
Teacher Leadership and Compensation System Overview
Discover the Teacher Leadership and Compensation System (TLC) plan implemented on October 29, 2015, by WLCSD. This plan aims to enhance collaboration among teachers, improve instructional practices, retain effective educators, and boost student achievement. Explore the vision, goals, and models outlined in the TLC plan for promoting professional development and enhancing educational outcomes.
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Presentation Transcript
WLCSD Summary of TLC Plan October 29, 2015
Vision Teacher leaders will support colleagues as they collaborate and reflect on their practice. Teacher leaders will share their expertise, resulting in improved implementation of evidence-based instructional practices, which in turn will lead to improved student learning.
Goals 1) To promote collaboration among teachers and improve implementation of evidence-based practices; 2) To retain effective teachers by providing opportunities to share their knowledge and skills, and thus impact instruction in other classrooms, without having to give up their own classroom teaching assignment to do so;
Goals 3) To provide opportunities for increased remuneration to teachers who have demonstrated their effectiveness; 4) To improve student achievement.
Whats that you say? An increased number of professionals, giving increased time to evidence-based work should produce improved results, if done with fidelity.
TLC: What are the requirements? www.educateiowa.gov A-Z Index T Teacher Leadership and Compensation System Guidance on the Teacher Leadership and Compensation System
Model 1: Example for a faculty of 100 teachers 5 extended contract days for 1st year teachers At least 25 total TLs At least 10 model teachers At least 10 mentor teachers (max 75% in classroom) At least 5 lead teachers (max 50% in classroom)
Model 1: Example for a faculty of 100 teachers Therefore, at least 5 FTE outside the classroom. [10(1.0) + 10(.75) + 5(.5)] = 20 FTE in the classroom, or 5 FTE out of the classroom
Model 2: Example for a faculty of 100 teachers 5 extended contract days for 1st year teachers At least 25 total TLs Model teachers Instructional coach (0% classroom; 1 for every 500 students) Curriculum & PD leader (0% classroom)
Model 2: Example for a faculty of 100 teachers Total time for coaching & teacher leadership equal to Model 1 Therefore, as least 5 FTE outside the classroom.
Model 3: Example for a faculty of 100 teachers At least 25 total TLs Includes the 5 must have criteria: Minimum salary of $33,500 Additional coaching & mentoring for new teachers Differentiated, multiple, meaningful TL roles Rigorous selection process Aligned professional development
Model 3: Example for a faculty of 100 teachers To gain approval, should meet the requirement of 5 FTE outside the classroom, as in Models 1 & 2. There is no requirement of 5 extra days for first- year teachers.
WLCSD Instructional Coach No classroom assignment 10 extended contract days Will attend the weekly admin team meeting Will facilitate meetings of all 25 teacher leaders twice per month (beyond contract). This will equate to 2.5 extended contract days over the course of the school year
WLCSD Instructional Coach Will lead a PLC during PD time Will collaborate directly with assigned colleagues (i.e. coachees), and coordinate the professional development program of the building. Will be available to serve on the Building Leadership Team (BLT) for extra pay
WLCSD Lead Teacher or Content Coach 50% classroom 10 extended contract days. Will attend meetings of all 25 teacher leaders twice per month (beyond contract). This will equate to 2.5 extended contract days over the course of the school year.
WLCSD Lead Teacher or Content Coach Will lead a PLC team during professional development time (during contract) Will collaborate directly with assigned colleagues Will be available to serve on the Building Leadership Team (BLT) for extra pay
WLCSD Model Teacher Fulltime classroom 5 extended contract days Attends meetings of all 25 teacher leaders twice per month (beyond contract). Receives remuneration at the district rate ($25 per hour) Will lead, or co-lead, a PLC team during PD time (during contract).
WLCSD Model Teacher Elementary model teachers will lead a grade level team meeting once a week, using a protocol established by the leadership team. For the time invested in planning and preparing for these meetings, model teachers will be credited with using 3.5 days of extended contract time over the course of a school year.
WLCSD Model Teacher Secondary model teachers will collaborate directly, one-on-one, with one assigned colleague for one class period each week. This will equate to 3.5 days of extended contract time over the course of a school year, compensating model teachers for spending one period of their prep time each week.
Teacher Leadership Responsibilities Helping colleagues create or revise their Individual Teacher Professional Development Plans (ITPDPs) Modeling or co-teaching lessons Observing and providing feedback Assisting in the design of rigorous lessons/units aligned with the Iowa Core
Teacher Leadership Responsibilities Mentoring teachers new to the profession Leading professional development activities Leading the data team process Administering assessments Providing support and technical assistance Attending leadership meetings and trainings
A Day in the Life of a Teacher Leader Iowa Core: help colleagues plan units that align with the Iowa Core Pedagogy: observe classes and give feedback to colleagues Help figure out coverage and how to get teachers free to see model teachers Sub for teachers gone to training Help with intervention: MTSS (RtI)
TLC Around the State http://www.radioiowa.com/2015/10/26/all-iowa-schools-now- moving-toward-a-teacher-leadership- program/?mc_cid=f5c63f306c&mc_eid=3ca7a08452 October 26, 2015: All 336 of Iowa s school districts have been approved or have applied to join
TLC A support system that will help to improve practice, and to sustain effective ongoing instruction at the classroom level
It always takes a group of people working together with a common purpose in an atmosphere of trust and collaboration to get extraordinary things done. James Kouzes and Barry Posner