Tennessee Organization of School Superintendents

A Primer on Collaborative Conferencing in Tennessee

July 22, 2019 by JC Bowman, posted in Advocacy, Educators, JC Bowman, Leadership, Professional Educators of Tennessee, Tennessee Education

Seemingly every year we have to revisit the issue of collaborative conferencing for stakeholders and policymakers. The initial training in the principles and techniques of interest-based collaborative problem-solving for use in collaborative conferencing pursuant to this part was initially to be developed by the Tennessee Organization of School Superintendents (TOSS) in conjunction with representative organizations of school leaders and administrators and professional employees’ organizations. The Tennessee School Boards Association (TSBA) subsequently conducted the training in 2011. Representatives of Professional Educators of Tennessee, TOSS, TSBA, and the teacher’s union all participated in this training. A detailed report was sent to the Tennessee General Assembly on the activities of the training and participants in 2012.

Collaborative Conferencing is the process by which local boards of education and their professional employees meet, either directly or through representatives designated by the respective parties, to confer, consult, and discuss matters relating to certain terms and conditions of professional service as specified by the passing of the Professional Educators Collaborative Conferencing Act (PECCA). The process of collaborative conferencing includes the exchange of information, opinions, and proposals among the conferencing parties, as well as the use of the principles and techniques of interest-based collaborative problem-solving (IBCPS).

The term “interest-based collaborative problem-solving” is not defined by the new law. However, interest-based collaborative problem-solving is an increasingly popular method of multiparty consensus-building negotiation. It is based upon mutual interests and respect among the parties, jointly identifying problems, the open, free exchange of information, nurturing creativity in the generation of options, and a good-faith, non-adversarial approach to solving problems using agreed- to criteria. This is intended to lead to an agreement between the parties based upon consensus and mutual gain. In the perfect world all parties work together, and all members of the collaborative conferencing teamwork toward a common objective in unity. In education, that concept may not work, if one side chooses not to engage in consensus building and the other side decides to file unnecessary lawsuits. Professional Educators of Tennessee fervently supports the right of educators to discuss working conditions and salary with their employers.

In collaborative conferencing local boards are required to address: Salaries or wages; Grievance procedures; Insurance; Fringe benefits (not to include pensions or retirement programs of the Tennessee consolidated retirement system or locally authorized early retirement incentives); Working conditions, except those working conditions that are prescribed by federal law, state law, private act, municipal charter or rules and regulations of the State Board of Education, the Department of Education or any other department or agency of state or local government; Leave; and, Payroll deductions (except with respect to those funds going to political activities).

Subjects prohibited from conferencing include: Differentiated pay plans and other incentive compensation programs, including stipends, and associated benefits that are based on professional employee performance that exceeds expectations, or that aid in hiring and retaining highly qualified teachers for hard-to-staff schools and subject areas; Expenditure of grants or awards from federal, state or local governments and foundations or other private organizations that are expressly designed for specific purposes; Evaluation of professional employees pursuant to federal or state law or State Board of Education policy; Staffing decisions and State Board of Education or local board of education policies relating to innovative educational programs under § 49-1-207; innovative high school programs under Title 49, chapter 15; virtual education programs under Title 49, chapter 16; and other programs for innovative schools or school districts that may be enacted by the general assembly; All personnel decisions concerning assignment of professional employees, including, but not limited to, filling of vacancies, assignments to specific schools, positions, professional duties, transfers within the system, layoffs, reductions in force, and recall. No agreement shall include provisions that require personnel decisions to be determined on the basis of tenure, seniority or length of service; and, payroll deductions for political activities.

The law was very clear on deadlines and specific dates. The submission (by fifteen percent (15%) or more of the professional employees) of a written request to conduct collaborative conferencing with the board of education, must be done not before October 1 and no later than November 1. The selection and appointment of the professional employee and board of education representatives must be done no later than December 1. The transmission to the board of the confidential poll results and the names and positions of the appointed representatives must be done by January 1. This is the law. If the law needs to be changed, all groups should work together through the Tennessee General Assembly to make the appropriate changes.

All educators and all professional employee organizations have the same rights under PECCA. The school board does not have to enter into a Memorandum of Understanding (MOU), and the MOU should be “prepared jointly” according to the law. We would suggest that putting some of these items into Board Policy might actually lead to more consistent policy and better working conditions than an MOU that would expire on a specific date. The law also mandates that any items that require funding cannot become effective “until the local funding body has approved such funding in the budget.”

The Tennessee General Assembly was clear in 2011 that they wanted to get politics out of our public schools while supporting teachers’ rights to fight for higher wages and better working conditions. The PECCA legislation made clear that directors may communicate with teachers on the subjects of collaborative conferencing through any means, medium or format the director chooses. Legislators had anticipated that increased collaboration would benefit the women and men in our classrooms with better working conditions, improved dialogue and mutual respect thus benefitting all of our students. There is still work left to do to accomplish this challenging objective.

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JC Bowman is the Executive Director of Professional Educators of Tennessee, a non-partisan teacher association headquartered in Nashville, Tennessee. Permission to reprint in whole or in part is hereby granted, provided that the author and the association are properly cited. For more information on this subject or any education issue please contact Professional Educators of Tennessee.

Tennessee Making Necessary Changes to Testing

June 14, 2018 by JC Bowman, posted in Advocacy, Educators, JC Bowman, Legislation, Parents, Professional Development, Professional Educators of Tennessee, Tennessee Education, Testing

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The Tennessee Department of Education announced at a noon press conference on Thursday some necessary changes to the state TNReady test that teachers, administrators and superintendents have been asking the state to make. Among the changes include rebidding the testing contract, refining the current Questar contract, revising timeline for online testing, and engaging more teachers. These steps complement additional actions already in the works, including eliminating two TNReady end-of-course exams, eliminating the March stand-alone field test for the next two years, simplifying and streamlining test administration, bringing in a third party to perform an independent review of Questar’s technological capabilities, improving customer service, and engaging dozens of additional Tennessee teachers, content experts, and testing coordinators to look at every part of our state testing program.

