Tag Archives: charter schools

Committing to Continuous Improvement in Schools: A Customizable Workbook

Figure 1: Bellwether’s refined continuous improvement cycle

Bellwether’s Academic and Program Strategy team partnered with K-12 schools in more than a dozen district and charter networks across the country in the 2020-21 academic year to adopt continuous improvement (CI) cycles that diagnose and reverse unfinished student learning through an iterative, evidence-based approach. In this final blog post, the team provides a customizable CI workbook for use in any school context. 

Last week, we unpacked the increasing value of continuous improvement (CI) cycles in education settings and included reflections from four partner schools on what Bellwether’s distinct CI process looks like in practice. 

In Bellwether’s refined CI approach, the technical and adaptive components of the cycle (Figure 1, represented by a circled “T” and “A”) are intentionally blended. This approach enables school leadership to ground CI plans in measurable goal-based data metrics within aligned, agile teams and coalitions focused on supporting seamless execution on behalf of students. 

As schools reopen this fall, leaders and educators will need to get more strategic and efficient about diagnosing and reversing unfinished student learning in their unique school settings. Bellwether’s Continuous Improvement in Schools Workbook provides a customized way to do that. 

We hope this workbook will be a useful tool as school leaders assess and respond to unfinished student learning this fall and beyond.

It’s Time for a New, Refined Commitment to Continuous Improvement in Schools

Figure 1: Bellwether’s refined continuous improvement cycle

Bellwether’s Academic and Program Strategy team partnered with K-12 schools in more than a dozen districts and charter networks across the country in the 2020-21 academic year to adopt continuous improvement (CI) cycles that diagnose and reverse unfinished student learning through an iterative, evidence-based approach. In this first of two blog posts, the team unpacks Bellwether’s comprehensive approach to CI and what each step in the process looks like in K-12 school settings. Next week, stay tuned for a customizable CI workbook for use in any school context. 

The pandemic and its disproportionate impact on students from historically marginalized communities underscores the value of continuous improvement (CI) as a framework for understanding the depth of unfinished learning and responding to it in an urgent, data-driven, and adaptive manner. In the past decade, CI has worked its way into the lexicon of educators, largely due to the Carnegie Foundation’s plan-do-study-act cycle that has been applied to diverse education improvement efforts from implementing ESSA plans to closing achievement and opportunity gaps. This growing education application of CI draws on more than 30 years of CI best practices in improving products, services, or processes through successive, rapid, evidence-based cycles in a range of sectors. 

Since fall 2020, Bellwether has supported more than a dozen districts and charter networks in their CI efforts, within virtual and hybrid settings, and has developed a balanced approach to the process attuned to current realities in the field. Bellwether’s CI cycle (Figure 1) follows a familiar four-step cadence (“Envision-Execute-Examine-Enact”), but builds on prior models by adding a high-impact adaptive leadership action to what’s typically been viewed as a predominantly technical process. This modification — based on 21st century change management research from Chip and Dan Heath, Ronald Heifetz and Marty Linsky, and Dr. John Kotter — is grounded in the idea that while CI’s technical elements are critical to understand what needs to happen, the cycle ultimately doesn’t lead to sustained change without careful consideration of how that change will occur. 

In Bellwether’s refined approach to CI, the technical and adaptive components of the cycle (Figure 1, represented by a circled “T” and “A”) are intentionally blended. This approach enables school leadership to ground CI plans in measurable goal-based data metrics within aligned, agile teams and coalitions focused on supporting seamless execution on behalf of students.

What does this look like in practice?

Four of the schools Bellwether supported this year, each with its own unique context and focus, weigh in:

1. Envision

Achievers Early College Prep Charter School, a public charter middle school in Trenton, New Jersey, built and implemented a new, data-informed intervention program to accelerate the academic growth of its most vulnerable students. The technical work of the CI Envision stage consisted of AECP setting a vision to create a data-driven intervention program that would provide the right content to the right students at the right time. AECP then established a clear goal to leverage its intervention program to have 80% of its highest-need students reach 1.75 to 2 years of academic growth, as measured by the NWEA MAP assessment. Finally, AECP built a progress monitoring system to look at grade level aligned daily exit tickets in intervention and core classes to measure the effectiveness of both prerequisite intervention content and grade level aligned content. On the adaptive side, AECP built a coalition by having a strong eighth grade teacher team pilot this approach in its first CI cycle, enabling teachers to better troubleshoot problems in real time and facilitate training for the sixth and seventh grade teams in future CI cycles.

