First Person

We Don’t Have Time To Waste

A serious grassroots movement to improve school food and reverse the trend of childhood obesity is afoot in our city. That message was immediately apparent when we attended the School Food Rocks Conference organized by Brooklyn City Councilman Brad Lander last month. Also apparent at the conference: Mayor Bloomberg and Chancellor Klein are conspicuously absent from the discussion. Since no fundamental change can happen without their support, we thought we’d let them know about the conference and some of the organizations working to stem the tide of disease in our city’s children.

The conference began with introductory speeches by Chef Jorge Collazo, the Department of Education’s first executive chef, and Chef Ann Cooper, widely known as the “Renegade Lunch Lady,” who currently heads the school nutrition program in Boulder, Colo. Both chefs went to the Culinary Institute of America and both spent time living and cooking in Vermont. But the similarities pretty much end there. Chef Collazo oversees the largest school district in the country with 1,600 schools serving over 1 million students. The Boulder Valley School District, on the other hand, comprises just 55 schools with 23,000 students. The sizes of the bureaucracies in which they work might help to explain Chef Cooper’s visionary program for improving school food, which includes getting regionally produced organic milk into every school, versus Chef Collazo’s more modest achievements, such as getting Barilla whole grain pasta served in city schools.

Despite the unruly size of the New York City public school system, pockets of change are happening thanks to parents, educators, non-profit organizations, and the DOE’s Office of School Food. Here’s a list of just some of the organizations that participated in the conference and the programs they offer to provide healthier meals to city schoolchildren and to raise awareness about good nutrition. (If you’re interested in a program for your school, contact the organization at their website.)

  • Wellness in the Schools operates the Cook for Kids program in 20 city schools. Under Chef Bill Telepan, WITS sends culinary school graduates into public schools to prepare fresh meals from scratch and to educate families about the importance of eating whole, unprocessed food.
  • NY Coalition for Healthy School Food has a pilot program called Project Cool School Food that serves cholesterol-free, high-fiber plant-based entrees in 30 NYC schools.
  • NYC Green Schools, in partnership with Meatless Mondays, has launched a Meatless Monday campaign to get more NYC schools to opt for a plant-based meal on Monday to reduce students’ consumption of saturated fat and lesson schools’ carbon footprint.
  • CookShop Classroom is a federally funded nutrition education program of the Food Bank for NYC that uses hands-on exploration and cooking activities to foster children’s enjoyment and consumption of healthy food, and their appreciation for good nutrition.
  • Teen Battle Chef is a youth development program designed for middle and high-school students that explores culinary, food systems and gardening education in a fun and interactive way. The program can be implemented by school staff to combat the growing obesity problem in youth.
  • The American Heart Association encourages Wellness Committees at schools to lead Jump Rope and Hoops for Heart events at their schools. These events are among the suggested community physical activities by the state wellness policy.

At the conference, Chef Cooper was not shy about illuminating how our school food is failing our children and contributing to the rising rates of obesity, diabetes, high-cholesterol, and cardiovascular disease in our youth. In case the mayor and chancellor have not had an opportunity to hear Chef Cooper speak, we’d thought we’d share with them a few of the shocking statistics that were part of her presentation and add a couple of our own.

  • Today’s children are the first generation of kids expected to live shorter lives than their parents as a direct result of the food they eat.
  • The Center for Disease Control says that of the children born in 2000, 1 in 3 Caucasians and 1 in 2 African-American and Hispanics will develop diabetes in their lifetime.  Most of them will develop it before they graduate high-school, which means 40-45% of all school-aged children could be insulin-dependent within a decade.
  • We have eight-year olds who are on cholesterol-lowering medication and being treated for high-blood pressure.
  • Americans, including our children, consume roughly 5 lbs. of pesticides every year.

As Chef Cooper said in her TED talk, “We’re feeding our children to death.” So, given the health epidemic we face and the skyrocketing medical costs our city will have to pay if we do nothing to help improve our children’s health, why have Mayor Bloomberg and Chancellor Klein been so conspicuously silent when it comes to implementing policies that will improve the nutritional value of school food for all the city’s children without any additional cost to the city? Why are NYC schools still serving flavored milk with its four teaspoons of sugar in every carton, which Chef Cooper calls “soda in drag,” when the CDC has told us the horrifying rates of diabetes we can expect in today’s youth?  Why are processed foods, like chicken nuggets and mozzarella sticks, which are loaded with salt, saturated fat, and chemicals still on the menu at our schools? Why are vending machines selling junk food still permitted in our school hallways when we know these foods are doing as much for our children’s health as a pack of cigarettes?

As a country, we have a moral duty not to feed our children food that we know is making them sick. We are urging Mayor Bloomberg and Chancellor Klein to sit down with the NYC organizations working to improve school food and to bring nutrition education into our classrooms to come up with cost-free policies that will stem the tide of disease among our youth. We urge the mayor and chancellor to meet with these organizations now, because as Chef Ann Cooper said at the conference, we don’t have time to waste.

