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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.

[ctt template=”9″ link=”XKzad” via=”yes” nofollow=”yes”]Word-of-mouth can be a powerful tool for growing your substitute pool — and it’s free.[/ctt]

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?

 

 

[ctt template=”9″ link=”7czkX” via=”no” ]We can sum up #Section504’s intent in four words: Thou shall not discriminate.  @JohnComegno [/ctt]

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?

 

 

[ctt template=”9″ link=”65T2W” via=”yes” ]Let’s remember, we need current, present, objective data as to physical or mental impairment in order to check off the first box of the #Section504 eligibility criteria. @JohnComegno[/ctt]

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?

 

 

[ctt template=”9″ link=”IReil” via=”yes” ]Section 504’s direction of prohibiting discrimination does not require you to change your curricular expectations. @JohnComegno[/ctt]

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?

 

 

[ctt template=”9″ link=”bO2p4″ via=”yes” ]What are our teachers seeing? What is our nurse seeing? What are our administrators seeing, and what are they not? That input is crucial. That data is crucial to plug into our #Section504 criteria, to look at the consistency of our #504plans. @JohnComegno[/ctt]

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?

 

 

[ctt template=”9″ link=”WfGHj” via=”yes” ]504 has its own valid, important, standalone purpose: to adjust and provide accommodation. When a student is not eligible for IEP, we may consider 504; we’re not compelled to.” @JohnComegno[/ctt]

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?

 

 

[ctt template=”9″ link=”bZhr3″ via=”yes” ]Section 504 says, you can’t discriminate on the basis of disability. You can’t exclude on the basis of disability. The simple overarching principle is, you can’t discipline symptoms.” @JohnComegno [/ctt]

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?

 

 

[ctt template=”9″ link=”3Qat1″ via=”yes” ]“Districts must set up consistent #Section504 processes, even down to the faces at the table and making decisions.” @JohnComegno [/ctt]

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

Quiz: Spring Cleaning Your RTI/MTSS Program

As many of your students start to catch “summer fever” (if they haven’t already…), you and your fellow district leaders head into a critical season for RTI/MTSS program implementation: the ramp up to the next school year. And with all there is to prepare, it can get overwhelming.

So, where to begin?

The success of next year’s RTI/MTSS program hinges on your ability to evaluate the success of this past year’s program. What worked? What didn’t work? What needs to change, and when? Which details should you focus on to make next year’s program the best it can be?

Take the quiz below to find out!

*Some of the quiz content comes from Jim Wright’s blog series for Frontline Education. Jim is a highly acclaimed national presenter, trainer and author on topics that cover the essentials and beyond of Response to Intervention and Multi-Tiered System of Supports and is the creator of InterventionCentral.org.

“They always say time changes things, but you actually have to change them yourself.” — Andy Warhol

When you roll the tape forward to a year or five years from now, what changes would you be excited to see in your RTI/MTSS program?

Of course, these changes can’t happen overnight, and they can’t be owned by a single person in your district. However, by choosing to start the conversation this spring, you could improve outcomes for your students down the road, starting as early as this fall ― and that is worthwhile.

Teacher Appreciation Day: Thank You to Our Teachers

Teachers have one of the toughest jobs out there – a job that’s incredibly demanding and often thankless. But today, we want take a special moment to thank all of our teachers, and in particular, a few who made an indelible mark on the lives of Frontline Education employees.

 

Give a shout-out to your own favorite teacher!


School & District Leaders – holding on to great teachers is a tough challenge for many schools. Many educators say what impacts their decision to stay or go the most is the support, growth and development opportunities they are receiving.

How can you help teachers feel appreciated and supported, not just today, but all year long?

Here’s some additional reading on teacher support you may enjoy:
5 Lessons for Creating Positive Change Through Coherent Teacher Evaluation
Eluding the Elusiveness of Retention: How to Keep Your Great Performers
3 Non-traditional Professional Learning Ideas for Teachers
5 Ways to Reduce Burnout for Special Education Teachers

Transcript

Darryl Shafer

“Mr. Miller, I spent the last 2 years of high school learning algebra 2 and advanced math from you. And you were always patient, accepting and encouraging. I have very fond memories all these years since. Thank you for encouraging my love of math in your class.”


