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SUPERVISING THE MARGINAL TEACHER


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SUPERVISING THE MARGINAL TEACHER. Paul M. Healey, Ph.D. Camp Hill School District phealey@camphillsd.k12.pa.us. Characteristics of the Marginal Teacher. MARGINAL TEACHER CATEGORIES. The CLUELESS. The Traumatized. The RESISTANT. THE FIRST STEP IS PREVENTION * SCREENING PROCESS

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SUPERVISING THE MARGINAL TEACHER

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SUPERVISING THE

MARGINAL TEACHER

Paul M. Healey, Ph.D.

Camp Hill School District

phealey@camphillsd.k12.pa.us


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Characteristics of the

Marginal Teacher


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MARGINAL TEACHER CATEGORIES

The CLUELESS

The Traumatized

The RESISTANT


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THE FIRST STEP IS PREVENTION

* SCREENING PROCESS

* INTERVIEW PROCESS

* REFERENCE CHECKS

* INDUCTION PROGRAM

* FREQUENT OBSERVATIONS DURING

FIRST FEW YEARS IN THE DISTRICT


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POSITION

STATEMENT

Every profession has marginal employees. However, education is different in that they do not police their own ranks and weed out these employees on an ongoing basis. The result is that thousands of kids each year are subjected to individuals who are just going through the motions.


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Marginal Teacher Flowchart

Select members

Outline priorities

Develop action plans

Construct timeline

Refer to Intensive Mode

Do

nothing

Create a Remediation Team

Move to another Supervision Mode

Move for Dismissal

Continue in Intensive Mode


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THE CASE OF

MR. MATTHEWS

REMEDIATE

TERMINATE


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THE CASE OF

MR. MATTHEWS

New Principal -

All previous ratings were satisfactory

November 1998 - observation - classroom management, student expectations, transitions

- Mr. Matthews thought the lesson went well

- Principal made some suggestions for improvement

January 1999 and April 1999 - observations - time management, organizations, student behavior

- Principal recommended reading articles, observing other teachers, detailed lesson planning

September 1999 - second year as principal - observation by principal and assistant principal

- no improvement whatsoever - unsatisfactory rating issued October 1

- principal provides detailed list of concerns and corrective actions (observations, workshops)

February 2000 - observation - no improvement


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STEPS OF INTENSIVE ASSISTANCE

Remediate or

Terminate

Documentation

Remediation Team

Time to improve

Frequent

observations


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  • 11 REASONS TO DISCIPLINE/DISMISS PROFESSIONAL EMPLOYEES

  • The Original Eight:

  • ImmoralityIncompetency

  • IntemperanceCruelty

  • Persistent negligence

  • Willful neglect of duties

  • Participating in un-American or subversive doctrines

  • Failure to comply with school laws of PA


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In 1996, the School Code was amended and expanded the number of reasons from 8 to 11:

* Unsatisfactory teaching performance based on two consecutive ratings of the employee’s teaching performance - at least 4 months apart

* Physical or mental disability as documented by competent medical evidence, which after accommodations, the employee has the inability to perform the essential functions of his/her employment

* Conviction of a felony or acceptance of a guilty plea or no contest


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THE FOUR

D’s

DOCUMENTATION

DISCIPLINE

DEMOTION

DISMISSAL


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MODEL CONFERENCE

Issue the 1st

Unsatisfactory Rating