Saturday, October 4, 2014

Some Old and New Public School Reform “Straight Talk”


Over two decades of not terribly tranquil senior management — spanning the academic version learning you don’t herd professors, through a private sector turn-around and a high tech start-up — some critical experiential learning was installed. That was, that too many managements spent too much energy and time pushing minutiae.  The concept applies to present public school alleged reform; witness reform zealots as well as inept school management stomping on test and bureaucratic ants while metaphorically rogue elephants as well as some intellectually challenged jackasses roam the halls.

There are a small number of genuinely critical factors in the present public school reform war; they are:  A chunk of education history, that failing retrieval, is like the proverb doomed to be repeated; the critically deficient system for oversight of most US public systems; and the lessons from properly viewing any complex system, that change is neither for the timid nor those seeking instant gratification.  A few more biggies are out there deferred for now, but they don’t include standardized testing, VAM inaccuracy, phony accountability, or firing teachers.

Following are amended versions of two prior 2012 Edunationredux posts, plus note of the above third cited factor.

Factor One:  Edunationredux April 4, 2012 - Where Are We?

Not in a good place, and pushback isn't happening fast enough to potentially brake before the cliff.

Saturday's (March 31, 2012) The Washington Post, "The Answer Sheet," presented contrasting tones. Stanford Professor of Education Linda Darling-Hammond, an alleged champion of public education, and advisor to Mr. Obama before his election, mechanically repeated the platitudinous squibs well known for over a decade, that income and cultural differences among schools and students have more to do with performance than what are presently being institutionalized as reforms.  Apparently, neither Mr. Obama nor his subsequent attack leader, Mr. Duncan, registered the message, then, or since.

Churned up in a related search, Indiana University's "Center for Evaluation and Education Policy" at this century's turn reported the results of a comprehensive quantitative assessment of the income/culture-performance question, inferring that most of the variation in public schools' performances could be statistically linked to demographic, socioeconomic, and cultural attributes of their participants.  Also reported at the old stomping grounds, and also over a decade ago, a meticulous review of research on classroom teaching methods, indicating that little of the experimental results purported to be the definitive "methods" guides for public K-12 classrooms reflected fully defensible research or analytical techniques.

But NCLB, RTTT, standardized testing, and VAM have moved the goalposts and improved scoring, right?  Another tidbit reported that hasn't received much attention by its state's press, dated April 2012: "...25 percent of Indiana's students passing its Core 40 testing (Indiana's graduation test) require remedial course work entering postsecondary work."

If that isn't straight enough, continue reading.

The Duncan Disaster

At the top of the present mess is an educationally delusional, politically hardened, or just hypocritical Arne Duncan, who should be removed from the U.S. Department of Education’s head shed, forthwith, and with prejudice.  “The Answer Sheet” made the case for impeaching his leadership.

Naïve thinking?

A property of virtually all of the critique of standardized testing being floated revolves around the value judgment that it is testing various wrong things – test validity – or that the testing is unreliable.  Legitimate research of present standardized testing suggests both cases can be made, but the roots of an entire dysfunctional movement, imposed so aggressively and with so little intelligent deliberation, go much deeper than failure or perversion of the psychometrics that allegedly underpin the tests.  One has to start with basic causes.

The first observation will certainly not be popular with many of those in public education finally awakening and registering current reality, that one intent of the testing mechanisms being hustled is to push public K-12 out of the education business. If you are one of those late bloomers, let's be clear, that is one of the goals of some fraction of the shadowy and diverse origins of present testing; the goal is privatization of K-12 in the misguided belief that “markets” will cause competition to perfect our schools.  That naïve view is the alleged wisdom of neoconservatives lacking a functioning cerebral cortex, and arguably much economic education.

What triggered this point of view?  This will also not be appreciated:  What created the present devolution of US public K-12 is the broad and historically extended failure of public education self-assessment, and it's teacher feedstock creator, our fumbling schools of education.  Public K-12 has had at least a half century to start understanding learning, moderating the ignorant dependence on deduced "methods” with neural biology supplying real answers.  Also contributing, liberal political correctness that infiltrated virtually every US public school last century.  Remedial steps -- including reforming curricula, and adopting the organizational knowledge and managerial theories and practices that drive ethical private sector performance and creativity -- never made it across the starting line. Those failures, translating into some fraction of public education school boards, administrators, and teachers ranging from self-righteous to myopic even when ethical and educationally competent, are what initiated and have fueled the present disaster.  

