+ texas education center summit advancing quality, innovation, and collaboration in our schools...
TRANSCRIPT
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Texas Education Center SummitAdvancing Quality, Innovation, and Collaboration in Our Schools
Quality Innovation
Collaboration
Reform
Presented by
TexasEducationCenter
TEXAS EDUCATION CENTER MEMBERS:
Additional Co-Sponsors
+The State of Educational
Quality, Innovation
and Collaboration
in Houston
Dr. Bob SanbornPresident & CEOCHILDREN AT RISK
Caroline HolcombeDirector of Social Measurement and EvaluationCHILDREN AT RISK
STUDENTS AT/NEAR POVERTY
Data: TEA, 2010-2011 AEIS Standard Report
Texas Greater Houston Area (Region 4)
Houston ISD0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
STUDENT DEMOGRAPHICS
Data: TEA, 2009-2010 AEIS Report
Houston ISD
Texas Greater Houston Area
(Region 4)
Houston ISD0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
OtherWhiteLatinoAfrican American
GRADUATION RATES
Data: CHILDREN AT RISK, 2011 Graduation Rates
In Harris County, the six-year graduation rate for the incoming freshmen class of 2003-2004 was
just 65.6%.
By 2020, 60% of Texas jobs will require either a one-year career certificate or college degree
For students enrolled full-time…
57.4% of first-time freshmen at 4-year public colleges will graduate in 6 years
29.3% of first-time freshmen at 2-year public colleges will graduate in 6 years
AFTER HIGH SCHOOL…
Data: Complete College America, 2011 Texas State Report; Texas Higher Education Coordinating Board, 2011 Baccalaureates/Associates Graduation Rates
2-Year Public Colleges
8.4%Of first-time
freshmen who require remedial
education will graduate in 3
years
4-Year Public Colleges
28.0%Of first-time
freshmen who require remedial
education will graduate in 6
years
REMEDIATION
Data: Texas Higher Education Coordinating Board, 2011 Developmental Education Accountability Measures Data
THE CHILDREN AT RISK TEXAS PUBLIC SCHOOL RANKINGS
What’s Working?
• 3,292 schools ranked in Texas• 15 variables (commended-level TAKS,
retention rates, class size, etc.)
Elementary School
Rankings
• 1,829 schools ranked in Texas• 10 variables (commended-level TAKS,
retention rates, attendance rates, etc.)
Middle School
Rankings
• 1,145 schools ranked in Texas• 14 variables (AP/IB test scores,
commended-level TAKS, graduation rates, etc.)
High School Rankings
MEASURING PERFORMANCE
WHAT DO OUR TOP-PERFORMING SCHOOLS LOOK LIKE?
294 Tier One schools in Greater Houston
WHAT DO OUR TOP-PERFORMING SCHOOLS LOOK LIKE?
105 schools are majority low-income
WHAT DO OUR TOP-PERFORMING SCHOOLS LOOK LIKE?
63 are majority low-income, non-selective
WHAT DO OUR TOP-PERFORMING SCHOOLS LOOK LIKE?
37 are majority low-income, non-selective, non-charter
State Rank
School Name School District
County
1 Walnut Glen Academy for Excellence Garland ISD Dallas
2 Prairie Creek Elementary Richardson ISD Dallas
3 Walker Station Elementary Fort Bend ISD Fort Bend
4 Skaggs Elementary Plano ISD Collin
5 Brentfield Elementary Richardson ISD Dallas
6 Fisher Elementary Frisco ISD Collin
7 Hardy Oak Elementary North East ISD Bexar
8 Hillside Academy for Excellence Garland ISD Dallas
9 Windsor Park Gifted and Talented
Corpus Christi ISD Nueces
10 El Magnet At Reagan Elementary
Ector County ISD Ector
WHERE ARE THE TOP-PERFORMING ELEMENTARY SCHOOLS IN TEXAS?
