — after all, those substitutes have already shown interest in your district. Consider how to re-engage substitutes or improve a high-performing sub’s experience.

  • Can they easily find and accept jobs in your district?
  • Are they being hammered by multiple phone calls from secretaries or teachers — even if they’ve already accepted a job?
  • If they’re high-performing, has the district shared that news with them?
  • Is the district paying market-rate for a substitute’s time?

Focusing on these questions can help you improve fill rates while spending less than if you were to expand recruiting efforts.

[Timeline] The Truth Is… We Could Not Run Our Schools Without Our Substitutes

Examine your teacher-sub ratio

Last, but certainly not least, examine your teacher-to-substitute ratio. In data from the 2017-2018 school year, the Frontline Research & Learning Institute uncovered a clear, consistent correlation between lower teacher-sub ratios and higher fill rates percentages.

You can find your district’s ratio, along with customizable benchmarks, in Absence Management. If you don’t use our software, you can still find your district’s ratio, but it’ll require a little more effort. Take the total number of classroom teachers in your district who would require a substitute if they were absent and divide it by the total number of substitute teachers on your list.

For reference, the national average for this metric is about 1.85.

If you have a relatively low ratio of employees to substitutes, then your best course of action is most likely to focus on improving substitute engagement. But if your district’s ratio is relatively high, that can be a signal that it is in fact time to recruit more substitutes.

Here’s how to recruit more substitute teachers.

If you’ve looked at your district’s data and determined that you really do need to recruit more substitutes, rather than focus on engaging and retaining existing subs, what should you do?

You certainly can try putting an advertisement in the local paper, but you’re unlikely to reach a new large pool of people who are both qualified and interested. Data shows that low unemployment and low substitute wages make it difficult to attract more substitutes, no matter how much time or budget you spend on recruitment.

The fact is, low unemployment and low substitute wages make it difficult to attract more substitutes, no matter how much you spend on recruitment.

Focus on relationships.

The more local and community-based your efforts are, the better — it’s unlikely that qualified people will move to the area just to be a substitute teacher in your district.

If possible, reach out to retired educators in the area and ask them to consider coming back as substitutes. You may also find success in reaching out to the parents and families of current students — it can’t hurt to ask.

Or, get in touch with local universities to see if you can work out a partnership. If they have a school of education, that could be the perfect opportunity to build relationships with new teachers early in their careers. Even if your local college doesn’t have a teacher preparation program, you may still find students interested in working as substitutes when they don’t have class. And as a bonus, you might end up persuading a few to pursue a career in education.

Build a reputation as a good district to sub in.

Back to the topic of substitute engagement — remember that word gets around about schools’ working conditions. If substitutes enjoy being in your schools, they’ll tell other educators about their experience. And if they have a terrible experience subbing in your schools… they’ll definitely tell other educators about their experience.

Ensuring that substitutes are welcomed into the school community and appreciated for their hard work helps you build a reputation as being a great place to work. Word-of-mouth can be a powerful tool for growing your substitute pool — and it’s free.

But you don’t have to take our word for it. At Spring Grove Area School District, a new initiative focused on providing phenomenal customer service to substitute teachers resulted in a threefold increase in the number of substitutes regularly taking jobs.

In addition to word-of-mouth, you may want to consider showing your appreciation for substitutes in a more public way. Whether you invite local media to celebrate your substitutes with you or devote some time to recognizing them on social media, you have the opportunity to show that they’re an integral part of the district.

Make it easy to become a substitute teacher.

Finally, remove as many barriers as possible from the application and hiring process. Obviously, there are some steps that are absolutely critical — like the background check. But if you require potential substitutes to jump through hoops and go through a manual, paper-based process, you might lose out on qualified candidates.

Your best option is to use the same applicant tracking system you use to hire teachers and other district employees, like Frontline Recruiting & Hiring. Allowing substitutes to apply online will help you build your applicant pool and save you hours of time sorting through resumes and applications. Likewise, the more you can automate the onboarding process, the easier it’ll be on your new substitutes — plus, spending fewer hours onboarding new hires is bound to be a relief to you, too.

Don’t forget that your application process may be the first interaction a potential substitute or employee has with your district, so make sure it leaves a great first impression. It’s all part of building a strong reputation as a district that’s easy to work for.

Be more strategic.

Frontline’s solutions give you the insight you need to manage human capital more effectively.

Rekindling Connections Between HR and Finance in Schools: Funding Distribution

 

 
The realization that a school is also a business is right up there with the day I found out that teachers don’t actually live in the classroom. There’s this notion that passion and pragmatism are inherently two separate things, but in a lot of ways these two elements of life find a natural intersection in the education world.

