Schools of Distinction What Makes Them Distinct? Greg Lobdell Director of Research Center for...
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Transcript of Schools of Distinction What Makes Them Distinct? Greg Lobdell Director of Research Center for...
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
Schools of DistinctionWhat Makes Them Distinct?
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
Greg LobdellDirector of Research
Center for Educational [email protected]
Kristi Smith, PrincipalStacey Krumsick, Instructional Specialist
East Port Orchard ElementarySouth Kitsap SD
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
• Field-based research, service, and data-centric tools to support School & District Improvement
• In WA-- Partnerships with 580 Schools in 115 districts– What we do & how we do it varies based on serving districts from 80
students K-12, to districts over 30,000 K-12
• The largest WASL “Educational Growth” repository in the state (2000 – 2008 WASL growth data (student cohorts) for districts serving 700,000 students)
Center for Educational Effectiveness
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
• The largest repository of school effectiveness information in the state of Washington (Nine Characteristics of High Performing Schools)– 53,000 Staff, 162,000 Students, and 59,800 Parents (30% from
homes where English is not primary language)
• Assist all schools & districts in OSPI School, District, & Summit District Improvement programs
• Assist all districts in Idaho’s “Building Capacity” K-12 District Improvement Program
• Active partnerships: OSPI, AWSP, WSSDA, Leadership Innovations Team (Powerful Teaching & Learning), West-Ed Regional Ed Laboratory, WSU and UW
Center for Educational Effectiveness
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
Today’s Outcomes• Introduction: Schools of Distinction Selection
Methodology- How are the award winners selected?
• Research Methodology• Findings
– Highlights: Repeat winners vis-à-vis State sample– What’s happening at a repeat winner? East Port
Orchard Elementary, South Kitsap SD
• Implications & application
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
Performance, Improvement, and Poverty
• Poverty is inversely correlated with performance
• What about improvement- does the same hold true?
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
HS-Grade 10
R2 = 0.0032
-1.50
-1.00
-0.50
0.00
0.50
1.00
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Poverty
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LI
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HS-Grade 10 Award Winners Linear-ALL
SOD Award Level
Poverty and Improvement
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
Poverty and ImprovementMS-Grade 7
R2 = 0.0072
-1.50
-1.00
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LI
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MS-Grade 7 Award Winners Linear-ALL
SOD Award Level
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
Poverty and ImprovementElems- Grade 4
R2 = 0.01667
-1.50
-1.00
-0.50
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Poverty
RM
LI C
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Award Winners Elems Linear-ALL
SOD Award Level
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
Why do we see significantly different
improvement results in Reading and Math?
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
Award Winners: Who Are They?
2008 Schools of Distinction 53 elementary, 21 middle, 20 high schools and 7 alternative schools ESDs: at least 3 winners in all 9 ESDs. 65 from Western WA, 31 from Eastern WA Poverty Ranges: 1% to 82% ELL Percentage: 0% to 31% % Non-white enrollment: 0% to 70%
Title I School wide: 40 buildings Did Not Meet AYP: 40 buildings
2008 Repeat Winners 14 elementary, 3 middle, 4 high schools (no alternative repeat winners) Repeat winners in 7 different ESDs. 14 from Western WA, 8 from Eastern WA Poverty Ranges: 5% to 69% ELL Percentage: 0% to 26% % Non-white enrollment: 1% to 57% Title I School wide: 8 buildings Did Not Meet AYP: 10 buildings
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
Elementary Schools RMLI 2002-03
WA State Grade 4: RMLI '02-'03 Baseline
0.00
0.50
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2.00
2.50
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Percent Poverty
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WA 4th Grade
2008 Schools of Distinction
