What will it take to improve the conditions for learning in our schools?

   

What will it take to improve our schools?

    This question has sparked the zeal of civic minded citizens ever since a movement for universal public education and “common schools” arose in the U.S. in the early 19th century. Ever since, perennial tensions between vocational and classical education, public and private governance, unions and management, and between progressive and traditional visions have cycled yearly through our discourse, like influenza. 

Public school fervor escalated to a fevered pitch between the 1980s and 2000s, first with the publication of the seminal report, A Nation at Risk, which created a national sense of dire urgency, followed by a bipartisan drive across Bush senior’s and Clinton’s administrations to set moonshot goals, such as, “All children in America will start school ready to learn,” or “The high school graduation rate will increase to at least 90 percent.” The zenith of federal school reform was George W. Bush’s No Child Left Behind Act, which paired performance standards to accountability measures.

    Needless to say, those ambitious goals from the ‘90s have not yet been achieved, despite a concerted focus of federal funding and private market solutions. There is some debate about whether schools have improved at all as a result of those efforts—I would agree with those who have argued that they have—but a deep sense of disappointment in the results seems to be relatively universal.

    Perhaps this is because public education seems to embody our society’s quest for a better future. Standing at a dynamic confluence of policy, politics, law, culture, psychology, geography, and human behavior, schools reify conflicting visions, values, and beliefs about children and what they should be taught, and how. There is a thirst to redress our society’s failures through educating our children, whether teaching them proper conduct, civics, or how to code.

    Since public schools were first established, efforts to improve their ability to meet the needs of an increasingly diverse body of students have swung and cycled between competing interests, resulting in the accretion of complex and often contradictory layers of policy and practice. David Tyack and Larry Cuban, in their exploration of the pendulous cycles of education reform over the course of a hundred years, Tinkering Towards Utopia (Tyack and Cuban, 1995), put it thus:

Reforms have rarely replaced what is there; more commonly, they have added complexity. When reforms have come in staccato succession, they often have brought incoherence or uncomfortable tensions.

    Yet despite the increasing complexity of schools and school systems, the primary approach of would-be reformers remains primarily linear, as if every school were more or less interchangeable, as if a school were a machine defined solely by the product of its inputs and outputs: students + funding = graduation rates + test scores.

    This approach has led to a preponderance of initiatives that seek to impose a set of seemingly logical mandates from afar, such as systems for teacher evaluation, school ratings based on test scores, state-wide standards and assessments, or legal regulations for special populations of students.

    Many of these are worthy efforts, and can result in positive change when enacted in tandem with the cultivation of practitioner knowledge through allocated resources and training that are sustained over time. But such reform efforts all suffer from a fundamental error: they conceive of schools as a simple unit of organization. But in reality, schools are far from simple. While the hierarchy of law, policy, and funding that schools operate within may appear orderly, schools are not defined only by how they are governed and funded, nor solely by their inputs and outputs.

    Schools are highly complex organizations, and how they respond to external mandates or initiatives rarely plays out as planned.

Schools are defined primarily by the people who lead the school, and by the ever evolving relationships between that leadership and their staff, students, and parents. A school is furthermore defined by the very structure and appearance of its hallways and stairwells and windows, the quality of the air that its children breath, and the manner in which acoustics are shaped by its surfaces. A school is defined by the very place in which it sits, in that particular community, within that particular state and local policy context, in that specific time. And it influences and shapes the children within it in ways that can be nearly indefinable—in ways tremendously positive, or in ways tremendously negative.

    In other words, a school could be more accurately described as akin to an ecosystem—as a complex, dynamic system. A community of adults and children interacting within a unique space, time, and place. An interconnected set of social relationships and roles governed as much by unpredictable and unseen forces as by the stable grammar of grade-levels and discrete academic subjects.

    When you think of a school as a simple, linear organization, then you think that they can be improved with the alteration of a specific variable or component. But viewing a school as an ecosystem means that you recognize that changing one thing may result in a cascade of unforeseen and perhaps unintended consequences.

    While this may seem daunting at first glance, it also opens up opportunities for us to explore a much broader field of study than that of the small, insular world of education, to which it has been primarily confined for too long. We can draw upon interesting principles and concepts from fields as diverse as ecology, organizational theory, and quantum physics, or from such disparate phenomenon as neurons, ant piles, avalanches, and cancer. And it furthermore allows us to be more realistic—and humble—about what results our efforts to reform a school can incur.