While teachers often teach because they love it, and administrators are frequently former teachers who advanced through the ranks, there’s also the necessity to learn and apply business skills to ensure success from classroom to business operations. It’s hard to conceive of this passion-driven operation as a pragmatic company that thrives when students succeed. However, without passion and pedagogy schools revert to just buildings; without solid practices and processes schools become more likely to fail financially (no matter how much love and creativity is fostered under those roofs).

So, even though Human Resources and Finance functions can feel drastically different, it’s never been more important to rekindle the connections between the two to best serve students.

How Does Funding Distribution Connect HR and Finance?

As you know, every dollar that comes into a school district has a string attached; meaning that if it came through a grant for hardware, then it has to be spent on hardware. Money can’t easily be reallocated from, let’s say, transportation over to a cafeteria spend.

Schools also have tons of cash flowing in and out of the system daily from activities, fines, clubs, etc. How does the business office track and manage all the fluctuations in funding versus spending day in and day out while simultaneously keeping student success at the forefront?

District business office professionals are responsible for reconciling statements throughout the year and ensuring that each and every dollar has been handled responsibly. So far this is all on the financial side of the house… what does this have to do with HR?

Let’s look at an example.

The school year is off to an awesome start. Orientation went off without a hitch. Students are scheduled and accounted for. What can possibly go wrong?

Well, Tina in the English department has to go out on medical leave starting tomorrow, and it’s more complicated than just finding a sub. She’s also the cheerleading coach, manages detention on Tuesdays and tutoring on Wednesdays. Did I mention that she has her Master’s degree and 10 years of experience in the district?

What does this do to your budget?

Is it really as simple as covering her shift?

Will any of your efforts to pick up her responsibilities be apples to apples (financially)?

Situations like this crop up in schools across the nation all the time and it doesn’t have to become an impossible equation. When school district HR and Finance teams are on the same page with funding distribution and budget code management, you suddenly have access to real-time financial information as you navigate challenges year-round. “Tina” leaving suddenly doesn’t put your district in a compromising spot financially because you know all the information associated with how her position was paid for including:

  • Fund
  • Function
  • Object
  • Sub-Object
  • Organization Program Intent

When HR is empowered to be effective stewards of district resources with real-time budget information, they can move swiftly to make sure that they’re filling vacancies that are budgeted for and approved. Reconciliation becomes easier on the backend when you’re proactively problem-solving instead of in a constant state of emergency and reaction.

That’s why districts that want to be nimble enough to stay ahead of financial roadblocks are getting Human Resources and Finance more connected through funding distribution, budget code and accounting code block practices that are designed for the nuances of K-12.

In case you missed the first installment of this series, you can check it out here:

Rekindling Connections Between HR and Finance in Schools: Position Management

Understanding Section 504

For many educators, understanding Section 504 of the Rehabilitation Act of 1973 remains difficult and raises several questions, such as:

  • What is the practical intent of this law?
  • Are Section 504 accommodation plans simply “light” IEPs? How can this law ― passed in the waning days of the Vietnam War ― apply to public school students and employees today, when the original meaning of the law was to protect disabled veterans returning from the conflict?
  • Is a free and appropriate public education (FAPE) related to Section 504?
  • Are the rights of special education and Section 504-eligible students different?
  • How is Section 504 different from the Americans with Disabilities Act (ADA), when these laws use the same terms, but appear to impose different requirements on schools?
  • How is a Section 504 plan different from an IEP?
  • Do they have different goals, different criteria?
  • How do you decide which is appropriate in a given situation?
  • Are your 504 eligibility determinations and plans compliant? How can you be sure?

John Comegno, education attorney, provides answers to these questions and other concepts of Section 504 in a series of videos below. Watch now.

A Brief History of Section 504

Understanding how disability laws in the United States, like the Rehabilitation Act of 1973, evolved helps you understand what Section 504 is and, perhaps more importantly, what it’s not.

The story of Section 504 begins in 1954, in Topeka, Kansas, with the groundbreaking and pivotal lawsuit Brown versus Board of Education. Before 1954, discrimination based on a variety of distinguishing characteristics and demographic identifiers was legal and permissible.

In Brown v. Board of Education, the U.S. Supreme Court determined that it was unconstitutional for school districts to provide differing qualities of education based on race or skin color. So-called “separate but equal” classrooms and schools were determined to be not equal at all, and deemed unconstitutional.

