Archive for the ‘program improvement’ Category

What’s the Answer?

Wednesday, January 13th, 2010
a California high school

a California high school

Amazing in itself, two bills (SBX5 1 and SBX5 4) passed January 7, 2010, in the California legislature and were signed by Governor Schwarzenegger, aiming to get $700 million from the federal Race To The Top (RTTT) funds.

What will that money be used for?  Most of the California education world only expects it to shore up the fiscal crisis, allowing legislators to say “See, we didn’t take any more money from schools.”

Such manipulation does nothing to address the real crisis in California, the governor and his party’s refusal to consider taxes, the Democratic majority’s inability to pass legislation anyway because of the supermajority (2/3) needed by the legislature and/or from the voters in an election for any tax or finance legislation.

Meantime, the onslaught against teachers continues, pay cuts, furlough days, increases in student/teacher ratio, all of which really are to the detriment of students for whom RTTT funds are supposed to benefit.

Round and round we go, where we stop…

Actually, anyone who studies school reform knows where to stop.  At schools in deep failure, low-performing on exams; poor, poor, poor facilities; unsupported teachers; distracted parents consumed by pay and food for their children.  Whether tax haters like it or not, systemic failure needs money to reverse itself.  This blog has reported suggestions to reorganize without cost, but in the end, it’s dollar bills, used effectively and efficiently.

The legislation is geared to help the lowest-performing schools turn around, but two big issues dominate the legislation.

First, a bill component allows the linkage of school data to teacher evaluation, an ongoing concern with many competing ideas to put such a system in place. Randi Weingarten, AFT president, on Tuesday, January 12, 2010, offered a model in which teachers and other school personnel are part of the team designing the plan.  In the California legislation, collective bargaining is part of the process.

Second, the bill establishes a commission to update the state’s student content standards, not revised since the mid-1990’s.  No plan for teacher evaluation or changes to state testing would occur until the standards are revised.

Another aspect of the legislation has received strong support and strong condemnation. The provision allows parents to petition and state officials to force a school district to overhaul bad schools.

It’s true already that California State officials take over school districts, from community college to urban K-12.  Sometimes parents develop a charter school, so that’s already happening.  What will likely cause the uproar is allowing students to choose any school in the state to attend.

“Open enrollment” offers that possibility.  RTTT suggests that open enrollment policies to allow students to transfer out of schools that fail to raise state test scores high enough, quickly enough, will help.  Bruce Fuller, education and public policy professor UC Berkeley, says it’s just shifting chairs around on the sinking Titanic. (SFChronicle, January6, 2010)

Sounds good for the student, but what about the transportation costs, the cost to the receiving and sending school districts.  Who puts up the money to make it happen?

While teacher’s unions have been wading in to advocate for a number of these provisions, after making sure their objections have been heard, the California Teachers Association (CTA) is adamantly opposed to the “open enrollment” part of the legislation.

It’s not hard to imagine the unintended consequences of the proposal.  It will bring chaos to many school districts, like schools with high transient rates and low test performance, without offering any model for improvement.

Is that the answer to fix failing schools?

(Image by SHM)

More Pay for More Performance?

Wednesday, December 16th, 2009

School districts are looking for new ways to compensate teachers.  The most common system of steps and levels rewards teachers for longevity and additional education.  This method does not distinguish excellence or discourage mediocrity, which troubles some educators and many taxpayers.

I see two challenges in changing the system:  inertia and educators uneasy with compensation based on student learning, annual goals, and management observation.

Traditional teacher compensation systems

Most school districts have compensation contracts with teacher’s unions based on time on the job and amount of education credits.  This method is straightforward and objective.  It does not rely on observation of teaching skill or on results of student learning.  Management doesn’t have to haggle over whether a teacher is effective - if the teacher has ten years and a master’s degree, it’s easy to check on a grid to see how much the teacher will be paid.

New assessment tools available

This 90 year old system has simplicity and universal coverage in its favor, which was a plus before we had testing tools to measure student learning and annual growth.  Colorado now administers the CSAP, a statewide, annual student learning assessment.  The state test measures student proficiency in reading, writing, math, and science, and can compare students of “like” learning levels from one year to the next to determine “annual growth.”  This tool enables schools to identify which students have grown more or less than their peers in learning.  Schools with high growth are seen as “good schools”; schools with low growth are supposed to improve.

Some caveats

These tools make objective assessment of teacher effectiveness possible.  But where’s the money to use this assessment as a compensation mechanism?  And what about those teachers whose children are not given a statewide test - music, art, physical education, vocational teachers?

How would districts support additional teacher education?

If “levels” or additional education is taken out of the compensation formula, then there’s room for shifting pay toward effectiveness.  But then there’s no money to reward for additional education.  Would teachers pursue more graduate level training if the reward is not inevitable?  Will districts agree to tuition assistance plans to pay up front for additional education to replace levels?  Will a district that removes levels be able to compete for staff with districts that keep levels?