Somewhere in the halls of public sector leadership the belief was formed that public K-12 could or would never reform itself, and that the only Federal tool out there was the testing hammer of NCLB, perpetuating the most simplistic and punitive properties of ESEA.

Beating a dead horse?

If this seems pejorative, one only has to observe in real time some of our heartland’s public systems, including where based on only test scores, excellence is trumpeted. Two local systems in this blog's backyard stand out. 

The first has elected over two decades four superintendents not role models: The earliest was subsequently convicted of felony trafficking in child pornography; the next in line was seemingly educationally competent, but unethical and guilty of educational fraud; next an allegedly borderline sociopathic system leader seeing contemporary school management as "command and control," and allegedly maliciously and discriminatorily blocking any taxpayer who might challenge the model -- Ohio's sanction for that educational performance, appointment as a county superintendent, embedded in Ohio's most educationally corrupted infrastructure, its so-called education service centers; and the most recent leader installation, guilty of plagiarism and dishonest manipulation of school issues, and allegedly lacking educational competence. The school's curricula are still peppered with mediocrity, some contents and methods simply wrong.  Its digital strategy started with fraud, and in spite of the gift of extraordinary internet bandwidth, remains a deficit for its students.  Consequently, with perverse logic, it declares itself excellent.  

The system's BOE, in turn, has squandered every opportunity for transparency and broad community support, losing two recent major facility levy votes (unheard of until these votes) by trying to scam the community. Ohio's open records and meetings acts have been repetitively violated.  The BOE's latest act of electoral good faith, was allegedly tinkering with the last board election to deflect competition for the BOE and seat an 'inside board.'  This is a system, that on the surface and in its proclamations of excellence looks good, but smells bad; a Texas idiom, "all hat and no cattle."

The second system may be worse, but perhaps with guilt, less glib it its propaganda.  The overall system appears mediocre with occasional teacher bright spots, but unsupported; its BOE is now chaotic, the result of misguided board leadership that embodies everything that has become negative about too many US public schools:  Self-righteousness and ignorance of BOE responsibilities; the belief that due and democratic process just gets in the way of control by an inside cabal; disrespect for Ohio law; literally all of the behaviors that in larger measure characterize institution performance that can become dictatorship.  Also dominating are examples of arrogance and the lack of competent oversight, with administrative leadership that is equally malfeasant.  All of these factors have some icing on top; a majority of its BOE members too cowardly, or ignorant, or phlegmatic to step up and execute the oversight that they swore to uphold with their oaths of elected office.  A role model for the system's children?  Meanwhile most of the community remains blissfully unaware of or disinterested in most of these deficits.  

Some of the above characters' performances, both systems, should be addressed by Ohio's Department of Education, but that politicized department as earlier noted acts with virtual total disinterest in local school performance (if it isn't embodied in standardized test scores and school grades), or local system administrative integrity, or genuine Ohio K-12 learning.  There are obviously educationally competent and civically meritorious public school systems in Ohio, but they may be developing about the same incidence as the occurrence in the US House of Representatives of members who are intelligent, politically centric, and uncorrupted.  

Is this the public K-12 education it’s worth saving with double-digit billions of tax dollars, or by going to the mat with the USDOE, an Arne Duncan, or a Bill Gates, or with our politicized state education departments, or the corporate testing and charter lobbying enclaves?  In sophisticated language, education professor Linda Darling-Hammond suggests we simply need to play nice and bring together all of the social/institutional components effecting public K-12. The answer, or a serious academic reality deficit?  The conundrum represented, draconian attack of public schools with narrow testing, local retro public K-12 and their BOE, two-faced Federal leadership, and an electorate with the capacity for strategic time scales and delayed gratification of our 21 year old cat; all challenge finding quick or one-note solutions that can actually advance public US K-12 schools and real learning.

The infamous accountability challenge

Accountability is like “ahhhh, Bach;” who can be against accountability? 

