Posts Tagged ‘Linda Darling-Hammond’

An incredibly important piece on teaching and education

March 23rd, 2011

Sometimes one encounters something that needs no commentary from me – it is complete in itself. I want to share something like that about teaching and education.

People who follow the blog Valerie Strauss runs at the Washington Post, the Answer Sheet, experienced that. Valerie often cross-posts things written elsewhere. Occasionally she posts something written directly for her. This morning she posted a piece by Linda Darling-Hammond, who is Charles E. Ducommun Professor of Education at Stanford University and was Founding Director of the National Commission on Teaching and America’s Future. Linda – who is a friend – now directs the Stanford Center for Opportunity Policy in Education.

When I read it I asked for – and received – Linda’s permission to crosspost it here and at some other sites to give it more visibility. Let me offer just a few words of introduction, then let Linda’s words speak without further commentary from me.

Linda Darling-Hammond is one of the most important figures researching and writing about education. I ahve written about her work before, most notably this review of her book The Flat World and Education: How America’s Commitment to Equity Will Determine Our Future

Linda Darling-Hammond was a close adviser on education to then Senator Obama during his presidential campaign. Many of my compatriots had hoped she would be named Secretary of Education. But she had published some research which made people associated with Teach for America unhappy, and there was organized pushback against her. I suspect that some from my perspective on educational issues would be far happier to have seen her at the Department rather than Arne Duncan.

So be it. Darling-Hammond remains an important voice on issue of education. The piece you are about to read should speak for itself.

Please read it carefully.

And I thank you in advance for doing so, and ask that you also make sure it gets widely distributed.

Peace.

The first ever International Summit on Teaching, convened last week in New York City, showed perhaps more clearly than ever that the United States has been pursuing an approach to teaching almost diametrically opposed to that pursued by the highest-achieving nations.

In a statement rarely heard these days in the United States, the Finnish Minister of Education launched the first session of last week’s with the words: “We are very proud of our teachers.” Her statement was so appreciative of teachers’ knowledge, skills, and commitment that one of the U.S. participants later confessed that he thought she was the teacher union president, who, it turned out, was sitting beside her agreeing with her account of their jointly-constructed profession.

There were many “firsts” in this remarkable Summit. It was the first time the United States invited other nations to our shores to learn from them about how to improve schools, taking a first step beyond the parochialism that has held us back while others have surged ahead educationally.

It was the first time that government officials and union leaders from 16 nations met together in candid conversations that found substantial consensus about how to create a well-prepared and accountable teaching profession.
And it was, perhaps, the first time that the growing de-professionalization of teaching in America was recognized as out of step with the strategies pursued by the world’s educational leaders.

Evidence presented at the Summit showed that, with dwindling supports, most teachers in the U.S must go into debt in order to prepare for an occupation that pays them, on average, 60% of the salaries earned by other college graduates. Those who work in poor districts will not only earn less than their colleagues in wealthy schools, but they will pay for many of their students’ books and supplies themselve

And with states’ willingness to lower standards rather than raise salaries for the teachers of the poor, a growing number of recruits enter with little prior training, trying to learn on-the-job with the uneven mentoring provided by cash-strapped districts. It is no wonder that a third of U.S. beginners leave within the first five years, and those with the least training leave at more than twice the rate of those who are well-prepared.

Those who stay are likely to work in egg-crate classrooms with few opportunities to collaborate with one another. In many districts, they will have little more than “drive-by” workshops for professional development , and – if they can find good learning opportunities, they will pay for most of it out of their own pockets. Meanwhile, some policymakers argue that we should eliminate requirements for teacher training, stop paying teachers for gaining more education, let anyone enter teaching, and fire those later who fail to raise student test scores. And efforts like those in Wisconsin to eliminate collective bargaining create the prospect that salaries and working conditions will sink even lower, making teaching an unattractive career for anyone with other professional options.

