Introduction “Traditionally, the low- performing label has been applied with a broad brush to “bad” schools having a wide range of perceived deficiencies: low academic expectations and achievement, high dropout rates, lack of discipline, inadequate facilities, and demoralized staff” (Lashway, 2003). The federal government with the indoctrination of No Child Left Behind (NCLB) provided an official definition of chronically low performing schools. The definition consist of schools that have not met their Annual Yearly Progress (AYP) in reading and math over a four year period. The newly defined classification of a chronically low performing school would demonstrate low academic achievement in reading and math with no growth on annually administered state assessment over a period of three years. The school would also fail to show ability to gauge its needs, plan, develop, implement, and monitor the necessary strategies that will improve student achievement. The measure of growth in this area relies upon the results of a district lead audit. This would utilize classroom observations, walk-throughs, interviews of all stakeholders (students, parents, staff, and community), and review of data submitted by the school around the areas of attendance, suspensions, retentions, and dropouts. Strategic Plan The strategic plan for improving chronically low performing schools will utilize a leadership component, and four phases. The four phases are equivalent to the frames of Bolman and Deal. Bolman and Deal (2003) discuss four frames: Structural, Human Resource, Political, and Symbolic. They define the frames as follows: Structural- reflects a belief in rationality and a faith that th... ... middle of paper ... ...ith schools. Journal of Educational Administration, 38 (2), 112-129. Marx, R. W., Freeman, J.G., Krajcik, J.S., & Blumenfeld, P.C. (1998). Professional development of Science teachers. In B.J. Fraser & K.G. Tobin (Eds.). International handbook of science education (pp. 667-680). Dordrecht/Boston/ London: Kluwer Academic Publishers. McLaughlin, M.W. (1991). Enabling professional development. What have we learned? In Lieberman, A. and Miller, L. (Eds.), Staff development for education in the 90’s: New demands, new realities, new perspectives (pp. 61-82). New York: Teachers College Press. Peterson, K. P. (2002). Is Your School’s Culture Toxic or Positive? Education World (6) 2. Schlechty, P.C. (2001). Shaking Up the Schoolhouse: How to support and Sustain Educational Innovation. SanFrancisco, CA: Jossey-Bass.
I had the pleasure of being able to shadow Superintendent Shirley Hall of the Maplewood School District. Ms. Hall took the reins of the district over in 2012 from a very popular superintendent who was credited with making great strides within the district. Although Ms. Hall had very large shoes to fill, she seems to be doing it with grace and enthusiasm. She credits the previous superintendent with making systemic changes and establishing the overall forward momentum of the district, but recognizes that she cannot rest on past success. Her goal is to take the district to the next level of educational excellence by focusing her and her administrative team's efforts on the P.E.L.P. coherence model from Harvard University. This model focuses the leadership's attention on the interdependence of the various aspects of their school district and how they reinforce one another to support the implementation of an improvement strategy. One of Ms. Hall's mantras was change, but not just for change sake, deep change for sustained improvement. Therefore, although Ms. Hall's predecessor was able to put the district on the right path, Ms. Hall has taken the baton and run with it; establishing her own style and path to excellence.
Thornton Fractional South High School represents a diverse school building in the South Suburbs of Chicago, Illinois. We consist of a traditional 9th through 12th grade building with the exception of busing students to the District 215 Tech Center for vocational classes. We share these resources with our sister school TF North. Although we consistently outperform TFN, we are behind the state averages on both the ACT and the PSAE. On the ACT, we are below the state average on the composite score as well as on all three recorded sub-categories. We were closest to the state average in Science and the furthest in Reading. As for the PSAE test to measure those students meeting and exceeding standards, we are again behind the state average. TFS averaged 40.5% of students tested to meet or exceed standards. Meanwhile, the State of Illinois average was 53%. Currently, we are on the Academic Watch Status year 2. We were unable to meet the Adequate Yearly Progress (AYP) or the Safe Harbor Target Goal for Reading and Mathematics which are the two target areas. Our goal as a school is to reach the AYP and attempt to reach and exceed the state averages on the ACT and PSAE.