But let’s put it in place where it most effects genuine learning:  Congress kicking the EASA/NCLB can down the trail; moving on to Arne Duncan and an extreme liberal but now operationally nearly despotic U.S. Department of Education; a couple of generations of scattered but embedded incompetent or dogmatic public K-12 superintendents and principals; an equivalent swath of incompetent to worse local school boards; some fraction of the products of our schools of education who really are incapable of intellectualism and competent classroom teaching/coaching; let’s not forget the politicized and educationally questionable denizens of many state departments of education; the farm-team academics or anonymous text publisher back rooms typically producing most public K-12 texts, and the corporations aggressively lobbying every state to continue to peddle them; schools misunderstanding and rejecting proper technology adoption; and maybe lastly, let’s not ignore a wide swath of parents clueless or desultory about the full role they are supposed to play in seeing their children educated.

Accountability?  Damn straight we need it, but who’s delivering?

The testing mysteries

Moving on, the majority critique of alleged standardized testing revolves around its relevance to real learning, then the tests’ specific validity and reliability, each having multiple parts.  All three points are relevant, but peek behind the wizards’ curtains.

Who, specifically, is writing the tests’ questions, based on what logic, with what credentials, supervised by what expertise, with oversight by which subject matter experts, with what inputs from real classrooms, using which psychometric principles, field tested when and where before being rolled-out nationally, and subject to what mechanisms for critique and resolution of test failure or performance distortion?  Who is watching the corporate creators of these multi-billion dollar businesses – the answer of course is no one supported by regulations or with the power to create confidence in what’s being delivered.  Does this scenario conjure an aroma of financial meltdown déjà vu?

Have you ever heard of the JCSEE?  The acronym stands for the "Joint Committee on Standards for Educational Evaluation," representing the major national associations that have anything to do with K-12, spanning 18 associations from the American Association of School Administrators to the National School Boards Association.  Since 1988, the JCSEE has for K-12 schools published and updated every five years:  Personnel Evaluation Standards; Program Evaluation Standards; Student Evaluation Standards; and accredited by the American National Standards Institute (ANSI, that every technical professional will recognize), making those standards “American National Standards.”

Give or take a little Kentucky windage, the current standardized tests being bought with billions of tax dollars, to allegedly metrically gauge manufactured recall and goad teachers, violate virtually every caveat of these standards.  To add insult to injury, the testing, to the extent it is transparent, appears to violate most of the caveats articulated for test design specified by the psychometric literature.  In any discussion of that testing to date, we have yet to hear which theory of measurement, if any, has been used to create the test items:  Item Response Theory, Item Characteristic Curve Theory, Latent Trait Theory, Rasch Model, 2PL Model, 3PL Model, the Birnbaum Model, or just some teaching professionalism; all of the above; none of the above?  Listening...

In fact, we don’t know how these tests are being conceived, or who is by indirection calling out what has become sadly de rigueur by state for all subject matter to be tested, hence learned?  If this is a “black box,” who is defining learning in US public K-12 schools, with what logic, with what purpose, with what demonstrated expertise, and by what authority?  Is the game to support our uncontrolled text/test oligopoly of barely visible corporate profit machines, manipulating both what they with uncertified portfolio declare to be knowledge, then enforcing that omniscience by also writing its tests?

If so, fools are determining the contents of US public K-12 education.

A small part of the above puzzle was addressed in an April 27 post to The Washington Post’s “The Answer Sheet,” “Pearson and how 2012 standardized tests were designed.”  It is only a partial answer, but on its face already a basis for challenging the entire standardized testing strategy underpinning alleged but seriously flawed reform.

Where the radical left joins the radical right, centrism isn't the product, and everyone loses

The next issue is the product of literally years of puzzling:  Specifically, why is the Obama Administration in bed with the most zealous enemies of public education?  Who are the players behind closed doors who have executed what tactics, paid what amounts, and used what intimidation or extortion to blend Obama oil and extreme right wing swamp water.

If the argument is, this testing and VAM are the only tools available to Federal enforcement under the Constitution, there is at least some logic in the tactics; simultaneously, failure to recognize or callous disregard of present tactics’ unintended consequences is egregious intellectually and ethically.  But the extended question is whether the actions being pushed by Mr. Obama and Mr. Duncan actually represent an extreme liberal delusion that was never subjected to proper vetting?  How is what is being inflicted on U.S. public education by this Administration any less destructive than how public K-12 brought down its own house, or the educational Darwinism advocated by the worst of political and educational retrograde thinking on the right?