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
Elementary Schools RMLI 2008
WA State Grade 4: RMLI 2008
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WA 4th Grade
2008 Schools of Distinction
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
Middle Schools RMLI 2002-03
WA State Grade 7: RMLI '02-'03 Baseline
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1.00
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2.00
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WA 7th Grade
2008 Schools of Distinction
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
Middle Schools RMLI 2008
WA State Grade 7: RMLI 2008
0.00
0.50
1.00
1.50
2.00
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3.00
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WA 7th Grade
2008 Schools of Distinction
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
High Schools RMLI 2002-03
WA State Grade 10: RMLI '02-'03 Baseline
0.00
0.50
1.00
1.50
2.00
2.50
3.00
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0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0 90.0 100.0
Percent Poverty
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WA 10th Grade
2008 Schools of Distinction
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
High Schools RMLI 2008
WA State Grade 10: RMLI 2008
0.00
0.50
1.00
1.50
2.00
2.50
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Percent Poverty
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WA 10th Grade
2008 Schools of Distinction
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
A quick look at a repeat winner
East Port Orchard Elem
South Kitsap SDPoverty: 48.4%
Students of color: 28%
ELL: 2%
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
WASL 4 Reading: Percent of Students by Level
31%44% 52% 45% 49% 48%
36%
-38%-23% -17% -11% -19% -11% -20%
-11%
-6%-5%
-9%-4%
-7%-3%
19%
25%25% 36% 28% 33%
41%
2002 2003 2004 2005 2006 2007 2008 2009 2010
20%
40%
60%
80%
MeetingStandard
100%
49% NOT meeting standard to77% MEETING standard
All Schools of Distinction accelerated Reading and . . .
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
WASL 4 Math: Percent of Students by Level
-30%-39%
-23%-33% -26%
-11% -16%
-35% -13%
-16%-15% -22%
-19%-22%
27% 25% 31% 22% 30% 30% 30%
8%22%
31%30% 23%
39% 33%
2002 2003 2004 2005 2006 2007 2008 2009 2010
20%
40%
60%
80%
MeetingStandard
100%
. . .accelerated Math as well.
65% NOT meeting standard to63% MEETING standard
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
Research Approach
• Guiding Prompt: How are attitudes and practices different in the Schools of Distinction
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
Today’s Focus Data Will Be:
Phase I Practices of Improving or
Turnaround Schools Oct 2007 – Jan
2008
Phase II EES-Staff Survey Characteristics of High Performing
Schools Dec 2007 – May
2008
Phase III EES-Staff with
Repeat WinnersOct 2008 – Jan
2009
For Details:
• OSPI January Conference-2008, WERA-Spring-2008, AWSP/WASA Summer Conference 2008 Session, OSPI January Conference-2009
• www.effectiveness.org
• Sharratt, G. C., Mills, S., & Lobdell, G. (2008). Schools of distinction: What makes them distinct? Washington State Kappan, 2(1), 20-22.
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
"Nine Characteristics of High Performing
Schools" OSPI
Characteristics of Improved School Districts" OSPI,
Shannon & Bylsma, 2004
"Beat the Odds, 2006"
Morrison Institute for Public Policy,
"Knowing the Right Things
to Do", Elmore, 2004.
"School Turnarounds" Public Impact,
2007
What Works In Schools,
Marzano, 2003
Instructional Leadership
student learning focus distributed leadership observes instruction
frequently
√ √ √ √ √ √
High Quality Teaching and Learning
High expectations use of student data
personalized interventions aligned C & I
√ √ √ √ √ √
Systems Support for Improvement
effective use of data parent involvement professional learning
community I(2nd ed.) √ √ √ √ I
Collaboration
communication addressing conflict
organizational trust peer observation
√ √ √ √ √ √
Readiness for Improvement
belief in student learning openness to new ideas problem solving, conflict
management
√ I √ I I I
CEE Research Focus- Schools of Distinction
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
"Nine Characteristics of High Performing
Schools" OSPI
Characteristics of Improved School Districts" OSPI,
Shannon & Bylsma, 2004
"Beat the Odds, 2006"
Morrison Institute for Public Policy,
"Knowing the Right Things
to Do", Elmore, 2004.
