Accountability,school reform,and equity: The troubling case of Sylvan school district

Most educational accountability systems draw upon relatively simplified indicators of student learning. Despite sufficient criticism and evidence of their misuse, test scores continue to be emphasized—even though they have a deadening effect on the very school district these accountability systems intend to primarily influence. This paper focuses on one of these low-performing school districts. The case study of Sylvan One reveals that the influence of state policy is especially circumscribed in a district like Sylvan's that is beset by such prevailing conditions as the politics of race, the culture of poverty, vacuums in communication and leadership, and the uncritical mass of human resources. Each of these conditions limits change and reform dramatically. Account-ability and reform must focus on a rigorous curriculum and well-understood standards—but only in the context of this community, replete with its problems ofrelationships, resources, andracism. These are the “three Rs” that are tantamount to creating and sustaining reform. And this approach is more about political development than anything else. Recommendations for moving beyond the traditional policymaking tools of mandates and inducements are suggested, recognizing that policy may at best promote equality, but not necessarily excellence and equity.