A University–School Partnership to Examine the Adoption and Implementation of the Ohio Community Collaboration Model in One Urban School District: A Mixed-Method Case Study

School improvement models are expanding to incorporate priorities around positive youth development, safe and supportive school climates, school mental health, and school–family community partnerships. A partnership was formed between researchers and district/school leaders to examine the 3-year adoption and implementation of 1 such exemplary model, the Ohio Community Collaboration Model for School Improvement, in a Midwest urban district serving a large number of students at-risk. Researchers and district/school leaders examined what types of system-level capacities developed, and explored student- and school-level outcomes that occurred over the course of implementation. Multiple innovations resulted, such as strengthened policies, improved partnerships and collaborations, and enhanced funding streams. Students' perceptions of academic press, school climate, and academic motivation improved over the 3 years. Academic report cards show progress toward districtwide improvement. Implications are drawn for researchers and school leaders, especially in relation to the design, implementation, and evaluation of collaborative models of school improvement.     

Shifting the Zone of Mediation in a Suburban New Immigrant Destination: Community Boundary Spanners and School District Policymaking

This paper explores the context of reception for immigrant students and English learners in one medium-sized suburban school district in the northeastern United States. Using qualitative methods, the authors describe how, despite a troubling context of reception emerging from a normative and political community context that harbored resentment toward the new immigrant population, a community-based organization whose members served as boundary spanners between the school district and the community helped prompt district leaders toward more equity-minded policies. Given increasing culturally and linguistically diverse student populations in suburban school districts across the United States, findings from this paper have important implications for community engagement and school district policymaking.     

Marketing diversity: selling school districts in a racialized marketplace

Schools in the US and across the globe are increasingly engaged in marketing practices to attract and retain students and families. This study examines why and how administrators and school board members in two public school systems in the US seek to market their schools. Using in-depth case studies, a socio-cultural approach to policy, and critical race perspectives, I trace administrators’ and school board members’ logics about marketing, and specifically their emphasis on marketing the racial ‘diversity’ of their students. I find that despite differences in economic circumstances and community orientations to racial inclusion, leaders in these two competitive, under-resourced, and demographically changing school districts target upper- and middle-class White families, draw on discourses of global cosmopolitanism, and commodify racial diversity as a competitive advantage for upper- and middle-class White families that leaders believe do not see inherent value in students of color. This attempt to use racial diversity as a ‘selling point,’ varies in its particularities in each district–one district acknowledges and emphasizes how all students may gain from interracial and intercultural interactions and knowledge while the other district leverages abstract notions of diversity, removed from actual children of color – a consequence, in part, of district leaders’ uniquely racialized marketplaces. I conclude with a discussion of the implications of these findings.     

Absorptive capacity: A conceptual framework for understanding district central office learning

Globally, school systems are pressed to engage in large-scale school improvement. In the United States and other countries, school district central offices and other local governing agencies often engage with external organizations and individuals to support such educational change efforts. However, initiatives with external partners are not always productive. We draw on the idea of absorptive capacity to present a conceptual framework for understanding when and under what conditions partnerships are likely to foster district learning and support change efforts. We contend that prior knowledge, communication pathways, strategic knowledge leadership, and resources to partner are preconditions for a district central office’s absorptive capacity, and we identify the features of the external partner that likely matter for productive partnering. We argue that the relationship between district absorptive capacity and features of the partner is mediated by the nature of the interactions between district and partner, with likely consequences for organizational learning outcomes. For researchers, this framework serves as a tool for understanding how a district central office can learn from an external partner for educational improvement efforts. For school district leaders and external partners, this framework provides a structure for thinking strategically about when and under what conditions a partnership is likely to be productive.     

Imitative Youth (Russian and American Youth Movements)

Through a leadership for learning approach, a school–university partnership in a large, urban district was able to recruit, develop, and retain new and existing school leaders. Two cohorts of new leaders were trained while existing leaders enhanced their skills through professional development. Data indicated that the school–university partnership increased the overall percentage of new district leaders by over 19 percent, and met or exceeded all seven of its established targets for leadership development and sustainability.     