"School Turnarounds" Public Impact,
2007
What Works In Schools,
Marzano, 2003
Instructional Leadership
student learning focus distributed leadership observes instruction
frequently
√ √ √ √ √ √
High Quality Teaching and Learning
High expectations use of student data
personalized interventions aligned C & I
√ √ √ √ √ √
Systems Support for Improvement
effective use of data parent involvement professional learning
community I(2nd ed.) √ √ √ √ I
Collaboration
communication addressing conflict
organizational trust peer observation
√ √ √ √ √ √
Readiness for Improvement
belief in student learning openness to new ideas problem solving, conflict
management
√ I √ I I I
CEE Research Focus- Schools of Distinction
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
Highlights of Phases I and II
Very High Readiness for Improvement75% belief that ALL students can meet state
standards75% willingness to change, and openness to new
ideasCulture of Collaboration
High trust across staff and with leadership75% willingness to address conflict
LeadershipStable – average of 4 yrs in building and 8 years as
principalFocus on instruction and student learning - 50%
observe classrooms dailySystem Support for Improvement
80% have release time monthly for professional development
60% monitor school improvement plans at least monthly
High Quality Instruction and Supportive Instructional Practice
92% use assessment data to identify student needs and instructional intervention
84% use data to guide professional development80% use collaborative lesson design and analysis of
student workHigh Level of Trust
71% believe there is a high level of trust in their school
Reading and Math Beliefs are more important – both in top 10!
Collaborative planning for integration of literacy and numeracy across the curric.
Leadership facilitate processes for improvement
Staff have frequent feedback about how they are doing
Teachers engage in PD to learn and apply skills and strategies
Struggling students receive interventionCelebrating student successTeachers integrate literacy and numeracy
Strength in positive side of TrustLower “Trust Erosion” factors
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
Phase III• Approach: differential comparison
– By each of the Nine Characteristics– By each item within the characteristic scales
• Focus on repeat winners– 2008 repeat winners– 2008 first year winners– Comparison with schools across the state
• Instrumentation: Educational Effectiveness Survey v9.0– Voluntary participation: Staff self-reflection– Nine Characteristics of High Performing Schools– Readiness to Benefit– Includes views of: Organizational Trust, District Support for
Improvement, and Cultural Responsiveness
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
Sample Definitions
• SOD EES Overall Sample (non-repeat winners)N= 1,710 staff in 55 Buildings
• Repeat Winners
N= 520 in 18 Buildings (out of 21)
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
Demographics for State Sample
• EES-Staff surveys from October 2007 to January 2009• N= 16,934 staff• 321 unique schools• Geographically, demographically, and achievement fairly representative
of the state (slightly higher poverty, ELL, and Hispanic representation than state overall)– WASL Reading slightly higher than state average, WASL Math slightly lower
than state
School Level
Other, 87, 1%
K-12, 347, 2%
Elementary, 8461, 50%
Middle / Jr. High, 3843,
23%
High School, 3992, 24%
ESD by Respondents
ESD105, 2199, 14%ESD112,
2406, 15%
ESD113, 125, 1%
ESD114, 1458, 9%
ESD121, 5070, 32%
ESD123, 1860, 12% ESD171,
1129, 7%
ESD189, 803, 5%
ESD101, 724, 5%
Position Administrator2%
Para-Professional /
Instr. Aide12%
Classif ied Support Staff
14%
Certif icated Support Staff
6%
Certif icated Teacher
66%
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
Distinction: Repeat Schools of Distinction demonstrate significant strength in ALL of the Nine Characteristics
2.000
2.500
3.000
3.500
4.000
4.500
High Quality Curriculum, Instruction, andAssessemnt
Monitor Teaching and Learning
Collaboration for Student Learning
District Support for Improvement
High Standards and Expectations
Clear and Shared FocusFocused Professional Development
Supportive Learning Environment
Community & Parent Involvement
Effective Leadership
Readiness to Benefit
SOD-Repeats
State Sample
