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Fickel, University of Alaska, Anchorage Shirley Lal, California State University, Dominguez Hills Roy Weaver, Ball State University Tomas Morales, College of Staten Islandt 9!0!2!]  !'!!l9,*_AgendaPartnership challenges Core TQE assumptions and charges 5 questions of focus today Overview of case study projects Findings: causal network analysis Recommendations & follow-up strategies Small group discussion Open Q&A ZZ    "&  $$((,,00>7:_  Core TQE assumptionsPartner approach is a vehicle for human and institutional development Facilitates knowledge creation and diffusion Moves the NCLB agenda forward Makes possible better cost-sharing Contributes to teacher education capacity development N})C    TQE charges Creating collaborative partnerships and learning communities in high need P-12 schools to enhance student achievement Improving quality teacher preparation integrating standards-based assessment strategies and interdisciplinary training and expanding clinical experiences Articulating a continuum of services from recruitment to induction that serves preservice to beginning teachers in collaborative (and sometimes not so collaborative) settings of school districts, community colleges, and universities0" Z0 vZw  $2@  $$B((,,0044-88$b  Partnership challengeszHow to identify premises, tacit and overt, embedded in  partnership ? What are sources & methods to document partnering contexts, processes, outcomes? What model(s) to use for evaluation design, data collection, and analysis? What evidence do you have that partnership is  improving partners? How is data being used?>ZE$P  ;G.  $$ (( ,,0044Evaluation Questions  6Discussion questions today& Who are the partners? What is the setting where partnerships operate? What were moderators & mediating variables? What partnering actually occurs? What are the outcomes of the partnerships? What are needed follow-ups and recommended replication strategies? " HC,C!C C C%CCCc$Five TQE projects in study %!Mixed methods design & strategies""( Utilization-oriented evaluation model Mixed data sets Qualitative: observations, interviews and self-report surveys (eg, candidates, faculty, district staff, leaders, mentors), critical friend protocols, context analysis of district/building/classrooms, electronic portfolios, collaboration analysis using NSDC tools, NCATE PDS standards, participant action research, Quantitative: performance-based and standardized achievement tests, teacher & administrator retention and turnover rates, costs and budgeting allocations, GIS data, candidate enrollment and completion rates, policies formalized by partners, publications and grants generated, new partnerships 6Z Z.ZZZZZ&  C CCC C> C $C$2(C(r,C,004468C8(  ?I!&Success depends on& Incentives to partners evolving over time Genuine collaboration between COE and A&S Recognizing patterns of resistance & constraints you can t fix Leveraging resources: umbrella enabled moderating and mediating that could not be done at single partner level and harnessed competition to be productive Collaborations between R-1 and comprehensive universities Using partners and enhanced resource capacity to solicit new monies Customizing partnership to harness unique contexts & inputs Investing in developing networks of facilitators teachers as leaders, data teams, COL, mini-networks, PDS networks0Z20Z2n0Z2C0Z2+C)CC@ C CCCCCn C B$C$((t)%  EMENU of topics to explore(Testing range of certification options Redesigned innovative undergraduate programs Producing STEM graduates Piloted 2+2 program between university and CC Developing Mentoring & Induction to improve retention rates Created Orientation Program as part of new teacher contract Trained Job-Alike mentors working with new teachers Developing PDS, mini-networks and communities of practice Leveraging resources with partners Dealing with increasing match requirements Embedding IT and Culturally responsive teaching Soliciting and maintaining partners--building shared meanings Institutionalization and dissemination strategies Short-term Long-term 'ntq<nq#nPqP2nPqPP&CCsC C <C CC4C9 C $C$(C(#,C,+0C0/4C4@8C82>6Interactive discussionDiscuss 1-2 topics of most import to your group Notetakers summarize main points to share out in large group Identify clarifying questions for panel to discuss in more detail Panel discussion Open Q&Af00=A ,0 EH/0 '+345 7 8 : <ANOPTUVW*  0` >y5fw:q ̙` 3f3f` www` I$nIȰ̙>?" dd@,?nKd@ @F " d@ `h U n?" dd@   @@``PP   @ ` `p>> &&EE<&( В) ,T   "n  0 "0n  0 "`n  0 "n  0 " Pn  0 "n  0 "n   0 "@pn   0 "n   0 "0n   0 "`n   0 "n  0 " Pn  0 "n  0 "n  0 "@pn  0 "n  0 "0n  0 "`n  0 "n  0 " Pn  0 "n  0 "n  0 "@pn  0 "n  0 " 0 n  0 "`  n  0 "  n  0 " P n  0 "  n   0 "  n ! 0 "@ p n " 0 "  n # 0 " 0 n $ 0 "`  n % 0 "  n & 0 " P n ' 0 "  n ( 0 " n ) 0 "@pn * 0 "n + 0 "0n , 0 "`n - 0 "n . 0 " Pn / 0 "n 0 0 "n 1 0 "@pn 2 0 "n 3 0 "0n 4 0 "`n 5 0 "n 6 0 " Pn 7 0 "n 8 0 "n 9 0 "@pn : 0 "n ; 0 "0n < 0 "`n = 0 "n > 0 " P ? 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D<~___PPTMac11XP   hnamd` Arial&Monotype Typography    hnamd` Arial&Monotype Typography    hnamd` Arial&Monotype Typography    hnamd` Arial&Monotype Typography D___PPT10$b___PPT9D< .|1 district, 2 CC s, 2 other CSUs, NSF SCALE, Boeing, AgileMindB?-  6  @`   0:?" V___PPTMac110(   hnamd` Arial&Monotype Typography    hnamd` Arial&Monotype Typography 4___PPT10 B___PPT9$ ,California State University- Dominguez Hills&-, @`<   0p:?" )V___PPTMac110(   hnamd` Arial&Monotype Typography    hnamd` Arial&Monotype Typography 4___PPT10 B___PPT9$ X5 districts, 3 CC s, Southern Edison, Boeing&- @`  0:?") V___PPTMac110(   hnamd` Arial&Monotype Typography    hnamd` Arial&Monotype Typography 4___PPT10 B___PPT9$ Cal Poly Pomona& @`   0X:?" p)   ___PPTMac11     hnamd` Arial&Monotype Typography    hnamd` Arial&Monotype Typography    hnamd` Arial&Monotype Typography    hnamd` Arial&Monotype Typography    hnamd` Arial&Monotype Typography    hnamd` Arial&Monotype Typography    hnamd` Arial&Monotype Typography    hnamd` Arial&Monotype Typography    hnamd` Arial&Monotype Typography l___PPT10LD___PPT9 56 districts (23 PSD school network), 2 museums, Apple6       @`  0:?"p )V___PPTMac110(   hnamd` Arial&Monotype Typography    hnamd` Arial&Monotype Typography 4___PPT10 B___PPT9$ Ball State University& @`hB  s *o ?"ppbB  c $1 ?"))bB  c $1 ?"bB  c $1 ?"  bB  c $1 ?"z z hB  s *o ?"hB  s *o ?"pbB  c $1 ?" p hB  s *o ?"pH  0޽h ? 3f3f80___PPT10.t&  0 P( {5 l  C \:AP%;  0 l  C :B?4 : H  0޽h ? 3f3f80___PPT10.t$  0 pL$( p# Lr L S :AP%;  0 r L S :B?4 : H L 0޽h ? 3f80___PPT10.|t05  0 ( CCF l  C :AP%;  0 l  C ,:B?4 : H  0޽h ? 3f3f80___PPT10.t*$  0 `$( s ti-eed `r ` S =AP%;  = r ` S , =B?4 = H ` 0޽h ? 3f80___PPT10.tw`   0 " 6( {5 l  C `=AP%;  = x   6 #"* N  0=?" A  nRole of data enhanced decision making valued  verbally 88G7 @`W  0p=?"UA  ]Improvements in instruction not guided by data; teacher & admin turnover in high need schools^^G,/& @`  01=?"AU  TPractice  C @`  03=?" b A 8Some A&S individuals interested in pedagogy improvement99G @`'  0==?"Ub A ?Instructional practice not consistently conscious at all levels@@G' @`  0Q=?"b UA___PPTMac11 ,namd$ Helvetica <___PPT10R___PPT94, Individual beliefs : CCC @`.  