Tapping the Potential - Alliance for Excellent Education

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TA P P I N G T H E P O T E N T I A L : R E TA I N I N G A N D D E V E L O P I N G H I G H - Q U A L I T Y N E W T E A C H E R SSupport for Teachers with Little PreparationBecause the Toledo Plan functions primarily through one-on-one interactionbetween experienced mentors and mentees, teachers who have limited teacher trainingrequire and receive more attention and focused time with their intern consultants.Intern consultants also understand that struggling veteran teachers may requiremore help than teachers who have received their teacher training relatively recently.These veteran teachers also receive more time and energy from intern consultants.Incentives for ParticipationThe requirements of labor contracts are the chief incentive to participate in theToledo Plan. However, there are also indirect benefits that act as incentives. First-yearteachers often have a difficult time adjusting to their new classrooms. Induction cansoften this difficult period. One intern commented on the overall benefit of theToledo Plan, “Being a fresh graduate, I was so confused and overwhelmed [my firstyear of teaching]. There is no doubt in my mind that if I was not assigned an internconsultant, I would have never made it.” Another indirect incentive is increased professionalism.Induction has formed Toledo teachers into a community of learnersover the years. According to Dal Lawrence,The Toledo Plan began to change the way in which teachers think about their practice andeach other’s practice, as well as their accountability and responsibility for overall competenceand excellence. We didn’t see that happening when we started out, but it definitely exists now.Creating a culture of educators who take responsibility for themselves and theircolleagues is no small feat. Participation in a culture such as this makes it possiblefor teachers to grow and thrive.Alignment with Teacher Goals and StandardsBecause the Toledo Plan is focused on helping specific teachers within their particularclassroom settings, the observations and evaluations intern consultants makeare very much tailored to the specific student population of the intern’s classroom.Intern consultants and interns work closely together to establish goals specific toeach intern’s classroom.Adequate and Stable FundingThe Toledo school district pays for the costs of the Toledo Plan. Although thestate of Ohio does contribute state funds to the district, none of these funds arespecifically earmarked for Toledo induction. The cost of implementing the ToledoPlan varies from year to year, depending on the number of new teachers hired andthe number of intern consultants needed. In the 2003–04 school year, six internconsultants were chosen to induct approximately seventy-five new teachers andseven veteran teachers.Evaluation of the Induction ProgramAt the end of a three-year cycle, all TFT members complete an evaluation of thestructure of the Toledo Plan itself. Interns who have participated in the program arealso asked to comment on the intern consultants who mentored them. Using the evaluations,the Intern Board of Review goes over suggestions for improvement to modifythe program. In addition, the board uses evaluations to identify and investigate poorlyperforming intern consultants, who may then be removed from their positions.51
A L L I A N C E F O R E X C E L L E N T E D U C AT I O NApproximate Cost per Teacher for the 2003–04 School Year:Participants: 6 Intern Consultants and 82 Teachers (75 Interns and 7 Veteran Teachers)Cost of substitute toreplace intern consultantin classroomCost of additional stipendto intern consultant= $30,000 x 6 consultants = $180,000= $5,800 x 6 consultants = $34,800Cost of New TeacherAcademy (5 days of a newteacher’s average salary)Cost of intern consultantworkshop (2–3 days of aconsultant’s averagesalary)= $30,000/190 school days =$158/day per teacher= ($158/day x 5 days for training)x 75 teachers= $50,000/190 school days =$263/day per teacher= ($263/day x 3 days maximum)x 6 consultants= $59,250= $4,7341 clerical position = $20,000 = $20,000Total cost = $ 298,784Total cost per teacher = $ 298,784/88 total teachers = $3,395 per teacherEffectivenessQuantitative BenefitsAccording to district officials, they do not evaluate the effectiveness of theToledo Plan in terms of retaining or developing teachers. While district personnelwould know the number of new and veteran teachers released from their contractseach year, the district makes no systematic attempts to correlate them with the qualityof Toledo’s induction program.Qualitative BenefitsSince 1981, more than 400 teachers have been released from their teaching contracts,compared with only one teacher in the five preceding years. This leads to anadded benefit of the program: terminating a tenured teacher is an enormousexpense for a school district and involves a lengthy process. According to CraigCotner, the chief academic officer of the Toledo school district, the cost of releasingunderperforming veteran teachers from their contracts far exceeds the overall costof implementing the Toledo Plan. Thus, not only is this program cost-effective, butit also contributes to building a community of well-trained, talented teachers.SummaryThe Toledo Plan has some limitations. The intern component of the Toledo Planmay be stronger than the intervention component because intern consultants find it52
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Tapping the Potential - Alliance for Excellent Education

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