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
Distinction: The Instructional Core Matters
SOD-Repeats State Sample
Mean: 5=ALMOST ALWAYS TRUE, 1=Almost Never True
Mean Mean
Difference: Repeats vs
StateRank of
diffs
Monitor Teaching and Learning 3.646 3.341 0.306 1
High Quality Curriculum, Instruction, and Assessemnt
3.967 3.687 0.280 2
Collaboration for Student Learning 3.825 3.581 0.244 3
High Standards and Expectations 3.664 3.468 0.196 4
Focused Professional Development 3.731 3.537 0.195 5
Supportive Learning Environment 4.128 3.936 0.191 6
Community & Parent Involvement 3.729 3.538 0.190 7
Clear and Shared Focus 4.230 4.068 0.162 8
Effective Leadership 4.189 4.032 0.157 9
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
DISTINCTION: Monitoring Teaching and Learning
Reduce isolation and open practice up to direct observation, analysis, and feedback.– Make direct observation of practice, analysis, and feedback a
routine feature of work.Elmore (2000, 2002, and 2004)
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
Distinction: Monitor Teaching and Learning
Mean: 5=ALMOST ALWAYS TRUE, 1=Almost Never True
MeanCombined Positive Mean
Combined Positive
Repeats vs State Means
Repeats vs State %Pos
We monitor the effectiveness of instructional interventions
3.843 69.6% 3.322 56.0% 0.520 13.6%
We are frequently informed about how well we are doing
3.867 69.0% 3.483 52.6% 0.384 16.4%
We reflect upon instructional practice to inform our conversations about improvement
3.698 65.7% 3.338 57.2% 0.360 8.5%
Struggling students receive early intervention and remediation to acquire skills
4.018 73.1% 3.678 58.4% 0.340 14.6%
Teachers collaboratively plan lessons 3.492 58.6% 3.205 50.3% 0.287 8.3%Data from peer observations leads to meaningful change in instructional practice
3.000 47.8% 2.794 41.0% 0.206 6.8%
Assessment data is used to identify student needs and appropriate instructional intervention
4.175 78.5% 3.985 71.0% 0.189 7.5%
We are encouraged to participate in classroom observation
3.080 43.6% 2.920 42.8% 0.159 0.8%
Monitor Teaching and Learning 3.646 3.341 0.306
State SampleSOD-Repeats
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
DISTINCTION: The “VITAL Cycle” of Curriculum, Instruction, and Assessment
Beat-the-odds-schools are figuring out ways to customize instruction and intervention so it exactly suits each student’s needs.The beat-the-odds schools are putting in place a whole set of interlocking
practices and policies geared toward winning a marathon (instead of a sprint). It involves a vital cycle of instruction, assessment, and intervention, followed by more instruction, assessment and intervention.
Beat The Odds (2006)
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
Distinction: High Quality Curriculum, Instruction, and Assessment
Mean: 5=ALMOST ALWAYS TRUE, 1=Almost Never True
MeanCombined Positive Mean
Combined Positive
Repeats vs State Means
Repeats vs State %Pos
Common assessments are used to inform instruction
4.01 76.2% 3.43 59.5% 0.579 16.7%
Instruction is personalized to meet the needs of each student
3.79 68.0% 3.48 55.5% 0.313 12.5%
Regular assessment is used to monitor student progress
4.26 85.6% 3.95 76.5% 0.312 9.1%
The reading program we teach is aligned with state learning standards
4.22 81.2% 3.92 69.3% 0.301 11.8%
Our staff demonstrates a thorough understanding of state learning standards for reading
4.06 78.8% 3.78 64.4% 0.276 14.5%
This school provides curriculum that is relevant and meaningful
4.25 85.2% 4.00 74.8% 0.241 10.4%
Our staff demonstrates a thorough understanding of state learning standards for math
3.68 64.6% 3.48 52.0% 0.208 12.6%
The math program we teach is aligned with the state learning standards
3.87 69.4% 3.68 60.2% 0.196 9.2%
This district uses assessments aligned to standards and instruction
3.96 74.0% 3.77 63.2% 0.189 10.8%
All teachers integrate literacy and numeracy concepts into their teaching
3.57 61.0% 3.38 48.4% 0.186 12.6%
High Quality Curriculum, Instruction, and Assessemnt
3.967 3.687 0.280
State SampleSOD-Repeats
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
DISTINCTION: Action-Based Collaboration
Improved districts build a culture of commitment, collegiality, mutual respect, and stability.– Professional culture of high standards– Trust, mutual respect, and competence– Opportunities for peer support, collaboration, and develop
