Unsatisfactory Evaluations: Idaho

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.

Meets a small part
Suggested Citation:
National Council on Teacher Quality. (2011). Unsatisfactory Evaluations: Idaho results. State Teacher Policy Database. [Data set].
Retrieved from: https://www.nctq.org/yearbook/state/ID-Unsatisfactory-Evaluations-10

Analysis of Idaho's policies

In Idaho, new legislation eliminated renewable contracts for teachers beginning January 31, 2011. Instead, teachers are placed on Category A and B contracts, and based on the state's new evaluation framework, could face nonrenewal based on their evaluation results. The state does not specify whether a certain number of unsatisfactory evaluations will lead to dismissal or whether teachers will be placed on structured improvement plans for unsatisfactory performance.

Citation

Recommendations for Idaho

Require that all teachers who receive unsatisfactory evaluations be placed on improvement plans.
The state should require that teachers who receive even one unsatisfactory evaluation be placed on structured 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 and when progress will be measured.

Make eligibility for dismissal a consequence of unsatisfactory evaluations.
Idaho's current policy does not articulate clear consequences for unsatisfactory evaluations. 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

Idaho 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.