Kristen Graff

“My shout out goes to Mr. Holmberg, who was my Social Studies teacher at Naperville Central High School. … I remember one day after class, I asked how he traveled around the world so much, and he told me just to do it. Well, I’ve been to ten countries, and I’ll be going to my 11th country later this Summer. So, thank you Mr. Holmberg for teaching me a life-long lesson.”


Emily Quebedeaux

“Mrs. Zylak, I was lucky enough to have you for both kindergarten and 4th grade. You approached education as a form of creativity. Learning was a hands-on experience where mistakes were all a part of the process. Every day was a new and different way of looking at the world, and I still carry that with me to this day.”


Mitch Annis    

Mr. Keating was the Science teacher… he was a great person. When I had a chance to take Horticulture with him, I got to work on the greenhouse on the roof of our high school, and he taught me so much about how to cultivate, and care for these plants, all the different types of plants, and that blew me away. It was such a fun, hands on experience, I still have some of the plants that we planted together in that greenhouse in high school, growing in my house, which is crazy. It’s just crazy to think about how long that moment has endured through time to where I am today.”


Borzou (Bo) Motlagh

Thank you, Mr. Whitcomb, for teaching me so much about music and really just being a solid part of my childhood. … Your lessons taught me discipline, rhythm, the ability to present in public and the knowledge that I can really do anything that I want to. As I studied engineering and science and philosophy, I always felt that I had an edge because of my understanding of music and music theory – and that’s largely because of you. So, thank you.”


Neal Zeleznak  

“My favorite teacher was Mr. Gresk. He’s a high school Science teacher. … He would always just be this funny, off the wall guy, and really got you laughing every day, and got me interested in Science for the first time, that’s for sure. I remember one time, he dropped a bunch of gummy bears on the floor, and still ate them to demonstrate the human body’s immune system, and how strong it was. To this day, I still eat gummy bears if I drop them on the ground. So, thank you very much, Mr. Gresk.””


Juliet Correll   

“Mrs. Millette, you were a phenomenal teacher and my all-time personal favorite. I was so lucky to have you for two years for AP US History. And I know I rolled my eyes once or twice, because I felt like you were pushing me and pushing me… and I don’t remember every date and detail that you taught us, but you taught me how to write, and I have been forever grateful for that. Thank you so much.”

Best Practices for Planning Extended School Year Services

As the trees begin to blossom, our thoughts turn naturally to spring and even summer. But if you’re a special education administrator or intervention specialist, your pre-summer list is probably a mile long, even as early as March.

One of those to-do items is planning Extended School Year (ESY) services for qualifying IEP students, a sometimes confusing and daunting task that tends to bring up questions like:

Who decides which students qualify for services and how?

Do we need to provide yoga and horseback riding if that’s what a parent requests?

Can we just copy ESY goals and objectives from the IEP?

Here are best practices for planning ESY to make your team’s preparations easier this year, so you can enjoy more of spring and summer.

1. ESY basics

The law requires school districts to provide ESY services to qualifying students over the summer, to prevent or lessen regression. ESY is not camp, child care, enrichment or summer school. ESY services are specially designed instruction and/or related services tied to specific goals in the student’s Individualized Education Program (IEP). Every IEP includes an ESY section which requires the team to decide if a child is eligible for services.

2. ESY qualifications

School districts must provide ESY when a child’s IEP team determines that ESY services are necessary to offer a free appropriate public education (FAPE). Common eligibility mistakes include qualifying children just because summer services will benefit them, because they’ve failed to make progress during the year or because they fall within a particular disability category.

Generally, ESY services are only appropriate if the student will experience significant skill loss or regression during summer break without those services. For each child, the IEP team should consider whether – without ESY services – the student:

  1. will not adequately recoup skills lost to summer regression;
  2. will lose emergent skills; or
  3. will be severely hampered in progressing towards IEP goals.

If the answer to any of the above is yes, the student is eligible for ESY services. Notably, a student does not have to actually experience regression to qualify, but there must be a reasonable basis to conclude that regression would result without ESY services. A child’s regression – or lack of it – after shorter school breaks is often considered a reasonable basis for making ESY decisions.

[ctt template=”9″ link=”3HJb4″ via=”yes” nofollow=”yes”]Extended school year is not camp, child care or summer school. ESY services are specially designed instruction and/or related services tied to specific goals.” – Miriam Perlmutter @WalterHav [/ctt]

3. Data collection

Because ESY determinations are typically data-driven, teachers and other providers should collect data before and after school breaks. Specifically, educators should document levels of performance immediately before and after the break, as well as recording the amount of time the child needed to regain lost skills upon return.