School Name School District County
T H Rogers Secondary Houston ISD Harris
William B Travis Academy/Vanguard for the Academically Talented and Gifted
Dallas ISD Dallas
Rise Academy Rise Academy Lubbock
Energized for Excellence Middle School Houston ISD Harris
Natalia Junior High Natalia ISD Medina
Canyon Vista Middle School Round Rock ISD Williamson
C M Rice Middle School Plano ISD Collin
George Bannerman Dealey International Dallas ISD Dallas
Fowler Middle School Frisco ISD Collin
Fort Settlement Middle School Fort Bend ISD Fort Bend
WHERE ARE THE TOP-PERFORMING MIDDLE SCHOOLS IN TEXAS?
School Name School District County
School Of Science and Engineering Dallas ISD Dallas
School for The Talented and Gifted Dallas ISD Dallas
Debakey High for Health Professions Houston ISD Harris
Carnegie Vanguard High School Houston ISD Harris
Irma Lerma Rangel Young Women‘s Leadership School Dallas ISD Dallas
The Science Academy Of South Texas South Texas ISD Cameron
School Of Health Professions Dallas ISD Dallas
South Texas High for Health South Texas ISD Cameron
Health Careers High School Northside ISD Bexar
KIPP Houston High School KIPP Inc. Charter Harris
WHERE ARE THE TOP-PERFORMING HIGH SCHOOLS IN TEXAS?
Comprehensive, neighborhood schoolPredominantly low-income Latino
students94.9% of students economically disadvantaged
Recognized by CHILDREN AT RISK as a Gold Ribbon School, or the top urban comprehensive elementary school in Greater Houston
Dedicated leadershipUse of quality data
JP HENDERSON ELEMENTARY
Theme-based magnet schoolIn operation for over 2 decades76.5% of students are economically disadvantaged
88.9% graduation rateExperiential curriculum that utilizes collaboration
HIGH SCHOOL FOR LAW ENFORCEMENT AND CRIMINAL
JUSTICE
Opened in 199493% graduation rateRanked 6th overall, and 5th for top performance in math and science, in CHILDREN AT RISK’s 2011 Houston-area high school rankings
Innovative structure, where students learn at their own pace, supported by staff
KERR HIGH SCHOOL
Charter school network founded in 2004
Located in New York and ColoradoCenterpiece of schools is extended learning timeLonger school day cost extra moneyUtilizes rotating shifts of teachers
Reduced class size in core classes (math, reading)
GENERATION SCHOOLS
Effective teachers w/ missionary
zeal
More time in class
Strong, collaborative school
leadership
Data-informed decision-making
Small, rigorous, and theme-based
learning communities
WHAT WORKS?
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QUALITY IN EDUCATION:
Ann Best
Chief Human Resources Officer
Houston ISDDefining
Educator Quality
HISD Executive Sponsors:Julie Baker, Chief Major Projects OfficerAnn Best, Chief Human Resources Officer
HISD’s Effective Teachers Initiative
November 2011
27
Agenda
Effective Teachers Initiative: 4 Key Strategies
Focus on Recruitment and Selection
28
The Stakes: By sixth grade, we can begin to reliably predict which students won’t ever graduate high school.
A study that followed more than 12,000 Philadelphia 6th graders found four simple predictive indicators identify those likely to drop out:
1 Failing math
2 Failing English
3 Attending less than 80% of the time
4 Receiving a poor final behavior grade
“Our evidence clearly indicates that, at least in high poverty schools, students who are missing 20% or more school, receiving poor behavior marks or failing math or English in 6th grade do not recover. On the contrary, they drop out.”
Source: Balfanz, Robert; Herzog, Liza; and Douglas J. Mac Iver (2007). Preventing Student Disengagement and Keeping Students on the Graduation Track in High-Poverty Middle-Grades Schools: Early Identification and Effective Interventions. Educational Psychologist, V42.4 (223 – 235).
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higher than that of an adult with more than a high school
education Source: Woolf, Steven H., (2009).
3xmore likely
than a college graduate to be jailed
Source: Sum, Andrew, et al., (2009).
47xmore likely
than a college graduate to be jobless
Source: Sum, Andrew, et al., (2009).
4x
The consequences of dropping out are dire.
“Poverty and crime are connected to a lack of educational achievement… The majority of homicide victims in Cincinnati never graduated from high school.”
O'dell M. Owen, Hamilton County Coroner (Cincinnati Enquirer, July 2010)
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Source: Bridgeland, John M.; DiIulio, Jr., John J.; and Karen Burke Morison (2006). The Silent Epidemic: Perspectives of High School Dropouts. Civic Enterprises, LLC.
