Earlier this year, I got to visit to Hollister Prep, a public charter school in California which serves a racially and socioeconomically diverse student population and achieves remarkable results, partly through its use of data-driven instruction. You can read about the lessons from my visit in an op-ed published this week in EdSource:
Many schools collect and track data, but too often, there’s a lag between data collection and reporting — or teachers simply don’t know how to use data. At Hollister Prep, data collection and analysis are constant, ongoing, and used to drive near-term instructional decisions.
I watched students complete personalized math lessons via fun online curriculum that included a cute jumping frog. But this rigorous program also provided teachers robust, real-time data (versus the quarterly benchmark reports or laborious exit tickets other teachers might rely on).
The data told teachers what types of problems a student encountered in the session and what scaffolds and supports he needed. Another teacher tracked students’ mastery of the multiplication lesson of the day to know who needed re-teaching during the intervention block.
The full op-ed is available here. You can also the report that my colleagues Gwen Baker and Amy Chen Kulesa and I released last month, “Unfinished: Insights From Ongoing Work to Accelerate Outcomes for Students With Learning Gaps,” which synthesizes research on the science of learning to inform efforts to help students close gaps and meet grade-level expectations.
This is the third blog post in our #SGInstitute series, led by our Strategic Advising practice on lessons learned from advising schools, networks, and districts on growth and expansion.
Starting a new school or expanding an existing one requires support and action from many different groups of people, including parents, community members, district leaders, and staff. In our recent Strategic Growth Institute (SGI) cohort, participants talked about how hard it is to inspire support and action from these varied stakeholders given the range of perspectives each might have on growth and the limited time organizational leaders have. We heard about the dangers of under-investing in stakeholder engagement, which could result in a program model that does not reflect your community’s needs, an under-enrolled school, or a failed application for expansion. We also heard about the far-reaching benefits of doing stakeholder engagement work well, such as cases where parents and staff not only understand a growth plan but actively shape and champion it.
Many organizational leaders know that stakeholder engagement is key to the success of a growth plan, but planning for this engagement can be hard to do; there is no one-size-fits-all playbook for effective stakeholder engagement. We use a simple three-part tool to help organizational leaders plan stakeholder engagement, anchored on three questions:
The engagement efforts that result from this planning tool will look quite different depending on an organization’s growth strategy and community context. However, we’ve identified important themes to consider during the planning process that apply regardless of the unique situation: Continue reading