In analyzing before-and-after data, be sure to use an apples-to-apples comparison. For example, don’t compare a child’s score on a fifth-grade reading passage in August with a May score on a fourth-grade selection. Also, don’t limit this data collection to summer or the two-week winter vacation. Instead, collect data for Thanksgiving, spring break and any extended breaks in instruction.

Without this data, denying a parent’s ESY request is legally challenging, so be sure to collect data for every potential ESY student on every goal.

You may enjoy this hand-picked content:

Video: Are We Still Providing FAPE?

4. Goals and services

Because ESY services seek to prevent regression and avoid jeopardizing progress, ESY goals – unlike those in an IEP – are not written to enhance existing abilities or learn new ones. In fact, ESY goals and objectives should focus on skills that the child does not recoup in a reasonable time, or skills needed to avoid significantly jeopardizing progress.

Outcomes should center on reducing skill loss in a critical area and positively impacting recoupment within a reasonable amount of time.

The team decides specific ESY services needed for each child individually, based on their particular FAPE needs. So, no, unless proficiency in yoga and horseback riding are critical skills subject to regression in your particular district, ESY in those areas would be unnecessary for FAPE.

Don’t forget that raw data must be collected on ESY goals as well; make sure your ESY providers are competent in data collection and documentation.


“ESY decisions are data-driven, so staff must collect data before and after breaks, for every student on every goal.”


5. Working with parents

In working with parents on ESY determinations, remember to meet early and explain the decision-making process clearly, along with referencing the specific data that the team reviewed. Acknowledge parents’ input and suggestions, and be sure to consider the child’s individual needs every step of the way.

ESY cannot be provided on a one-size-fits-all basis or categorically limited only to students with certain disabilities. Above all, don’t forget to document the team’s process and decisions through a prior written notice!

Careful forethought and planning with your teams in the spring will lead to an easier and more relaxing summer for everyone.


In working with parents on ESY determinations, remember to meet early and explain the decision-making process clearly, along with referencing the specific data that you reviewed.


Make data-driven ESY and IEP decisions that help learners thrive. Schedule a demo of Frontline’s IEP & Special Education Management software today

Top 5 FERPA & HIPAA Misconceptions for Schools

We live in an age filled with threats to student privacy. As an important member of your school community, you’re a defender of that privacy. And that role comes with a great deal of responsibility. Part of your responsibility is understanding two primary laws that protect against the unlawful disclosure of personal and health information: the Family Educational Rights and Privacy Act (FERPA) and the Health Insurance Portability and Accountability Act (HIPAA) Privacy Rule.

These laws are complex and often misunderstood – which can lead to stress in school employees and can put your students and district at risk.

As an education law attorney representing schools, I help clarify many FERPA and HIPAA misconceptions that keep school personnel up at night.

Here are the top five misconceptions about FERPA and HIPAA that I regularly address in my work with schools.

1. “HIPAA applies to schools.”

Nope.

Educators worry about the confidentiality of all student information, particularly the data relied upon in developing and implementing IEPs and Section 504 plans, often on account of “HIPAA” protection concerning diagnostic and medical records. Such concern is helpful and motivating, because virtually all information regarding students – certainly doctor notes and evaluations – are protected from disclosure and review by anyone without “legitimate educational interests.”

But those protections are not because of HIPAA.

HIPAA, the “Health Insurance Portability and Accountability Act of 1996,” restricts the access, use and disclosure of “protected health information” maintained by “covered entities.” These entities are typically health plans, health-care clearinghouses, and health-care providers. That means that your school is not a covered entity, unless you’re providing “health care,” like through a free clinic or other service beyond a day-to-day school nurse.

So, stop worrying about HIPAA. But pay attention to FERPA and your state’s student record laws and regulations.

2. “We can’t call the doctor who wrote the student note without a signed release.”

That depends on who’s talking and what they’re sharing.

FERPA, the Family Educational Rights and Privacy Act of 1974 (also known as the “Buckley Amendment”), ensures access by parents and students and protects against the non-approved disclosure of “personally identifiable information” about students. That information includes virtually all information you collect and maintain on an enrolled student, certainly including the contents of the special education and Section 504 files.