professional learning communitiesShannon & Bylsma (2004)
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
Distinction: Collaboration & Communication
Mean: 5=ALMOST ALWAYS TRUE, 1=Almost Never True
MeanCombined Positive Mean
Combined Positive
Repeats vs State Means
Repeats vs State %Pos
Students understand the expectations and standards of this school
4.109 80.4% 3.732 62.3% 0.377 18.1%
When there is a problem in my school, we talk about how to solve it
4.058 75.0% 3.687 60.1% 0.372 14.9%
Staff in our building do not manipulate others to achieve their goals
3.998 74.2% 3.648 58.4% 0.350 15.8%
Parents & community understand the expectations & standards of this school
3.716 65.0% 3.382 47.0% 0.334 18.0%
Staff in our school are consistently truthful 4.072 80.6% 3.801 65.8% 0.272 14.8%There is a willingness to address conflict in this school
3.959 71.5% 3.695 59.5% 0.264 12.0%
Staff at this school collaborate to improve student learning
4.302 83.5% 4.075 75.7% 0.227 7.7%
We collaboratively plan the integration of literacy & numeracy concepts across the curriculum
3.539 55.6% 3.320 46.5% 0.220 9.1%
There is effective, 2-way communication between the district and our school
3.322 48.8% 3.103 38.2% 0.219 10.7%
Our staff shares learnings from conferences and seminars they attend
3.626 59.4% 3.461 51.0% 0.165 8.4%
Collaboration between district and schools is based upon trust and respect
3.394 49.8% 3.263 42.7% 0.131 7.1%
Our school meets regularly to monitor implementation of our school improvement plan
3.804 62.7% 3.801 64.5% 0.003 -1.8%
Collaboration for Student Learning 3.825 3.581 0.244
State SampleSOD-Repeats
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
Application of FindingsA Quick View by School Level
Why do we see significantly different improvement results in Reading and Math?
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
Elementary Staff- Top 10 Differences
Cha
ract
eris
tic
Stack Rank of
Gap% Positive
SOD
% Positive State
Sample Gap
Instruction is personalized to meet the needs of each student
CIA 1 74.2% 60.5% 13.8%
We hold one another accountable for student learning HSE 2 70.0% 57.4% 12.6%
We are frequently informed about how well we are doing
MTL 3 68.6% 57.6% 11.0%
We monitor the effectiveness of instructional interventions
MTL 4 75.7% 64.8% 10.9%
We reflect upon instructional practice to inform our conversations about improvement
MTL 5 73.0% 62.5% 10.5%
Parents & community understand the expectations & standards of this school
Collab 6 63.6% 53.2% 10.4%
We are provided training to support a culturally responsive learning environment
FPD 7 47.8% 37.4% 10.4%
Common assessments are used to inform instruction CIA 8 78.2% 67.8% 10.4%
Students understand the expectations and standards of this school
Collab 9 78.6% 69.1% 9.5%
Staff members enforce consistent behavior expectations and consequences in their classrooms
SLE 10 77.8% 68.3% 9.4%
Elementary Schools
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
Secondary Staff- Top 10 Differences
Cha
ract
eris
tic
Stack Rank of
Gap% Positive
SOD
% Positive State
Sample Gap
Students in this school are engaged in learning SLE 1 77.9% 60.4% 17.5%
Students understand the expectations and standards of this school
Collab 2 73.0% 55.6% 17.5%
When there is a problem in my school, we talk about how to solve it
Collab 3 72.2% 55.9% 16.3%
Struggling students receive early intervention and remediation to acquire skills
MTL 4 64.9% 49.0% 15.9%
Parents & community understand the expectations & standards of this school
Collab 5 55.4% 40.7% 14.7%
Staff in our school are consistently truthful Collab 6 76.7% 62.1% 14.6%
My colleagues welcome new and innovative ideas RTB 7 67.7% 54.6% 13.2%
Our teachers engage in professional development activities to learn and apply math skills and strategies
FPD 8 66.5% 53.8% 12.7%
We are frequently informed about how well we are doing
MTL 9 60.2% 47.6% 12.7%
Our staff believes that all students can meet state reading standards
HSE 10 57.8% 45.4% 12.5%
Secondary Schools
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
Application: Areas of Focus and Reflection
Successful turnarounds are typically marked by vigorous analysis of data, identification of key problems, and selection of strategies to address the central challenges.