81% wanted better teachers
71% wanted more interesting classes
70%wanted more tutoring, summerschool and extra time with teachers
66%would have worked harder if more was demanded of them (higher standards and more homework)
62% wanted more classroom discipline
The most common reasons students cite for dropping out – and the most powerful antidotes – are related to schools and teachers.
Why High School Students Drop OutReasons Given by 677 Dropouts (2004)
What Would Have Helped?Reasons Given by 500 Dropouts (2006)
Source: Dalton, Ben; Glennie, Elizabeth; and Ingels, Steven J.(2009). Late High-School Dropouts. National Center for Education Statistics.
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Research has shown that effective teachers are critically important to student learning.
Dallas students who start 3rd grade at about the same level of math achievement…
57
55
0 20 40 60 80 100
Group 2
Group 1
Average Percentile Rank
27
77
0 20 40 60 80 100
Group 2
Group 1
Average Percentile Rank
End of 5th Grade
After 3 EFFECTIVE
Teachers
After 3 INEFFECTIVE
Teachers
…finish 5th grade math at dramatically different levels depending on the quality of their teachers.
Original analysis by the Education Trust.
Source: Heather Jordan, Robert Mendro, and Dash Weerasinghe, The Effects of Teachers on Longitudinal Student Achievement, 1997.
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Teacher Effectiveness in Improving Student Achievement
Boost effectiveness of all teachers through effective evaluation and targeted professional development.
Improve or exit persistently less effective teachers and replace with more effective teachers.
Retain and leverage most effective teachers.
5
2
4
1 Optimize new teacher supply by hiring from preparation programs whose teachers consistently achieve better student outcomes.
Prioritize effective teachers for high-need students.
3
Current teacher performance
Potential teacher performance
Dramatic gains in student achievement are possible only with a total focus on teacher effectiveness.
5Goals for Optimizing Teacher Effectiveness
33
HISD’s Effective Teachers Initiative Vision: An effective teacher in every classroom, delivering high-quality instruction to all students.
Smart recruitment
Useful appraisals
Individualized teacher support
New career pathways
Four Key Strategies
Effective Instruction In All Classrooms
Improved Student Learning Outcomes
34
Key Strategy: Strengthen Recruitment and Staffing Practices
1
Strengthen Recruitment and Staffing
Practices
Key Accomplishments to Date:
• Strategic vision defined for data-driven teacher recruitment and staffing
• Creation of selection rubrics to guide each stage of the hiring process
• Strategic approach to staffing displaced employees
• Assessments of individual school cultures for best fit
35
Key Strategy: Teacher Appraisal
2
Establish a Rigorous, Fair Teacher
Appraisal System
Key Accomplishments to Date:
• Implementation of the new appraisal system
• Cycle of continuous feedback and development for teachers
• Fairly and reliably differentiate teacher performance based on clear, high quality standards
36
Under the proposed system, teachers will be evaluated based on multiple measures in three major areas.
1Instructional Practice
Student Performance3
Reflects a teacher’s impact on student learning.
Reflects a teacher’s skills and knowledge that help drive student learning in the classroom.
2Professional Expectations
Reflects a core set of objective, measurable professional expectations.
Proposed Categories of Appraisal Criteria
37
Key Strategy: Teacher Support and Development
3
Provide Individualized
Teacher Support and Development
Key Accomplishments to Date:
• Diagnosed clear improvement areas of the current professional development system
• Created vision for a new approach to professional development that connects all teachers with valuable development opportunities based on their individual strengths and growth areas
• Preparations made to launch Teacher Development Specialist role and implement new development system next school year
39
Teacher Development Specialists play an important role in the new development system.
What Do Teacher Development Specialists Do?
Provide individualized support to teachers at several schools in specific grades and content areas by:
• Observing lessons and providing real-time feedback
• Helping to identify and prioritize development needs
• Connecting teachers with job-embedded development opportunities based on their specific professional needs
• Lead group learning opportunities relevant to teachers they support
Criteria:
• Minimum of 3 years teaching experience in designated subject
• Subject matter expertise
• Clear track record of increasing student achievement
• Exceptional interpersonal skills; ability to provide valuable, constructive feedback
40
Key Strategy Vision: Career Pathways and Compensation
4
Offer New Career
Pathways and Compensation
Vision:
• HISD will recognize and retain its best teachers.