But when you call a doctor to confirm that she authored a note that your Section 504 committee is considering, or to ask a question about a diagnosis for purposes of IEP drafting, or to confirm a medically excused absence, usually you’re not sharing information about the student. You are not disclosing “personally identifiable information” protected by FERPA. Rather, you’re asking for information from the doctor or the doctor’s office. A parent, guardian, or adult student need not permit you to call the doctor. You have that right.

A release needed here, if any, is to be secured by the doctor from the parents/guardians, since any information shared is likely “health information” shared from the health provider to the school ― the school isn’t sharing information about the student.

Any release needed is up to the doctor to determine. You can make your call, and ask relevant questions, so long as that conversation is a one-way street.

You may enjoy this hand-picked content:

Quiz: Test Your 504 Plan Knowledge.

3. “Parents have access to all documents that mention their student.”

Well, most documents, but actually ― not all.

Records that are kept in the “sole possession” of the maker, and not shared with any other person, are not considered “education records” under FERPA, regardless of the nature of the information they contain. This means that notes kept by a teacher, or a related service provider, regarding the implementation of modifications and/or accommodations, or notes kept by persons attending IEP team or Section 504 meetings, so long as not shared with or accessible by others, are not covered by FERPA.

Since this information is not considered to be FERPA-protected “education records,” it is not automatically accessible by parents.

Keep in mind though, those documents likely become education records if shared with colleagues or kept in a folder or file that is accessible by others. The information must be kept in the “sole possession” of the maker and maintained as confidential and not shared with others in order to remain outside of FERPA’s mandates.

4. “FERPA prohibits paraprofessionals/teacher aides from seeing IEPs and Section 504 plans.”

That’s probably not right.

FERPA prohibits the disclosure of personally identifiable information regarding students contained in education records by schools to third-parties without written consent (typically provided by parent or guardian).

But FERPA does not require written consent when “school officials” with “legitimate educational interest” review student records. Such access does not require prior notice to parents or guardians, other than the usual, annual FERPA notice provided by schools.

So, who are “school officials” with authority to review this information? And what is a “legitimate educational interest?” These terms are not defined by the law. Schools are required to define them in policy or regulation, and that information needs to be noted in the annual notice.

Typically, these terms may be defined by asking the question, “What’s the need to know?” or “What’s the job duty?” that requires access to the information?

If the answer involves the delivery of instruction, or the implementation of modifications or accommodations or related service provided in an IEP or Section 504 plan, then access to the record is likely permissible.

However, if the answer is curiosity, or some purpose unrelated to education, access is prohibited.

Which brings us to the paraprofessional or aide. Does that individual need to review an IEP or Section 504 plan to implement his or her responsibilities under that document? May the para be trained in some other way? May you simply provide a list of responsibilities? What’s best practice? What’s the consistent practice of the school?

The point is ― there is no blanket rule under FERPA (or otherwise) that “non-certificated” personnel have less authority to access student records. And that’s a good thing, because paras have similar ownership of IEP and Section 504 plans. They are valued members of our teams and should be treated as such.

5. “Students can’t see other students’ grades under FERPA.”

That depends on who’s grading.

Typically, grades are “personally identifiable information” set forth in education records which are protected from unauthorized disclosure under FERPA. But in the seminal case of Owasso Independent School District v. Falvo, 534 U.S. 426 (2002), the United States Supreme Court held (in favor of a school district) that students scoring each other’s tests and calling out the grades does not violate FERPA. The Court found that those grades were “pre” grade book and not yet within education records, thus not protected. (To the relief of elementary teachers nation-wide.)

So, the practice of “peer grading” is acceptable. But don’t interpret that to mean that teachers may disclose student grades without consent. Because they cannot. Once a teacher is in possession of a grade, it becomes a protected education record. That information may be shared with parental consent, like through the publication of an honor roll, or sharing records with another school — and as discussed above, those with “legitimate” purpose internally may review the grades. But absent those circumstances, the information is protected.

[ctt template=”9″ link=”N4ZaT” via=”yes” ]True or False: The practice of “peer grading” is acceptable under FERPA. Find out here.[/ctt]

In Summary

Remember to reflect on “Why?” and “Who?” and “What?” regarding student information. And remember to consider the purpose of external communications. FERPA and HIPAA exist primarily to ensure access to information and to protect against the disclosure of that information to persons without the need to know. Be careful out there.

