a failure of accountability

High-stakes testing may push struggling teachers to younger grades, hurting students

PHOTO: Justin Weiner

Kindergarten, first grade, and second grade are often free of the high-stakes testing common in later grades — but those years are still high-stakes for students’ learning and development.

That means it’s a big problem when schools encourage their least effective teachers to work with their youngest students. And a new study says that the pressure of school accountability systems may be encouraging exactly that.

“Evidence on the importance of early-grades learning for later life outcomes suggests that a system that pushes schools to concentrate ineffective teachers in the earliest grades could have serious unintended consequences,” write study authors Jason Grissom of Vanderbilt and Demetra Kalogrides and Susanna Loeb of Stanford.

The research comes at an opportune time. All 50 states are in the middle of crafting new systems designed to hold schools accountable for student learning. And this is just the latest study to point out just how much those systems matter — for good and for ill.

The study, published earlier this month in the peer-reviewed American Educational Research Journal, focuses on Miami-Dade County schools, the fourth-largest district in the country, from 2003 to 2014. Florida had strict accountability rules during that period, including performance-based letter grades for schools. (Those policies have been promoted as a national model by former Florida Governor Jeb Bush and his national education reform outfit, where Education Secretary Betsy DeVos previously served on the board.)

The trio of researchers hypothesized that because Florida focuses on the performance of students in certain grades and subjects — generally third through 10th grade math and English — less-effective teachers would get shunted to other assignments, like early elementary grades or social studies.

That’s exactly what they found.

In particular, elementary teachers effective at raising test scores tended to end up teaching grades 3-6, while lower-performing ones moved toward early grades.

While that may have helped schools look better, it didn’t help students. Indeed, the study finds that being assigned a teacher in early elementary school who switched from a higher grade led to reduced academic achievement, effects that persisted through at least third grade.

The impact was modest in size, akin to being assigned a novice teacher as opposed to a more experienced one.

The study is limited in that it focuses on just a single district, albeit a very large one — a point the authors acknowledge. Still, the results are consistent with past research in North Carolina and Florida as a whole, and district leaders elsewhere have acknowledged responding to test pressure in the same way.

“There was once upon a time that, when the test was only grades 3 through 12, we put the least effective teachers in K-2,” schools chief Sharon Griffin of Shelby County schools in Memphis said earlier this year. “We can’t do that anymore. We’re killing third grade and then we have students who get in third grade whose challenges are so great, they never ever catch up.”

While the Florida study can’t definitively link the migration of teachers to the state’s accountability system, evidence suggests that it was a contributing factor.

For one, the pattern is more pronounced in F-rated schools, which face the greatest pressure to raise test scores. The pattern is also stronger when principals have more control over staffing decisions — consistent with the idea that school leaders are moving teachers around with accountability systems in mind.

Previous research of policies like No Child Left Behind that threaten to sanction schools with low test scores have found both benefits and downsides. On the positive side, accountability can lead to higher achievement on low-stakes exams and improved instruction; studies of Florida’s system, in particular, have found a number of positive effects. On the negative side, high-stakes testing has caused cheating, teaching to the test, and suspensions of students unlikely to test well.

So how can districts avoid the unintended consequences for young students documented by the Miami-Dade study?

One idea is to emphasize student proficiency in third grade, a proxy for how well schools have taught kids in kindergarten, first and second grades.

Scholars generally say that focusing on progress from year to year is a better gauge of school effectiveness than student proficiency. But a heavily growth-based system could actually give schools an incentive to lower student achievement in early grades.

“These results do make an argument for weighting [proficiency] in those early tests to essentially guard against totally ignoring those early grades,” said Grissom, who also noted that states could make more efforts to directly measure performance of the youngest students.

But Morgan Polikoff, an associate professor at the University of Southern California, was more skeptical of this approach.

“It’s not as if states are going to add grades K-2 testing, so schools and districts will always have this incentive (or think they do),” he told Chalkbeat in an email. “I think measurement is always going to be an issue in those early grades.”

