A packed crowd of over 100 attendees listened to how two principals turned around their low-performing schools to make dramatic gains in student achievement. The forum, co-hosted by NASSP and the Alliance for Excellent Education featured two of the 2010 MetLife Foundation-NASSP Breakthrough Schools Principals.
NASSP Executive Director Gerald N. Tirozzi opened the forum by noting that both principals implemented certain strategies identified as effective in the NASSP Breaking Ranks framework for school improvement, including strong leadership, a rigorous curriculum, and strong collaboration among all staff.
Lavonne Smiley is principal of Tefft Middle School in Streamwood, IL, and oversees roughly 800 7th and 8th grade students, 47% of whom are Latino and 59% of whom are low-income. After specific encounters with angry or frustrated parents, teachers, and students, Smiley knew she needed to turn things around. Adopting the strategies outlined by Richard DuFour in On Common Ground: The Power of Professional Learning Communities, she brought a greater focus to curriculum, assessment, and interventions for struggling students. As a result, the number of students meeting and/or exceeding state test scores at Tefft jumped from 56% in 2002 to 91% in 2010. Smiley advised other educators to implement school reform with fidelity, continuously self-evaluate, and celebrate successes.
Tom O’Brien was principal of Brentwood High School in Brentwood, NY, for 15 years before his recent retirement. The high school serves a staggering 3,500 students in grades 10-12, 68% of whom are Hispanic and 62% of whom are low-income. Forty-one percent of the student population is also transient, posing a unique challenge. One irony that Mr. O’Brien pointed out was that as his school fell deeper into NCLB sanctions from 2002-2006 for not meeting adequate yearly progress (AYP), Brentwood’s test scores were improving steadily for most student subgroups. To turn things around, O’Brien created a collaborative School Improvement Team and staffed teacher coaches and more bilingual teachers to raise student achievement. As a result, special education students’ test scores rose 52 percentage points in math from 2004 to 2008, while limited English proficient students’ test scores rose 89 percentage points in the same time period. Citing lessons learned, O’Brien emphasized focused leadership, data analysis, a strong improvement team, celebrating successes, and time as critical components to effectively turn around a school.
To discuss policy implications for school turnaround, senior staff from the House Committee on Education and Labor and the Senate Health, Education, Labor and Pensions Committee also addressed the audience. Both commented specifically on the four turnaround models for school improvement, which all require replacing the principal as the first step for reform. They shared some details about their bosses’ proposals to reauthorize the Elementary and Secondary Education Act, including surprising news that the House bill will not contain the four models, but will instead require a school instructional plan without prescribing one. They also want to identify ways to show improvement beyond AYP indicators, and these strategies will require intensive reliance on data. The Senate has not outright rejected the four school improvement models, but they are seeking the appropriate accountability to place on turnaround schools, and similarly will call on schools to present significant data to show improvement.
NASSP continues to oppose the four school turnaround models and believes that the success stories of these principals invalidate the requirement that the principal be replaced as the first step to school improvement. In contrast, capable, dedicated principals like Smiley and O’Brien prove they are a critical component to successful school turnarounds.