CTAP4 Data Assessment

The popular term for what's going on in the Richmond School District and other school systems throughout the region is data-driven decision making. How that plays out varies from school district to school district, from weekly meetings and annual data retreats to regular standardized assessments of student performance. What it means is educators are getting more scientific in how they approach teaching and learning in today's schools.

Use of the data for instruction is still in its infancy, according to Laura Maly, a math instructional coach who works with teachers at Bradley Tech and Pulaski high schools on applying the benchmark assessments to their classroom work. But she's optimistic that the more teachers learn about what information is available to them on their students, the greater impact it will have.

One of the main obstacles that schools say they face in taking advantage of the plethora of information available to them in the technological age is finding time for teachers to study their students' academic performance on objective measures and plan ways to address any shortcomings. In the Oconomowoc School District, each school has held a "data day" for staff before the start of school for the last four years. The Wauwatosa School District is experimenting in several schools with having teachers gather to figure out how to take information from the MAP test and apply it in their classrooms.

A school that is also a professional learning community recognizes that work with students and adults is on-going and embodies the values of continual growth, risk-taking and trust.

Now that we had a structure around which to build our professional community, we could explore what that community could do. We found that it allowed us to do several distinct things: as well as developing a shared accountability system, we could diagnose our students’ weaknesses, as well as the gaps in our own teaching; we learned to critique one another’s practice; and we found ways to get to know our students beyond the classroom.

As we scored student work together, and team-taught in writing seminar, we also identified skills that we needed to further develop as teachers.

The scenarios that illustrate each chapter come from two case studies, one based on a K-8th grade scenario and the other a 9th-12th grade setting. Data Wise grounds its discussion in examples from those contexts, keeping the material accessible and focused on realistic problems and solutions. Data Wise's process depends on collaboration and full faculty participation. With a sympathetic understanding of the inevitable limits on staff time, the authors discuss the best ways to structure collaborative faculty time and include three protocols to involve faculty and staff in gaining insight from data.

In this post I hope to share the essence of some of the main ideas communicated in the speech. The format is: words from the slide followed by a short narrative on the core message of the slide. Hope you find it useful.

The biggest challenge in our current environment is that it is trivial to implement a tool, it takes five minutes. But tools are limiting and can just give us data. What compounds the challenge is that we all have this deep tendency to make decisions that come from who we are influenced from our life experiences. Based on my humble experience of the last few years here are seven common sense recommendations for creating a data driven company culture……

# 6 Reporting is not Analysis

Many professional development efforts are organized as a smorgasbord of courses offered to educators. The district measures the effort's effectiveness by how many courses staff complete or how satisfied teachers are with the classes offered. District leaders who use the smorgasbord approach may view professional development as an extra that potentially helps an individual's performance but is not absolutely essential. They probably invest little in professional development planning because they don't expect great results.

Other district leaders recognize how much professional learning contributes to the district's learning goals for students, and so they align individual, team, school, and system learning plans. At each level, participants consider what outcomes they want for students, the knowledge and skills teachers need, and the professional learning that will help staff achieve the system goals. To be results-driven means following Stephen Covey's advice (1989): "Begin with the end in mind." Once student outcomes are selected, professional development leaders identify the knowledge and skills adults need to help students achieve the district's standards of success. The knowledge and skills linked to the student learning goals become part of the comprehensive professional development curriculum

In too many schools, staff development is limited to teachers attending workshops, courses, and conferences. School districts can no longer afford staff development efforts that are predominately "adult pull-out programs." That kind of learning alone will not produce high-level results. Schools will achieve high levels of performance when professional learning is embedded in every school day.

This is the NCLB model. Schools are expected to collect data once a year, slice and dice them in various ways, set some goals based on the analyses, do some things differently, and then wait another whole year to see if their efforts were successful. Somehow, this model is supposed to get schools to 100% proficiency on key learning outcomes.

he key difference in this model is an emphasis on ongoing progress monitoring and continuous, useful data flow to teachers

Under this approach, schools have good baseline data available to them, which means that the data are useful for diagnostic purposes in the classroom and thus relevant to instruction. The data also are timely, meaning that teachers rarely have to wait more than a few days to get results. In an effective data-driven school, educators also are very clear about what essential instructional outcomes they are trying to achieve (this is actually much rarer than one would suppose) and set both short- and long-term measurable instructional goals from their data.

But the good news came paired with bad as state Superintendent of Public Instruction Jack O'Connell declared that the education of African American students has reached a crisis stage. Scores of that group remained well below those of white and Asian American students, he said, while black students' English skills generally match those of Latino students - many of whom are just learning the language.

Big Idea #1: Ensuring That Students Learn The professional learning community model flows from the assumption that the core mission of formal education is not simply to ensure that students are taught but to ensure that they learn. This simple shift—from a focus on teaching to a focus on learning—has profound implications for schools.

Big Idea #2: A Culture of Collaboration Educators who are building a professional learning community recognize that they must work together to achieve their collective purpose of learning for all. Therefore, they create structures to promote a collaborative culture.

Big Idea #3: A Focus on Results Professional learning communities judge their effectiveness on the basis of results. Working together to improve student achievement becomes the routine work of everyone in the school. Every teacher team participates in an ongoing process of identifying the current level of student achievement, establishing a goal to improve the current level, working together to achieve that goal, and providing periodic evidence of progress. The focus of team goals shifts. Such goals as "We will adopt the Junior Great Books program" or "We will create three new labs for our science course" give way to "We will increase the percentage of students who meet the state standard in language arts from 83 percent to 90 percent" or "We will reduce the failure rate in our course by 50 percent."