The major concepts of this article relate to the ineffectiveness of school leadership programs. Arthur Levine found that a majority of the programs were inadequate. He noted four areas in which these programs lacked efficiency. These areas of concern were the rise in off-campus low quality programs, weak research-intensive universities that are working towards awarding doctoral degrees in administration, competition for students is causing lowered program quality and admission criteria, and the fact that state and local school districts are adding to the problem by salary incentives for advanced degrees. Levine noted several major issues that affect school administration programs. First, he revealed that many people who had finished these programs agreed that the curriculum was irrelevant; they said that it did prepare them to deal with "on-the-job issues." Second, the issues of low admission and graduation standards were addressed. The study illustrated how many schools lower their standards to increase admission and create tuition "cash cows." Third, he discussed the issue of these schools having weak faculties.
After analyzing the Coastal Medical Center, it is apparent that the employees and staff have no conception of the mission, vision, and values of this health care facility. In addition to this lack of structure, CMC has many projects in the midst of production that lack support of a common goal, employees are unsatisfied with their jobs, the two boards lack ability to agree on strategic decisions for the organization,, and the medical center has a dismal reputation when it comes to quality care.
This program is generally focused to gather statistics on grade school inequalities that effect the entirety of the state. Researchers have suggested that school funding levels and student success rates are largely unrelated. The ability of schools to educate their children is affected solely by the teacher’s ability to teach. Yet for a number of years there has been a steady debate centered around the essentially counter-intuitive idea that the relationship between school resource levels and student performance is the only connection to California’s academic gap/ 1971, the California Supreme Court ruled this system of granted unequal funds to millions of children unconstitutional, promising California’s the state would standardize finances across all school districts. To do this California created Proposition 13 in 1978. This proposition reduced the local property tax revenues available to schools, and the state had to provide even more financial support to maintain similar funding levels across districts. Though it leveled the playing field for the middle class, this tactic created no growth in academic equality. In order to ensure a balance in opportunity to academically excel, California needs to scrutinize the funding system, to utilize all financial resources in ways that
Generating momentum for change can be innovative or challenging. The Change Leadership Group believes the successful leadership of transformational improvement process in schools and districts require sharpening capacities in two quite different directions at the same time:
California is one of the largest states in the country and has one of the biggest state budgets, but in the past several years, its school system has become one of the worst in the nation because of enormous budget cuts in efforts to balance the state’s enormous deficit. The economic downturn at the end of the 2000s resulted in even more cuts to education. It is in environments like this one in which students from poor backgrounds become most vulnerable because of their lack of access to support in their homes as well as other programs outside of schools. Their already financially restricted school districts have no choice but to cut supplementary programs and increase class sizes among other negative changes to public schools. The lack of financial support from the state level as well as demands for schools to meet certain testing benchmarks by the state results in a system in which the schools are no longer able to focus on students as individuals; they are forced to treat students as numbers rather than on an individual case by case basis. An article from the Los Angeles Times showed that majority of Californians give California schools “a grade of C or below” and half think that the quality of schools will continue to decline (Watanabe).While the economic downturn affected the public school system in a negative way, it was not the sole root of its problems. It just simply exacerbated already existing issues.
My three year plan is called the Strive for Excellence plan. For the first two year I will be focusing on the decline of test scores for the last three years. By making all staff views all 2,800 students that were below average for all three years. Requiring mandatory training for all teachers and staff should be complete upon reviewing data. So they are able to identify their student’s specific strengths and weakness. The teacher will know where they need to concentrate their attention. (Sue W. Astley, 2016) School improvement is an evolving process that takes constant progress monitoring and constant input. A special computer-based program is needed in Rocky Road School District to pull up records of any student or classroom more efficiently. This will also assist with the monitoring progress over the two years. A committee of parents and staff will be created to better understand the data, come up with methods to increase scores and to maintain the...