In AECP’s words: “[This CI cycle] improved our reflection on our targeted areas for improvement. We have been more strategic on creating intervention goals and maintaining strong leadership initiatives throughout our pilot.”

2. Execute

Seguin Independent School District, a K-12 traditional public school district outside of San Antonio, Texas, centered its CI work on developing teacher instructional capacity in a virtual academy. The technical work of the CI Execute stage consisted of a team taking action on its plan by hosting biweekly, district-wide Professional Learning Communities on virtual instruction, facilitating grade level planning time aligned to those instructional moves, and conducting 1:1 observations and coaching for virtual teachers. During this process, the SISD team gathered data and monitored progress on teacher and leader attendance, engagement, and perception of transferability of new strategies to the classroom. On the adaptive side, the team remained focused on designing high-quality supports aligned to the See it. Name it. Do it. Framework and the National Institute for Excellence in Teaching’s Virtual Look-Fors. However, SISD also had to remain agile by adjusting programs, processes, and communications as it responded to an historic set of regional ice storms, ongoing staffing shifts related to virtual instruction, and survey feedback from teachers. 

In SISD’s words: “The structures and logistics were set by the project plan and covered by the central office. This meant we had the capacity and brain space to respond to shifting circumstances and teacher needs as they arose.”

3. Examine

LEEP Dual Language Academy, a K-2 public charter school in Brooklyn, New York, focused on evaluating and coaching effective lesson planning and execution for guided reading in a hybrid setting. On the technical side of the CI Examine stage, LEEP measured impact by analyzing both process and efficacy data for its CI strategy. The team examined process data by analyzing the consistency of its strategy implementation, and dug into efficacy data to see how both teacher practice and student achievement outcomes were impacted. In this stage, the team identified the following key takeaways: (1) they were less consistent in implementing coaching and feedback on lesson execution and would need to make this shift in the second cycle of CI to drive impact, and (2) they saw less reading growth from virtual kindergarten students and identified the schedule, reading group size, and content prioritization as opportunities to address in the second cycle. The team’s adaptive work of celebrating small wins focused on noting the increase of consistency in lesson plan submission and feedback to teachers in guided reading. They also celebrated mid-year growth on the STEP assessment in second grade with 49% of students growing two reading levels or more after one month of implementation. 

In LEEP’s words: “After examining our data, I think that we have remained focused and nimble in our implementation and this has been done through careful data analysis to then inform next steps and any modifications needed to the plan.”

4. Enact

Promise Community School at Baker-Ripley, a small public charter school network in Houston, Texas, piloted a “Just In Time” (JIT) intervention model for elementary math instruction in a hybrid setting. The technical work of the team’s Enact stage centered on translating key takeaways from its first cycle of JIT intervention to make measurable shifts for a second cycle. In the first cycle of implementing the continuous JIT intervention strategy, the team saw a 30%-point increase in mastery for virtual students, however students’ proficiency fluctuated between 50 to 70%. In order to increase consistency of virtual student mastery, the Promise team shifted its data analysis to focus on remote learners by (1) analyzing remote student work and misconceptions, and (2) increasing engagement strategies during small-group virtual instruction. From an adaptive standpoint, the Promise team focused on clearly communicating adjustments for cycle 2, reinvesting the pilot team by including a rationale and updated goals for the shift, and inspiring through a reiteration of the bright spots observed in cycle 1. 

In Promise’s words: “It’s never too late to reset expectations (we reset in January). We use data to help zoom in on places for focus and problem solving, and we need to be flexible and innovative with what works for our kids.”


We hope that Bellwether’s CI cycle framework and glimpses into its application in schools help educators begin to think about how this process could live in their unique school settings. For questions or comments, please feel free to
email us, and stay tuned next week for a customizable CI workbook for use in any school context.

From Pandemic to Progress: Eight Bellwether briefs set long-term visions for education policy and practice

Today, we and several of our Bellwether colleagues released From Pandemic to Progress: Eight Education Pathways for COVID-19 Recovery, making the case for the the education sector to recenter and rebuild after the disruptions caused by COVID-19. At some point — hopefully soon — vaccines will become broadly available and students and teachers everywhere will return to full-time, in-person learning. School, system, and sector leaders will pause and take a breath. Then they quickly will turn their attention back to many of the questions that have simmered in the background for the past year, but that are quickly coming back to a boil.

In the wake of COVID-19, leaders and policymakers will need ambitious but achievable pathways to re-engage in complex policy questions and rebuild education. From Pandemic to Progress draws on the breadth of Bellwether’s expertise and a diversity of viewpoints across our team in a series of briefs — each with a take on what we will need in the years ahead to create a sector that can provide students with the high-quality education and supports they need and deserve to be successful.