First Person

I’m a principal who thinks personalized learning shouldn’t be a debate.

PHOTO: Lisa Epstein
Lisa Epstein, principal of Richard H. Lee Elementary, supports personalized learning

This is the first in what we hope will be a tradition of thoughtful opinion pieces—of all viewpoints—published by Chalkbeat Chicago. Have an idea? Send it to

As personalized learning takes hold throughout the city, Chicago teachers are wondering why a term so appealing has drawn so much criticism.

Until a few years ago, the school that I lead, Richard H. Lee Elementary on the Southwest Side, was on a path toward failing far too many of our students. We crafted curriculum and identified interventions to address gaps in achievement and the shifting sands of accountability. Our teachers were hardworking and committed. But our work seemed woefully disconnected from the demands we knew our students would face once they made the leap to postsecondary education.

We worried that our students were ill-equipped for today’s world of work and tomorrow’s jobs. Yet, we taught using the same model through which we’d been taught: textbook-based direct instruction.

How could we expect our learners to apply new knowledge to evolving facts, without creating opportunities for exploration? Where would they learn to chart their own paths, if we didn’t allow for agency at school? Why should our students engage with content that was disconnected from their experiences, values, and community?

We’ve read articles about a debate over personalized learning centered on Silicon Valley’s “takeover” of our schools. We hear that Trojan Horse technologies are coming for our jobs. But in our school, personalized learning has meant developing lessons informed by the cultural heritage and interests of our students. It has meant providing opportunities to pursue independent projects, and differentiating curriculum, instruction, and assessment to enable our students to progress at their own pace. It has reflected a paradigm shift that is bottom-up and teacher led.

And in a move that might have once seemed incomprehensible, it has meant getting rid of textbooks altogether. We’re not alone.

We are among hundreds of Chicago educators who would welcome critics to visit one of the 120 city schools implementing new models for learning – with and without technology. Because, as it turns out, Chicago is fast becoming a hub for personalized learning. And, it is no coincidence that our academic growth rates are also among the highest in the nation.

Before personalized learning, we designed our classrooms around the educator. Decisions were made based on how educators preferred to teach, where they wanted students to sit, and what subjects they wanted to cover.

Personalized learning looks different in every classroom, but the common thread is that we now make decisions looking at the student. We ask them how they learn best and what subjects strike their passions. We use small group instruction and individual coaching sessions to provide each student with lesson plans tailored to their needs and strengths. We’re reimagining how we use physical space, and the layout of our classrooms. We worry less about students talking with their friends; instead, we ask whether collaboration and socialization will help them learn.

Our emphasis on growth shows in the way students approach each school day. I have, for example, developed a mentorship relationship with one of our middle school students who, despite being diligent and bright, always ended the year with average grades. Last year, when she entered our personalized learning program for eighth grade, I saw her outlook change. She was determined to finish the year with all As.

More than that, she was determined to show that she could master anything her teachers put in front of her. She started coming to me with graded assignments. We’d talk about where she could improve and what skills she should focus on. She was pragmatic about challenges and so proud of her successes. At the end of the year she finished with straight As—and she still wanted more. She wanted to get A-pluses next year. Her outlook had changed from one of complacence to one oriented towards growth.

Rather than undermining the potential of great teachers, personalized learning is creating opportunities for collaboration as teachers band together to leverage team-teaching and capitalize on their strengths and passions. For some classrooms, this means offering units and lessons based on the interests and backgrounds of the class. For a couple of classrooms, it meant literally knocking down walls to combine classes from multiple grade-levels into a single room that offers each student maximum choice over how they learn. For every classroom, it means allowing students to work at their own pace, because teaching to the middle will always fail to push some while leaving others behind.

For many teachers, this change sounded daunting at first. For years, I watched one of my teachers – a woman who thrives off of structure and runs a tight ship – become less and less engaged in her profession. By the time we made the switch to personalized learning, I thought she might be done. We were both worried about whether she would be able to adjust to the flexibility of the new model. But she devised a way to maintain order in her classroom while still providing autonomy. She’s found that trusting students with the responsibility to be engaged and efficient is both more effective and far more rewarding than trying to force them into their roles. She now says that she would never go back to the traditional classroom structure, and has rediscovered her love for teaching. The difference is night and day.

The biggest change, though, is in the relationships between students and teachers. Gone is the traditional, authority-to-subordinate dynamic; instead, students see their teachers as mentors with whom they have a unique and individual connection, separate from the rest of the class. Students are actively involved in designing their learning plans, and are constantly challenged to articulate the skills they want to build and the steps that they must take to get there. They look up to their teachers, they respect their teachers, and, perhaps most important, they know their teachers respect them.

