THE RELATIONSHIPS BETWEEN SCHOOL INSPECTIONS, SCHOOL CHARACTERISTICS AND SCHOOL IMPROVEMENT

ABSTRACT:  The effects of school inspections on school improvement have been investigated only to a limited degree. The investigation reported on in this article is meant to expand our knowledge base regarding the impact of school inspections on school improvement. The theoretical framework for this research is partly based on the policy theory behind the Dutch Educational School Supervision Act (the latter includes assumptions about how school inspections lead to school improvement). Interviews and a survey with school inspectors gave insight into how school inspectors implement the Supervision Act and how they assess schools, and stimulate schools to improve. The results of ten case studies showed that all schools started to improve after a school visit. The innovation capacity of the school and the school environment do not seem to contribute to school improvement after school inspections. No effects were found on school-improvement processes of the number of insufficient scores that schools received from inspectors, the extent of feedback and suggestions for improvement, and the number of agreements. The provision of feedback about weaknesses, the assessment of these weak points as unsatisfactory, and the agreements between an inspector and the school regarding improvement activities do appear to make a difference in promoting school improvement.     

Levers for sustainable improvement of Spanish schools in challenging contexts

The need for innovation in the Spanish educational system has become more evident in the wake of the last PISA reports. To find our own way to achieve better schools we must take advantage of what schools that managed to sustain changes over time have learnt from such a process. This paper reports on findings from an inquiry that tried to shed light on the knowledge embedded in the practices of schools commended by external advisers as they had institutionalized a recognisable dynamic of changes. In order to meet this goal, five primary, four secondary and one special education school—most of them in challenging contexts—from two different regions in Spain were studied by means of ethnographic methodologies. The results described in this paper depict the main levers for improvement shared by these schools. Important support for change processes was found in the narratives deployed about the disadvantaged context surrounding the schools and the high value of teaching in these circumstances. On the other hand, the leadership that supported the change dynamics was clearly distributed and the leaders used diverse power sources in order to tackle changing contexts. Other key factors that apparently facilitated the sustainability of change were the priority given to supportive school climates; organizational cultures that encouraged teachers to take risks and essay new ways of teaching; and the practice of innovation by adopting an emergent, unplanned, free-flowing pattern. These findings are discussed in the light of common issues of the recent school improvement literature such as: sustainability, organizational knowledge and learning, communities of practice and building capacity to change.     

Principal leadership practices in exploiting situated possibilities to build teacher capacity for change

This paper attempts to identify leadership practices of school principals as they engaged in exploring and exploiting possibilities in and around the school contexts to build teacher capacity for change. Based on interview data of school principals, this paper shows that principals from different schools engaged in qualitatively different practices when they led their schools in building teacher capacity for school improvement. Three approaches to teacher development are identified, namely deficit approach, interactive-growth approach and participatory-growth approach, each delineating a unique set of teacher capacity building practices, teacher learning activities and contextual conditions in which they occur. Implications for developing efficacious principal leadership in teacher capacity building are discussed.     

Match: The Report of the School

Schools are currently suffering from considerable ‘innovation overload’ with multiple changes being demanded by the Education Reform Act and other sources. Tom Peters (1988) has argued that a similar turbulent situation exists in US business and industry and suggests that the most successful companies are those which are able to ‘Thrive on Chaos’. LEAs and schools need knowledge and skills about school improvement and this article attempts to provide research‐based information to help them cope with innovation and improve teaching and learning.

School improvement is seen as a combination of previous research on the management of change and school effectiveness. Eight factors which seem to be related to effective schools are listed and knowledge about the change process is used to consider how a school could be improved. In order to offer practical help to LEAs and schools a set of guidelines is provided and recent research findings are discussed under each heading. The article concludes with an outline of a possible LEA school improvement project, involving a set of stages.     

School Councils' Influence on School and Classroom Practice

School councils are a prominent feature of most school restructuring initiatives, despite surprisingly little evidence about their contribution to school improvement. This study examined the influence, on both school and classroom practices, of an advisory form of school councils implemented in the province of Ontario in June 1996. Data from interviews with 50 people from 5 schools, selected for the range of council's influence, were used to address questions concerning the extent of council effects and the characteristics of relatively influential councils.

Results indicated that councils had weak positive to negative influences on both schools and classrooms. More influential councils were characterized by their collaborative team approach with the school staff and their involvement in initiatives related to school improvement objectives. These councils were usually found in schools with a history of relatively extensive parental involvement in many forms. More influential councils had facilitative principals who supported and endorsed the councils; provided information, knowledge, and skills to council members; worked closely with the council chair; and assisted the council to build connections with the school staff.     

Realising Our Potential: Understanding and Developing Capacity for Lasting Improvement

In an increasingly complex world, continuous and broad-based learning is essential to keep up with the rapid pace of change. Drawing on research and development work in school effectiveness and school improvement, it is argued in this article that internal capacity is vital in developing and sustaining the teacher and organisational learning necessary to promote and enhance student learning. Influences on internal capacity at the individual teacher, school context and external context levels are discussed, and principles offered for building capacity from within and outside schools. Differences between schools in their internal capacity are highlighted and questions posed for further research and development work to understand better how the influences interact in different types of schools.     