    We can improve our schools. But in order to do so more effectively and strategically, we must acknowledge the incredible influence of the contexts in which learning occurs, both physical and social. This means looking at a school more fully as a unique ecology, within which ever evolving forces and players interact. It furthermore means looking at the context within which a school operates also as a unique ecology, in which policies and district leaders and politics collide.

    What the view of a school as an ecosystem can also equip us with are significant areas for intervention that we have been mostly overlooking in our zeal for what is rational, cheap, or linear. The purely physical and spatial context in which students and teachers interact each day may have a far larger influence on student learning and behavior than has been heretofore recognized. Consider research on acoustics, temperature, greenery, lighting, and architectural and interior design, and examine how we could better (re-)design our schools for safety, well-being, productivity, and learning.

Consider research on the social context of a school, and consider overlooked opportunities for leadership, the criticality of diverse relationships, collaboration, social-psychological interventions, and social networks that enhance positive behaviors, rather than amplify negative ones. Examine the relationship between vectors, viruses, and children, and draw upon parallels from network and organizational theories.

    Looking at a school as an ecosystem, once you come around to this way of thinking, can be intoxicating. But it can also provide us with a necessary dose of humility for any endeavor to improve public education. There is no silver bullet, no easy fix, no technological potion that will magically enable all kids to learn the preferred civic, academic, and social wisdom we’d wish them to ingest. Improving schools is hard work, and it plays out on the ground in the minute-by-minute interactions of the key players—our administrators and teachers and students—on the stage of learning.

    The least we can do is to design our schools to promote the greatest well-being, positive social interaction, and inspired learning that we can, based on what we know from available research and from what we know we would want for our own children.

Supporting the Development of Clear and Coherent Literacy Instruction in Schools

close up photography of colored pencils
Photo by Jess Watters on Pexels.com

I spent some time this summer drafting a policy proposal for the P2Tomorrow competition, mostly as an exercise to sharpen my own thinking around issues I’ve seen with literacy. Thanks to some great feedback from some very smart people (if you are reading this and you are one of them: thank you!), I am proud of the final result. I didn’t win, but I don’t feel so bad about that since the winners are a truly diverse and amazing collection of ideas (see the list of winners and their ideas here).

So I’m sharing my proposal with you. Please share if you find these ideas useful.

Supporting the Development of Clear and Coherent Literacy Instruction in Schools

The Problem with Literacy: It’s Not Just ELA

Is literacy a subject, or a whole school endeavor?

While defining “literacy” is tricky, especially in a rapidly changing society, most would include in their definition the ability to read and think critically and to communicate effectively. Such literacy is not developed haphazardly nor solely within one subject. It requires a school to work cohesively across classrooms to develop shared expectations, content, and practices.

Yet states label Grade 3-8 literacy assessments as “English Language Arts,” and accountability thus falls primarily on the shoulders of one content area: the ELA department. In effect, ELA is reduced to the practice of generic and shallow reading and writing skills as preparation for state assessments. Results on both national (NAEP) and international (PISA) scores for reading have flatlined for two decades. One reason is that most students receive only scattered exposure to the academic language and conceptual understandings gained from a school-wide engagement in a coherent set of literacy practices.

Though the Common Core Standards attempted to address this disconnect through promotion of literacy standards for ELA and History/Social Studies, Science, & Technical Subjects, a misconception remains in the field that the recommendation for a “balance between informational and literary reading” should be solely driven by ELA, rather than across those other content areas. This has led some educators to believe literature should now rarely be taught, a misreading reinforced by state ELA assessments skewed towards nonfiction passages.

This narrowing of the curriculum has been widely recognized since 2001. ESSA sought to rectify this by redefining what is meant by a “well-rounded education,” and including more subjects beyond the “core academic subjects” of the original ESEA legislation. ESSA also allows Title II funding to be used to help teachers “integrate comprehensive literacy instruction in a well-rounded education.”

Yet thus far states have been largely unable to clarify what it means to teach literacy coherently and effectively at the ground-level. Some school leaders and teachers continue to remain misinformed about the key shifts of their own state standards, and confusion about the meaning of literacy and its relationship to ELA and other subjects has led to a wide variety of pedagogical approaches and curricula of variable quality, complicated by layers of often contradictory state and district policies and initiatives.