If school districts replace “levels” with effectiveness measures, will those measures only include student learning progress and growth?  Should other elements, such as teacher leadership, special projects, coaching and mentoring, parent relations, etc. also play a part?

How will teachers be evaluated?

A merit pay or pay for performance or pay for effectiveness system requires teacher performance evaluation.  My experience is that principals are concerned about doing annual appraisals, surely a must for merit pay.  Annual appraisal requires principals to be in classrooms observing teachers and children many times during the year.  Do principals have time for that level of oversight?  An alternative method involves “peer” evaluation, in which teachers evaluate teachers.  Will the public see that as an accurate assessment or as a means for teachers to take care of each other’s compensation?

Who will set evaluating metrics?

In the business community, companies set up performance evaluation criteria and metrics which managers use to assess their employees. Typically this system also involves setting goals each year that will merit additional compensation.  When companies have enough money for bonuses, this method enables extra pay.

Will principals sit down with each teacher at the beginning of each year to establish goals?  Will principals work with teacher teams to establish goals?  Will principals and staff establish school goals?  Will districts work with principals to evaluate the merit of school goals?  If teachers do not meet goals, will their compensation be confined to “steps,” or time on the job, and cost of living increases?

Pay for performance is not easy

A merit pay or pay for performance system is possible, but it will be more complicated.  The biggest question is whether it will produce better results for kids.  If it creates more “effectiveness” conversations between principals and teachers, if goals focus on genuine needs, and teachers work better up and down the grade level structure, then a merit system may do its job.  And it may give taxpayers more confidence when compensating teachers.  But it won’t be easy.

Elite

Wednesday, December 9th, 2009

Americans are conflicted by two versions of the “good school.”

after school

after school

On the one hand, people want a well-run, up-to-date facility with every teacher highly-qualified and every student a high-achieving mathematician-scientist-literary whiz.  Their parents are behind every effort to make education a high priority-including even $30,000 a year in tuition (in a private school) to provide the best.

On the other hand, since the Puritans landed in New England, a “good” public school has been the backbone of American society.  Every child, no matter the ability of the family to pay out of pocket, should have the opportunity to succeed in a well-run, up-to-date facility with every teacher highly-qualified.  That’s the mantra, but the tax-paying citizen isn’t willing to pay.

Of course, not all children love school like this utopian picture promises.  In any case, what do we end up with?

In the 21st century, the child-citizen can attend a public school, often a crumbling high-rise from the 1930’s in the urban core, or a single level five-finger school like those built in the 1950’s in California, or a fortress-like stone building to protect students from the bad guys in the outside world.

Or the student can be admitted to a parochial school, a charter school (sort of public, sort of private), an independent learning program (like home schooling).

Or sent to a detention facility with a mandated math and reading literacy program.

Or admitted to a private school, improved upon and supported by parents who will do anything to make sure their child gets the best.

The question is, as mulled over in the November 29, 2009, San Francisco Chronicle article by Beatrice Motamedi, “All youths deserve an ‘elite’ school,” why should there be such a discrepancy in the way the public perceives students in a private school and treats the children in a public school?

It doesn’t seem to matter what kind of non-traditional school is under discussion- back to basics charter, Montessori, Waldorf, boarding ‘prep’, parochial-some funded partially with taxpayer money, some by a religious organization, some completely private, those schools are seen as ‘elite’ and deserving of every good thing that can be invested.  The picture may not always be accurate, but that’s the vision.

Why can’t that be sustained at a traditional public school?

From my reading, the problem occurs because public schools depend on budgets determined by the economy’s vibrancy that generates taxes and also on the whim of the voter who, in most states and definitely in California, must approve any changes in the amount of taxes.  Right now, everyone feels sorry about the lack of light bulbs, mold on curtains, ceiling tiles that fall and send down torrents of rain water onto the computer desks, but can’t bring themselves to actually put cash on the table.

Unless, of course, it’s a non-traditional school without a supposed reliable funding source.  Those communities have huge fund raisers like the one held by 30-something hedge fund fellows for the Harlem Success Academy 4-right down the street from the antique four story public school I taught at briefly in East Harlem 40 years ago.  (New York Times, December 6, 2009, “Scholarly Investments” by Nancy Haas)  I don’t begrudge the money, those students deserve every dime.

Perhaps the reason the money is forked over is a smaller school can be seen and rooted for easily, a sort of ‘hands on’ experience.

In many posts, I’ve commented that each individual school must put its hands on the reform.  Let’s hope Race To The Top funds insist on program performance evaluation of reform at the school level.  Let’s hope each small community will generate the funding will.

Shouldn’t the “good” public school offer ‘elite’ vocational or technology or college prep models to help students find their way to a job after graduation?

What It Takes

Wednesday, November 25th, 2009

With hoopla about grants for Race To the Top, in an effort to turn around high schools in dire need of help; gung-ho proposals about grants for elementary schools; and constant brouhaha over teacher’s union opposition to change, it’s just plain great to see an article about a school that has actually succeeded.