0S=?" b  hVerbal support for diversity and culturally responsive teaching, student centered instruction by COE/LEAiiG @`Z  0(g=?"U b  VLack negotiated definitions by A&S/COE/CC/LEA re: COP, PDS,inquiry, partnership,assmt WWG64 @`  0Tp=?" Ub  [Shared meaningsC @`  0 r=?"   Networks of discipline based faculty; PDS networks vs  partners ; leveraged resources by PI s over timehhG @`  0=?"U  SSTEM/COE faculty interaction competitive; lack 360 degree involvement in grant prepTTG @`  0d=?"U  dInteractions & resourcesC @`   0=?" { Leadership verbally  supports TQE reform; value of COE for field service vs A&S; mid-career and senior IHE faculty participationG>  J @`A   0d=?"U{  {COE programs separate from A&S programs; TED programs divided from Admin programs; demanding faculty workload, RTP policies||G @`   0=?"{U ^Internal structureC @`   0=?" { )Awareness of state and national standards.*)GC @`-   0@=?"U { MNo systematic STEM faculty training in teaching; no PD facilitator training; NNGL @`  0=?"U{ ^External influenceC @`hB  s *o ?"bB  c $1 ?"{{bB  c $1 ?"bB  c $1 ?"  bB  c $1 ?"b b bB  c $1 ?"AAhB   s *o ?"  hB ! s *o ?" bB " c $1 ?"UU bB # c $1 ?"  hB $ s *o ?" H  0޽h ? 3f3f80___PPT10.5tM  0 \T(  l  C =AP%;  = @x   #"*P` 6 0=?"  VUse interdisciplinary teams of facilitators, A&S go beyond  expertise , shifting mental models, trained data teams; trained IT integration across COE & A&S, curric mapping.CG,GU @` 5 0@=?"  TPractice  C @` 4 0=?"N   :Facilitators uncover tacit assumptions and make them overt;;C . @` 3 0=?"N   ^Individual beliefsC @`V 2 0 >?" N  rIntentionally built by trained facilitators: CRT, PDS, COP, inquiry, pedagogy techniques, protocols for partneringssCD. @` 1 0>?" N  [Shared meaningsC @` 0 0>?"  ^Grant & LEA interactions become driven by data and action agendas; systematic attention to trust building; partnership networks created/enhanced, national & state standards; leveraging multiple grants/partners across grantC,1 @` / 0`(>?"  dInteractions & resourcesC @`) . 0*>?"} gWorkload reduced by grant monies; RTP polices and workload reviewed by administration; LEA release timehhC @` - 0h<>?"} _Internal structuresC @`a , 05>?"}___PPTMac11 ,namd$ Helvetica D___PPT10$b___PPT9D< mLogic maps tied to $ and SIP; Research-based PD for LEA teachers & STEM IHE faculty, NCATE, shifting state $ JnC>CC C B+ @` + 0U>?"} ^External influenceC @`hB 7 s *o ?"bB 8 c $1 ?"}}bB 9 c $1 ?"bB : c $1 ?"  bB ; c $1 ?"N N bB < c $1 ?"  hB = s *o ?"hB > s *o ?"bB ? c $1 ?"hB @ s *o ?"H  0޽h ? 3f3f80___PPT10.5tճ   0  R( ei$ l  C dZ>AP%;  > x pk R #"*Xkp  0i>?"e  Changes in IHE/LEA instruction; datawise cycles increase; cohorts/COL develop across partners; Increased research-based instructional practice & assessment, b @`  0Pk>?" e  $Private sector involvement limited; %%, @`  0Lm>?"p  PPractice   @`4  0$>?"e 0   rConscious connecting of beliefs with practice; increased valuing of research & pedagogy & alignment with practice ss @`  0L>?"0 e  jShort term visions predominate @`  0P>?"p0  ___PPTMac11 ,namd$ Helvetica <___PPT10R___PPT94, sIndividual beliefs .  @`  0`>?"e e 0  :Changes in A&S/COE views of one another,actions tied to SIP s; codified in action plans and logic mapsgg8* @`6  0>?"e e 0  HA&S discipline currency discourages pedagogical improvement across deptsII$+ @`  0>?"pe 0  WShared meanings @`B  0>?"e e  TNew networks created; operationalized for partnering and  divorce ; RTP policies mitigated by personal intervention,strengthened principal involvement; enabled new grants$ @`2   0\>?"e e ___PPTMac11 ,namd$ Helvetica  ,namd$ Helvetica D___PPT10$b___PPT9D< XDependency on grant funding Personality referent