For the last two decades or so the State Education Department (SED) has been “identifying” struggling schools. The acronym has changed, the charade has been the same; the SED sends a team into a low achieving school, the team writes a report, the school closes or continues on life support.
Back in the SURR (Schools Under Registration Review) days a team that included representatives from the teacher and supervisor unions spent four days perusing reams of data, observing most classes and interviewing everyone we could find. The SURR Guide directed the team to explore 21 different areas, and, in a “Findings and Recommendations” format laid out a path to success.
Unfortunately in too many instances our “investigation” was an autopsy, the only way the school could survive was resurrection,and, that hasn’t happened too many times!
At the end of each year the SED compiled a summary of the reports, the similarity from report to report was depressing; lack of support at the district and school level, polite but critical comments about teacher quality, inadequate materials, inconsistent or an absence of professional development, etc.
Today the state identifies Persistently Lowest Achieving (PLA), Priority and Focus schools, 700 schools across the state, visiting the schools using the Diagnostic Tool to assess the school.
See Power Point of Diagnostic Tool: http://www.regents.nysed.gov/meetings/2014/January2014/P12DTSDE.pdf
Regent Cashin asked a SED staff member a question: “I hear it takes a school many months to receive the report of the state visit, how long does it take?”
SED staffer: “It has been a problem, we’re aiming at a 60-day turnaround time” (Eduspeak for it takes a lot longer than 60 days)
The SED requires school districts to take direct action to assist schools at the bottom of the list.
Chancellor Farina named 94 low performing schools and outlined, in broad strokes, a School Renewal Plan, a three-year reprieve for the schools, with a caveat,
Officials had already warned the 94 schools in the turnaround program that if they do not achieve certain improvement goals after three years of intensive support, they could be combined with other schools, split into smaller academies, or closed. But Fariña made clear … that she was eyeing schools with very few students as potential targets of consolidation.
Interestingly the Center for New York City Affairs at the New School issued a report, A Better Picture of Poverty: What Chronic Absenteeism and Risk Load Reveal About NYC’s Lowest-Income Elementary Schools, not surprisingly, there is an overlap among the 94 Renewal Schools and the neighborhoods identified in the Report,.
The report, identifies 130 [elementary] schools in which more than one-third of the children were chronically absent for five years in a row. Perhaps not surprisingly, these schools have very low levels of academic achievement … Chronic absenteeism correlates with deep poverty—high rates of homelessness, child abuse reports, and male unemployment and low levels parental education. In fact, the report states, chronic absenteeism is a much better index of poverty than the traditional measure of the number of children eligible for free lunch. Moreover, it’s very hard to schools to escape the pull of poverty: only a handful of school with above-average rates of chronic absenteeism had above-average pass rates on their standardized tests for math and reading—and most scored far below, the report states.
The report identifies 18 “risk factors” that are associated with chronic absenteeism, both in the school building and in the surrounding neighborhood. Schools with a very high “risk load” are likely to suffer from poor attendance.
Why did the Department wait so long to identify struggling schools and offer targeted assistance?
Schools do not change from high achieving to low achieving overnight, tell me the neighborhood and I’ll make a pretty accurate guess about the achievement level of the school. The Chancellor’s District scooped up the lowest achieving schools and showed progress, the problem was when the schools were returned to their original districts the gains eroded. The Chancellor’s District was a “one-size fits all” plan that did not create sustainability.
Let me ask a simple question: Why don’t we intervene/assist at the first signs of difficulty?
The current superintendent/network dichotomy does not allow for targeted help. One of the strengths of the Chancellor’s District and Region 5 (Brownsville, East New York, South Jamaica and Rockaway) was the use of UFT Teacher Centers. Consistent, on-site, high quality, teacher-friendly professional development located in your school, and, the ability of teacher centers to collaborate across schools is an enormous asset.
Under the regional structure each region had all non-instructional services (guidance, social workers, attendance, health, community-based organizations) clustered within an organization called Student Placement, Youth, Family Support Service (SPYFSS). The structure was a community school structure at the regional level. When Klein dumped the regions he abolished SPYFSS – one of his worst decisions.
Suggestions for Chancellor Farina and her team:
* cluster schools in the highest poverty neighborhoods, schools with the highest “poverty risk load,” into expanded geographic areas.
* Create a SPYFSS-type organization for each of the expanded geographic areas.
* Outside of the school budget assign the “high poverty risk load” schools a guidance counselor(s) and a social worker(s)
* Establish a District Leadership Team which includes union representatives and community organizations.
* An advisory council made up of experts, from colleges or think tanks to review the district, collect data, analyze progress, and conduct actionable research.
And, of course, assign a leader with skills in the teaching/learning, socio-emotional and management domains.
To wait until schools are on life support helps no one, in fact, it is a waste of resources; it is a never ending cycle. Creating structures with the ability to both reflect and have access to expert advice, to create structures in which a wide range of social services are at hand, to be part of an action research project that assesses programs and outcomes in real time.
With the right structures School Renewal Plans would be unnecessary.