School leadership and professional learning community: case study of two senior high schools in Northeast China

Abstract

This article presents findings of a qualitative study on school leadership and professional learning community in two high achieving senior high schools in Northeast China. The findings show that teachers participated in school-based communities of professional learning, such as Teaching and Research Groups, Lesson Preparation Groups, and Grade Groups. While the term professional learning community (PLC) was not commonplace, the actual practices of PLC characterized by collective enquiry and collaborative learning became the norm in the two schools. School leaders demonstrated strong instructional leadership and visionary stewardship for school continuous improvement. They played a critical role in developing and communicating a shared vision, shaping a culture of trust, supporting and monitoring collegial learning. Teacher leadership was evident in collaborative teams and expertise leadership was acknowledged. Emotional bonds and shared responsibility in these teams strengthened professionalism. Concerted efforts were made to create aligned structures and processes that support collective enquiry, and to develop a culture of collaborative learning that builds collective capacities. Developing and sustaining the embedded PLC process within a school seems to provide a promising infrastructure for supporting school improvement in the Chinese school context.     

Parents’ participation on school councils analysed through Arnstein’s ladder of participation

Although parent school councils are the archetypal arrangement for engaging parents in school improvement planning, their effectiveness is negligible when it comes to building parents’ capacity for and confidence in educational decision-making. Using Arnstein’s ladder of citizen participation, this qualitative case study investigated the nature and degree of parents’ participation on six school community councils (SCCs) in Saskatchewan, Canada. Focus groups and interviews with SCC parent members, and school and district leaders were the chief data sources. In most schools, the SCC structure did not dislodge time-honoured barriers that restricted parents’ influence on extracurricular issues. A conceptual examination of participation affords a process-oriented understanding of parent involvement that complements the existing focus on the factors that impact school council effectiveness as an outcome.     

Professional learning community process in the United States: conceptualization of the process and district support for schools

Abstract

As the Professional Learning Community (PLC) process becomes embedded within schools, the level of district support has a direct impact on whether schools have the ability to re-culture and sustain highly effective collaborative practices. The purpose of this article is to share a professional learning community conceptual framework from the US, and to highlight recent findings relating to district level support for the PLC process in schools. The professional learning community conceptual model is organized around five dimensions: shared and supportive leadership, shared values and vision, collaborative learning and application, shared personal practice, and supportive conditions. The overarching question guiding this qualitative research study is: How do school district personnel (central office staff) support schools in the professional learning community process? Findings reveal the importance of transformative and proactive district involvement, and the use of transparency, trust, accountability, and autonomy in school re-culturing. It was also found that developing leadership capacity, embedding professional development, and focusing the culture on student success were critically important. As districts provide support for the PLC dimensions and themes, school leaders will have a foundation of curricular strategies, collaborative skills, and necessary resources to serve teachers and students through continuous school improvement.     

Assessing impact: the role of leadership competency models in developing effective school leaders

The purpose of this case study is to examine the impact of the development and design of a district leadership competency model on leadership development outcomes in one Georgia school district. Specifically, we seek to illuminate the importance of Leadership Competency Models for (1) increasing clarity among aspiring leaders about the expectations for leadership within their system; (2) increasing shared understanding among school leaders and district administrators about the core elements of leadership required for success within their system; (3) increasing uniformity of practice in the identification and selection of candidates into the Aspiring Leader Program; and (4) improvements in the development and support provided for aspiring school leaders. As districts continue to work towards systemic improvement in leadership development nationwide, our findings have real-world implications for districts interested in identifying and developing aspiring leaders within their own systems.     

Successfully Teaching Mathematics: Planning Is the Key

This paper reports on an ethnographic study of 25 teacher leaders in five schools within a large midwestern city school district. Data was collected through unstructured interviews and observations of teachers. Three central themes appeared repeatedly, and explain the presence of and support for teachers as leaders, including: (1) specific school structures and organizational patterns; (2) particular processes and identities; and (3) a deliberate use of outside resources with consistent, strong community relationships. Conclusions assert the possibility of teacher leadership as a model and theory of leadership for school renewal.     