• Talented teachers won’t have to leave the classroom entirely to participate in new career pathways.
• HISD’s best teachers will have formal opportunities to take on leadership roles, like coordinating professional development for their grade or subject.
41
First Step: Create a new, school-based “Teacher Leader” position to recognize and reward excellence in the classroom.
Teacher Leaders
Potential Responsibilities
• Will support other teachers in their schools while continuing to teach classes
• Will work closely with Development Specialists to coordinate development activities in their school
• Selected from top performers based on appraisal results – top 15% invited to participate
• Rigorous selection and training process
• Central coordination to help make cross-campus connections
• Spectrum of potential activities
Why?
• Rewards excellence and helps retain top-performing teachers
• Enables targeted and scalable delivery of professional development
• Gives highly-effective teachers upward mobility and is a career pathway to a rotation as a Development Specialist
• Helps individual schools and the district as a whole learn from the successes of the top teachers.
42
Agenda
Effective Teachers Initiative: Four Key Strategies
Focus on Recruitment and Selection
43
HISD’s Vision: Data-driven approach to recruiting and staffing that supports principals in the selection of the best candidates for their schools
Central team recruits and selects strong
candidates based on competencies and
data
Central team provides principals with robust data
about candidates in the pool
Principals use data to select best candidate
for their school
Strong candidates choose to teach at
HISD
Candidates are prepared to be
successful at HISD
Principals assess the performance of new hires and share data
with central team
Central team uses data to refine recruiting and
selection strategyHISD Action Steps
Expand use of data about candidates and schools to inform strategies and practices in recruiting and staffing
Improve ability to project, track and fill vacancies quickly
Cultivate strongest candidates through improved hiring processes and deliberate outreach
Make school-culture-centered selection and hiring even easier for principals
Ensure teacher programs prepare new teachers to be effective
1
2
3
4
5
44
Applicant Hire Rate by Haberman Star Teacher Interview Score
Source: 2010 Survey of Teacher Applicants and HISD Recruiting Data
In the past, HISD did not prioritize the most promising new teacher candidates during the hiring process.
45
HISD has already taken many important steps to improve its recruitment and staffing policies.
• Created pool of 1,243 teacher candidates for principals to interviewo Increased online and college presence: conducted over 40
campus recruitment tripso Generated more than 6,000 online applications
• Launched centralized screening and selection process for new teachers
• Proactively increased selectivity and quality of teacher applicant pool (21% of applicants)
Math Assessment Sample Teach Haberman STAR Teacher Structured Interview
• Supported principals in filling 993 teaching positions for 2010-2011 school year
• Improved recruitment, selection, and design for HISD ACP program
46Source: Surveys of 2010 teacher applicants and survey of 1,921 un-hired teacher applicants to HISD between 2007 and 2009.
2007-2009 Candidates 2010 Candidates
Percentage of Unhired Applicants who Said Communications They Received from HISD Were
Clear
Early Results: Better Communication with Applicants
47
~ 9 out of 10 Principals rated 2010 teacher candidates as strong or stronger than previous years
“Although I was able to find high quality candidates before the process, the new process helped me to get the job done much faster.”
“As a part of this year's process, I was able to complete hiring for campus and move on to other activities that normally take up my time with hiring. This by far was quick, highly qualified candidates, and time was better spent on new initiatives.”
