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1480Re: [nyceducationnews] Tilden quality review

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  • Mary-Powel Thomas
    Jan 3, 2007
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      The quality reviews are only the reports of the
      "expert review teams"--the comments from parents,
      teachers, etc. will come later, after the surveys are
      developed. See
      for information about the quality reviews, and
      for information about the "progress reports," which
      will include the survey results (as part of "School

      The last item on the quality-review page is a review
      schedule. The first region to be reviewed was Region
      6, and when I went to the first school there, I found
      its review under "About Us," then "Statistics," then
      "Quality Review Report" (the next-to-last item).



      Mary-Powel Thomas
      President, CEC 15

      --- leonie@... wrote:

      > I found the Tilden HS quality review as well as a
      > few others on the DOE website by doing a search --
      > though I can't find a link to the individual quality
      > reviews anywhere. If anyone knows where they can be
      > found, let me know.
      > The ones I read do not seem to include comments from
      > parents, nor do any of them mention the problems of
      > overcrowding and/or class size -- a key concern of
      > most parents and teachers alike -- even though the
      > need to individualize instruction for each student
      > is a recurrent theme, which is extremely difficult
      > with 30+ students in a class, and 150+ students per
      > teacher.
      > Again, if anyone notes exceptions to this , please
      > let me know.
      > Excerpts from the quality review of Tilden HS, which
      > DOE has decided to close, are below. It looks
      > indeed as though the school was turning around, with
      > the help of an excellent principal -- which I've
      > also heard from other sources. Another remarkable
      > finding: the school's Regents passing rate for ELL
      > students was 25.3 percentage points above similar
      > schools and 16.8 percentage points above schools
      > across the City.
      > --
      > Leonie Haimson
      > Class Size Matters
      > 124 Waverly Pl.
      > New York, NY 10011
      > 212-674-7320
      > leonie@...
      > www.classsizematters.org
      > -------------- Forwarded Message: --------------
      > Tilden quality review
      > Overall Evaluation
      > This is a proficient school with some undeveloped
      > areas.
      > The culture of this school, which has developed
      > under the current leadership, is
      > one that exhibits caring and respectful support of
      > all school constituencies in
      > their collaborative effort to overcome their
      > deficits and continue to move the
      > school on a path of continuous improvement. Recent
      > initiatives have calmed the
      > school environment and created an orderly atmosphere
      > in which teaching and
      > learning can take place. Although there are areas of
      > the school’s work that are
      > undeveloped, school leaders possess a good
      > understanding of those areas which
      > require further development and the actions that
      > need to be taken to bring about
      > improvements in teaching, learning, attendance and
      > achievement.
      > How well the school meets New York’s evaluation
      > criteria
      > Quality Statement 1 – Gather Data: School leaders
      > and faculty consistently
      > gather data and use it to understand what each
      > student knows and is able to do
      > and to onitor student progress over time.
      > This area of the school’s work is proficient.
      > The principal and her administrative team have an
      > established a weekly pattern
      > of reviewing and analyzing students’ academic
      > achievement, attendance, incident
      > and other available data to inform decisions about
      > the effectiveness of the
      > school’s programs and practices in improving
      > students’ achievement.
      > Additionally, some academic departments generate
      > quantitative and qualitative
      > data regarding the performance of students by
      > subject and by teacher in order to
      > encourage staff collaboration around effective
      > instructional techniques. All
      > departments routinely analyze results of common
      > mid-term and final exams with
      > respect to students’ performance and instructional
      > effectiveness.
      > The school uses a range of performance data to
      > inform the placement of incoming
      > freshmen and adjust courses to meet students’ needs.
      > The academic intervention
      > services team meets regularly to analyze the
      > performance data of special
      > education students relative to their individual
      > education plans. Teachers of
      > English language learners monitor the academic and
      > social progress of their
      > students though the use of assessment data as well
      > as information gathered from
      > a network of faculty mentors. Teachers in the Tilden
      > New Opportunities Program
      > track the incremental progress of their over-age and
      > under-credited students in
      > order to support their progress towards attaining a
      > high school diploma.
      > With the exception of the practices regarding
      > English language learners whose
      > 2005 Regents passing rate was 25.3 percentage points
      > above similar schools and
      > 16.8 percentage points above schools across the
      > City, other programs and
      > practices were instituted or restructured during the
      > 2005-2006 school year under
      > the guidance of the current principal. These
      > structures are based on the use of
      > data and are beginning to have an impact, and
      > recently the percentage of
      > students receiving Regents diplomas rose and the
      > percentage of non-completers
      > dropped.
      > In the 2005-2006 academic year, the school
      > instituted programs to address the
      > needs of students in greatest need of improvement.
      > The Tilden New Opportunities
      > Program was formed to begin to meet the needs of the
      > school’s over-age and