Here are the issues and areas where we believe the sector should not go back to normal:

Redesigning Accountability: Bonnie O’Keefe grounds the debates on assessment and accountability back in core principles and practicalities. She doubles down on the need for transparent data and subgroup reporting, but also challenges policymakers to create systems that are aligned to the realities of classroom instruction and school-based decision making.

Supporting a Diverse Choice Ecosystem From the Bottom Up: Alex Spurrier lays out a vision for fostering choice and enabling a diversity of educational approaches, by seeding consortia of assessments, similar to Advanced Placement, that ensure the quality but not the homogeneity of options.

Prioritizing Equity in School Funding: Jennifer O’Neal Schiess pinpoints the inequities in school funding and explains why it should be decoupled from the real estate market, with local property taxes playing a minimal or vastly different role in the funding of schools.

Establishing Coherent Systems for Vulnerable Students: Hailly T.N. Korman and Melissa Steel King stay laser-focused on students who have experienced homelessness, foster care, pregnancy, or other disruptions to their education and call on public agencies to address the confusing fragmentation of social services so students can receive comprehensive and streamlined support.

Creating an Institute for Education Improvement: Allison Crean Davis makes a case for changing the way we change, calling for a standalone entity that can champion and support the education sector in rigorous, data-driven approaches to continuous improvement.

Diversifying the Teacher Workforce: Indira Dammu reminds us of the research that links a diverse teacher workforce to improved student outcomes, and makes recommendations for how policymakers can support the recruitment and retention of teachers of color.

Building on the Charter Sector’s Many Paths to Impact: Juliet Squire acknowledges headwinds facing charter school growth, but reminds policymakers and practitioners of the many ways — beyond increasing enrollment — that charter schools can expand their impact.

Bringing Home-Based Child Care Providers Into the Fold: Ashley LiBetti shines a spotlight on the critical role that home-based child care providers play in caring for the country’s youngest children, a role that the pandemic further dramatized; she makes the case for policies that address the important role that home-based child care plays in the early childhood ecosystem.

Whether addressing a long-standing issue that has shaped the education reform debates for decades, or an issue that has yet to garner the attention it deserves, each brief lays out a long-term vision for success and pathways to get there.

The education sector is far too familiar with the cycle of faddish policies and knee-jerk reactions when reforms don’t immediately produce increases in student proficiency. And certainly the last year has rightfully concentrated attention and resources on addressing the most urgent and basic student needs. But when the crisis subsides, education policymakers and practitioners will need a point on the horizon to aim for. We hope these briefs inspire and inform long-term visions for serving America’s kids.

 

 

Media: “Three Factors Critical to Rural Charter Schools’ Success” in EducationNext

As of the 2017-18 school year, 809 rural charter schools nationwide serve approximately 256,000 students. Though that’s only about one tenth of all charter schools and students nationwide, it represents substantial growth over the last decade.

Despite the growth, charter schools aren’t always a viable solution to a rural community’s education needs. They can negatively impact the enrollment and finances of local school districts, resulting in the closure or consolidation of long-standing community institutions.

But that’s not always the case. There are some rural communities where charters can and do work.

My team and I recently conducted in-depth case studies of four rural charter schools that are outperforming state and district averages in reading and math. Each of these schools serve a diverse student body. I have a piece in EducationNext today that discusses three factors that seem to facilitate the success of these rural charter schools:

  1. The founders, leaders, and/or board members of these schools have deep ties to the local community.
  2. These rural charter schools were founded as an explicit remedy to a gap in the community’s education offerings.
  3. These rural charter schools maintain consistent leadership and/or engagement with school founders.

Read the full piece at EdNext and learn more about rural charter schools on our new website, ruralcharterschools.org.

What Are Microschools and Should We Have More of Them?

For our new report, “Working Toward Equitable Access and Affordability: How Private Schools and Microschools Seek to Serve Middle- and Low-Income Students,” we identified almost 200 intentionally small schools, often called “microschools,” across the country. Microschools’ small size — typically between 20 and 150 students across multiple grade levels — allows them the flexibility to implement innovative educational approaches such as multi-age classrooms, highly personalized and student-led learning, blended learning, experiential learning, and teachers as the primary school leaders.

Some proponents see microschools’ intensely relational, customized classrooms as a potential vehicle to improve educational opportunity for low-income students and students of color who are disproportionately underserved in our traditional public system. But is it a good idea to expand the model beyond the private school sector, where it largely lives now?

That question is hard to answer, largely because we don’t yet know enough about the quality and impact of existing microschools. Continue reading