Strategic Direction-Setting

ABC Unified – The district's strategic plan consists of five major directions that are evaluated each year by the community – including teachers, administrators, parents, students, and the board of education. The strategic plan focuses on the involvement of all stakeholders in raising student achievement.

Denver – The contract calls for a partnership focused on improving student outcomes; collaboration between the district and union, with shared professional responsibility for improvement. The contract also clearly outlines standards for behavior in the district-union partnership, making clear that all stakeholders share professional responsibility for the district's goals, policies, and practices.

Douglas County – The district and the board of education signed a Memorandum of Understanding with the union to develop and implement a continuous improvement model for teacher development and evaluation. This historic agreement will help further develop the pay-for-performance system to better support Douglas County's teachers and students. The Continuous Improvement for Teacher Effectiveness (CITE) initiative is a continuation of the pay-for-performance system developed in the early 1990s. This initiative focuses on a differentiated teacher evaluation tool aligned to performance pay and professional development, and includes multiple measures of teacher effectiveness and student learning. The evaluation tool will be used to inform employment decisions and develop teacher leaders. This evaluation tool will ensure that expectations are clear, processes are implemented with fidelity, results are measurable, and, most importantly, the system is aligned with the district's vision throughout the process.

Green Dot – The contract establishes that the school will consider staff input, and decisions will be made collaboratively. In addition, the contract contains language recognizing that the union and school leadership maintain fluid communication and a willingness to work through issues and concerns. The parties affirm that this collaboration is particularly important during the formative years of a school.

Helena – The contract calls for "consensus negotiations" that bring all parties together to express a shared vision for the district, including a transparent, common understanding of the financial resources (including salaries and benefits) available to achieve that vision.

Montgomery County – The contracts with each of the three employee associations provide a detailed description of the labor-management relationship. They focus on the principles of interest-based bargaining in a collaborative, respectful culture in which there is a mutual commitment to a self-renewing organization dedicated to continuous improvement and performance excellence for staff and students. Language in each contract affirms a commitment to work through issues and concerns. Each association provides input in the updating of the strategic plan and in the setting of annual performance targets associated with that plan.

New Haven – New Haven's School Change Initiative was discussed and shaped by the district, the city, and the New Haven Federation of Teachers outside of contract negotiation, in the context of a larger strategic and operational partnership. Ongoing work, including the shaping and monitoring of reform directions and the delivery of specific reform products (i.e., the Teacher Evaluation and Development System) happen through formal cross-constituency committees.

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Ideas From Other Districts – Create specific roles for unions and other stakeholder groups in district goal-setting and strategic planning processes. Create collaborative policy review and development bodies that consider policies in real time and through vehicles other than the collective bargaining agreement or board policy. Create outcome-oriented agreements that tie large-scale incentives to large-scale increases in agreed-upon performance goals as a vehicle for creating shared ownership of significant outcomes, such as increases in overall district student performance, enrollment or graduation rates, or fiscal stabilization.

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