Wednesday, June 26, 2019

Who Looks at State Test Scores? (and Who Does Not)


by William J. Mathis
June 25, 2019

The latest release of statewide test results (the Snapshot) generated some twitchy nerves for this recovering assessment director. Other people share this uncomfortable ambiguity but the feelings of people who support and do not support broad-scale testing may be surprising. 
Except for a small number, parents are the most uncertain. They fear their child will be “below average” which no parent wants to believe. In fact, parents in states with extensive testing programs have less trust in schools and government. (1) Individual test results look very important but end up filed and forgotten until excavated and culled when the children move out.
Test scores are important but not as important as other things. Parents care about whether their children are happy, well-adjusted, get along with others, are honest in their dealings and whether they grow up to be healthy, caring adults. They want their children to make sound life decisions and be contributors to society.
Another group of people that do not care much about test scores is educators. The reason is simple.  Standardized tests do not give timely, useful information. They do not address effort, hard work, or personal attributes. Teachers will have learned the important things about their students long before last year’s outdated test results get to them.
A third group that does not care about testing is students. Tested repeatedly and despite pep talks by teachers, students are weary of irrelevant tests that do not appear to have any connection with their life or school.
The fourth group is higher education. More than 1000 colleges and universities have dropped admissions tests. Student essays, teacher recommendations, grade point average and student performance are far more important. Tests of “college and career readiness” just do not measure college readiness. (2)
In the media, officials say things like “the test scores show school performance data for every school in the state.” That’s partially true. If the report had actually addressed the other parts of the state’s Education Quality Standards (things like individual attention, health and safety, quality staffing, and transferable skills), then a better claim could be made for saying we are evaluating a school’s performance. School performance is more complex than a test score.
            Looking at who does care about standardized test scores, there are a number of Washington think-tanks that promote test based school reform even though it hasn’t worked too well. School scores have steadily increased since 1971 (3) but they have barely moved the needle on closing the achievement gap. (4) Others want to privatize public schools and they use test scores to claim public schools are “failing.”  Business groups are among the most consistent public school critics as they want their work force prepared by the schools even though there is no overall shortage of STEM workers. (5) Regarding the media, negative news sells.
            A School Failure or a Social Failure? Finally, and the most dangerous for society, are the pundits and politicians who find it far easier to blame the schools than to confront our real problem. SchoolDigger (6), following the lead of U.S. News and World Report, ranks Vermont schools based on test scores. Vermont’s top ten scoring high schools have only 24.3% poverty. Vermont’s ten lowest scoring schools have a 50.8% poverty rate – more than twice as high.
            Poverty has a far greater influence on test scores than any other factor, including the schools.  . Poverty causes absenteeism, impaired attention, diminished social skills, lowered motivation and ambition, and increased depression. It takes little insight to understand that a child from a drug-influenced and unstable home will be little served by writing essays and doing math problems.
The state tests will not cure poverty but curing poverty will improve test scores.
            Despite the limitations of testing, we should retain standardized tests in three grade levels to provide the outside check and balance that any enterprise needs. This means negotiating with the federal government about their ineffective and bureaucratic school reform models. We must also embrace the other purposes and outcomes of schooling. We must deliver on the central element of our Education Quality System, our school visitation teams. A society depends upon and draws its strength from equality and real opportunities for all to succeed. This requires public schools and a social network designed to serve all students.
            William J. Mathis, Ph.D., Goshen, VT, served as a design consultant for the National Assessment of Education Progress as well as for numerous states. He now serves as the Managing Director of the National Education Policy Center. The views expressed are strictly those of the author.

Tuesday, June 25, 2019

Leading Transformational Change in Schools


           In this Consortium for Policy Research in Education paper, Jonathan Supovitz (University of Pennsylvania), John D’Auria (William James College), and James Spillane (Northwestern University) say the work of school leaders falls into three basic areas:

-   Putting out fires – that is, reacting to immediate needs such as discipline problems, a concerned parent, or a personnel issue;
-   Maintaining the organization – being visible around the school, attending meetings, and supervising classrooms;
-   Leading improvement efforts – orchestrating enhancements to the program, whether the ideas originate inside or outside of the school.

The ratio among these three varies from school to school. One mark of an effective leader is spending more time on improvement activities, which should reduce the time spent putting out fires and make the routine maintenance of the organization more purposeful and effective.
            Supovitz, D’Auria, and Spillane believe that principals can’t do this work alone; they need to distribute leadership skillfully, not just to the obvious people (department heads, teacher leaders) but more broadly to a network of colleagues who can take reform initiatives into every classroom and office. This requires building trust and psychological safety within the organization and fostering a climate of mutual learning (as opposed to blame).
            Supovitz, D’Auria, and Spillane also suggest three skills that enhance the impact of the leadership team:
Listening in stereo – That is, tuning in to the content of a conversation and also the way it’s expressed, including non-verbal cues, body language, and tone.
Being curious when faced with criticism and ideas that sound wrong – Adopting a “learning stance,” say the authors, involves shifting “from certainty about one’s own point of view to curiosity about how someone else thinks differently… a genuine quest to understand where the other person is coming from.”
Balancing inquiry with advocacy – The authors advise staying in inquiry mode as long as possible, because once we become advocates, we’re less likely to ask questions and get input and more likely to underestimate possible problems and become defensive in the face of resistance.

“Meaningful and Sustainable School Improvement with Distributed Leadership” by Jonathan Supovitz, John D’Auria, and James Spillane, Consortium for Policy Research in Education, June 14, 2019, https://bit.ly/2FvApe1; the authors can be reached at jons@gse.upenn.edu, John_DAuria@williamjames.edu, and j-spillane@northwestern.edu.

(Please Note: The summary above is reprinted with permission from issue #792 of 
The Marshall Memo, an excellent resource for educators.)