Source: 2010 Survey of Hiring Principals
Weak candidates are systematically screened out of selection and hiring
• Sample Teaching• Haberman Interviews• Math Assessment
1,243 Teacher Candidates enter
hiring pool
21% Selectivity
993 Teachers Hired
6,043 Screened Applicants
Early Results: A Stronger Applicant Pool
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QUALITY IN EDUCATION:
Paul Castro
Head of High Schools
KIPP Houston
Turning Around Low-Performing
Schools
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Panel Discussion: Advancing Quality in Our
Schools
Jennifer BlaineAssociate Superintendent for Curriculum & InstructionSpring ISD
Aaron BrennerHead of Primary SchoolsKIPP Houston
Todd LittonExecutive DirectorCitizen Schools- Texas
Dan WamplerExecutive DirectorGenesys WorksHouston
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TEXAS EDUCATION CENTER MEMBERS:
Additional Co-Sponsors
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Panel Discussion:
Parents’ Role in School Innovation
Patricia GonzalesParent, Texas Organizing Project
Rhonda Skillern JonesHISD Trustee-elect, Parent Visionaries
Mary OchoaParent, Stand for Children
Lucky SahuallaParent, Families Empowered
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Panel Discussion: Advancing Innovation in Our
Schools
Julie BakerChief of Major ProjectsHouston ISD
Aaron BrennerHead of Primary SchoolsKIPP Houston
Todd LittonExecutive DirectorCitizen Schools- Texas
Dan WamplerExecutive DirectorGenesys Works- Houston
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TEXAS EDUCATION CENTER MEMBERS:
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INNOVATION IN EDUCATION: Rick Noriega
President and CEO
AVANCE
Innovation in Collaboration
and Partnerships
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INNOVATION IN EDUCATION:
Scott Van Beck
Executive Director
Houston A+ Challenge
Encouraging Innovation in
Houston
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COLLABORATION IN EDUCATION:
Douglas Shadle
Senior Vice President and Chief Operating Officer
Neighborhood Centers, Inc.
The Power of Collaboration
Collaboration is not a 4 letter word!
Neighborhood CentersEducation Division Statistics
November 2011:
• Total NCI Employees 980• Employees in
Education Division 425 (45%)
• Teachers/Teacher Assistants 300 (70%)
• Revenue – Education Division
(w/o Passthrough) 50%
Neighborhood Centers Inc.
Page 66
A place of opportunity
Advantages of Collaboration:Expertise is Shared:
-McKinsey & Company – Planning and Organizational Expertise,
-Neighborhood Centers – In-Depth Community Development, Education, Social Work Experience.
-A defined method of Community Development.
Capable Organizational Infrastructure
Education Economic Opportunity
Infrastructure
Connection
Housing
Health
*
Infrastructure Education Economic Opportunity Connection Housing Health
Building Vibrant Communities
Advantages of Collaboration:Children Receive More Services:
-Texas Children’s Pediatric – Ripley Campus
-Legacy Community Health Services – Baker-Ripley Campus
▪ Objectives that address root causes when possible▪ Alignment of partners around specific objectives▪ Mission that is compelling to all partners
▪ Clearly defined expectations and roles for each partner
▪ Activities that leverage partner resources and competencies
▪ Appropriate body of partners and structure to solve the problem
▪ Clearly defined organizational structure and decision rights
▪ Ability to act in a timely fashion
• High performing partnership
Partners work together to: ▪ Establish concrete goals
and milestones▪ Measure progress with
metrics▪ Hold each other
accountable▪ Communicate with
stakeholders
Partners are:▪ Credible and motivated by
self-interest▪ Able to contribute unique
capabilities▪ Able to drive decisions▪ Sufficiently aligned to act
75
There are a few key principles for the success of any Partnership
Clear mission and objectives
Motivated partners
Meaningful activities
Performance management
Effective governance
High-performing partnership
What if the
unexpected happens?
Advantages of Collaboration:Funders Like Cooperation:
-2010 – NCI - Promise Neighborhood Planning Grant
-A dozen partners that wrote the
grant
-During the planning year - added
14 more
-
-
Promise Neighborhood is the primary education initiative of the Obama Administration.
- The goal: to improve the continuum of education in urban neighborhoods
Our goal: to create a collaborative plan to benefit the Gulfton Promise Neighborhood through new and existing services
- 26 Active Partners in the Promise Neighborhood Initiative
Benavidez Elementary School
Jane Long Middle School
YES Prep Gulfton Campus
Lee High School
Sharpstown High School
Houston Community College
Collaborative for Children
Healthy Family Initiatives
Promise Community School – NCI
- 26 Active Partners in the Promise Neighborhood Initiative
YMCA of the Greater Houston Area
Communities in School Houston
Teach For America
Skills for Living, Inc.
