Turn Around Schools

Managing Material and Human ResourcesEDD 7201Spring, 2011Lisa, 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 DuncanU.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-overRemoval of staffIncentivesGrantsTesting/Review/AssessmentsMonitoring of data/curriculum/instructional

methods

http://www.youtube.com/watch?v=-l5dWs_FJxs

Turn Around DefinedWhat 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.

FundingObama 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

NationallyObama 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 saysThe 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 ElementaryGlasgow High School

Positive Outcomes CharterHoward High School

Turnaround Plans in DEStubbs Elementary (Christina SD)Low- incomeSTEM Focus

Glasgow High School (Christina SD)Small school/Academy approachSTEM, Business, Humanities/Arts110 students each

Turnaround Plans in DE

Positive Outcomes Charter (Camden Charter)

Innovative Schools“Big Picture Learning”Internships

Howard High School (NCC Votech)Small Learning AcademiesPost 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:

LEADERSHIPMANAGEMENTEDUCATIONAL 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)

BeliefsThere 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 FocusA 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 LeadersRestore confidence through

empowermentReplace denial with dialogueReplace blame with respectReplace isolation with collaborationReplace helplessness with opportunities

for initiative

(Kanter, 2003)

ResultsThe 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.

ReferencesKanter, 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.