Brown didn’t focus on disability. The issue wasn’t dyslexia, autism, cognitive impairment, emotional disturbance, or social maladjustment ― terms that are commonly heard in special education today. Brown v. Board of Education didn’t address ADHD, diabetes, concussion, or any type of medical issues or, the educationally diagnosed difficulties that are seen in 504 today. But what’s important to understand is that the Supreme Court determined that students must be treated equally. Differing treatment was not permissible, not on any basis: all students in the U.S. were entitled to an equal and fair public education.

Brown v. Board of Education addressed the issue of “separate but not equal,” and while it was pivotal, essential and a landmark decision, discrimination on many bases continued through the 1960s and 1970s. Statistics in the early 1970s indicated that over a million students with disabilities were not educated at all, and many were institutionalized, isolated, put in state homes and other government-funded facilities.

A Shift in the Tides for Disabled Persons in the U.S.

The tides did eventually begin to shift and there was an evolution in civil rights awareness through the 1960s, with the movement finally giving voice, acknowledgment and legal standing to disabled persons. However, it took time. Disabled individuals remained unprotected by law, despite efforts in the Civil Rights Actions of the 1960s. In 1964, Senator Hubert Humphrey ― who had a grandchild diagnosed with Down Syndrome ― made an effort to include the disabled population in the Civil Rights Act in 1964. Unfortunately, his efforts failed. As a result, the lack of protections persisted, as did the isolation and marginalization of the disabled.

In 1975, the first legislation to address disabled persons with regard to the provision of service or employment in public entities was finally enacted. The Rehabilitation Act of 1973 (it took two years to be fully enacted), requires affirmative action by the federal government and its contractors, and explicitly prohibits discrimination based on disability. “Public entities” include schools, as well as other agencies.

While the Rehabilitation Act of 1973 is an unfamiliar title to many people, it continues to serve as critical legislation in public schools as well as for hundreds of federal agencies and their contractors. The legislation is more commonly known as Section 504…

Since the great majority of states do not provide Section 504 regulations, and the federal law itself does not establish clear process rules, educators today are left grappling with the practical implementation of this near 50-year-old law without clarity.

But as a disability accommodation “gatekeeper” in your school, how do you decide which accommodation vehicle to use ― IEP or Section 504 plan ― without clarity? How do you identify and follow 504-related best practices to help you determine eligibility?

Gaining a better understanding of the background of Section 504 of the Rehabilitation Act, and how that history can inform your planning for students today, can help.

What is Section 504’s Goal?

A common misunderstanding of Section 504 is that the law intends to expand rights of public school students. That, in some way similar to the Individuals with Disabilities Education Improvement Act (IDEIA), Section 504 students receive additional process and instructional rights, which make their daily education something different or something “more” than general education students. Educators need to understand that Section 504 students are general education students, and that, differently than the IDEIA, which aims to create specific, individualized learning experiences for special education students, Section 504 simply aims to ensure access to the same general education for eligible students that all public-school students are entitled to receive.

Section 504 vs. Special Education

It’s important to understand how we apply the Section 504 eligibility criteria, and how the criteria differ from the special education formula. Do we find eligibility simply when a student produces a doctor’s note? Understanding the intention of Section 504 and how it’s different from special education is crucial in compliance today. When we speak to 504’s direction, we ought to be mindful that, similar to our best practices in IDEIA which focus on individual need, process and progress, 504 also focuses on individual need ― there has to be a need. Section 504 eligibility and accommodation isn’t driven solely by a medical diagnosis.

An Important Takeaway to Help You Manage Section 504 Requirements

Practical implementation for Section 504 responsibilities is difficult because the law does not provide process rules. Unlike the process established under the IDEIA, Section 504 prohibits discrimination, but does not explain how. The law provides no definition of the decision-making body or notice and consent rules; it doesn’t identify who or how data should be collected, or set a review time period or process.

Perhaps most surprising, the law does not use the words “Section 504 Plan” even once. Because of this lack of specific guidelines, your school should rely heavily on strong internal procedures and understand and apply best practices. Arm your district staff with the relevant and current information they need to ensure access for our disabled students. In this way, our colleagues remain compliant, and together we avoid risk.


[Video Series] Core Concepts of Section 504

In this 7-part video series, education law attorney John Comegno of the Comegno Law Group demystifies 504 by walking you through the seven core concepts of successful 504 implementation and compliance that can limit your potential liability.

Learn how to address individual need, plug that need into a compliant process and make sure 504-eligible students are making progress.


Episode 1: Introduction to Core Concepts of Section 504

Do you know your history when it comes to Section 504?