Dale Lynch from the Tennessee Organization of School Superintendents and JC Bowman from Professional Educators of Tennessee were in attendance at the announcement. Both praised the Tennessee Department of Education for taking proactive steps to address the issue. Bowman added: “Leadership collects input from those on the ground, makes the process better for all, and then tweaks the product as needed. We firmly believe that changes needed to be made, and we are pleased that Commissioner McQueen and her team heard our message and made the necessary changes to improve student assessment in Tennessee.”

Education Commissioner Candice McQueen said at the press conference: “improvements are being made after ongoing conversations with teachers, parents, education leaders, and policymakers over the past several weeks and are aimed at addressing a number of areas of concern.” She added: “Teachers, students and families deserve a testing process they can have confidence in, and we are doing everything possible to meet that responsibility,” Commissioner McQueen said. “We are always committed to listening and improving, and we’ll continue to do just that.”

The multi-faceted changes announced today will immediately improve the state assessment—TNReady—and establish a longer-term framework for success. The steps being taken to improve TNReady include:

Releasing a new Request for Proposals (RFP) to identify the assessment vendor or vendors that can successfully administer the state test in 2019-20 and beyond. The RFP process will better ensure that students can take TNReady seamlessly and without disruption.
Amending the state’s current contract and relationship with Questar to improve the assessment experience in 2018-19
Adjusting the pace of the state’s transition to online testing

In May, a national study recognized Tennessee as the No. 1 state in the country for improvement in the quality of its academic standards, going from an “F” rating in 2007 to an “A” in 2017. TNReady is designed to measure those standards, and it has a variety of different types of questions to look for the depth of students’ knowledge.

Tennessee is one of less than 10 states that still has a paper test in middle school—and both state and district leaders recognize that the workforce of the 21st century is increasingly online. We also want every student to have a positive testing experience, and we want to maximize the ability to have a seamless online administration. Accordingly, the state is adjusting the timeline to continue the transition to online but at a modified pace. For 2018-19:

Students in grades 3-8 will take TNReady on paper for math, English, and social studies.
Students in grades 3-4 will take their TNReady science test on paper, and students in grades 5-8 will take their science test online. Science is a field test in 2018-19 because the state is transitioning to new academic standards; therefore, the results will not count for students, teachers, or schools, nor will any public scores be released. This provides an option for all students to experience the online platform and do so in an environment that is low-risk for them.
Students in high school and those taking end-of-course exams will continue to test online.

Further, the department will improve paper administration, as well. In addition to having Tennessee teachers review all test questions, scripts, and test forms, the department is streamlining test logistics to have fewer versions of the test distributed across the state. This makes it much easier on testing coordinators and proctors to administer. The state has also combined the answer document and test questions into one test booklet in lower grades so it is easier for students to take the test.

For more information on the additional TNReady improvements you can visit the Tennessee Department of Education website.

What Is a Superintendent of Schools?

May 1, 2018April 22, 2021 by JC Bowman, posted in Advocacy, Educators, JC Bowman, Leadership, Legislation, Parents, Professional Educators of Tennessee, Students

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It is often said that the most important role of a board of education is to hire its superintendent. I think that is a somewhat a valid claim. Certainly if you value public education, you must have competent leadership managing the daily operations of the school district. A good superintendent leads the districts educational, financial and administrative performance; facilitates the performance of all personnel; and responds to and informs stakeholders and policymakers about the performance and leadership of the district.

Having met many, if not most, Superintendents of Schools here in Tennessee, I believe we do have some excellent leaders across our state. Probably one of the most important duties of the superintendent is to make sure district students are learning and achieving at the highest level possible. A superintendent must understand effective academic practices and be supportive of the teachers and administrators in the district. Leadership, vision, and strategic thinking are critical skills for every superintendent. A successful superintendent is should also be an effective and excellent communicator. If the only voice a superintendent listens to is his/her own, or a few members of the school board, public education will eventually lose community support.

In the last few years, I have seen some horrifying treatment of Superintendents across the state. I have seen them maligned by anonymous message boards, attacked in the media, belittled by their own school board members, often unfairly. I am reminded of Mark Twain’s quote: “Great minds talk about ideas; good minds talk about events; small minds talk about people.”

Does that mean that we simply accept decisions from superintendents, without challenging them? Of course not! We must particularly hold them accountable in regard to educational, financial and administrative performance. However, we should provide them latitude in regards to leadership, vision and strategic thinking on how to address the performance in those areas. And we must expect them to communicate effectively to all stakeholders.

The American Association of School Administrators suggests that the superintendent, like principals, must also demonstrate a keen understanding of teaching, learning and what works for students. As a change leader, a successful superintendent should emphasize the efficient use of resources, personnel, and data to break down resistance and drive systemic change; empower board and personnel to set goals, measure results, develop accountability, and support planning, evaluation, and resource allocation.

Our state has made some incredible strides in public education. It is an accomplishment that we should admire and respect. It begins with the men and women in the classroom across this state, and we must also acknowledge the hard work of those who lead our schools.

JC Bowman is the Executive Director of Professional Educators of Tennessee. Professional Educators of Tennessee, a non-partisan teacher association headquartered in Nashville, Tennessee. Permission to reprint in whole or in part is hereby granted, provided that the author and the association are properly cited.