School Improvement: A counter-narrative

This is the first in a series of blogs looking at ideas for school improvement. We invite readers to compare the ideas presented with the practices utilized at the Southwest Learning Center.

By: Derek Wenmoth

I spent last week on the West Coast with my two youngest children, introducing them to the joys of the outdoors and a bit of tramping in a part of the world that I once lived and taught. On the way in to Karamea we stopped off at the last school at which I was principal – Granity School, located right on the beach front about 30km north of Westport.

When I took on the principal role at this school it was in serious need of attention. Due to a combination of unfortunate circumstances that included a significant change in the social infrastructure of the district and having had four principals in the year before I took over, the school was in poor shape. In addition to the evidence of student under-achievement, the buildings were also in a grave state of disrepair. It was quite a challenge, but together with the staff I had in the school and the support of the community, we did manage to make a significant difference for the youngsters attending that school. We did this through a range of strategies, including raising the level of community participation, strengthening channels of communication with parents, investing in property development to create a more inspiring learning environment, and by committing to a school-wide process of professional development to address specific areas of need.

My reason for reflecting on this is that I read this morning about new book based on 15 years of data on public elementary schools in Chicago. While many of the current approaches to school improvement focus on things like ‘quality outcomes’, ‘standards’ and ‘effectiveness’, the researchers in this report identify five tried-and-true ingredients that work, in combination with one another, to spur success in urban schools. Based on a series of studies drawn from the database that the consortium has built up over the years, the five ingredients they identified are:

• Strong leadership, in the sense that principals are “strategic, focused on instruction, and inclusive of others in their work”;
• A welcoming attitude toward parents, and formation of connections with the community;
• Development of professional capacity, which refers to the quality of the teaching staff, teachers’ belief that schools can change, and participation in good professional development and collaborative work;
• A learning climate that is safe, welcoming, stimulating, and nurturing to all students; and
• Strong instructional guidance and materials.

It’s worth reading the review of the book, as it identifies the context within which these schools were studied as having similarities with what we’ve experienced in NZ over the past 20 years where move decision-making power was moved to schools. The key point the authors appear to be making is that success comes through attending to the combination of factors listed above – and that the inter-connectedness of these things at a system level means that improvement cannot be achieved through a single issue focus.

For me it’s a very useful list, and one that we’d do well to read and reflect on, and seek to incorporate its messages into policy development for the next 20 years of schooling in NZ! Perhaps in that way we can take a more holistic look at what our schools are about, working from the bottom up where appropriate, intervening with some ‘top-down’ support where required, and promoting greater, purposeful and strategically organized, collaboration among and between schools.

Social Promotion: A well-meaning but flawed policy

This is the second in a four part series analyzing Governor Martinez's plan to reform New Mexico's educational system - from the perspective of practicioners. 

     Social promotion, the practice of keeping students with their peer group even if their academic achievement doesn’t warrant passing to the next grade, is a well-meaning but flawed policy. Social promotion strives to preserve the self-esteem of failing students at the expense of their education. It is clear that we aren’t doing our students any favors by passing them to the next grade completely unprepared, yet policies to end social promotion must also be accompanied by the recognition that it will take much effort and many resources to help those students who do not meet standards. Failing to take responsibility for the education of all children in our society, including failure to provide opportunity to underachieving students, holds grave consequences. With this outlook, Governor Susana Martinez proposes to end social promotion in New Mexico classrooms and help struggling students make academic gains.

      During her campaign Governor Martinez spoke out on social promotion: “When doing anything substantive or meaningful in life, the foundation one puts in place is critical to long term success…every year in the classroom – from pre-kindergarten through high school – builds on learned subject matter and experiences.” It is clear that passing students from grade to grade regardless of their achievement undermines education as a whole by stripping these students of the opportunity to create a solid base for their future. According to the US Department of Education, “More than half of teachers surveyed in a recent poll stated that they had promoted unprepared students in the last school year, often because they see no alternative. Research indicates that from 10 to 15 percent of young adults who graduate from high school and have not gone further--up to 340,000 high school graduates each year--cannot balance a checkbook or write a letter to a credit card company to explain an error on a bill.”

     The Southwest Learning Centers do not practice social promotion and have long advocatd for teh elimination of social promotion throughout New Mexico's schools. For example, the Southwest Secondary Learning Center high school curriculum does not allow a student to move forward until they have mastered a concept. Each lesson in the curriculum includes an in-depth lecture, a vocabulary assignment, and a homework assignment. Students must complete the assignments and lecture successfully before attempting to take a short assessment on the topic. A student must earn a grade of 70% - 80% to pass the topic.  Otherwise, instruction and additional practice is assigned by the teacher to insure the student has mastered the concept and not just accumulated seat time for the purpose of meeting an arbitrary, state-assigned goal. If a student is not able to pass the assessment, they receive individualized, one-on-one help from an instructor. After completing extra homework or reviewing the lecture, the quiz can be attempted again, usually with much more success. This approach to learning helps students who would normally fall behind. This approach also works very well for students that are normally bored in a traditional classroom setting. Very motivated, high-achieving students are able to work at their own pace and get extra explanation and help as needed. Students who would normally fall behind are able to get the extra attention and assistance required to move to grade-level or ahead.

     We invite your comments and suggestions.