leadership Transcending match difficultJY   ,0  @`   0>?"pe  `Interactions & resources @`h   0`>?"e  `Institutionalized novice IHE faculty PD; partnerships between COE/A&S/LEA faculty in PD/researchaa> # @`   0>?"e  yWorkloads unchanged @`   0@?"p ZInternal structure @`   0(@?"e k 'Developed IHE & LEA faculty PD models; ((  @`  0@?"ke  Admin PD models elusive @`  0p@?"pk ZExternal influence @`hB  s *o ?"pkkbB  c $1 ?"pbB  c $1 ?"pbB  c $1 ?"pe e bB  c $1 ?"p0 0 bB  c $1 ?"p  hB  s *o ?"phB  s *o ?"pkpbB   c $1 ?"kbB ! c $1 ?"e ke hB " s *o ?"kH  0޽h ? 3f3f80___PPT10.5t3 0  P(  x  <A ??PY H  0޽h ? 3f3f80___PPT10.űt:  0 ( 4J?J? l  C @AP%;  @ l  C @B?4 @ H  0޽h ? 3f3f80___PPT10.t>  0 0 ( "  l   C 7@AP%;  @ l   C H>@B?4 @ H   0޽h ? 3f3f80___PPT10.ɱtx}.  0 @.( `( l  C 8L@AP;  @   C  S@B?4 @ "P@08XH  0޽h ? 3f3f80___PPT10.űt7   0 P( {5 l  C w@AP%;  @ l  C w@B?4 @ H  0޽h ? 3f3f80___PPT10.tM 0 (  (   R  3    @&  C x @  @  ___PPTMac11\ T    |namdtTimes New Roman&Monotype Typography    |namdtTimes New Roman&Monotype Typography    |namdtTimes New Roman&Monotype Typography    |namdtTimes New Roman&Monotype Typography    |namdtTimes New Roman&Monotype Typography    |namdtTimes New Roman&Monotype Typography    hnamd` Arial&Monotype Typography     hnamd` Arial&Monotype Typography     hnamd` Arial&Monotype Typography     hnamd` Arial&Monotype Typography     hnamd` Arial&Monotype Typography  |___PPT10\T  ___PPT9    Title II is charged with enhancing teacher quality (TQE) in the context of high-need American schools that are experiencing a worsening crisis in attracting (and holding) quality teachers. A core concept of these five-year projects is to leverage the use of public and private sector partnerships. Here we present a meta-analysis of five evaluation case studies to provide a greater understanding of how to evaluate the effectiveness and efficiency of Title II TQE partnerships. Given the paucity of evaluation research regarding how to assess educational partnerships, this session shares the challenges and strategies of evaluating the partnerships of five Title II projects operating in four states (Maryland, Indiana, California and Alaska). Since 1999, the Teacher Quality Enhancement Grants Program for Partnerships (TQE-P) has awarded over 60 grants for an average of slightly over $1 million for each year of a five-year grant period. Partnership grants are charged with: Given TQE s demanding charge in the context of urban and rural schools experiencing an ever increasing crisis in attracting (and holding) quality teachers, Title II partnership programs are well positioned to explore the evaluation of partnerships. In fact, the GAO is currently conducting a meta-analysis of Title II projects given the documented difficulties of evaluating projects of this complexity and scope. vCCC C C%C   $$(($H  0޽h ? 3380___PPT10.yt~GrN- 0 ,,8^,(  8R 8 3    @+ 8 C @ @L  @4___PPTMac11   |namdtTimes New Roman&Monotype Typography    hnamd` Arial&Monotype Typography   pnamdhGaramond 2Monotype Typography, Inc. ++    hnamd` Arial&Monotype Typography     hnamd` Arial&Monotype Typography     hnamd` Arial&Monotype Typography     hnamd` Arial&Monotype Typography     hnamd` Arial&Monotype Typography     hnamd` Arial&Monotype Typography     hnamd` Arial&Monotype Typography     hnamd` Arial&Monotype Typography   ,namd$ MS PGothic     |namdtTimes New Roman&Monotype Typography    |namdtTimes New Roman&Monotype Typography    |namdtTimes New Roman&Monotype Typography    |namdtTimes New Roman&Monotype Typography    |namdtTimes New Roman&Monotype Typography    |namdtTimes New Roman&Monotype Typography    |namdtTimes New