Along the way, we’ve found that students respond favorably when adults treat them as individuals. When teachers make important decisions for them, they see learning as a passive exercise. But, when you make it clear that their needs and opinions will shape each school day, they become invested in the outcome.

As our students take ownership over their learning, they earn autonomy, which means they know their teachers trust them. They see growth as the goal, so they no longer finish assignments just to be done; they finish assignments to get better. And it shows in their attendance rates – and test scores.

Lisa Epstein is the principal of Richard H. Lee Elementary School, a public school in Chicago’s West Lawn neighborhood serving 860 students from pre-kindergarten through eighth grade.

Editor’s note: This story has been updated to reflect that Richard H. Lee Elementary School serves 860 students, not 760 students.

First Person

I’ve spent years studying the link between SHSAT scores and student success. The test doesn’t tell you as much as you might think.

PHOTO: Photo by Robert Nickelsberg/Getty Images

Proponents of New York City’s specialized high school exam, the test the mayor wants to scrap in favor of a new admissions system, defend it as meritocratic. Opponents contend that when used without consideration of school grades or other factors, it’s an inappropriate metric.

One thing that’s been clear for decades about the exam, now used to admit students to eight top high schools, is that it matters a great deal.

Students admitted may not only receive a superior education, but also access to elite colleges and eventually to better employment. That system has also led to an under-representation of Hispanic students, black students, and girls.

As a doctoral student at The Graduate Center of the City University of New York in 2015, and in the years after I received my Ph.D., I have tried to understand how meritocratic the process really is.

First, that requires defining merit. Only New York City defines it as the score on a single test — other cities’ selective high schools use multiple measures, as do top colleges. There are certainly other potential criteria, such as artistic achievement or citizenship.

However, when merit is defined as achievement in school, the question of whether the test is meritocratic is an empirical question that can be answered with data.

To do that, I used SHSAT scores for nearly 28,000 students and school grades for all public school students in the city. (To be clear, the city changed the SHSAT itself somewhat last year; my analysis used scores on the earlier version.)

My analysis makes clear that the SHSAT does measure an ability that contributes to some extent to success in high school. Specifically, a SHSAT score predicts 20 percent of the variability in freshman grade-point average among all public school students who took the exam. Students with extremely high SHSAT scores (greater than 650) generally also had high grades when they reached a specialized school.

However, for the vast majority of students who were admitted with lower SHSAT scores, from 486 to 600, freshman grade point averages ranged widely — from around 50 to 100. That indicates that the SHSAT was a very imprecise predictor of future success for students who scored near the cutoffs.

Course grades earned in the seventh grade, in contrast, predicted 44 percent of the variability in freshman year grades, making it a far better admissions criterion than SHSAT score, at least for students near the score cutoffs.

It’s not surprising that a standardized test does not predict as well as past school performance. The SHSAT represents a two and a half hour sample of a limited range of skills and knowledge. In contrast, middle-school grades reflect a full year of student performance across the full range of academic subjects.

Furthermore, an exam which relies almost exclusively on one method of assessment, multiple choice questions, may fail to measure abilities that are revealed by the variety of assessment methods that go into course grades. Additionally, middle school grades may capture something important that the SHSAT fails to capture: long-term motivation.

Based on his current plan, Mayor de Blasio seems to be pointed in the right direction. His focus on middle school grades and the Discovery Program, which admits students with scores below the cutoff, is well supported by the data.

In the cohort I looked at, five of the eight schools admitted some students with scores below the cutoff. The sample sizes were too small at four of them to make meaningful comparisons with regularly admitted students. But at Brooklyn Technical High School, the performance of the 35 Discovery Program students was equal to that of other students. Freshman year grade point averages for the two groups were essentially identical: 86.6 versus 86.7.

My research leads me to believe that it might be reasonable to admit a certain percentage of the students with extremely high SHSAT scores — over 600, where the exam is a good predictor —and admit the remainder using a combined index of seventh grade GPA and SHSAT scores.

When I used that formula to simulate admissions, diversity increased, somewhat. An additional 40 black students, 209 Hispanic students, and 205 white students would have been admitted, as well as an additional 716 girls. It’s worth pointing out that in my simulation, Asian students would still constitute the largest segment of students (49 percent) and would be admitted in numbers far exceeding their proportion of applicants.

Because middle school grades are better than test scores at predicting high school achievement, their use in the admissions process should not in any way dilute the quality of the admitted class, and could not be seen as discriminating against Asian students.

The success of the Discovery students should allay some of the concerns about the ability of students with SHSAT scores below the cutoffs. There is no guarantee that similar results would be achieved in an expanded Discovery Program. But this finding certainly warrants larger-scale trials.

With consideration of additional criteria, it may be possible to select a group of students who will be more representative of the community the school system serves — and the pool of students who apply — without sacrificing the quality for which New York City’s specialized high schools are so justifiably famous.

Jon Taylor is a research analyst at Hunter College analyzing student success and retention.