Bottom Up Accountability How Leadership Team Members In High Need Schools Prioritize And Contextualize Their Work

Outcomes of formal accountability measures often portray schools in low-income communities as ineffective. This happens without taking into account the broader issues that impact a schools' ability to create the conditions for teaching and learning. This qualitative study sought to understand site-based goals established by leadership teams in high-need schools and how these goals address student and community needs, including how contextualization of formal data sheds light on issues of shared responsibility for school success. It also sought to understand how site-based goals and context shape the supports provided by the district. The leadership teams of three pilot schools in the Paso Nuevo Unified School District (pseudonym) were interviewed. These schools all service low-income high-need communities throughout Paso Nuevo. Although these schools exhibit some of the conditions considered optimal for teaching and learning, they have struggled to meet formal accountability measures. The principals for each school were also interviewed for this study, including four members of district leadership. My findings show that leadership team members prioritize the immediate needs of students and communities. These site-based goals address issues of trauma, safety, poverty, violence and dislocation. Contextualization of formal data pointed to issues that make the conditions for teaching and learning a challenge. These include a lack of resources, lack of effective teachers, lack of accurate and timely data and serving a disproportionate number of students with high needs, including English Leaners, Newcomers and Special Education students. Although district leadership acknowledged the broader issues that impact these conditions, they failed to provide solutions to these challenges. District leadership was focused on addressing formal accountability measures, which are prioritized by LEA's and state accountability systems. These findings suggest that leadership teams work collaboratively and effectively, aligning resources and supports to address the immediate needs of students. Additionally, findings suggest that broader issues that are not measured by formal measures impact a schools' ability to create the conditions for teaching and learning. Lastly, the state and district should develop reciprocal intelligent accountability systems that hold districts and states accountable for not addressing and supporting the needs of schools.

Our fourth book in the International Research on School Leadership series focuses on school leadership in an era of high stakes accountability. Fueled by sweeping federal education accountability reforms, such as the United States’ No Child Left Behind (NCLB) and Race to the Top (R2T) and Australia’s Performance Measurement and Reporting Taskforce, school systems around the world are being forced to increase academic standards, participate in high-stakes testing, and raise evaluation standards for teachers and principals. These results-driven reforms are intended to hold educators “accountable for student learning and accountable to the public” (Anderson, 2005, p. 2, emphasis in original). While policymakers and the public debate the merits of student achievement accountability measures, P-12 educational leaders do not have the luxury to wait for clear guidance and resources to improve their schools and operating systems. Instead, successful leaders must balance the need to create learning communities, manage the organizational climate, and encourage community involvement with the consequences testing has on teacher morale and public scrutiny. The chapters in this volume clearly indicate that as school leaders attend to these potentially competing forces, this affects their problem-solving strategies, ability to facilitate change, and encourage community involvement. We were delighted with the responses from colleagues around the world who were eager to share their research dealing with how leaders are functioning effectively within a high-accountability environment. The nine chapters in this volume provide empirical evidence of the strategies school leaders use to cope with problems and negotiate external demands while improving student performance. In particular, the voices and actions of principals, superintendents, and school board members are captured in a blend of quantitative and qualitative studies. The breadth of studies is impressive, ranging from case studies of individual principals to cross-district comparisons to national data from the National Center for Education Statistics. To highlight important findings, we have organized the book into five sections. The first section (Chapters 2, 3, and 4) highlights the problem-solving strategies used by principals and superintendents when pressured to turn around low-performing schools. In the second section (Chapters 5 and 6), attention is devoted to ways in which school leaders act as “buffers” by reducing the impact of external demands within their local school contexts. Next, Chapters 7 and 8 explore creative ways in which financial analyses can be used to assess the cost effectiveness of programs and services. Chapters 9 and 10 examine how principals enact their instructional leadership roles in managing curriculum reforms and evaluating teachers. Finally, in the last section (Chapter 11), Kenneth Leithwood synthesizes the major themes and ideas emerging across these chapters, paying particular attention to practical issues influencing school leaders in this era of school reform and accountability as well as promising areas for future research.

When it comes to the issue of US education reform, hopeful politicians, liberal and conservative alike, have long touted the promises of 'standards-based accountability'. But do accountability-based reforms actually work? What happens when they encounter the formidable challenge of the comprehensive high school?The New Accountability explores the current wave of assessment-based accountability reforms at the high school level in the United States.