Two leader actions fall into this category:• Collecting and personally analyzing organization
performance data• Making an action plan based on data
School Turnarounds (2007)
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
Monitoring Teaching and Learning
• We monitor the effectiveness of instructional interventions,
• We are frequently informed about how well we are doing,
• We reflect upon instructional practice to inform our conversations about improvement, and
• Struggling students receive early intervention and remediation to acquire skills.
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
High Quality Curriculum, Instruction, and Assessment
• Common assessments are used to inform instruction,
• Instruction is personalized to meet the needs of each student,
• The school provides curriculum that is relevant and meaningful, and
• The district uses assessment aligned to standards and instruction.
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
Collaboration & Communication
• Students understand the expectations and standards of this school,
• When there is a problem in my school, we talk about how to solve it,
• Staff in our building do not manipulate others to achieve their goals,
• Parents and community understand the expectations and standards of this school,
• Staff in our school are consistently truthful, and • There is a willingness to address conflict in this
school.
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
A View from the Field…
• What’s happening at East Port Orchard Elementary- South Kitsap SD
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
Clear and Shared FocusClear and Shared Focus / Vision
83%
64%
76%
76%
81%
79%
69%
14%
33%
21%
21%
14%
17%
17%
0%
2%
2%
2%
0%
0%
5%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
2%
0%
0%
0%
5%
5%
10%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
My performance goals are set based on themission/purpose of this school
Staff I work with demonstrate commitment to ourmission
I understand the mission/purpose of our school
Important decisions here are based on themission/purpose of this school
My work contributes to the mission/purpose of thisschool
This building has a data-driven school improvement plan
The mission/vision of this school and district are alignedwith each other
Almost Always Often True Sometimes True Seldom True Almost Never True Missing
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
Systems of Support
• School Improvement Plan – Data driven– Everyone participates – Align BATRP (Building Added Time
Responsibility Pay)– Aligns with district goals– On going evaluation and revision of plan by
teams
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
Systems of Support
• Individual teacher goals – Align with professional development focus– Align with SIP goals
• Professional Learning Communities– Building focus on common subject– Common Assessments– Data Analysis to drive instruction– Student learning targets
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
Systems of Support
• Schedule– 90 minutes uninterrupted reading and math
instruction– Support staff teams with classroom teacher
for daily reading instruction– Grade levels have common instructional
blocks– Special Education services are provided at
times that do not conflict with core
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
Readiness to Benefit
93%
76%
74%
52%
45%
76%
48%
57%
50%
57%
50%
7%
24%
26%
43%
50%
10%
38%
26%
31%
19%
26%
0%
0%
0%
5%
2%
2%
12%
7%
5%
12%
12%
0%
0%
0%
0%
0%
0%
2%
2%
2%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
5%
5%
7%
0%
0%
0%
0%
2%
12%
0%
7%
7%
7%
5%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
I am willing to work at changing my school for the better
I welcome new and innovative ideas
My colleagues are willing to work at changing thisschool for the better
My colleagues welcome new and innovative ideas
My colleagues are willing to be held accountable forstudent learning
I am willing to be held accountable for student learning
When there is a problem in my school, we talk abouthow to solve it
Our staff believes that all students can meet statereading standards
Our staff believes that all students can meet state mathstandards
I believe that all students can meet state readingstandards
I believe that all students can meet state mathstandards
Almost Always Often True Sometimes True Seldom True Almost Never True Missing
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