Melding Internal and External Support for School Improvement: How the District Role Changes When Working Closely With External Instructional Support Providers

To support instruction, school districts must provide a wide array of assistance to schools. Broadly speaking, districts play the roles of authority in holding schools accountable for their activities and performance, support in assisting school faculties to build their capacity to better instruct students, and brokerage between schools and outside providers of service and materials. The roles of authority, support, and brokerage typically contend with each other, producing a set of perennial tensions for district leaders. This article examines the influence on these three roles of external support providers working in close partnership with districts on instructional improvement efforts. First, the article reviews the literature on district/provider partnerships for examples of role adjustment. Second, using a case study of a deep partnership between a district and an external provider, this article empirically examines the influence of a district/provider partnership on the balance of district roles. The findings illustrate how the traditional district roles of authority, support, and brokerage are adjusted by partnerships with external providers.     

Performance Government: Activating and regulating the self-governing capacities of teachers and school leaders

This article analyses ‘performance government’ as an emergent form of rule in advanced liberal democracies. It discloses how teachers and school leaders in Australia are being governed by the practices of performance government which centre on the recently established Australian Institute for Teaching and School Leadership (AITSL) and are given direction by two major strategies implicit within the exercise of this form of power: activation and regulation. Through an ‘analytics of government’ of these practices, the article unravels the new configurations of corporatized expert and academic knowledge—and their attendant methods of application—by which the self-governing capacities of teachers and school leaders are being activated and regulated in ways that seek to optimize the performance of these professionals. The article concludes by outlining some of the dangers of performance government for the professional freedom of educators and school leaders.     

Describing an ‘effective’ principal: perceptions of the central office leaders

The purpose of this qualitative study was to examine how district leaders of two school systems in the USA describe an effective principal. Membership categorisation analysis revealed that district leaders believed an effective principal had four major categories of characteristics: (1) documented characteristics (having a track record and being a good manager), (2) instructional skills (instructional leadership and data leadership), (3) interpersonal skills (team player and community leader) and (4) perceptual characteristics (being a perfect fit for school and passionate leader). Based on the findings, a graphical model of portraying an ‘effective principal’ from the point of view of district leaders is constructed. Implications for policy, research, practice and leader preparation are offered.     

SCHOOL‐BASED TRAUMATIC BRAIN INJURY AND CONCUSSION MANAGEMENT PROGRAM

Traumatic brain injuries (TBIs), including concussions, can result in a constellation of physical, cognitive, emotional, and behavioral symptoms that affect students’ well‐being and performance at school. Despite these effects, school personnel remain underprepared identify, educate, and assist this population of students. This article describes a model of service delivery for students with TBI in a large urban school district. The district's TBI Program and Concussion Management Team address unique issues related to assessment, intervention, and transition planning for this population of students, as well as prevention and education efforts in the district as a whole. This model involved designating a district‐level school psychologist to serve as a point person for TBI cases, which improved accurate identification of students with TBI, facilitated coordination of concussion management efforts, and provided a smooth transition for students with TBI from the hospital or clinic back to school. Suggestions for increasing school psychologists’ involvement with TBI cases are proposed, including strategies for serving as team leaders, for coordinating progress monitoring, and for training others in the school community about TBIs.     

美国教育问责背景下的教学辅导员:回顾与反思

21世纪初美国颁布《不让一个孩子掉队》法案,此后,教学辅导员大量兴起。作为教学领导的一员,教学辅导员在促进学校能量建设、教师专业发展方面被寄予厚望。现实中,教学辅导员对各类角色有所选择和理解,不仅表现出促进者、中介者的角色,并在学习的过程中不断建构新的角色。在形成角色的过程中,教学辅导员受学区、学校等多重因素的影响。教学辅导员若要促进教学改进,必须首先推动学校的内部问责,并在教育系统中获得清晰的定位。     

School leadership and school improvement: an examination of school readiness factors

