"This book provides critical understandings on the causes of organizational decline, a comprehensive conception of the turnaround process, and powerful insights for transforming failing schools into the kind we all want for our children." —Kenneth Leithwood, Professor of Educational Leadership and Policy Ontario Institute for Studies in Education "Murphy and Meyers do a first-rate job of mapping the territory of school turnarounds and identifying the options for educators to consider and researchers to investigate." —Daniel L. Duke, Professor of Educational Leadership and Research University of Virginia The guide to successfully restructuring schools in trouble! This insightful resource integrates research, strategies, and lessons from business, government, and not-for-profit organizations that have transformed their substandard performance into a proactive approach for renewal. The authors provide: A comprehensive overview of the literature on organizational deterioration An in-depth examination of the causes and symptoms of degeneration A two-part model for preventing educational collapse and crafting an effective turnaround A review of the efficacy of educational reform initiatives This indispensable text is ideal for district administrators, superintendents, policy makers, and individuals with an interest in organizational accountability and meaningful school reform.

Provides an in-depth examination of the causes and symptoms of degeneration and a two-part model for preventing educational collapse and crafting an effective turnaround.

The concept of school turnaround--rapidly improving schools and increasing student achievement outcomes in a short period of time--has become politicized despite the relative newness of the idea. Unprecedented funding levels for school improvement combined with few examples of schools substantially increasing student achievement outcomes has resulted in doubt about whether or not turnaround is achievable. Skeptics have enumerated a number of reasons to abandon school turnaround at this early juncture. This book is the first in a new series on school turnaround and reform intended to spur ongoing dialogue among and between researchers, policymakers, and practitioners on improving the lowest-performing schools and the systems in which they operate. The "turnaround challenge" remains salient regardless of what we call it. We must improve the nation's lowest-performing schools for many moral, social, and economic reasons. In this first book, education researchers and scholars have identified a number of myths that have inhibited our ability to successfully turn schools around. Our intention is not to suggest that if these myths are addressed school turnaround will always be achieved. Business and other literatures outside of education make it clear that turnaround is, at best, difficult work. However, for a number of reasons, we in education have developed policies and practices that are often antithetical to turnaround. Indeed, we are making already challenging work harder. The myths identified in this book suggest that we still struggle to define or understand what we mean by turnaround or how best, or even adequately, measure whether it has been achieved. Moreover, it is clear that there are a number of factors limiting how effectively we structure and support low-performing schools both systemically and locally. And we have done a rather poor job of effectively leveraging human resources to raise student achievement and improve organizational outcomes. We anticipate this book having wide appeal for researchers, policymakers, and practitioners in consideration of how to support these schools taking into account context, root causes of low-performance, and the complex work to ensure their opportunity to be successful. Too frequently we have expected these schools to turn themselves around while failing to assist them with the vision and supports to realize meaningful, lasting organizational change. The myths identified and debunked in this book potentially illustrate a way forward.

For more than two generations, the traditional urban school system—the district—has utterly failed to do its job: prepare its students for a lifetime of success. Millions and millions of boys and girls have suffered the grievous consequences. The district is irreparably broken. For the sake of today’s and tomorrow’s inner-city kids, it must be replaced. The Urban School System of the Future argues that vastly better results can be realized through the creation of a new type of organization that properly manages a city’s portfolio of schools using the revolutionary principles of chartering. It will ensure that new schools are regularly created, that great schools are expanded and replicated, that persistently failing schools are closed, and that families have access to an array of high-quality options. This new entity will focus exclusively on school performance, meaning, among other things, our cities can thoughtfully integrate their traditional public, charter public, and private schools into a single, high-functioning k-12 system. For decades, the district has produced the most heartbreaking results for already at-risk kids. The Urban School System of the Future explains how we can finally turn the tide and create dynamic, responsive, high-performing, self-improving urban school systems that fulfill the promise of public education.

In Improbable Scholars, David L. Kirp challenges the conventional wisdom about public schools and education reform in America through an in-depth look at Union City, New Jersey's high-performing urban school district. In this compelling study, Kirp reveals Union's city's revolutionary secret: running an exemplary school system doesn't demand heroics, just hard and steady work.

LEADING SCHOOL TURNAROUND Leading School Turnaround offers new perspectives and concrete, evidence-based guidelines for the educational leaders and administrators faced with the challenge of turning our low-performing schools around. Using the tools outlined in this groundbreaking book, school leaders can guide their schools to higher levels of achievement and sustained academic success. Based on research conducted in the United States, Canada, and England, Leading School Turnaround addresses in three parts the dynamic context of the turnaround environment, what turnaround leaders do, and the incredible challenges of moving from turnaround to "stay around." Filled with illustrative examples, the book outlines the best practices and behaviors successful turnaround leaders exercise. The authors include detailed information for applying the four main categories of turnaround leadership: direction setting, developing people, redesigning the school, and managing the instructional program. This important resource can help any school leader get their school back on the track to academic success.

This report finds that four years after undergoing dramatic reform efforts such as turnaround, very low-performing elementary schools in Chicago closed the gap in test scores with the system average by almost half in reading and two-thirds in math. The improvements took time to develop; test scores were not significantly better in the first year of reform, but grew larger over time. The study examined five different reform models initiated by the Chicago Public Schools (CPS) in 36 elementary and high schools identified as chronically low performing. The five reform models were: Reconstitution; School Closure and Restart; School Turnaround Specialist Program; Academy for Urban School Leadership; and Office of School Improvement. Each is consistent with one of the four improvement models recommended by the federal government (turnaround, transformation, restart, and school closure). Despite the attention and activity surrounding the models, there is a lack of research on whether or how they work. To begin to address this knowledge gap, CCSR and AIR partnered to examine dramatic interventions in Chicago, an early adopter of such reforms. The report also finds high schools that underwent reform did not show significant improvements in absences or ninth grade on-track-to-graduate rates over matched comparison schools, however recent high school efforts look more promising than earlier ones. Changes in student populations varied across reform models. Schools that underwent these reforms and remained neighborhood schools generally served the same students, and the same types of students, as before intervention. Schools that were closed and replaced with charter or contract schools generally served more advantaged students after intervention. The teacher workforce after intervention across all models was more likely to be white, younger, and less experienced.