Education is an integral part of society, school helps children learn social norms as well as teach them how to be successful adults. The school systems in United States, however are failing their students. In the world as a whole, the United States is quickly falling behind other countries in important math and reading scores. The United States ranked thirtieth in math on a global scale and twentieth in literacy. This is even more true in more urban, lower socio-economic areas in the United States. These schools have lower test scores and high dropout rates. In Trenton Central High School West, there was an 83% proficiency in literacy and only 49% of the students were proficient in math. Many of these students come from minority backgrounds and are often from low income families. There are many issues surrounding these urban schools. There is a severe lack of proper funding in these districts, and much of the money they do receive is sanctioned for non-crucial things. Schools also need a certain level of individualization with their students, and in many urban classes, this simply does not happen. While there are many factors affecting the low performance of urban schools, the lack of proper funding and distribution of funds, the cultural divide between teachers and students in urban districts, along with the lack of individualization in urban classrooms are crucial reasons to explain the poor performance in these districts. Through a process of teacher lead budget committees and further teacher education, urban schools can be transformed and be better equipped to prepare their students for the global stage.
In “What’s Wrong with Schools,” Casey Banas uses the experiences of Ellen Glanz, a high school social studies teacher to express how different students and teachers feel about schooling. Ellen Glanz chooses to improve her teaching by pretending to be a student and sitting in on several classes and what she finds in the typical classroom includes students doing the bare minimum, disinterest, cheating, detachment, the list goes on and on. I agree with Ellen Glanz in that this separation between educators and students causes a great amount of passivity. Unfortunately, these types of circumstances in classroom settings are becoming more and more typical.
An effective school leader possesses skills to create, implement, evaluate, improve and share a staff development plan. I met with Ben Rhodes, Sandy Creek Middle School’s principal, to interview him on the specific elements of his yearly staff development plan. We began with the design process focusing on the district and school goals. District goals include improving literacy across the content areas in reading and writing, Guaranteed and Viable Curriculum (GVC). Guaranteed and Viable Technology (GVT), and Closing the Achievement Gap (Equity in Excellence). Using a variety of assessments to focus on specific needs, Ben Rhodes and Mary Sonya, our Pupil Achievement Specialist, examined CSAP, Explore, MAP, and RAD data. They use the Colorado Growth Model to help guide them to determine if students have made adequate yearly progress. Together, they created the plan that included the district goals mentioned above as well as continuing to include new technology skills, information on special education changes with Response to Intervention (RTI), maintaining current staff implementation of literacy goals and a new goal of raising achievement in math.
Achievement gaps in schools across America impinge on racial-ethnic and socioeconomic status groups. For generations school systems focus on improving the achievement gaps for low-income and minority students. Statistics have provided evidenced that the school systems made enormous progress between 1970 and 1988, but came to a halt thereafter. Presently in the 20th century the gap has widened and the need for improvement is challenging for the school administr...
In conclusion, the initial intentions of the No Child Left Behind Act (2001) were to close the achievement gap between low achieving students and schools and their counterparts; but have fallen short in many important aspects along the way. Teachers have become de-sensitized to the reasons they initially desired to be educators and have lost their vision of how to implement instruction due to standards of NCLB and the consequences for not meeting those mandated goals. Likewise, students must perform, many times, above their level in order to be labeled “adequate” by the federal government and their schools. In some cases, there is a disproportionate burden placed on schools, teachers, and students, all for the sake of what is federally deemed as average achievement.
Thomas Sergiovanni (2015) describes three essential dimensions of leadership as “the heart, head, and hand of leadership.” The heart describes those characteristics within the school leader that reflect personal “beliefs, values, and dreams.” The head of leadership refers to the practice of teaching and educating. The hand of leadership reflects actions taken by school leaders with respect to management behaviors. (p. 5) Within these elements, there is room for personal choice in how leadership is practiced and it is incumbent on new principals to find an individual leadership style that responds to the uniqueness of each school.
School leaders have to handle managerial tasks that have in the past characterized the management of business in the private sector. The development prompts the article to examine the integration of transformational leadership style to support strategic changes within the educational sector. However, there have been no efforts to examine the managerial role that today’s educational leader plays.