Lastly, by failing to challenge the National Governors Association, and short-circuit CCSSI perversion of knowledge standards to ramp up ignorant state testing and curriculum requirements, the Administration has set up virtually all K-12 to be nickel-and-dimed into strategic mediocrity and reversion to a past century.  The stupidity of state actions is already being unfolded, for example, launching in Indiana and Ohio with state administrative bully-driven and retrogressive testing and school grading, even while nationally protests are building to cease the testing blitz.

A small, still material unintended consequence, and a huge one

There are multiple negatives strewn across the US by the present manipulation and dissembling being called reform, most already called out by our best students of K-12 history and prospect.  There is another unintended consequence:  Discouraging students from challenging themselves and choosing higher level courses when they may have fewer normal grade implications, if the course test results are factored into rating their teachers.

The huge one, however,  that has not received attention is the consequence of the diversion of attention, intellect, and energy to firefights on testing, versus addressing an educational tsunami:  Playing political or utopian games with last century’s bases for learning, while those very conceptual bases are undergoing massive transformation.

Churning just beneath the surface of applicability is a mushrooming universe of technologies and expanded knowledge bought with the R&D investments of the last half-century. What the philosopher terms knowledge, and pragmatically new understanding are changing core beliefs of how everything works, universe to elementary particles through individual human and social behavior, and aggregating and doubling at a rate exceeding Moore's Law.  We are already at the boundary – primarily effecting secondary education, but inching toward the baccalaureate level – where what we've assumed for over a half-century can be trimmed or surveyed and introduced in 7-12 or 9-12, simply won't fit anymore.  Indeed, unless there is a sea change in the re-education of public K-12 teachers, or rethinking the seat-time model, or rethinking even the entire basis of pre-postsecondary education, the whole alleged learning package becomes retro smoke and mirrors.

You either craft a new theory of what public K-12 and especially 9-12 should be, or the subject matter issuing in future US classrooms and presently tested, is not just useless but destructive of this society’s economic growth and sustainability.  

Footnote:  In the 26 April 2012 issue of the world science journal, Nature, neuroscience author, science journal publisher, and professor Michael Shermer, as part of a book review noted:

"It has been estimated that, from the beginning of civilization -- 5,000 years ago or more -- until 2003, humanity created a total five exabytes (billion gigabytes) of information.  From 2003 to 2010, we created this amount every two days.  By 2013 we will be doing so every ten minutes, exceeding within hours all the information contained in all books ever written."  He concludes:  "...the mountain of facts is now so vast that we cannot hope to learn, let alone remember them."

Thus, it just makes sense to repeat last century's production model of education; memorize facts, with disconnected fragments of knowledge, and flog with standardized tests, that engender no questions nor creativity?  Add that future manufacturing may more nearly resemble 3-D printing.  Then "corporate reform" is America's thrust for its future?  Well, not so much.

Factor Two:  Public K-12 – Is School Board Reform an Oxymoron?  
(Update 3/13/2012)

There are allegedly around 14,000 of them.  Politically, like death and taxes, they will likely  be with us in perpetuity in one organizational arrangement or another. 

At the same time, though earning widespread disrespect, they are also rarely mentioned in the ongoing assault and alleged reform of public schools.  They are the frequently elected, sometimes appointed, sometimes qualified, rarely properly vetted electorally, rarely trained/prepared for their functions after installation, rarely perform transparently or are made accountable, and the alleged community representatives we love to hate -- your local school board. How does our nation strategize and implement public school change that must depend on oversight and educational literacy of our BOE?

This topic is easily worth books; in fact, there are 37 relevant books on school board governance in the first dozen pages of Amazon listings for a search on “school board reform,” and some multiple of that in relevant journal articles, few of which if any have ever been read by school board members seen to date in this neck of the woods.  Many boards do not know their responsibilities much less exercise them.

To keep this post manageable, the topics are restricted to some high- or perhaps, low-lights:  Empirical knowledge about our boards; what happens to school boards; possible board reforms; boards as factors in K-12 reform.

What do we know?

The first item; what do we know about board performance?  

The answer, virtually nothing based on good research methodology.  Compounding the issue of how to gauge board performance is the need to cover years of actions to assess the concordance of board behavior with related school performance.  Further complicating assessment, the effects of a board’s function are played out in the diverse operations within a school or district and may show up as delayed effects.  One obvious, politically incorrect example, is the board that insidiously puts a school’s sports’ values ahead of learning, even to the extent of choking off spending for learning infrastructure in favor of sports complexes to feed parental and community sports egos.  It may take years for the cultural impact of such a value system to be seen in graduation rates, or meaningful assessment of real learning.  When it occurs, the board that spawned the degradation of real education is frequently long gone, the link erased to protect the ignorant and guilty.  Most schools and their boards aren’t believers in “double-loop learning.”

