Unsatisfactory Evaluations: Georgia

2011 Exiting Ineffective Teachers Policy

Goal

The state should articulate consequences for teachers with unsatisfactory evaluations, including specifying that teachers with multiple unsatisfactory evaluations should be eligible for dismissal.

Nearly meets
Suggested Citation:
National Council on Teacher Quality. (2011). Unsatisfactory Evaluations: Georgia results. State Teacher Policy Database. [Data set].
Retrieved from: https://www.nctq.org/yearbook/state/GA-Unsatisfactory-Evaluations-10

Analysis of Georgia's policies

Georgia instructs local districts to place teachers receiving unsatisfactory evaluations on professional development plans. The state also requires that a teacher who receives two unsatisfactory evaluations within a five-year period after issuance of a valid teacher license not be permitted to receive a renewable certificate.

However, state policy does not explicitly direct the district to make such teachers eligible for dismissal and allows the district to issue a one-year nonrenewable waiver certificate. Interestingly, the state also requires local districts to report, to a state-operated central clearinghouse, information about those teachers who have received a negative evaluation and those who are on an improvement plan.

Citation

Recommendations for Georgia

Make eligibility for dismissal a consequence of unsatisfactory evaluations.
Georgia is commended for requiring that all teachers who receive an unsatisfactory evaluation, regardless of whether they have tenure, be placed on an improvement plan. However, the state should strengthen its policy and explicitly require that all teachers who receive two consecutive unsatisfactory evaluations or have two unsatisfactory evaluations within five years be formally eligible for dismissal. 

State response to our analysis

Georgia recognized the factual accuracy of this analysis.

How we graded

Negative evaluations should have meaningful consequences.

Teacher evaluations are too often treated as mere formalities rather than as important tools for rewarding good teachers, helping average teachers to improve and holding weak teachers accountable for poor performance. State policy should reflect the importance of evaluations so that teachers and principals alike take their consequences seriously. Accordingly, states should articulate the consequences of negative evaluations. First, teachers that receive a negative evaluation should be placed on improvement plans. These plans should focus on performance areas that directly connect to student learning and should list noted deficiencies, define specific action steps necessary to address these deficiencies and describe how progress will be measured. While teachers that receive negative evaluations should receive support and additional training, opportunities to improve should not be unlimited. States should articulate policies wherein two negative evaluations within five years are sufficient justification for dismissal.

Employment status should not determine the consequences of a negative evaluation.

Differentiating consequences of a negative evaluation based on whether a teacher has probationary or nonprobationary status puts the interests of adults before those of students. Ideally, weaknesses and deficiencies would be identified and corrected during the probationary period; if the deficiencies were found to be insurmountable, the teacher would not be awarded permanent status. However, in the absence of meaningful tenure processes based on teacher effectiveness, limiting significant consequences to the probationary period is insufficient. Any teacher who receives a negative evaluation, regardless of employment status, should be placed on an improvement plan, and any teacher who receives multiple negative evaluations, regardless of employment status, should be eligible for dismissal.

Research rationale

To review the process and types of personnel evaluations observed in other job sectors, including the problems inherent to some evaluation systems see, for example, Gliddon, David (October 2004). Effective Performance Management Systems, Current Criticisms and New Ideas for Employee Evaluation in Performance Improvement 43(9), 27-36.