A growing recognition of the importance of curriculum and the need for more effective resources is promising, but solutions must go far beyond the evaluation and adoption of higher quality curriculum. A school may adopt standards-aligned, high quality curriculum for various subjects but remain completely incoherent. What is needed are consistent and ongoing processes for collaborative planning and reflection on curriculum and literacy practices across a school.

What State and District Leaders Can Do

How can state and district leaders support school teams in developing, reflecting on, and sustaining processes that will promote literacy coherently across a school?

There are four moves that policy leaders can make:

  • Redefine literacy
  • Clarify expectations for school-wide processes for collaborative planning and reflection on literacy content and practices
  • Create a process for surveying educators and the wider public on what texts should be selected for literacy assessments, and publish that list in advance of each school year
  • Promote team — rather than individual — accountability for results on literacy assessments

Step 1 We have to begin with a redefinition of what we mean by literacy.
The ESEA, since updated under NCLB and ESSA, requires states to assess “reading or language arts” annually in grades 3-8. Despite ESSA’s expansion on a “well-rounded education,” states continue to narrowly label their assessments as subject-specific ELA (46 out of 50, according to my count). Only 6 states mention the word “literacy” in their assessment title.

It may seem like a small thing, but relabeling state assessments as literacy assessments, rather than ELA, would send a clear signal that literacy is not confined to a single subject. This could initiate a state-wide dialogue about what literacy means as a whole school endeavor.

Step 2 As a part of that dialogue, expectations should be developed for what school-level processes will support the development of shared, high-quality literacy content and practices. As a model, the International Baccalaureate standards for curriculum provide guidance for the collaboration and discussion expected between all teachers within a school. By establishing clear criteria for ongoing school-based reflection and curriculum alignment, state and district leaders can promote the idea that curriculum is dynamic and constantly in development, rather than a static item that is purchased and put in place.

Step 3 To further foster an innovative school-wide focus on literacy improvement, the state could engage multiple stakeholders in the cross-curricular selection of texts that would be on assessments the following year. By involving educators and the wider public in this process in partnership with the assessment vendor, greater focus, clarity, and transparency for what is taught and assessed would be cultivated. Furthermore, this could help level the playing field for students that need more exposure to the academic vocabulary and background knowledge required for comprehension of the selected texts and topics.

Step 4 Accountability for literacy assessments could then shift from resting solely on ELA departments to include other subjects, resisting the narrowing of curriculum that is so pervasive. One state, Louisiana, has already taken a bold step towards this by piloting assessments that blend social studies and ELA, and which assesses books that kids have actually studied, rather than random passages.

Such measures signal to schools that teaching literacy is the responsibility of a team, and can do much to counteract the prevailing headwinds of narrow and shallow test prep.

Anticipated Outcomes

What could we expect as a result of these moves?

Let’s consider a school representative of our current situation.

MS 900 is a public middle school in an urban district. The school has an alternating schedule for reading and writing, using two separate and unaligned ELA curriculum. The ELA teachers complain about the complexity of the writing program and the lack of professional development. Students complain about boring instruction. Grade-level ELA and math teams meet two times per week, and the social studies and science teams meet once per week. According to the state’s teacher evaluation system and testing data, the instructional quality varies widely across the school, with a few effective teachers, two highly effective teachers, and the rest developing.

Step 1 At a district meeting, the MS 900 staff learned about a new state initiative where the expectation would be that a whole school should work together to teach literacy, and that tests will reflect this. The administrators and teachers considered how schedules would need to change to provide opportunities for cross-curricular teams to meet regularly to discuss and plan for this new conception of literacy.

Step 2 Grade-level teams at MS 900 were rescheduled to meet 3 times a week, and each departmental team 1 time a week. The school’s support organization introduced protocols for teams to share and discuss the content and practices currently used across different classrooms. Grade-level teams also examined student work and discussed common approaches to targeting student literacy needs. Meanwhile, the ELA department determined that reading literature and writing narratives and poetry had been too long neglected, and discussed with their grade-level teams how strategies for reading and writing informational texts could be shared across the grade. The SS and science departments highlighted strategies specific to their subjects, while sharing topics and themes that could be developed across the the grade. The teachers who had more effective practices began to be recognized by their colleagues for their expertise, and other teachers requested to visit their classrooms to learn.

Step 3 When the new state survey for text selection opened up in the next year, both grade-level and departmental teams discussed which texts and topics were critical for meeting state standards, for teaching their students about the world, and for providing texts and topics that were relevant and engaging. Each team came to a consensus and submitted their selections. When the state published the texts, teachers were excited to see some of their choices reflected on the list, as well as to be introduced to new literary and nonfiction texts they hadn’t read yet but that were highly rated. Teams began planning how they would incorporate study of the selected texts into their shared curriculum.