Understanding the School's Capacity for Development: Growth states and strategies

ABSTRACT

This article focuses upon differential strategies for school development and improvement. It argues that much school improvement work has placed an emphasis upon systemic change and has neglected to consider the extent to which schools have different capacities for change and development. We suggest in this article that different improvement strategies and types of intervention are needed for schools at different stages of growth. Our position is based upon a substantial body of school improvement research which has demonstrated the importance of differential strategies for schools at various developmental stages. We hope that this article will stimulate further discussion, debate and enquiry about the importance of differential approaches to school improvement.     

Enabling teachers to become pedagogical leaders: case studies of two IDEAS schools in Singapore and Australia

This research paper is about the role of the principal in enabling teacher leadership for pedagogical innovations and school improvement studied in two Innovative Designs for Enhancing Achievements in Schools (IDEAS) schools in Singapore and Australia over a 3-year period from 2005 to 2007. The research reported is based on the developing relationship between principals and teacher leaders as they collaboratively engage in a process of whole school improvement. Both case study schools used the IDEAS school improvement program which originates from the Leadership Research Institute, University of Southern Queensland. The cases trace the facilitation of the IDEAS process in each school and highlights the centrality of teacher leadership in bringing about change in school-wide pedagogy and a process of school re-culturing. It underlines the fact that principals need to support the enabling of leadership among teachers by giving them the space, time and responsibility to make decisions about curriculum work and ensuring that these are aligned with new organizational structures and processes. The paper discusses how the schools were different and yet similar in many ways between the two countries, Singapore and Australia, with regard to the nature of the enabling processes for organizational revitalization and school capacity building. It draws out some implications for school leadership and school improvement.     

Reassessing school effectiveness: Multi-objective value-added measures (MOVAM) of academic and socioemotional learning

Under the Every Student Succeeds Act (ESSA), it is imperative that American public schools assess and improve not only academic but also non-academic measures of student learning such as socioemotional skills. The policy shift towards broad-based school accountability calls for reassessing school effectiveness from whole child development perspectives and addressing potential biases and limitations of conventional value-added measures (VAM). Through multivariate multilevel analyses of the Early Childhood Longitudinal Study-Kintergarten (ECLS-K): 2011 data, this study applies multi-objective value-added measures (MOVAM) approach to assess and improve school effectiveness for academic and socioemotional learning. The study results show different patterns of academic vs. socioemotional learning gains, and also weak correlations between school effects on the two types of learning outcomes. Nevertheless, the comparisons of academically and socioemotionally effective vs. ineffective schools imply that schools can and should improve both academic and socioemotional learning outcomes through synergistic improvement of key organizational and instructional conditions.     

英国基础教育薄弱学校改革的市场化特征

在英国工党奉行“第三条道路”教．育政策的背景下，英国基础教育薄弱学校改革的市场化特征鲜明：推行教育行动区计划，支持组建特色学校；实行“公立与私营”合作战略，积极兴建“合同学校”；推行初中学校联盟战略，共享优质教育资源；引入市场招标机制，学校教育督学中介化。这对在构建社会主义市场经济体制下基础教育体制的视野中，引进市场化调控机制来推动我国薄弱学校改革不无深刻启示。     

The effects of principal’s leadership style on support for innovation: evidence from Korean vocational high school change

A climate of innovation and principal leadership in schools are regarded as significant factors in successfully implementing school change or innovation. Nevertheless, the relationship between the school climate supportive of innovation and the principal’s leadership has rarely been addressed to determine whether schools successfully perform their intended change. In this vein, this study investigated the impacts of the principal’s leadership style on the teacher’s perceived school climate in terms of support for innovation. The participants were 981 full-time teachers in 32 public vocational high schools in South Korea. To examine the unobserved characteristics of schools and principals that promote a school climate supportive of innovation, both traditional multiple regression and HLM analyses were conducted and compared to the estimated effects of the principal’s leadership style as a predictor at both the teacher level and the group level. While the unobserved characteristics of school type and principals’ demographics were considered, results of the study revealed that the leadership style of the principal significantly affects how the teachers perceive the school climate in terms of support for innovation. More specifically, the findings of the study assert that principal’s leadership style as an Initiator or a Manger, rather than a Responder, can provide support for an organizational climate which enhances innovation in schools. Additionally, evaluating the government’s change initiative, the study illustrates that the government’s top-down mandate requiring schools to change was not related to the creation of a climate supportive of innovation in schools.     

Moving on and Moving up: Confronting the Complexities of School Improvement in the Improving Schools Project

Despite recent advances, the research literature on school effectiveness, school improvement and educational change has relatively little to say about how schools become effective over time, and what strategies or combination of strategies work best to improve schools at different levels of effectiveness. A recent British research study – ‘The Improving Schools’ project funded by the Economic and Social Research Council – has been designed to explore these (and other) issues. This article describes the rationale for the fieldwork aspect of the project, which includes 13 secondary schools from 3 English local education authorities and presents 4 themes that have emerged from the first phase of the research that cast some light on the phenomena of the ‘improving school’. These themes – multiple starting points, the complex interactive and intuitive nature of school improvement strategies, the missing instructional level, and the importance of context – are described. The article concludes that given the non-linear and unpredictable nature of improvement seen in the case studies, schools need to become more skilled in ‘change agentry’ in order to continue to improve.     