How ERP Software Smooths the Journey for School Business Officials

District administrators are pushing back on K-12 technology companies to do a better job of connecting the data that schools depend on for everything from security and compliance to reporting and funding. Historically, school business professionals have worked on an island in corporate finance software that requires costly code customizations and supplemental spreadsheets to make it work for education.

At a recent regional ASBO conference, we heard tons of questions about how to get HR better aligned with Finance and Payroll departments for compensation like steps, stipends, grades, and supplementals, as well as benefits administration. It came as a surprise to some, but comprehensive ERP software systems aren’t just for the corporate world anymore!

Here are a few main reasons that school business professionals are turning to software that is purpose built for K-12.

You wear multiple hats

In the school business office, you could have any number of responsibilities — transportation, food services, facilities, state reporting, accounts payable, risk management, payroll, requisitions, budgeting, reconciliations, even managing Human Resources matters. Needless to say, you likely wear a lot of hats. One moment you’re wearing a baseball cap, keeping score of district finances. Then, next thing you know, someone’s knocking at your door asking you to switch gears and put on a cowboy hat and round up some paperwork for them.

That can make it difficult to stay focused and get things done.

Research has found that mentally juggling multiple tasks leads to cognitive overload, with the end result of decreased productivity and memory impairment. But the work needs to get done, and you’re the one who has to do it. Chances are, there’s no room in the budget to hire enough staff to truly ease the burden. So, what’s a busy, multiple-hat-wearing school business official to do?

It all comes down to reducing the number of mental shifts and switches you need to perform in a day. If possible, block off time to work on one thing at a time. But if that’s not possible, don’t despair! Every little bit counts.

Making a positive change could mean taking steps as simple as consolidating your software systems so you don’t have to deal with invoices from as many vendors, and don’t have to log in and out of a dozen systems, all with different password requirements. The more you can move toward using one integrated platform, and away from several smaller point solutions, the better off you’ll be. For example, you may want to consider a comprehensive ERP solution that lets you manage Payroll, Finance and Human Resources all in one place.

You need a reliable paper trail

There are plenty of things to worry about in the school business office. Like shrinking (or stagnant) budgets, audits, fines for noncompliance, bad PR — the list goes on and on. It’s imperative that there’s solid documentation for everything that happens in the office. You never know when you might need to double-check which staff member entered data into a system (and when), or who updated an invoice or approved a requisition. Otherwise, you could end up with overdue invoices or necessary supplies not getting to classrooms that need them.

But you don’t necessarily want all of that documentation to take the forms of, well, documents. After all, you have more than enough paperwork floating around already!

A good ERP system will ensure that every action taken in the software is logged and timestamped. And remember — these records won’t do you much good if you can’t see them without specifically requesting them from the vendor and waiting for their developers to export the log. Look for software that not only keeps a record of all the actions taken by users, but also makes it easy for you to access the information you need, when you need it.

You need to stick with budgets and district policy

So much of the work you engage in demands accuracy. That often translates to feeling like you’re constantly updating spreadsheets and trying to keep everyone in the loop.

When all the data you’re working with is in real-time across HR, Finance and Payroll it finally feels attainable to stay in compliance and still be nimble. And that’s what a comprehensive ERP does for business office folks who are juggling budget and district policy — but only when it’s purpose built for K-12 school districts!

Districts that use ERP software made for the needs of schools can process all the unique demands of district budget and policy natively without resorting to the costly code customizations needed for generic corporate systems. Business office professionals embed approval workflows, and automated rules and conditions that head off overspending and noncompliance for everything from hiring and professional development to travel and assets.

Just think about all the time you gain from not having to endlessly reinforce budget and policy regulations when your district ERP software handles all of the rules and reminders for you.

You can’t afford to waste time 

And that brings us to our final point — time is at a premium in the school business office. You have enough to do, without having to deal with all the back-and-forth that comes with inefficient manual processes.

All the time management tips and tricks in the world won’t help you get everything done if you don’t have the information you need to cross a task off of your to-do list.

It’s frustrating when you’re constantly taking time out of your day to chase people down when forms weren’t completed correctly (or at all) or waiting on others to get information to you. And in the meantime, you have deadlines to meet and a mountain of work to get through.