Board research also needs to be longitudinal, and the cost to secure sustainability of current longitudinal research is high, both in maintaining organizational relationships with systems to allow study and the lack of funding for such research, versus the episodic issues seen as central to classroom function.  It takes strategic perspective, not big at any recent time in US public K-12 education.

What is it about school boards?

Other boards work, why not school boards?  This question puts you into the heart of the issue.  For example, how can five or seven literate, intelligent, frequently professional human resources seen individually, turn into a board that becomes paranoid, secretive, unresponsive to those who elected them, possibly micromanagers of a system, or alternately so intimidated by a superintendent that they have little effective oversight of that system?  Witness to the latter syndrome, boards where the minutes of a board meeting are prepared by a superintendent in their totality and never amended – well in advance of the meeting in question – or where responsibility for strategic issues is simply delegated to a superintendent because board members are risk averse.  All it takes, referencing the earlier system example, is bad leadership and board members too timorous or lacking the integrity to honor their oaths of office.

The above immediately directs the discussion to the roles of the board, versus roles of a superintendent.  Related, whether many school boards, even when they represent reasonable elected membership, are equipped without further professional counsel to hire a superintendent.  One reality is that even when you have a competent board, matched with a competent superintendent, the roles to be played are not simply ones that can be easily codified, but represent a subtle dance of the two entities and sets of functions.  

One of the most frequent criticisms of boards that are populated by the generally competent is that they are still predisposed to micromanage, or focus on minutiae instead of policy and larger issues.  This speaks to whether most boards, even consisting of competent members, have the organizational awareness or coaching to fashion the playbook to stay out of most school operations and within the agreed board policy and decision boundaries.

The other side of this coin is whether a board is predisposed to get between school leadership and its community to protect a system from funding and other topics that take on community-wide disagreement.  That is one of the roles, but one that is a hard sell when a board lacks confidence in its policy positions, or is more interested in re-election than supporting learning.  

Another of those realities is that too frequently school board seats are sought for reasons other than service to K-12 education:  For ego and social self-promotion; to pursue special interests, or in many cases a prior grievance with a school; as a stepping stone to other public office; and even as a way to practice nepotism or award the “good old boys’ (or girls’) network” in bringing human resources into a system.   As there is little oversight of a school board once installed, unless there has been state reform to enable a malfeasant member or even board removal from office, who watches the watchers?

At the end of the trail in trying to assess board quality, the issue comes down to a combination of how human resources are chosen for any material assignment, and whether after they are chosen, there is in place the necessary developmental work to create the expertise for the role, akin to the fashion of boards in other venues.  In sum, you don’t invite the incompetent to become the basis of organizational oversight in good corporations, or in boards of professional associations, or in pubic sector organizations where legitimate oversight is sought; or the illiterate or naïve to serve as oversight of public K-12 education.

Reform possibilities?

Is school board reform possible?  A raft of optimistic educational researchers, pundits, the National School Boards Association, and related assets still believe it is.  Below is an abbreviated list of proposals that have been floated for school board reform:
  • Move to appointed boards, or a mix of elected and appointed boards, where qualifications of appointed members can be required.
  • Change the electoral patterns for school boards, requiring the testing and debate in the public square characterizing most elective competition. 
  • Statutorily increase the educational requirements to run for a school board.
  • Require mandatory training for elected board members; possibly even certification by testing before a board member can be seated.  Add mandatory periodic developmental training for currency.
  • Require a code of ethics and conflict-of-interest policy for all boards.
  • Statutorily provide for removal of a board member, or an entire board for cause. 
  • Better define the roles of a board versus a superintendent, even express these contractually. 
  • Specifically define the duties of board members, with provision for requiring performance to maintain position. 
  • Create a school board report card, with annual assessments; a recommendation of the NSBA. 
  • Merge districts for board representation, to reduce the number of boards, increase the pool of competent candidates for election. 
  • Pay board members at a sufficient level to create performance incentives and provide disincentives for malfeasance. 
  • Organizational training in addition to educational indoctrination, to improve the actual conduct of board operations, including awareness of the needed transparency and communications relationships of a board with its constituent community. 
  • Require qualified advisory groups from a community be used to provide professional assessments of superintendent hires, forecasting and budgeting, school design and construction, and social and behavioral issues within a system. 
  • Take on the voter educational task of explaining K-12 pedagogy and reform needs to parents and the community, because a board is an intermediary between system and those funding it.
  • Establish a solid pattern of communicating with parents and the community; one strategy that automatically improves both the contents of school board meetings, and the community’s interest and attention to education, is using the CATS provisions of local cable operation.  Put your meetings online, in real time; where this is employed the whole spectrum of quality of content through quality of board deportment improves, and a community in turn learns why there are school challenges, and why their support is important.
Do any of these recommendations, drawn from many sources including ones representing school boards, have a chance in the present reform environment?  They are all pretty rational, none really extreme judged against the contents of professional standards expected in other venues that have a lesser impact on American society.  Answer:  Highly unlikely in the present US education environment.