The contrasts to the American attitude toward teachers and teaching could not have been more stark. Officials from countries like Finland and Singapore described how they have built a high-performing teaching profession by enabling all of their teachers to enter high-quality preparation programs, generally at the masters’ degree level, where they receive a salary while they prepare. There they learn research-based teaching strategies and train with experts in model schools attached to their universities. They enter a well-paid profession – in Singapore earning as much as beginning doctors — where they are supported by mentor teachers and have 15 or more hours a week to work and learn together – engaging in shared planning, action research, lesson study, and observations in each other’s classrooms. And they work in schools that are equitably funded and well-resourced with the latest technology and materials.

In Singapore, based on their talents and interests, many teachers are encouraged to pursue career ladders to become master teachers, curriculum specialists, and principals, expanding their opportunities and their earnings with still more training paid for by the government. Teacher union members in these countries talked about how they work closely with their governments to further enrich teachers’ and school leaders’ learning opportunities and to strengthen their skills.

In these Summit discussions, there was no teacher-bashing, no discussion of removing collective bargaining rights, no proposals for reducing preparation for teaching, no discussion of closing schools or firing bad teachers, and no proposals for ranking teachers based on their students’ test scores. The Singaporean Minister explicitly noted that his country’s well-developed teacher evaluation system does not “digitally rank or calibrate teachers,” and focuses instead on how well teachers develop the whole child and contribute to each others’ efforts and to the welfare of the whole school.
Perhaps most stunning was the detailed statement of the Chinese Minister of Education who described how – in the poor states which lag behind the star provinces of Hong Kong and Shanghai – billions of yuen are being spent on a fast-paced plan to improve millions of teachers’ preparation and professional development, salaries, working conditions and living conditions (including building special teachers’ housing) The initial efforts to improve teachers’ knowledge and skills and stem attrition are being rapidly scaled up as their success is proved.

How poignant for Americans to listen to this account while nearly every successful program developed to support teachers’ learning in the United States is proposed for termination by the Administration or the Congress: Among these, the TEACH Grants that subsidize preparation for those who will teach in high-need schools; the Teacher Quality Partnership grants that support innovative pre-service programs in high-need communities; the National Writing Project and the Striving Readers programs that have supported professional development for the teaching of reading and writing all across the country, and the National Board for Professional Teaching Standards, which certifies accomplished teachers and provides what teachers have long called some of the most powerful professional development they ever experience in their careers.

These small programs total less than $1 billion dollars annually, the cost of half a week in Afghanistan. They are not nearly enough to constitute a national policy; yet they are among the few supports America now provides to improve the quality of teaching.
Clearly, another first is called for if we are ever to regain our educational standing in the world: A first step toward finally taking teaching seriously in America. Will our leaders be willing to take that step? Or will we devolve into a third class power because we have neglected our most important resource for creating a first-class system of education?

On Charter Schools, Part 4: Smaller is Better

May 1st, 2009
This is the fourth in a series on the growing Charter School movement in American education. Previous articles have outlined the general disrepair of the American public education system , attempted to define specifically what is meant by the term “Charter School” and outlined criticisms of charter schools. This series is being cross-posted at the blog, the Sweat & Technique.
I began my teaching career in the second largest school district in the country, the Los Angeles Unified School District at Crenshaw High School. The summer before I began my first year as a teacher, Crenshaw made big news when it lost its accreditation. At this point, I had only worked at the school as a long-term substitute. As my friends and family asked endless questions about Crenshaw, I could tell them nothing except what we assumed to be true about urban education: that it was in a sorry state.
In the spring of that first year, Crenshaw’s accreditation was restored. While the initial loss proved to have been a snafu on the part of the school’s administration, for many long-time Crenshaw teachers and supporters, the loss came as a blessing in disguise. What I would learn during that first year, is that there was a deep and well thought-out plan for school reform on the table at Crenshaw. A group of parents and teachers had been working for several years to draft a plan to transform Crenshaw from one large school of more than 3000 students in to several Small Learning Communities (SLC), each numbering around 600 students. The problem was that this plan had never been taken seriously by the school’s administration. When the loss of accreditation brought attention to the state of affairs at Crenshaw, suddenly any plan for change sounded like a good one.
So far in this discussion of Charter Schools, we have highlighted the autonomy that a school’s charter provides. As we continue this discussion, I think it pertinent to accept this autonomy as a clear benefit of Charter Schools, but the important question to consider is What is being done with this autonomy? In January of 2008, Crenshaw was inducted into a pilot Innovation Division and was granted a large degree of autonomy from LAUSD. As part of applying for this autonomy, Crenshaw had submitted a proposal for transforming the school into several SLCs. In other words, Crenshaw was seeking autonomy from the larger school district with express purpose of restructuring into smaller schools.
Since leaving LAUSD, I have been working at a small Charter School managed by Green Dot Public Schools. Green Dot is a CMO (Charter Management Organization) in its ninth year of existence that has already established itself as a successful model for education reform. This year, three Green Dot Public Schools were recognized by the California Department of Education as California Distinguised Schools. Some attribute Crenshaw being granted its autonomy to the recent Green Dot takeover of LAUSD’s Locke High School in Watts.
Green Dot is very clear about the success of their schools. From the beginning, Green Dot has operated under The Six Tenets of High-Performing Schools. When asked, “What will you do with your autonomy,” this was Green Dot’s response. Number One on this list is, Small, Safe, Personalized Schools.