Next Step Fund
The Salvation Army - Upward Bound
Christian Community Service Center
SER Jobs for Progress
Alliance for Multicultural Services.
- 26 Active Partners in the Promise Neighborhood Initiative
Big Brothers Big Sisters
Houston Arts Partners
Society for the Performing Arts
Legacy Community Health Services
Family Services of Greater Houston
Planned Parenthood
Houston PBS
United Way of Greater Houston
Advantages of Collaboration:Relationships Count:
-Refugee resettlement agencies – clients children having trouble in school
-Asked NCI to develop a refugee school – New Neighbor
-Tried several partners for space none available --- B-R campus for one year (Get Started)
Advantages of Collaboration:Complimentary Services:
-NCI provided space for YES Prep during its first major transition to South Houston
-NCIs - Promise Community School district has been encouraged our 5th graders to attend YES Prep or KIPP for years
Lessons Learned:1. What’s in it for me – is OK
2. Get Started
3. Plan for the Unexpected
4. Persevere
5. Be willing to start small
6. Work more than one plan at a time
7. Experimenting is necessary – failure is always a risk
8. I cut, you pick
9. Put it in writing!
Transformationvs.
Transition!
ConnectionEconomic Opportunity
Education Infrastructure
•Head Start
•Promise Community Schools
•ESL Courses
•Computer Courses
•Immigration Services
•Youth Programming
•Senior Centers
•Sheltering Arms Senior Services
•Community Events
•Enrichment Courses
•Advisory Boards
•Promise Credit Union
•Neighborhood Tax Centers
•Skill-based Enrichment Courses
•Financial Education
•Small Business Development Coaching
•Care for Elders
•Magic Bus
•HPD Storefront
•Government Relations
Health
•Healthy Start
•Health Fairs
•Community Gardens
•Fitness Courses
•Nutrition Courses
•Health Screenings
•Service Connection
•Parenting Courses & Workshops
Housing
•Homebuyer Education
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Panel Discussion: Advancing Collaboration in
Our Schools
Agnes Perry BellPrincipalDeBakey High School
Andrew GoldinSchool DirectorYES Prep Gulfton
Ann StilesExecutive DirectorProject GRAD Houston
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TEXAS EDUCATION CENTER MEMBERS:
Additional Co-Sponsors
+ADVANCING EDUCATION
REFORM Matthew Barnes
Executive Director
Families Empowered
The Community’s
Role in Education
Reform
PARENTS, COLLABORATION, AND EDUCATION REFORM
Matthew Barnes, FamiliesEmpowered
A Framework for Reform
A different take on collaboration and community engagement… A short story.
Key Points: Organic gathering of parents of same age
children Common problem: low performing school Proactive discussion/negotiation with
principal Principal was open-minded, innovative, saw
benefits Parents chose to “invest” in local school Negotiations Continue
Costs and Benefits
Parent Benefits – Engagement/
ownership Primary concerns
heard Trust in leadership
School Benefits – ID highly engaged
parent leaders Internal demand for
increased performance All students benefit ADA increase
Parent Costs – Increased time Negotiation Partnering
challenges School Costs –
Negotiation Increased time Increased
complexity Less control
Demand-side Education Reform “Bottom Up” and Parent-led Immediate feedback Parent as “customer”
Parents weighing options Negotiation involved
Parents reintroduced to “low performing” school
Many school leaders eager for similar opportunity
Big Question: Generalizability!
Potential Reformers Identified “Demand-
side” reform Local
phenomenon “Collaborativ
e Self-interest”
*Individual School Names Intentionally Hidden
Wait List Students by School of Origin*
Parents as Drivers of Reform Not a new concept… perhaps a new
application Local demands are immediate and
practical Choice influences the negotiation
Parents know their options Introduces “consumer” behavior into
equation Requires parent and school partnership Alignment of incentives Generalizability question still
unanswered…
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Panel Discussion: Advancing Education Reform
in Our Schools
Wanda BambergSuperintendentAldine ISD
Matthew BarnesExecutive DirectorFamilies Empowered
Rep. Scott HochbergTexas House of Representatives
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Thank You for Attending!!!
TEXAS EDUCATION CENTER MEMBERS:
Additional Co-Sponsors