Bitter addendum from the search

In the process of researching this post, an opinion piece by nationally known educator Larry Cuban was noted.  Always informative, this one captured the writer’s attention, not by its erudition that was substantial, but by the large number and the contents of comments it had elicited from parents with children in our public schools, including many parents who were also educational professionals in some capacity.

The parental comments went beyond troubling, indicating broad frustration and discontent with their own public schools, even myopic teachers, but especially dogmatic, myopic and self-righteous boards, principals and superintendents, more concerned with rules, risk aversion and deflecting transparency and critique, than whether the children involved were ever being educated beyond achieving on standardized tests to keep school images, and their own reputations intact.

Astounding was the sameness of the critiques of public K-12 systems widely scattered across the US, reflecting vitriol for public education professionals who just wanted those parents to go away, let them practice what they knew, even if it was last century’s education, and expressing either disinterest in or contempt for internal creativity and change in any facet of their systems including greater teacher involvement in the core processes.  If there is any question why the bizarre combination of a liberal President and a profiteering and potentially dirty segment of the corporate sector, with a few narrow or billionaire do-gooders thrown in, are the merged driving force of alleged public K-12 reform, our public education establishment doesn’t have to look beyond some its own door jambs.

A postscript

From a PhD researcher at the Intercultural Development Research Association, a bipartisan Texas-based organization working on quality of teaching and learning, the prescriptions for school boards’ efforts to improve performance were logical and fit school reform needs:

“1. Become better informed of community assets and needs, student characteristics, and implications for a quality educational program. Although most states require that their school board members receive training during their tenure, the training rarely targets knowing their communities (assets, needs, student characteristics) or basic knowledge about a quality education program. How can we entrust the education of our children to persons who are responsible for school policy but who have a limited knowledge of quality education and quality teaching?
Unfortunately, it is not uncommon for school board members to become totally disconnected from their role and the duty that they are elected or appointed to carry out. The community that elected them should demand greater interest, action and leadership from them.
2. Engage in constant dialogue with community leaders and parents to ensure that schools work in partnership with community members and parents to enrich the quality of education to be provided. Successful school boards meaningfully engage their communities in periodic forums, meetings and reflection sessions to check the pulse of schools in graduating students who are ready for college, in ensuring that schools are holding on to students, and in creating school environments that are safe and responsive to the needs of all students.
Building community consensus and support for school transformations based on research and compassion are powerful methods. It also can neutralize the effects of political rivalry and enmity that cause school board paralysis, deadlock and inappropriate action. Too often school boards engage community only during election times.
3. Promote and facilitate partnerships with community members and parents as a powerful way of creating and sustaining educational change. Recently, a leading school superintendent was lamenting the lack of knowledge and commitment of school administrators to value and partner with their communities and parents to create a learning community that works and supports a quality educational program.
Effective school boards are strong advocates of meaningful engagement. They promote and facilitate partnerships with community and parents as a powerful way of creating and sustaining change that leads to student engagement and success. School administrators must realize that total student success will not be achieved until the school partners with all sectors of the community and parents and has the full confidence of students.
4. Become an integral part of a leadership team responsible for designing school reform efforts. Many times, school boards underestimate their contributions as citizens and elected representatives of the general public in school reform efforts. They bring different, essential perspectives into the planning and design phase of school reform. They are in a position to change policies to enable schools to make the necessary changes.
The total disengagement of school board members from school reform efforts can have a detrimental impact on schools’ success. By disengaging, board members abdicate the power and responsibility entrusted to them through the democratic process.
5. Be accountable to the community for excellence and equity in the provision of services and the resultant academic accomplishments. If systemic changes were well-defined, understood and supported by an informed school board, they would be less vulnerable to disruption of educational services to students created by school leadership changes like a new superintendent or new principals. Many times, leadership vacuums left by superintendents’ or administrators’ sudden departure lead to complete school disarray and dysfunction.” 