Why Small Schools?
I recently went to my mailbox on campus to discover a nice, glossy publication by the School Redesign Network at Stanford University, entitled Redesigning Schools, What Matters and What Works: 10 Features of Good Small Schools, by Linda Darling-Hammond. Of these 10 features, I would separate them into two categories: 1) those that are immediate advantages of a small school and 2) design aspects that can be easily implemented at a small school. Here I will focus on the immediate advantages.
a Small Learning Community
Anyone who has done serious study within a learning cohort can attest to the importance of forming a close-knit community around learning. An obvious advantage of a small school is that it is small. The school I teach at is in its third year of existence and currently has less than 400 enrolled students. Next year, we will be a complete ninth through twelfth grade high school and will have about 550 students. For many Americans, 550 students is the size of their graduating class. At a school this small, it is possible for everyone to know everyone else.
Continuous Relationships
Effective small schools are not only designed to support relationship; they are also structured to allow these relationships to develop over time.
Linda Darling-Hammond, Redesigning Schools
Having a small school allows the school to foster strong relationships amongst students, parents and teachers. Here we emphasize the community aspect. Some schools adopt advisory programs, in which students are literally paired with a teacher through their four years of school, to help foster this sort of relationship. The size of the school and programs such as advisory also help to foster parent outreach. It is feasible for advisory teacher to contact 3o parents and for a parent coordinator to contact 500. This sort of outreach is not possible at a larger school.
Collaborative Planning & Professional Development
Going from a staff of more than 150 and a department of more than thirty to a staff of twenty and a department of four, perhaps the single largest change I noticed was in the Professional Development I received. Where as in in a large district school, Professional Development largely focused on logistics with the occasional safety training thrown in, at a small school it became possible for Professional Development to focus on actual pedagogies. Our school has this year taken on the goal of developing our teaching of vocabulary. It is a modest goal, but even this would prove difficult at a much larger school. In the Math Department, this year we have focused our energy on the problems faced teaching Algebra I. Having a small department makes the implementation of large scale changes such as double-blocking feasible.
Democratic Decision-Making
This may be the most crucial aspect of small schools. Indeed, at Crenshaw, a desire for democratic decision making was the very impetus for the move toward the change. Dr. Darling-Hammond spells out the benefits afforded to small school in terms of decision making. First amongst these, is the proximity to the classroom of the decision making. In this way, “decisions are made by those who best know students and their needs”. Second, is the fact that the school is governed by the faculty. This is, in fact, one of Green Dot’s Six Tenets: 3. Local Control with Extensive Professional Development and Accountability. According to Green Dot, “local control works in Green Dot’s school model because schools and all stakeholders within them are held accountable for student results.” Finally, Dr. Darling-Hammond emphasize the importance of student and parent involvement in school decision making. In this way, “students develop new skills and learn to be responsible members of a democratic community.” This also helps to foster ownership of the community around the school.

Switch to our mobile site