Not only succeeded, it’s in a low-income pocket of my neighborhood on the San Francisco peninsula, known for high-flying salaries and mega-homes and students who expect to go to Stanford, UC Berkeley, or an Ivy League university.  Leroy Anderson Elementary reached the goal of every elementary school with “at risk” students-an Academic Performance Index (API) 800+.

Reading the article “Learning to Teach to Bridge the Achievement Gap” by Phil Yost, New York Times, November 20, 2009, the qualities of a successful school filled the page.  The article covered highly-qualified teachers willing to pursue the achievement goal, dedicated administrators, curriculum changes shown to improve the capabilities of low-performing students, known successful teaching techniques, regular consistent assessment and analysis, and parent inclusion.

Why can’t all elementary schools with low test scores do what Anderson Elementary did, even in California, the land of no money for schools?

Certain requirements are only inferred in Yost’s article which must be present or developed in the effort to close the achievement gap in a school.

First and foremost, a cadre of teachers, who know the goal and stand by it, must agree to stay at the school.  They understand the difficulties to overcome and will not back away or obstruct.  The teachers are expected to be leaders, listened to by the administrators and asked to research and help organize the curriculum changes that will be needed.

Second, the school needs administrators who are determined to see the change through.  They must be partners with the teaching staff in developing and/or preparing for the reading/language arts and math models.  They must not give up when students don’t improve right away.  They must hold off district personnel who want to try the next big thing.  They must be relentless in the consistency of the program, but watch constantly to improve what isn’t effective.

Third, in spite of what one reads about improvement possible even when the funding picture is bleak, it helps to have a district office on the side of the school.  To turn around a school, it’s good to be a small school in a small district, easier for district personnel to keep in mind the issues the school faces.  (Moreland School District has 5 elementary schools and 1 middle school with about 4000 students total.)

When parents at the school need a program, as at Anderson, to learn English and parenting skills to support their children, the district must have helped find the money.  When teachers say they will tutor students after school, the district will find the money.  When the school principal wants professional development time set aside to analyze test data that drives the curriculum, the district doesn’t put her off, but finds the money.

Finally, when Charles Weis, Santa Clara County Superintendent of Schools (where Anderson Elementary is found), makes general statements about knowing which schools need help and how to help them, it’s not good enough.  If he’s on the side of school reform in low-performing, “at risk” schools, is he working with the district superintendents, the teacher’s unions, and school boards to set a time table for change and not back down?

Jonathan Alter in “Teddy’s Rightful Heir” Newsweek, November 9, 2009, suggests that is happening at the federal Department of Education.  “He (President Obama) and Arne Duncan are showing some Chicago muscle….”

Do what it takes.

Same old, same old won’t do

Wednesday, November 18th, 2009

Same old, same old won’t do for public education anymore

School boards will be under tremendous pressure for the next three to four years to meet two seemingly contradictory goals:  cut budgets and improve school achievement.

Schools can produce revenue

I submit that schools should add one more goal:  increase revenue.  If districts can increase revenue when tax receipts are down, maybe they can also make forward strides on student proficiency.

School buildings, especially those with dwindling student enrollment, can be more efficiently used to bring broad-based education to whole communities, not just kids in the communities.  With the push for high school kids to take community college courses, and with more adults needing to train for new careers, public schools become an ideal place to institute post-12 education.

I’m suggesting public school-community college partnerships to reduce new construction and to create satellite delivery systems for face-to-face higher education.  Community colleges wouldn’t have to raise money for new construction, and public schools can gain revenue from leasing rooms and advanced technology.

Adult learning in public schools can help kids achieve

A cheap way to increase student achievement is to provide middle and high school courses to adults, particularly parents with kids in school.  Math is taught differently today from 1980.  If parents take a beginning algebra course today, about two weeks ahead of their children, for example, they can be much more instrumental in helping their kids learn.  And we can charge parents for the opportunity.

How can this happen?  As school districts develop online classes for kids, those classes can also be offered to parents, at a price.  Why not?  If a high school class that a teacher wants to offer doesn’t fill, maybe that class should be offered also to the adult community, which would create an interesting mix of adults and adolescents.  Maybe an adult wants to learn the physics he or she never took, or study a foreign language.  Or revisit the classics in literature.  Or relearn grammar.  Or take art.

Online courseware swapping can save everyone $$

School districts can save money and improve education outcomes by trading online courseware.  If one district has great science courseware and another district has great writing courseware, why not swap and trade?  This method saves money for everyone.

Put post-12 remedial education online through high schools

Currently, community and four year colleges do a lot of remedial skill building for students.  Why not bring some of that work back to high schools using online courses to deliver the services.  This may be a place where state or federal funding could intervene to support remedial programs and allow public schools to more expansively use their courseware.

New to a school board in a large Colorado district, my goal will be to think outside of the traditional boundaries, and I hope those ideas will bring more money and better learning to public schools.

Will let you know as changes move forward.