Step 4 After two years of this process, when the state introduced new accountability measures for schools based on literacy results that bear shared weighting by ELA, social studies, and science teachers, MS 900 teachers felt prepared for the challenge, and were even eager to view the results and item analysis so they could figure out how they could work together to improve their students’ literacy abilities. Imagine that.

References

1 Cambridge Assessment (2013) “What is literacy? An investigation into definitions of English as a subject and the relationship between English, literacy and ‘being literate’: A Research Report Commissioned by Cambridge Assessment.” http://www.cambridgeassessment.org.uk/Images/130433-what-is-literacy-an-investigation-into-definitions-of-english-as-a-subject-and-the-relationship-between-english-literacy-and-being-literate-.pdf

2 Wexler, N. (2018) “Why American Students Haven’t Gotten Better at Reading in 20 Years.” The Atlantic. https://www.theatlantic.com/education/archive/2018/04/-american-students-reading/557915/
Serino, L. (2017) “What international assessment scores reveal about American education.” Brookings Institution, https://www.brookings.edu/blog/brown-center-chalkboard/2017/04/07/what-international-assessment-scores-reveal-about-american-education/

3 Shanahan, T. (2013) “You Want Me to Read What?!” Educational Leadership, ASCD. http://www.ascd.org/publications/educational-leadership/nov13/vol71/num03/You-Want-Me-to-Read-What%C2%A2!.aspx

4 King, K.V. and Zucker, S. (2005) “Curriculum Narrowing – Pearson Assessments.” 18 Aug. 2005, http://images.pearsonassessments.com/images/tmrs/tmrs_rg/CurriculumNarrowing.pdf

5 Workman, E. and Jones, S.D. (2016) “ESSA’s Well-Rounded Education.” Education Commission of the States. https://www.ecs.org/essas-well-rounded-education/

6 Kaufman, J., Lindsay, T., and V. Darleen Opfer. (2016) “Creating a Coherent System to Support Instruction Aligned with State Standards: Promising Practices of the Louisiana Department of Education.” The Rand Corporation, https://www.rand.org/pubs/research_reports/RR1613.html
Kaufman, J. & Tsai, T. (2018). “School Supports for Teachers’ Implementation of State Standards Findings from the American School Leader Panel.” The Rand Corporation, https://www.rand.org/pubs/research_reports/RR2318.html

7 Whitehurst, G.J. (2009) “Don’t forget curriculum.” Brookings Institution, https://www.brookings.edu/research/dont-forget-curriculum/
Chingos, M. M., & Whitehurst, G. J. (2012) “Choosing blindly: Instructional materials, teacher effectiveness, and the Common Core.” Brookings Institution, https://www.brookings.edu/research/choosing-blindly-instructional-materials-teacher-effectiveness-and-the-common-core/ Kane, T. J. (2016) “Never judge a book by its cover – use student achievement instead.” Brookings Institution, https://www.brookings.edu/research/never-judge-a-book-by-its-cover-use-student-achievement-instead/ Steiner, D. (2017) “Curriculum research: What we know and where we need to go.” StandardsWork, https://standardswork.org/wp-content/uploads/2017/03/sw-curriculum-research-report-fnl.pdf Chiefs for Change (2018) “Statement on the need for high-quality curriculum.” http://chiefsforchange.org/statement-on-the-need-for-high-quality-curricula/

8 International Baccalaureate (2014) “Programme standards and practices.” https://www.ibo.org/globalassets/publications/become-an-ib-school/programme-standards-and-practices-en.pdf

9 Louisiana Department of Education (2018) “Louisiana Essa Innovative Assessment Pilot First To Receive Federal Approval.” https://www.louisianabelieves.com/newsroom/news-releases/2018/07/27/louisiana-essa-innovative-assessment-pilot-first-to-receive-federal-approval.

Building an Instructional Core for Student Literacy: Part I

Identifying the problem

Why aren’t many students graduating from our schools ready to perform the reading and writing tasks demanded of them by a college or career?

Answers to this will vary widely, of course. Based on my own experience working in NYC schools, I suspect that at the core of this problem lies incoherency, and beginning with this post, I’m going to try to persuade you that this is an issue, as well as provide some ideas on what schools can do about it. BTW I’m not the only one who suspects incoherency is at the core of our educational woes: researchers like Anthony Bryk have been making this case.