School Climate,School Improvement and Site-based Management

This article examines the relationship between school organisational climate and the school's preparedness to undertake restructuring and improvement. Over the last two decades, much research into school improvement and effectiveness has indicated the importance of school climate for a school's efforts to change. For school-level personnel, an understanding of the nature of the prevailing climate would seem valuable in determining the school's willingness and capacity to embark on school improvement initiatives and to evaluate the impact that such initiatives have on the nature of the school's climate. The research reported here was conducted in three phases. The first phase involved the assessment of the prevailing organisational climate in 30 secondary schools drawn from three State education systems in Australia. The second phase involved analysing and documenting the principles and school-level process associated with the establishment of site-based management in the three State education systems. The third phase sought teachers' perceptions about the impact of site-based management on school improvement planning, collaboration and curriculum leadership, and classroom practices. The research indicated the existence of an important relationship between organisational climate and the school's capacity to implement and sustain authentic site-based management. Where the prevailing organisational climate is negative, tailored ‘front-end’ strategies designed to improve the climate might be undertaken prior to the school embarking on substantial school improvement initiatives. Finally, assessing organisational climate can provide information about a school's preparedness to undertake change, and a re-assessment of climate following a change initiative can provide evaluative data about the extent of change within the school. This revised version was published online in July 2006 with corrections to the Cover Date.     

Five Years after Implementation: The Role of the District in Maintaining an Ongoing School Improvement Process

The longitudinal study reported here provides insight into the role of the school district in implementing and maintaining the essential elements of a nine‐year statewide improvement project called SPUR five years after the termination of state funding and external support. Key to the conceptualization of SPUR were findings from the comprehensive Rand Study (McLaughlin & Marsh, 1978) on successful change efforts emphasizing the importance of implementing an ongoing improvement process. On‐site visits to six districts and a follow‐up survey of all 66 participating school districts were used to determine maintenance of the process, factors facilitating/impeding maintenance, and long‐term benefits. Results suggest that SPUR represents a viable improvement process that can be implemented and maintained in districts and schools with positive outcomes. Individual and organizational efficacy as well as an increased capacity for change and innovation were found to be directly related to the level of district maintenance and support.     

From inspection to quality: Ways in which school inspection influences change in schools

Inspection is employed by most European education systems as an instrument for controlling and promoting the quality of schools. Yet there is little research knowledge about how inspection drives the improvement of schools. The study reports on surveys to principals in primary and secondary education in six European countries to attempt to clarify how school inspection impacts on the improvement of schools. Based on an analysis of principals’ perceptions the evidence suggests that inspection primarily drives change indirectly, through encouraging certain developmental processes, rather than through more direct coercive methods. Inspectorates that set clear expectations and standards have an impact on the increased utilization of self-evaluation and on developing the capacity of schools to improve in a variety of ways.     

The use of performance feedback in school improvement in Louisiana

Although school performance feedback is available in schools all over the world, there is a dearth of information about the use made of feedback and about the effects of its use. This paper presents case study research into the use of school performance feedback and its’ perceived effects. All schools used the feedback in writing school improvement plans, but the extent of genuine school improvement varied across schools as did the perceived effects of the use of performance feedback. The results highlight various factors which may promote or impede the use of school performance feedback and its effects.     

Computing as Educational Innovation: a model of distributed expertise

ABSTRACT

The introduction of innovation to a school doesn't just happen. Often it is the work of an interested and dedicated teacher. Such teachers are often frustrated in their efforts to change the curriculum because they lack both the leadership skills necessary for substantial change and an understanding of how innovation effects and spreads in an organization. School principals, in their position as curriculum leaders, should play a crucial role in bringing innovation to the classroom. Many, however, play an encouraging but less active role, supporting teachers’ efforts to change the curriculum. While this type of leadership has been sufficient in the past, the introduction of computer technology as an integral part of the instructional program requires active leadership because of its multifaceted nature and intense budgetary requirements. This paper suggests a model of school administration wherein already overburdened school administrators can share leadership in a meaningful way with interested teachers. It also presents a model for the diffusion of innovation by such leadership teams. The paper argues that innovation does not just happen; meaningful change requires both strong leadership and deep understanding of the politics of innovation. This is particularly true for the introduction of computers to schools because of the magnitude of the change required.     

Behind the Classroom Door: The Challenge of Organisational and Pedagogical Change

In many school systems the inabilityof system wide reform to significantly enhancestudent learning is clearly evident. There is agrowing recognition among policy makers of theneed to locate improvement efforts closer tothe classroom and to support schools inbuilding the internal capacity for change. Thisarticle compares three school improvementprojects that have been successful in achievingorganisational and pedagogical change. Thiscomparative analysis highlights the importanceof building the capacity for change anddevelopment at both the school and classroomlevel. It also emphasises the need to generateprofessional learning communities withinschools if improvement is to be sustained.