Roman&Monotype Typography ___PPT10     N___PPT90(      0 Assumed rather than built on a strong base of evidence, the core premise of TQE is that the partner approach builds human and institutional development, facilitates knowledge creation and diffusion, moves the NCLB agenda forward, makes possible better cost-sharing, and contributes to teacher education capacity development. The formation of cooperative relationships between governmental, non-profit, and profit-making organizations seeks to meet the objectives of each and hopefully perform better than one acting alone. Partnering is more than a rational MOU or contract it is a complex organization that draws upon the organizational structures of partners, their institutional opportunities and restraints, histories, expectations for the future, and interactions in the present (Rosenau, 2000). However, there is a paucity of empirical evidence on how partnerships work and whether they bring about desired outcomes. The situation is further compounded by a lack of agreement on how to assess these partnerships, although there is general consensus that effectiveness and efficiency are key evaluation criteria to use. A primary challenge for evaluators is to identify premises, tacit and overt, embedded in participating partners. Interactions between partners are assumed to convert tacit knowledge (Polanyi, 1975; Nonaka, 1994) into explicit knowledge, thereby accessing the combined wealth of all participants. There is no commonly accepted quantifiable way to analyze these tacit dimensions, calling for more mixed method and qualitative approaches. A core premise of TQE which has not been systematically studied is that the partner approach is a participatory way for human and institutional development, facilitates knowledge creation and diffusion, moves the NCLB agenda forward, makes possible better cost-sharing, and contributes to teacher education capacity development. The formation of cooperative relationships between governmental, non-profit, and profit-making organizations seeks to meet the objectives of each and hopefully perform better than one acting alone. Partnering is more than a rational MOU or contract it is a complex organization that draws upon the organizational structures of partners, their institutional opportunities and restraints, histories, expectations for the future, and interactions in the present (Rosenau, 2000).K CE-.  @  $$((,,0C04G4-*8C8b _^H  0޽h ? 3380___PPT10.tTOb  0   r (  R  3    p   C p @p  pX___PPTMac11\T   hnamd` Arial&Monotype Typography     hnamd` Arial&Monotype Typography     hnamd` Arial&Monotype Typography     hnamd` Arial&Monotype Typography  L___PPT10,$r___PPT9TL Presented from six stakeholder perspectives (PI, faculty member, provost, dean, internal and external evaluator), the interactive dialogue will have the following sequence: 1. overview of eight years experience with TQE partnering and evaluating partnering to establish context for discussion (10 minutes); 2. Participants discuss five questions in Contributions above at individual tables (15 minutes) with notetakers completing pre-laminated benchmarks and panel members roaming tables to stimulate conversation; 3. Panel addresses emerging findings to the five questions in context to benchmarks (15 minutes); 4. Remaining time reserved for large group questions and discussion/questions about partnership sustainability and infrastructure strategies and sharing handouts with an evaluation plan and electronic template with moderator and mediator indicators for audience discussion and feedback. 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