Accountability. The very mention of the word strikes fear in the hearts of many teachers and school leaders, leading to confusion and panic rather than improved student achievement. Author Douglas B. Reeves explains how to transform accountability from destructive and demoralizing accounting drills into a constructive decision-making process that improves teaching, learning, and leadership. Reeves encourages educators to become proactive in developing student-centered accountability systems. These systems capture the many aspects of teaching that test scores don't reveal—they tell the stories behind the numbers. Reeves shows how educators can create accountability systems that enhance teacher motivation and lead to significant improvements in student achievement and equity, even in traditionally low-performing schools. Accountability for Learning explains how to build a student-centered accountability system by examining key indicators in teaching, leadership, curriculum, and parent and community involvement. Focusing on the classroom, it outlines how teachers can become leaders in accountability by using a four-step process of observation, reflection, synthesis, and replication of effective teaching practices. Finally, the author discusses the role of local, state, and federal policymakers and corrects the myths associated with No Child Left Behind. "As educators, we have two choices," Reeves says. "We can rail against the system, hoping that standards and testing are a passing fad, or we can lead the way in a fundamental reformulation of educational accountability." Accountability for Learning gives readers the helping hand they need to lead the way to fair and comprehensive accountability.

Now more than ever, policymakers face a number of difficult and technical questions in the design and implementation of new accountability approaches. This book gathers the emerging knowledge and lessons learned offered by leading scholars in the field.

The Infrastructure of Accountability brings together leading and emerging scholars who set forth an ambitious conceptual framework for understanding the full impact of large-scale, performance-based accountability systems on education. Over the past 20 years, schools and school systems have been utterly reshaped by the demands of test-based accountability. Interest in large-scale performance data has reached an unprecedented high point. Yet most education researchers focus primarily on questions of data quality and the effectiveness of data use. In this bold and thought-provoking volume, the contributors look beneath the surface of all this activity to uncover the hidden infrastructure that supports the production, flow, and use of data in education, and explore the impact of these large-scale information systems on American schooling. These systems, the editors note, “sit at the juncture of technical networks, work practices, knowledge production, and moral order.

In an age when responses to accountability regimes in education range from hysteria to cynicism, this volume reframes accountability in narratives of collective, participatory responsibility that leave one feeling inspired and ready to act. The authors, all scholar-practitioners speaking from contexts spanning leadership, policy, literacy, indigenous education, and diversity, explore ways to navigate accountability discourses with wisdom, courage and hope.—Tara Fenwick, PhD, Head, Dept. of Educational Studies, University of British Columbia. In this collection, the preoccupation of educational institutions with accountability is critically examined by writers who work in the field. They consider the impact of accountability regimes on professional practice and the learning agenda, challenge current policies and call for a rethinking of accountability. The skills and knowledge associated with this work is what we should hold schools accountable to. It is, as you see from reading these contributions, time for change.—Stephen Murgatroyd, PhD, Chief Scout, The Innovation Expedition Inc. About the Book From their diverse perspectives, nine educational practitioners discuss current educational accountability policies and how these affect students, educators, learning and teaching in a variety of settings, from K-12 schools to post-secondary institutions and government agencies. The authors combine theory, research and their day-to-day experiences to reflect on the challenges posed by realities such as outcomes-based curricula, high-stakes testing, standardized reporting and management by objectives. By examining current accountability initiatives and their effects in relation to core values of public education such as equity, diversity, democracy and opportunity, this book offers educators a range of insights for thinking about and doing education differently.

This book shows that the current focus on high stakes tests has narrowed the definition of a successful school. It demonstrates that, in addition to focusing on standardized measures, educators also need to look at other matters, such as what actually goes on in their classrooms, teachers’ professional development, parental involvement, and school climate. These chapters were written by school leaders who are champions of accountability, but who also ask us to take a look at the “bigger picture”.

Effective accountability systems are surprisingly easy to observe in effective organizations of all kinds. Unfortunately for schools, those leading the school reform agenda chose to follow a different path, one that uses all the right words but that opted for tools and systems that are incapable of achieving any of the policy goals they envision. The reason for this can be compared to selecting a jackhammer to do the work of a needle: it would be the wrong tool for the job. John Tanner has spent well over a decade researching and exploring what a meaningful educational accountability could look like. His findings are profound and simple: effective organizations of all types follow the same underlying formula when it comes to their organizational accountabilities, which is not the accountability schools currently use. Furthermore, the accountability structure assigned to schools was designed for an entirely different purpose, and excellence, organizational effectiveness, innovation, equity, and quality are not in that purpose. The fact is that the harder schools work within the current system the less likely they are to meet the needs of the students they serve. What makes this book and its content accessible to a wide audience is that Tanner takes the voice of a high school principal guiding her team through the process of converting to a True Accountability system. That voice is an amalgam of thousands of conversations with and among educators doing the work, and as such is intended to make the process both clear and meaningful. Newton High is a fictional high school, but every dialogue that takes place there has occurred multiple times in real life. Finally solving the school accountability conundrum is long overdue. With the publication of The Accountability Mindset, solving one of the most pressing problems in education is now that much closer to being a reality.