Read the vision and mission statements of most schools and you’ll see it for yourself in the vague, fluffy proclamations that bear little meaning to the content of what is actually taught.

What is taught in most schools? Who knows? Good luck finding data on curriculum being used. Despite the moniker of “public,” most public schools make little effort to transparently communicate what curriculum they purchase or develop and use from year to year.

There are a few charter networks that now publish most of their curriculum online. Kudos to Success Academy, Match, and Achievement First. Apparently KIPP will also start sharing their content. New York and Louisiana have at least made quality curriculum freely available, though it’s unclear how many of their schools employ it. (If I’m missing any schools, public, private, or otherwise that are doing this, please share in the comments so I can include them.)

Why we need to change how we approach literacy instruction

Every year schools examine state test results, then set targets for supporting their students’ literacy development. But they typically fail to consider the actual curriculum students receive in their classrooms each and every day—the texts they read and the writing tasks they are expected to perform—and whether that curriculum coherently and intentionally fosters and reinforces the skills and knowledge considered most essential to future student success (more on which skills and knowledge in a future post).

Or, they substitute one curricular program for another, ready to adopt the “next new thing” despite substantial time invested in adapting and tailoring a curriculum. Or, they adopt multiple curricular programs that don’t align, then expect teachers to be able to interpret, synthesize, and implement them with little support nor time for collaborative planning.

This is a significant problem I see in many of the schools I work with, which happen to be the schools in the Bronx struggling the most. There are schools using both EngageNY’s Expeditionary Learning curriculum for the “reading” period, and Teacher’s College Reading and Writing Project’s writing curriculum for the “writing” period. If you know anything about either curriculum, this is confounding, both from a teacher and a student standpoint. Students are receiving two unaligned approaches, most likely delivered poorly, and teachers are being asked to read through and understand and plan and implement two very dense and confusing narratives for every single lesson.

Teachers, for various reasons, but most especially due to nonsense like the aforementioned, choose to do their own thing, drawing lessons from test prep books or online sources willy nilly, without coming to a consensus as a department or school on what is most important to teach across grades and classrooms.

Gaining academic knowledge, language, and skills are not natural and require a structured and systematic core curriculum in order to ensure all students have plentiful opportunities to practice and master them at the level necessary to succeed in higher education or in a complex career. We know from decades of research on learning and cognition that in order to transfer an understanding of new concepts and skills into long-term memory and apply them in real-world contexts, students require repeated exposures to those concepts and skills, spaced out over time.

Yet in many schools, most especially those that serve disadvantaged communities, students are exposed to an incoherent mix of concepts and skills that ill prepare them for success in a competitive college or career.

The literacy department of a school should promote a coherent vision oriented around shared instructional concepts, practices, and content. By coming to a consensus on what is most essential for students to know and be able to do in reading, writing, speaking, and listening, then designing backwards from those targets, the ELA team can build a backbone of coherency that will support literacy development across grades and classrooms.

A hypothesis

If a school comes to a clear understanding of what they teach, and can articulate why they are teaching it to parents, students, and the wider public, then this will ultimately result in improved academic outcomes for students due to the greater coherency and consistency in what is taught to students throughout the school.

In my next post or two, I’ll lay out some ideas and processes that can help an ELA team to do this work.

Exciting things happening in Louisiana

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Don’t know if you’ve been paying attention, but Louisiana Superintendent John White, despite great controversy, has been making strong leadership moves over in LA, writing smart op-eds, maintaining a clear focus on higher standards in the face of volatile political headwinds, working with innovative partners to develop online curriculum, and pulling teachers together to conduct thorough reviews of curricular options according to LA state standards (I wrote a little more about how their reviews compare against EdReports here.)

And now, White is continuing to steer Louisiana on the path to meaningful reform with a proposal to pilot a new form of assessment that recognizes the importance of background knowledge in reading comprehension. These assessments will do so by merging social studies and ELA texts and units throughout the course of a year. Here’s his explanation:

“Rather than administering separate social studies and English tests at the end of the year, Louisiana schools participating in the pilot will teach short social studies and English curriculum units in tandem over the course of the year, pausing briefly after each unit to assess students’ reading, writing and content knowledge. Students, teachers and parents will know the knowledge and books covered on the tests well in advance. Knowledge of the world and of specific books will be measured as a co-equal to students’ literacy skills. And teachers would have good reason to focus on the hard and inspiring lessons of history and books.”