This is really where an ERP system can shine: saving you time in getting work done, easing communication between departments and making sure that data is accurate.

But here’s the catch: your software system should work for you, not against you.

One-size-fits-all software meant for the corporate world just isn’t made for the nuances of K-12, and you might end up spending more time working around the system than you ought to. Look for a configurable ERP system made specifically for K-12 education that gives access to real-time data, and you’ll be on your way to Time Savings Central. (That’s not a real place, but if it was, we would buy you a ticket there today.)

5 Tips for Using Video as a Professional Learning Tool for Teachers

You know that feeling you get when you hear yourself on tape, or see yourself on video? Is that really what I sound like? Do I really look like that?

April Strong can relate. After all, she has filmed herself teaching more than most. And she says it’s worth the awkwardness of watching herself on screen.

“Video brought clarity to my practice so I could bring the greatest work to my classroom for my students. That’s the power of video. Nobody told me I had to do it. There was no other reason other than it was the perfect time, because I was wondering what I truly looked like as a teacher. Video was, and is still, very clarifying. I might be [using] the most effective strategy ever, but if I don’t actually see it like my students saw it, I’m not growing and I’m not truly clear on if I hit my target. That’s what makes me most passionate about video in the classroom.”

[ctt template=”9″ link=”j502l” via=”yes” nofollow=”yes”]“If I don’t actually see it like my students saw it, I’m not growing and I’m not clear on if I hit my target. That’s what makes me most passionate about video in the classroom” – @LoveAStrong [/ctt]

Get Started Using Video as Learning Tool

As a teacher at Martin County School District in Florida, April has been using video to grow and develop her own teaching practice for years. Now as an instructional coach, she is using this technology to support other teachers in the same way.

 

Earlier this year, April told me how she got started. For any teachers, administrators, coaches or other instructional leaders considering video to support teacher professional development, here are 5 things to remember.

To get started, just get started.

“All you need is your cell phone, and a place to prop it up, and the bravery to literally just push that red button. So to get started with video, it’s just a matter of being brave enough to push record and commit to actually watching — maybe not the full video, but enough of it to realize there’s something to grow from.”

Don’t let technical missteps get you down.

When April first began using video, it wasn’t all smooth sailing.

“That whole first week or so of recordings has become a highlight reel for me, in that I captured no audio, most of my back, none of anything that I needed and everything that I never knew I wanted in order to clarify my practice. So it was very clunky, and not a lot of great video product came from the first multiple attempts. But it’s been the most beautiful journey, and most vulnerable journey, that I’ve allowed myself to go on with my students watching.”

White Paper: “10 Strategies to Improve Teaching with Video”— a look at ten different ways video is useful for improving teaching practice, and real-life examples of organizations that have successfully used video to support educator growth.

Offer reflection questions.

Providing a springboard for reflection can help teachers get more out of watching their videos:

“What are some things you should ask yourself or ask a person if you’re watching their video? Offering sentence stems or question prompts for yourself or for a person you’re watching is a really great resource to slowly start to edge into giving feedback.”

Encourage teachers to share videos with colleagues.

April describes a collaborative conversation around a video she shared of using hands-on lessons as she was teaching science. She said that her colleagues were able to see aspects of her teaching that she hadn’t noticed herself:

“I wanted to show the engagement strategies that I included with these hands-on lessons and how I managed that. They helped me grow my practice and make my hands-on lessons more manageable than I thought I needed. I was missing some management pieces. I might not have noticed that I could have moved students in a group more easily around the room, or if I asked a question and answer response this way I could save some minutes, because I was really struggling to finish my hands-on labs. And I shared that with the team. So as they watched, they were really looking at where my wasted minutes were that I was oblivious to…

“The power that comes from watching yourself on video, the conversation you have, I think is a deeper way of learning, not just about yourself but also about your profession.”

[ctt template=”9″ link=”A5BFH” via=”yes” nofollow=”yes”]“The power that comes from watching yourself on video is a deeper way of learning, not just about yourself but also about your profession.” -@LoveAStrong [/ctt]

But be sure to make recording and sharing videos optional.

Many people may be resistant to the idea of using video at first, April says. The key is to make it optional, and find someone who is willing to lead the charge and model for everyone else.