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 cburke@chalkbeat.org

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.

Facilities

These 102 schools failed latest round of ‘blitz inspections’

PHOTO: Tim Boyle / Getty Images
Taft High School is one of 102 schools that will have to be reinspected.

Chicago Public Schools said Tuesday that 102 schools will require reinspection for cleanliness before students return to class in the fall. The district has been conducting “blitz inspections” at schools to help address widespread concerns about filthy conditions, including rats and rodent droppings.

The Chicago Sun-Times reported earlier in the year that complaints of a rodent infestation at a South Side elementary school had spurred an initial round of investigations, and that 91 of 125 schools failed them. The story brought citywide attention to the issue and raised questions about CPS’ decision to transition the work of keeping schools clean to two private contractors: Aramark, which is based in Philadelphia, and SodexoMAGIC, which is a joint venture between the French company Sodexo Inc. and Beverly Hills, California,-based Magic Johnson Enterprises.

Since 2014, the district has spent more than $400 million on contracts with the two companies.

CPS said in a statement Tuesday that it is “committed to carrying out a multi-pronged plan” that includes adding 200 additional custodians who are deep cleaning schools this summer. Of those, 100 custodians will remain with the district once the new school year begins. A district spokeswoman said monthly inspections will continue and that a “stronger facilities services structure” that employs one building manager to oversee janitorial and engineering services at each school will yield better results.

Jesse Sharkey, the vice president of the Chicago Teachers Union, said that the additional custodians do little to make up for the mess. “(Mayor Rahm) Emanuel made a token commitment to increase full-time custodial staff by 100 next fall—about a tenth of the staff that was cut when (he) moved to privatize janitorial and facilities management services for CPS, and a fraction of what’s needed,” Sharkey said in a statement.

Schools that have not yet passed an inspection have received orders for actions, structures, and timelines for improvement, the district said. CPS does not inspect charter, contract, alternative, or options schools that operate outside of district-managed facilities.

Here’s a list of the schools that require reinspection.

ADDAMS
ALCOTT ES
ALDRIDGE
ASHBURN
AZUELA
BARTON
BELMONT-CRAGIN
BENNETT
CAMERON
CANTY
CARDENAS
CARROLL-ROSENWALD
CASTELLANOS
CHICAGO AGRICULTURE HS
CLINTON
COOK
COONLEY
CORLISS HS
CURTIS
DAVIS M
DUBOIS
DUNNE
DURKIN PARK
EARHART
EARLE
ELLINGTON
ERICSON
FAIRFIELD
FORT DEARBORN
FOSTER PARK
FRAZIER PROSPECTIVE
GALLISTEL
GARVY
GOETHE
HALEY
HARVARD
HAUGAN
HEARST
HEFFERAN
HOLMES
HOPE HS
HOPE INSTITUTE
HURLEY
IRVING
JACKSON M
JOPLIN
JORDAN
KENNEDY HS
KERSHAW
KIPLING
LANE TECH HS
LANGFORD
LAVIZZO
Lee Elementary
MARSHALL HS
MASON
MAYS
MCDOWELL
MCKAY
MORGAN PARK HS
MORRILL
MULTICULTURAL HS
NOBLE – COMER
NORTHSIDE LEARNING HS
NORTHSIDE PREP HS
NORTHWEST
OGLESBY
OTIS
OWENS
PARKER
PARKSIDE
PENN
PETERSON
POE
PRITZKER
PULLMAN
REVERE
RICKOVER MILITARY HS
RUDOLPH
RUGGLES
SCAMMON
SKINNER West
SMITH
SOUTH SHORE ES
SOUTH SHORE INTL HS
SPRY ES
SULLIVAN HS
SUTHERLAND
TAFT HS
TARKINGTON
TAYLOR
TELPOCHCALLI
THORP J
URBAN PREP – WEST HS
VOLTA
WASHINGTON H ES
WASHINGTON HS
WEBSTER
WELLS ES
WESTINGHOUSE HS
WHITNEY
WILDWOOD