Date of Conferral
Doctor of Education (Ed.D.)
School officials in a large district adopted a research-based teacher evaluation system, the Framework for Teaching (FFT). Despite a 4-year phase-in of the FFT, teachers' evaluation ratings increased while student achievement results decreased. This disparity impacted the school district's growth targets as set by the State Department of Education. If target growths are unmet, school administrators must relinquish school operations to the state. A bounded, qualitative case study was designed to explore administrators' and teachers' perceptions of the FFT and its influence on school administrators' assessment of teachers' instructional practices. Social constructivist and andragogy theories formed the study's conceptual framework. A purposeful sample of 6 K-12 district administrators, who reviewed teacher performance, and 12 K-12 district teachers, who were evaluated using the FFT, volunteered to participate in semi-structured interviews. Qualitative data were analyzed using open and axial coding. Key results included concerns with lack of time for conferences during the evaluation process, administrators' skills to provide quality feedback to teachers, and their lack of content knowledge to improve teaching and learning in specific content areas. It was recommended that teachers receive evidence- based, constructive, and individualized feedback from the school administrator. Based on the findings, the Feedback Institute was developed to engage school administrators in professional development to learn how to provide substantive feedback using protocols and structures to support teacher growth and to use content specialists to address gaps in administrators' content knowledge. These endeavors may contribute to positive social change by restructuring the teacher evaluation process to improve instructional practice, and, thus, enhance school improvement and student learning.