Resistance Factor- 2007
29%
0% 50% 100%
Resistance: "I" vs. "They" Mindset
62%
21%
81%
38%
36%
48%
17%
26%
2%
31%
2%
36%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0% 20% 40% 60% 80% 100%
I welcome new and innovative ideas
My colleagues welcome new andinnovative ideas
I am willing to work at changing myschool for the better
My colleagues are willing to work atchanging this school for the better
Almost A lw ays Of ten True Sometimes True Seldom True Almost Never True Missing
33%
0% 50% 100%
GAP: Difference between "I" and "They" Perspective
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
Resistance Factors- 2009
5%
0% 50% 100%
Resistance: "I" vs. "They" Mindset
76%
52%
93%
74%
76%
55%
24%
43%
7%
26%
10%
33%
0%
5%
0%
0%
2%
5%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
12%
7%
0%
0%
0% 20% 40% 60% 80% 100%
I welcome new and innovative ideas
My colleagues welcome new andinnovative ideas
I am willing to work at changing myschool for the better
My colleagues are willing to work atchanging this school for the better
I am willing to be held accountable forstudent learning
We hold one another accountable forstudent learning
Almost Alw ays Often True Sometimes True Seldom True Almost Never True Missing
0%
0% 50% 100%
GAP: Difference between "I" and "They" Perspective
0% 50% 100%
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
• Student learning always the focus
• Developing staff culture to support collaborative, honest interactions needs to be addressed so that the focus can remain on learning
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
EPO’s Organizational TrustComparison Perspective- Organizational Trust
Percent Positive Responses
0%10%
20%30%
40%50%
60%70%
80%90%
100%Integrity
Openness
ReliabilityBenevolence / Caring
Competence
December 2008 November 2007 April 2007
Note: Further from the center implies more positive responses
Copyright © 2006 Center for Educational Effectiveness. All Rights Reserved.
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
The Center for Educational Effectiveness, Inc.www.effectiveness.org
Organization
StudentLearning
The Center for Educational Effectiveness, Inc.www.effectiveness.org
Organization
StudentLearning
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
Implications: Further Research
• So much to do, so little time…– Regressions and ANOVA across all 9
Characteristics and performance and improvement are underway
– Level by level, additional demographic views, characteristics of leadership, instructional practice, etc.
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
The Center for Educational Effectiveness, Inc.www.effectiveness.org
Organization
StudentLearning
The Center for Educational Effectiveness, Inc.www.effectiveness.org
Organization
StudentLearning
Questions?
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
References You Can UsePrimary• Elmore, R. (2004). Knowing the Right Things to Do: School Improvement and Performance-Based
Accountability. Washington, D.C.: National Governors Association- Center for Best Practices.• Marzano, R. (2003). What Works in Schools: Translating Research Into Action. Alexandria, VA: ASCD.• Beat The Odds (2006). Morrison Institute for Public Policy (2006). Why Some Schools With Latino Children
Beat the Odds…and Others Don’t. Tempe, AZ.: Morrison Institute for Public Policy, Arizona State University, jointly with Center for the Future of Arizona. (aka: “Beat The Odds (2006) ).
• Fixen, D.L. et al. (2005). Implementation Research: A synthesis of the literature. Tampa, FL: University of South Florida, Louis de la Parte Mental Health Institute, The National Implementation Research Network (FMHI Publication #231)
• School Turnarounds (2007). Public Impact (2007). School Turnarounds: A review of the cross-sector evidence on dramatic organizational improvement. Public Impact, Academic Development Institute- prepared for the Center on Innovation and Improvement. Retrieved from: http://www.centerii.org/ (aka: School Turnarounds (2007)).
• Shannon, G.S. & Bylsma, P. (2004). Characteristics of Improved School Districts: Themes from Research. Olympia, WA. Office of Superintendent of Public Instruction.
• Shannon, G.S. & Bylsma, P. (2003). Nine Characteristics of High Performing Schools. A research-based resource for school leadership teams to assist with the School Improvement Process. Office of Superintendent of Public Instruction. Olympia, WA.