This type of assessment is something I’ve been dreaming about for years, and that former NY State Commissioner and current Executive Director at the Johns Hopkins Institute for Education Policy, David Steiner, has been talking about for years. At a Research ED conference back in September, I had a chance to chat with Steiner about this a little bit. It’s not a topic that non-wonkish education people seem to care about, but he is also passionate about this issue, and it’s really nice to see that this might finally get a chance to get “tested” by a state.

Too bad NY couldn’t get itself together to make this happen first.

Here’s a short video I had made about ideas for successful implementation of the Common Core standards back in 2014 in which I also make the case that all teachers on a grade-level should be held accountable by literacy assessments:

States don’t measure what kids actually know. That needs to change. John White / The Hill

 

A Farewell to Fariña

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Unless you’ve been stuck in a subway tunnel somewhere for the last few months, you know that NYC Chancellor Carmen Fariña has announced her 2nd retirement, Miami Supe Alberto Caravalho psyched out De Blasio and had an even shorter tenure than Cathie Black, returning to the bosom of weeping Miami-ans before he’d even left (telenovela style), and Houston Supe Richard Carranza has since stepped eagerly in.

Prior to the spectacle, you may have missed an interesting Politico/Shapiro piece on how Fariña operated as NYC Chancellor: This is how Carmen Fariña works: Outgoing chancellor led from inside schools. The piece provides insight into Fariña’s strengths, as well as possible weaknesses.

A while back in 2014, we examined how Fariña was leading from a socio-ecological perspective, and we rated her quite highly at that time.

I think those ratings still hold. Fariña has brought deep instructional and administrative experience to the role, and she has demonstrated many of the traits that we’ve examined as signs of a leader who recognizes the importance of schools as ecosystems, such as:

  • Values inclusion and diversity (1, 2, 3, 4, 5, 6, 7)
  • Consistently observes local conditions (1, 2, 3, 4, 5)
  • Plays the long game  (1, 2, 3, 4, 5)
  • Models active listening (1, 2, 3, 4)
  • Applies intensive management (1, 2, 3, 4)
  • Displays a willingness to try different things (1, 2, 3, 4)
  • Utilizes the principle of obliquity (1, 2, 3)
  • Sweats the small stuff (1, 2, 3)
  • Demonstrates humility (1, 2)
  • Facilitates the confrontation of the brutal facts (1, 2)

Yet I think, too, her administration has demonstrated some of the downsides of a few of these aspects when operating a system as vast and complex as NYC’s.

Take “consistently observes local conditions.” As Shapiro’s article highlights so well, Fariña’s great strength as a leader is her ability to step foot into a school and see what’s going on and speak from her expertise as an educator.

Yet in operating a system as vast as NYC’s, it doesn’t make as much sense to attempt to direct the system from such supervision alone. As Shapiro points out in the article, despite all of the visits she’s conducted in her tenure as chancellor, she still has only been “inside fewer than half of the city’s 1,800 schools.”

Fariña’s theory of change, as articulated in this piece, seems to be that she and her superintendents will ensure better outcomes in NYC schools by visiting schools.

I think there’s sound logic to this–it aligns with the idea that context is key and that stepping foot in schools is essential to see past the numbers–but what I find interesting is that at no point have I heard this theory of action clearly articulated by either the Chancellor or her administration.

I find this problematic because if we are talking about a theory of action, we are acknowledging that it’s a hypothesis, and that we need to keep checking to see if it’s accurate. This is fundamental in the administration of a public system — the public needs to know what is happening so they can hold the administration accountable.

Under Joel Klein, the theory of action that governed his administration was pretty clear — by breaking up the ‘fiefdoms’ of the districts and empowering principals and holding them accountable, student outcomes would improve. You could disagree with this theory of action and how it was implemented, but at least you knew what it was.

Under Fariña, it has not been so clear what her theory of action has been.

Klein’s strength as a chancellor lay in systems thinking, but his weakness was lack of  experience and expertise as an educator. It might be said that Fariña flip-flopped these strengths and weaknesses.

Let me hasten to acknowledge that overseeing NYC’s vast and diverse system of schools is a tremendous challenge, and we are fortunate to have benefited from the deep dedication and service of Carmen Fariña.

Will NYC’s new chancellor be able to balance systems-level strategy with ground-level expertise?