“[Don’t tell] anyone else they should do it, but do it for yourself and do it for a while, and whether or not you choose to share it is your personal choice, but if you’re not pushing ‘go, record,’ then you’re not going to get any further with video for yourself or as a program for your school district…

I pushed record that day because I was assured, in the video that I was using, it would be stored in a place that was password-protected. Only I could see it, and it would not be shared or go live until I was in control of doing that, and I was the only person able to do that. And I think that’s the most powerful piece about a video program is having full control over your video until you’re ready to share it and collaborate around it.”

Looking for a way for teachers to share and collaborate around their own videos of teaching practice? Check out Learning & Collaboration Resources, part of Frontline Professional Growth. Through online collaborative groups, teachers can share and discuss videos, artifacts, lesson plans, earn micro-credentials, and use a massive library of courses and videos of instructional strategies and techniques.

Schedule a demo of Learning & Collaboration Resources today  

Breaking Down the New Hire Orientation Checklist

Beginnings are important. If you start a book with an underwhelming first chapter, or a television show with a subpar first few episodes, you’re less likely to see it through to the end. The same could be said for work — people are more likely to be engaged and stay in a job where they feel prepared and appreciated from Day 1. And in a setting like education, engagement and retention are even more critical because they directly impact students.

The Society of Human Resource Management (SHRM) has found that successful onboarding programs incorporate four distinct levels, or building blocks, that they call “the Four C’s.”

The Four C’s are:

  • Compliance: Training employees on basic legal and policy-related rules and regulations
  • Clarification: Ensuring that employees understand their new job and expectations
  • Culture: Providing employees with a sense of organizational norms— both formal and informal
  • Connection: Fostering vital interpersonal relationships and information networks

So, what are some must-do tasks for your new hire to get started off on the right foot? We’ve organized them to align to the Four C’s, so you can be sure that all the building blocks of a successful onboarding process are covered. Not every task on our list will apply for every new employee, or every district, but this should provide a good starting point for you to compare your own process against.

Level 1: Maintaining Compliance in the Onboarding Process

First and foremost, it’s imperative that your school district protects itself and stays in compliance with applicable rules and regulations. To that end, you’ll want to make sure that required personnel forms have been completed by the new hire and securely filed with the district.

Where possible, you may want to have these tasks completed online, before the employee’s first day. Managing the compliance and administrative side of onboarding with digital document management (ahead of time) helps keep employees focused on their new job from Day 1 — and that’s a win-win for everyone. You don’t want a new teacher distracted by thoughts of direct deposit forms or W-4s while standing in front of their new classroom!

To-do list:

  • Finalize background checks
  • Complete required personnel forms
    • I-9
    • W-4 and state tax forms
    • Direct deposit forms
    • Etc.
  • Provide information on perks and benefits (health insurance, retirement plans, etc.)
  • Enroll employee in benefits plans (if applicable)
  • Have new hire read and acknowledge the employee handbook
  • Explain emergency procedures, security policies (e.g. building access) and school safety plans
  • Take employee photo for their badge

Level 2: Clarifying Expectations

To set employees up for success, the basic operations of the job as well as the school and district’s expectations must be clearly communicated from the get-go. This includes both the operational (knowing where to go, or how to use district-provided technology) and the more aspirational (understanding how they will be evaluated). There may be some overlap with the “compliance” level here. For example, you’ll want to ensure that every employee is trained on your emergency procedures and school safety plans.

Tip: New staff members have to absorb a large amount of information.

To-do list:

  • Provide agenda for new-teacher orientation
  • Go over school and district policies
    • Dress code (for students and staff)
    • Keys and access cards
    • Visitor policy
    • Medication procedures
    • Attendance procedures (for students and staff)
    • Purchase requests or expense reporting
  • Train on school/district technology
    • Classroom telephone
    • Intercom system
    • Email
    • Software used: Student information system, school administrative systems, etc.
  • Provide a tour of their building
    • School layout: classrooms, bathrooms, cafeteria, lounge, office, supply room, nurse’s office etc.
    • Bus entrance
    • Teacher parking
  • Explain the organization’s approach to curriculum
    • Curriculum development process and expectations
    • Lesson plan procedures and expectations
    • Classroom assessment system
    • Grading procedures
  • Review student discipline
    • Behavior expectations inside & outside of the classroom
    • Expected staff supervision outside of classroom
    • Referral process for students with special needs (gifted, special ed)
  • Lay out the employee evaluation process
  • Share resources and information on professional development opportunities

Level 3: Building a Shared Culture

As we’ve written before, building a positive school culture needs to start with the hiring process. It’s important that your onboarding process reflects your organization’s culture — for example, if you’re proud of your school or district’s digital initiatives in the classroom, it might be jarring for new hires to hear about online programs while going through a manual, paper-heavy onboarding process.

