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Turn Around Schools. Managing Material and Human Resources EDD 7201 Spring, 2011 Lisa, Stephanie, & Brian.
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Turn Around Schools Managing Material and Human Resources EDD 7201 Spring, 2011 Lisa, Stephanie, & Brian
"When a school continues to perform in the bottom five percent of the state and isn't showing signs of progress or has graduation rates below 60 percent over a number of years, something dramatic needs to be done..”Arnie Duncan U.S. Secretary of Education
Turn Around Defined An avenue for providing students a better chance of succeeding by bringing low-performing schools and ineffective staff up to par through any number of methods including: • Government/business take-over • Removal of staff • Incentives • Grants • Testing/Review/Assessments • Monitoring of data/curriculum/instructional methods http://www.youtube.com/watch?v=-l5dWs_FJxs
Turn Around Defined What can be done for failing schools? The 4 choices: • Turnaround Model:Replace the principal, screen existing school staff, and rehire no more than half the teachers; adopt a new governance structure; and improve the school through curriculum reform, professional development, extending learning time, and other strategies. • Restart Model: Convert a school or close it and re-open it as a charter school or under an education management organization. • School Closure:Close the school and send the students to higher-achieving schools in the district. • Transformation Model:Replace the principal and improve the school through comprehensive curriculum reform, professional development, extending learning time, and other strategies. http://www.youtube.com/watch?v=vTiAPwpmLl0
Pros/Cons • Can schools be considered a business? • If a restaurant or any other business can fail – why not schools? • Do businesses truly know how to run a school/district? • What can’t schools use business/managerial concepts techniques to better run an organization? http://educationnext.org/should-failing-schools-be-fixed-or-closed/
Pros/Cons • Can successful business practices be used to manage schools? (i.e.. Wal-Mart, Starbucks, Google) • Teachers are naturally good hearted and want what is best for students – regardless of change. • Gives existing schools and communities a chance • Puts the education agenda on the national social agenda • Debates the value of NCLB, National Curriculum, Funding, etc.
Funding • Obama Administration offering over $900 million in turnaround funds • Creating a new genre of educational business ventures • $546 million in School Improvements grants (2010) • Various Race to the Top Funding
Nationally • Obama Administration desires to fire underperforming teachers,/principals • Opposed by teacher Unions • Collective Bargaining as seen in Wisconsin and Rhode Island • Within the next five years 5,000 of the nation’s worst performing schools will be eligible for turnaround grants program • To receive the funds, participating schools must either replace their principals and at least half of their staff, close and reopen under new management, close for good, or completely transform
Nationally • Obama Administration has mentioned that more than half of those who fail to graduate are Black or Hispanic • More than 90% of 11th graders tested in Philadelphia schools could not read or do math at grade level • Minnesota expects to remake 34 schools by next fall • Los Angeles Unified School District Superintendent announced that the district plans to substantially cut back on granting lifelong tenure to inexperienced teachers
What the data says • The first lesson is that “people are the essential ingredient in recovery”. • Success depends on retaining the people who truly want the organization to succeed. • Organizational dynamics is as important as organizational structure. • The way people feel on the job can make them perform like cripples or champions. (Murphy & Myers, 2009)
Delaware • Delaware to Received $1.54 Million to Turn Around Its Persistently Lowest-Achieving Schools Stubbs Elementary Glasgow High School Positive Outcomes Charter Howard High School
Turnaround Plans in DE • Stubbs Elementary (Christina SD) • Low- income • STEM Focus • Glasgow High School (Christina SD) • Small school/Academy approach • STEM, Business, Humanities/Arts • 110 students each
Turnaround Plans in DE Positive Outcomes Charter (Camden Charter) • Innovative Schools • “Big Picture Learning” • Internships Howard High School (NCC Votech) • Small Learning Academies • Post Graduate Planning
Plans: • Announced August 31st –planning since then! • Teachers and principals need to re-interview for jobs • First Principal hired – at Howard High School • Christina Union has negotiated to save jobs – transfers if not part of Partnership Schools • In interview process for principals
Concerns • During his address to the U.S. Chamber of Commerce, Mr. Obama praised a decision in Rhode Island to fire the faculty and staff at Central Falls High School, where only 7 percent of 11th-graders passed state math tests • 2009 report by Rhode Island’s education commissioner blamed challenges on leadership instability and not deficiencies among the staff. • In Philadelphia, Renaissance Schools are backed by a union contract- eliminates seniority and extends school day. • (http://www.usatoday.comn/news/education)
How do Principals meet challenges and successfully turn failing schools around? • -exposure to professional development • -build positive learning communities • -develop relationships with teachers, parents, students and the community • (http://www.academicleadership.org/article/)
School Leadership Executive Institute (SLEI) • A rigorous two-year experience for principals to develop and improve leaders’ skills in: • LEADERSHIP • MANAGEMENT • EDUCATIONAL BEST PRACTICES • (www.academicleaderhsip.org/article/Successful_Leadership_in_Turnaround_School)
School Turnaround Success • Revolves around the principal’s ability to effectively apply the Center for Creative Leadership Direction Alignment Commitment (DAC) integrative leadership theory • (www.adacemicleaderhsip.org/article/Successful_Leadership_in_Turnaround_School)
Beliefs • There is a reasonable level of collective agreement about the mission or goal of the group’s shared work. (Direction) • Formal structure and shared work is necessary to achieve alignment. (Alignment) • The establishment of commitment comes with a strong sense of loyalty for the values and goals of the organization. (Commitment) • (www.academicleadership.org/article/Successful_Leadership_in_Turnaround_School).
The Focus • A new way of thinking about leadership • Focus more on shard and distributed leadership rather than traditional leader-follower practices • Focus more specifically on the outcomes that can be accomplished • Use data to make decisions
The Task of all Turnaround Leaders • Restore confidence through empowerment • Replace denial with dialogue • Replace blame with respect • Replace isolation with collaboration • Replace helplessness with opportunities for initiative (Kanter, 2003)
Results • The principal sets the tone. • Expectations are very high and clearly defined. • Schools become a professional learning community where teacher’s conversations are focused on instructional practice and how to improve instruction. • Teachers engage in professional conversations about the quality of assignments. • Feedback is sought after and received.
References Kanter, R. M. (2003). Leadership and the psychology of turnarounds. Harvard Business Review 81(6) pp. 58-67. Rowland, K. (2010, March 2). The Washington Times. Retrieved 2 19, 2011, from http://www.washingtontimes.com/news/2010/mar/02/obama-offers-grants-to-schools-taking-radical-step/ Ed.gov. (2011, February 11). Retrieved February 22, 2011, from http://www.ed.gov/news/press-releases/eight-states-receive-funding-turn-around-persistently-lowest-achieving-schools Matheson, K. (2010). Teachers face consequences, support reform at failing schools. Retrieved February 1, 2011, from http://www.usatodeay.com/news/education/2010-02-24-failing-schools-teachers_N.htm Mcfeeters, B. & Hoole, E. (2009). Academic Leadership: The online journal. Retrieved January 31, 2011, from www.academicleaderhsip.org/article/Successful_Leadership_in_Turnaround_School Murphy, J. & Myers, C. (2009). Rebuilding organizational capacity in turnaround schools: Insights from the corporate, government and non-profit sectors. Educational Management Administration & Leadership. 37(1) pp. 9-27.