The above are immediately a source of frustration; for they are what most smaller system school boards work diligently to avoid.

Factor Three:  Zap Them or Think Strategically?

Lastly, coming contemporarily from an outstanding legislator and student of schools in multiple cultures, the wisdom that in any large system the rate and scope of education change within short time spans can be dysfunctional.  The thoughts were aired recently in The Washington Post, "The Answer Sheet."

The author is Andy Hargreaves, Brennan Chair in Education, at Boston College.  He is an advisor to the premier and minister of education of Ontario, Canada; and in the last year participated with the OECD (source of the PISA international tests that are used as the rationale for much of the US public school reform agenda) in reviewing a Welsh strategy to simultaneously raise student literacy and numeracy in a brief time span.

His and the OECD's counsel; don't.  Hargreaves' assessment:

"Large-scale literacy reform has been in vogue in the United States and elsewhere for two decades now. It has been one of the driving forces of educational change across the country and many other parts of the world. One of the places it began was in New York District 2 in the mid 1990s. There, the Chancellor of Schools, Anthony Alvarado, and his staff, imposed a literacy program across the whole system, linked to measurable achievement gains, and backed up with detailed new materials and intensive one-on-one in-classroom coaching.

Harvard professor Richard Elmore and his school superintendent coauthor Deanne Burney articulated and applauded the reform design and its impact on results. Diane Ravitch later took some of the edge off the achievement gains by arguing that some of them were a result of gentrification of the community, not of the change strategy. But the more important point is that when the San Diego school district became enamored of the model, and transplanted Alvarado and many of his team members to implement it on the other side of America in a fraction of the timescale, the results were catastrophic. Gains were not sustainable and open warfare broke out between district factions as teachers and principals buckled under impossible high stakes pressure for short-term results. What was the lesson to be learned? Large-scale literacy reform has to be grown gradually. It cannot be imposed impatiently."

But that is precisely what NCLB has attempted, then doubled down by the Obama administration with RttT and throwing dollars at systems, arguably seeking a quick education win to burnish the two presidential terms.  That the strategy has failed is becoming obvious, and in the manner experienced in the far wiser OECD read of those needs for change.  Hargreaves sums up the experience: Problems were "...massive teacher burnout and professional disillusionment that led to a crisis of recruitment and retention of teachers.  Simultaneous imposition of literacy and math reform requires teachers to change all their practice all at once and this is so overwhelming that it threatens the basic capacity of the profession to maintain its quality."

Reflect those effects occur in education systems dwarfed by the US, and likely with far greater national control of the vagaries that inflict and differentiate American public schools.

It is a cynical point of view, but it is also a credible assessment: That far too much of present public school reform, whether flogged by Obama and Duncan, or right-wing ideology, or some cabal of our corporate community, is being pushed simplistically to try to reassert American exceptionalism in world primary and secondary education competition, driven by nationalistic hubris, and candidly, ignorant selfishness.  The latter because major gains are being sought in 'their time,' with little or no strategic awareness of the downstream strategic costs to the nation, and to the children potentially intellectually and professionally depreciated by the present standardized testing stupidity and creation of myopic short term learning gains.  Ego and myopia are an educationally destructive combination.

Add to the deficits, our teacher population and the foundations of an egalitarian public school philosophy become collateral damage, and that overarching mission of "corporate reform," creating a better and more creative labor force, will see virtually the opposite proceeds.  The presently derided predictions of even highly knowledgeable business strategy gurus may prove not fiction at all; that within some of your lifetimes a combination of robotics and artificial intelligence (AI) may further decimate our middle majority of knowledge workers, for cause!

The bottom line on things that are still crippling US public school strategic reform:  "Plus ça change, plus c'est la même chose."

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