A positive school culture can’t be built through checklists or one-off tasks — it will always be a work-in-progress requiring participation from everyone. But, here are a few things to start with.

To-do list:

  • Distribute a welcome packet
  • Share your organization’s mission, vision and goals
  • Communicate the school and district’s values
  • Set expectations for collaboration and positive interpersonal interactions

Level 4: Fostering Connections

At the highest level of onboarding, relationships are key. Hopefully, your school culture values ongoing collaboration, which will make it easier for new hires to build productive relationships with their colleagues. You can help foster these connections by making introductions and helping new hires understand who they can go to with questions.

To-do list:

  • Explain the organization chart and ensure that new hires know where to find key personnel.
    • Their principal (of course)
    • Secretaries
    • Counselors
    • Instructional coaches and facilitators
    • Custodians / facilities personnel
    • Who to contact in the central office (e.g. for questions about payroll or Human Resources)
  • Introduce new hires to their mentors

After the First Week

Don’t let employee onboarding end with orientation, or even after the first week. Ideally, induction processes should last for a few months — or the new hire’s first year —and segue into a retention strategy to keep the best educators in your district.

It’s also a good idea to follow up with new employees after their first month, and throughout the year, to gather their feedback. This will give you the insight you need to further refine your onboarding strategy and help future new hires succeed.

K-12 Data Security: It’s Never Been More Important to Have a Plan

Unless you’ve been offline since the days of dial-up and connecting to the internet courtesy of a CD from America Online, you know what it’s like to turn on the news and wonder if your passwords are now in some hacker’s grubby fingers.

Yahoo!. Equifax. MySpace. Facebook. LinkedIn. MyFitnessPal. Or, to limit our scope to those discovered just in 2018: Starwood Hotels, Twitter, Quora, Facebook (again)… even Panera Bread.

Hundreds of millions of records, including usernames, passwords, email addresses, credit card data, passport information, personal data and more, intentionally stolen or accidentally leaked.

It’s bad enough when our own information is at risk. Is this going to be a big headache for me? But what about those who have entrusted their data to us? Are we doing enough to protect the data of students and employees?

[ctt template=”9″ link=”9cT2b” via=”yes” nofollow=”yes”]Are we doing enough to protect the data of students and employees? [/ctt]

Apparently not. According to the K-12 Cybersecurity Resource Center’s review of 2018, there were 122 cybersecurity incidents in 119 public K-12 education agencies in 38 states. That number is probably low, since it only includes incidents that were discovered and publicly disclosed. As of this writing there have been over 420 incidents since the beginning of 2016.

At the same time, district leaders aren’t backing away from technology. When Project Tomorrow released “The State of K-12 IT” in November, it found that 97% of district administrators view technology as important to student success — with many pointing to initiatives like flipped learning, competency-based learning and online professional development as quickly-growing trends.

Protect Data Security by Preparing Your People

Two more striking statistics from Project Tomorrow’s study: 61% of district administrators say it’s a top priority to provide teachers with professional development on protecting student data — even though only 8% of teachers say that they need that kind of professional learning.

EdTech Strategies CEO Doug Levin agrees with the district administrators. Speaking to EdWeek in November, he said that training on how to protect sensitive data is key: “Perhaps just as important as hardware and software that guards against malicious attacks is raising awareness about them and providing training to staff, students, and parents.”

In the same article, Marie Bjerede of the Consortium for School Networking concurs. “The big hitter in protecting your systems and data is to train all staff on detecting and not clicking on fraudulent phishing e-mails, and on exercising good password hygiene.”

Where to Begin?

In addition to cloud software that meets the highest security standards, it has never been more important to have a plan for K-12 data security. Frontline’s “Cybersecurity Program Getting Started Guide” pulls together resources you’ll need to build a team, examine and classify your data, perform risk assessment and gap analysis, and then take action.

Download the Cybersecurity Guide Today