In this episode, we dive into the Rehabilitation Act and the Americans with Disabilities Act (ADA) to discuss how and why they came about, what was intended in passing them, and what was not intended, from a legal perspective.

We review how the Americans with Disabilities Act tracks Section 504 — and show how several important cases and events have influenced this legislation over time.

Questions answered in this episode:

  1. What’s the goal of a 504 plan?
  2. Is compliance with 504 the same as compliance with the ADA?
  3. How do you decide if you should use a 504 plan or an IEP to address a student’s disability?

 

 

Episode 2: Understanding the Section 504 Eligibility Criteria

To make informed Section 504-eligibility decisions, based on specific criteria, you need to gather high-quality 504 eligibility data.

In this video, find out which data you’ll need to make compliant 504 decisions. Learn what constitutes a physical impairment and a mental impairment — and what is meant by the term “major life activity” when determining student or staff eligibility.

Learn how important cases have shaped these criteria and definitions over time.

Questions answered in this episode:

  1. How do you follow a compliant process when determining 504 eligibility?
  2. What is meant by the term “major life activity” when determining 504 eligibility?
  3. How do learning disabilities like dyslexia factor into 504 eligibility decisions?

 

 

Episode 3: Unraveling the Key Concept of “Otherwise Qualified” and Its Implications

When it comes to compliance with Section 504 and the ADA, the term “otherwise qualified” has been historically challenging for education organizations to define and defend. What does it mean exactly?

In this video, update your knowledge of otherwise qualified and see why it’s such a hot topic in the landscape of litigation for education organizations.

Questions answered in this episode:

  1. What does “otherwise qualified” mean? Is it a pre-cursor to considering 504 eligibility?
  2. How can you know if a student is “otherwise qualified” to learn in the classroom?
  3. Does Section 504 require you to ignore some types of misconduct? What about bullying?

 

 

Episode 4: Are We Just Talking About Medical Diagnosis? Using Data in Section 504 Decision-Making

What does “substantially limit” mean? Is the law just talking about the need for a medical diagnosis when determining 504 eligibility?

In this video, learn the legal definition and implications of “substantially limit” as it relates to Section 504 of the Rehabilitation Act. Explore which specific data points you need to consider when determining whether an impairment substantially limits a major life activity.

Shed light on the use of practical data in your Section 504 decision-making.

Questions answered in this episode:

  1. Which data do you need to make compliant 504 eligibility decisions – and where can you find it?
  2. How do you gauge the substantial limitation of the mental health impairment?
  3. What kind of 504 process standards are legally risky?

 

 

Episode 5: When Are 504 Plans for Students Exiting Special Education Appropriate?

This video helps you understand when it makes sense to consider a 504 plan for a student who isn’t eligible for special education. We review eligibility criteria for IEPs and 504 plans to help you make this determination and understand the legal differences between the two classifications.

Learn which data should inform a compliant decision-making process.

Questions answered in this episode:

  1. What data should the 504 committee or evaluator consider?
  2. How can you ensure 504 accommodations provide equitable instructional access?
  3. Are you blurring process lines between IEP and 504? How does blurring those lines open you up to legal claims and compliance violations?

 

 

Episode 6: What About Behaviors? Do Our 504 Students Receive “Extra” Due Process?

It’s time to get your Section 504 legal questions answered!

In this video, learn common questions that often come up around a district’s due process as it relates to behavior intervention plans and behavior management plans for students that fall under Section 504.

Find out what the decision-making process for disciplining a 504-eligible student looks like from a legal perspective, and where it can become risky for schools. Also learn where data and form integrity come into play when managing compliance and plan implementation.

Questions answered in this episode:

  1. How should the impact of a disability inform your decisions about disciplining 504-eligible students?
  2. Can you hold 504-eligible students accountable to your general education codes of conduct?
  3. How specific does your discipline data need to be to keep you compliant with 504?

 

 

Episode 7: Best Practices in Drafting Section 504 Plans: The Need for Consistency

Section 504 doesn’t say what a 504 plan should include. It doesn’t even mention that you need a plan. Yet here you are, needing to develop plans that that protect your students from disability-based discrimination.

In this video, learn the latest best practices for 504 plans and procedural safeguards, accommodation review and parental consent. See how building an internal 504-decision-making process can help your district stay in compliance with 504 law.

Questions answered in this episode:

  1. What do compliant 504 plans look like? What information should they include?
  2. Who should be part of 504 decisions?
  3. What kind of 504 data should you consider?

 

 

Want to make Section 504 compliance easier and faster? Explore Frontline Section 504 Plan Management