ABSTRACT

This article reports on an investigation into the influence stemming from school leadership as an important consideration in relation to school improvement. School readiness, based on [Schiemann, W. A. 2014. “From Talent Management to Talent Optimization.” Journal of World Business 49 (2): 281–288. doi:10.1016/j.jwb.2013.11.012]. Accountability, Capability and Engagement (ACE) leadership model, was assessed through self-reported school leader behaviours, attitudes, perceptions, and school improvement attributes. To clarify, school readiness refers to how a school principal optimises staff and other school resources to best achieve school improvement agendas. School readiness survey results and student achievement outcomes for one entire school district were analysed, indicating that school readiness did indeed impact student achievement. Findings reveal a need for school leaders to focus more clearly on overall school alignment and optimisation behaviours, and these are discussed in relation to specific leadership recommendations and how leadership can better support and encourage school improvement in terms of educational accountability.     

District Progressivism: Rethinking Reform in Urban School Systems, 1900-1928

This paper reexamines the analytic categories that American educational historians have used to describe progressive era reformers and their innovations. Using archival sources and other school district records, this essay analyzes the nature of school reform in three United States cities: Seattle, Washington, Oakland, California, and Denver, Colorado during the early decades of the twentieth century. The author argues that educational leaders in city school systems blended and combined practices that historians have tended to see as contradictory. These "district progressives" viewed many reforms of the era as compatible and intertwined for a variety of reasons: practitioners at the local level were more likely to see the movement for "progressive" education in a battle with older, nineteenth-century conceptions of education; district leaders, by necessity, developed distinct strategies for district-wide change, using their administrative leverage to foster instructional change; and some leaders, quite simply, found certain administrative reforms much easier to implement. 1     

From positivism to critical theory: school-community relations toward community equity literacy

In recent years, research on urban school–community relations has emerged with renewed vigor and a myriad of suggestions for how to best approach the topic. While most of these suggestions are anchored in positivist and interpretive epistemologies, a growing number of scholars are applying more critical approaches to school–community relations that center issues of equity and unequal power relations. However, these approaches are often perceived as being too impractical for educational leaders to implement. This article thus situates approaches to school–community relations across three epistemologies: positivism, interpretivism, and critical theory to make these ideas more accessible for educational leaders. With a focus on developing educational leaders to work equitably across school and community contexts, this article provides an operating framework for each approach that delineates assumptions, goals, views of families, strategies, and types of leadership. Finally, this article provides an epistemological grounding to propose that educational leaders develop what I call community equity literacy, and concludes with implications for future research.     

Selecting and Implementing Whole School Improvement Models: A District and School Administrator Perspective

As a growing number of schools and districts are found to be underperforming under the requirements of NCLB, school and district administrators are increasingly searching for research-based whole school improvement programs, including comprehensive school reform (CSR) models and education service providers (ESPs), in order to create dramatic changes and improvements within schools. Limited available research on the effectiveness of these models constrains what education consumers know about how a model will meet the unique needs of a particular school. This article reviews the experience of practitioners who have been through the selection and implementation process of whole school improvement models in order to identify emerging themes that education consumers embarking on this process should consider. During the qualitative data collection process for three Comprehensive School Reform Quality (CSRQ) Center reports, CSRQ staff held phone conversations with school and district administrators. The researchers analyzed 86 of these conversations and grouped them into similar topic areas. Common themes emerged for both the selection process and the implementation of whole school improvement models.     

Leaving a sinking ship? School principals in flight,Lessons and Possible Solutions

This qualitative study was motivated by a sizeable number of school principals retiring early in South African schools. They either leave teaching for other careers or retire before the retirement age of sixty. It was then necessary to explore what factors, if any, made them leave school management and the teaching career. Sixteen school principals were purposefully selected and interviewed through semi-structured interviews. Eleven of these had already left teaching in the previous four years, while the others were waiting for their last days in teaching at the time of the study. The results illustrate that there are various reasons that lead to the early retirement of school principals from historically black schools. Among these are burnout, lack of teacher commitment, increased unionisation of teachers as well as the non-involvement of district officials in the schools’ improvement and management plans. Consequently, many participants maintained that it was almost impossible to run schools effectively when this scenario prevailed. The conclusions point out that school managers and leaders need to be supported in various ways as they steer various programmes in their schools. This includes constant mentoring, management preparation as well as continual formal professional development programmes.