• Sharratt, G. C., Mills, S., & Lobdell, G. (2008). Schools of distinction: What makes them distinct? Washington State Kappan, 2(1), 20-22.
Secondary• Center for Educational Effectiveness (CEE) (2005). Longitudinal Change in Staff Perceptions of the 9
Characteristics of High Performing Schools in OSPI SIA Cohort-II and III Schools. Redmond, WA: Center for Educational Effectiveness.
• Elmore, R. (2000). Building a New Structure For School Leadership. Washington, D.C.: The Albert Shanker Institute.
• Elmore, R. (2002). Bridging the Gap Between Standards and Achievement. Washington, D.C.: The Albert Shanker Institute.
• Tschannen-Moran, (2004). Trust Matters, Leadership for Successful Schools. San Francisco, CA. Jossey-Bass.
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
The Center for Educational Effectiveness, Inc.www.effectiveness.org
Organization
StudentLearning
The Center for Educational Effectiveness, Inc.www.effectiveness.org
Organization
StudentLearning
[email protected] Material
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
Schools of Distinction SelectionDesign Objectives
• Recognize improvement in performance over 5+ years.• Meaningful – Use a Reading and Math Learning Index to
determine balanced improvement.• Additional information for stakeholders—not a
replacement for AYP determinations.• Transparency and openness through the use of publicly
available data. • Must have at least “adequate performance” in both Math
and Reading.
See: http://www.effectiveness.org/files/SOD_Award_Methdology-2008.pdf
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
School of Distinction Selection Methodology
• Learning Index ==(1 * % at Level-1) + (2 * % at Level-2) + (3 * % at Level-
3) + (4 * % at Level-4)
• Reading and Math combined as weighted average
• Improvement from 2002/03 baseline to 2008• Minimum threshold for consideration: at or
above state average in Reading and Math percent-meeting-standard
• Top 5%See: http://www.effectiveness.org/files/SOD_Award_Methdology-2008.pdf
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
Rig
or
(Ro
bu
stn
ess)
- C
onte
nt c
over
age
- S
yste
mic
(K
-12)
ComplexityLow High
RMLI- Schools of DistinctionSelection
SBE AccountabilityIndex
• Reading, Math, Writing, & Science
• Compensatory
• Status AND Improvement (over 1 year), AND “Beat The Odds”
• Risk Adjusted for Low and non-Low Income
• Systemic- Gr. 3-10 and Extended Grad. Rate
• Criterion-based
•Reading & Math Level Index
• Conjunctive
• Improvement over 6 years
• Grade 4, 7, and 10 only
• 5% “winners”
C E N TE R F OR E D UC ATI ON A L EF F E CT I V E N E S S , I N C .
Center for Educational Effectiveness
Screening
Progress Monitoring Diagnostic
Summative / Evaluative
Student Achievement• Status• Improvement• Growth
Custom analysis on relationships between data sets used for “screening”
WASL, WLPT, DiBELs, MAP, and other assessment triangulation
Strand analysis and analysis of challenges by different groups of students (ethnicity, gender, poverty, etc). Integration of data from multiple assessments
• Comprehensive WASL Analysis• I3 Analysis- year to year growth• Comparative Cohort (multi year growth
Organizational Effectiveness• Status• Improvement• Growth
Educational Effectiveness Survey (EES) Suite: • Board-Leadership • Central District Staff (all areas including operations)• Building Staff, Students, & Parents (available in multiple languages)
Instructional Effectiveness• Status• Improvement• Growth
EES- Instructional Team Survey: PLC focused instrument for reflection on Attributes of Effective Instruction in a PLC or collaborative environment. In-depth professional development provided by Leadership Innovations Team (i.e. “Powerful Teaching and Learning Group”- A. Olzendam & H. Knight).
Leadership
Effectiveness• Status• Improvement• Growth
Profiles of Leadership Effectiveness (POLE) – 360: 360-degree feedback instrument based on the ISLLC standards for educational leadership (State wide standard for Ed Leadership Pro Certification)