      > under-credited population, resulting in the 67% of
      > attendees passing all three
      > Regents exams. Data on the success of other
      > initiatives is not yet available.
      > While these efforts demonstrate a commitment to
      > developing individualized
      > programs based on individual student’s needs, school
      > leaders recognize that this
      > practice must be extended to all classrooms and all
      > students.
      > The school’s mission expresses high expectations for
      > students’ achievement,
      > reflected in the principal’s high expectations for
      > quality instructional
      > practice. Students report challenging instruction in
      > approximately half of their
      > classes. Meetings with parents are generally
      > reactive. The school has not
      > instituted regular meetings with parents and
      > students which are driven by the
      > evaluation of each student’s individual plan. The
      > introduction of small-group
      > advisory sessions during the extended instructional
      > periods for grade 9 students
      > at level 1 and 2 demonstrates an initial step
      > towards identifying each student’s
      > needs and creating individualized plans of action.
      > The school possesses a clear
      > understanding of the actions necessary to improve.
      > Quality Statement 3 – Build and Align Capacity: The
      > school aligns its
      > instructional activity and resources, and student
      > engagement around its focused
      > plans for accelerating learning for each student.
      > This area of the school’s work is proficient.
      > The school’s academic departments demonstrate a
      > well-established practice of
      > developing and revising the local curricula based
      > upon State mandates, the
      > scoring and analysis of Regents examinations, and
      > the needs of students. Common
      > departmental mid-term and final examinations provide
      > interim data regarding
      > students’ progress. Some departments have developed
      > common lessons and interim
      > assessments. Teachers’ instructional practice is
      > monitored by the assistant
      > principals and students’ outcomes are assessed
      > through the marks analysis and,
      > in some departments, by comparisons of teachers’
      > effectiveness. As a result,
      > teachers are being training in differentiated
      > instruction to better meet
      > students’ needs. Lessons do, for the most part,
      > incorporate active learning,
      > although it is not evident that teachers’ choices of
      > instructional techniques
      > are based on needs revealed by individual student
      > data.
      > Under the current administration, budget decisions
      > are transparent and informed
      > by student data and goals set in the Comprehensive
      > Education Plan. The school
      > safety action plan and data regarding incidents and
      > attendance inform staffing
      > decisions in the area of student management, changes
      > in the scanning of persons
      > entering the school, clearer expectations for the
      > deployment and actions of
      > school safety personnel, and the hiring of an
      > attendance teacher. The school is
      > working hard to promote good attendance. Attendance
      > is monitored daily. Weekly
      > attendance data is distributed to all guidance
      > personnel and a team meets
      > bi-weekly to address attendance issues and follow up
      > on home contacts and other
      > actions with respect to increasing the school’s
      > attendance rate.
      > There is a pervasive pattern of caring and personal
      > support for students by the
      > adults in the building, described by one student as
      > ‘going well beyond the
      > typical student-teacher relationship.’ Students
      > recount numerous examples of
      > teachers reaching out to help them academically,
      > socially and emotionally. One
      > student credited her mentor for not only providing
      > tutoring so that she could
      > pass the Regents, but for being her advisor
      > regarding personal matters related
      > to her immigrant status. From the principal, whose
      > open-door policy welcomes
      > students at all times, to teachers and security
      > personnel, a culture that values
      > knowing and respecting all students is immediately
      > observable. However, there
      > are not enough opportunities for students to
      > participate in extracurricular
      > activities in the arts, athletics, academics,
      > government and other programs that
      > involve them in the life of the school.
      > Quality Statement 4 - Build and Align Capacity: The
      > development of instructional
      > leadership, staff, and capacity are aligned around
      > the school’s collaboratively
      > established goals for accelerating the learning of
      > each student.
      > This area of the school’s work is proficient
      > overall.
      > Since her arrival, the principal has garnered the
      > overwhelming and enthusiastic
      > support of her students, administrators, teaching
      > staff and those parents who
      > have accepted the invitation to work with her in
      > improving the school. Her
      > actions have brought about significant improvement
      > in the school’s climate and
      > culture. All constituents state that they feel safe,
      > respected and valued. The
      > principal’s open and forthright approach to
      > individual and school problems is
      > highly respected. Administrators and teachers
      > recognize her expertise in
      > instructional pedagogy and value her capacity as the
      > instructional leader.
      > Students count her among the array of caring adults
      > who support their
      > educational experience.
      > During her brief tenure, hiring has been limited.
      > The principal has criteria for
      > selecting security and student management personnel
      > that emphasize a deep caring
      > for children and an understanding of techniques that
      > are effective in reaching
      > students who may be resistant to learning.
      > Prior to the principal’s appointment, professional
      > development was not the norm
      > in the school. The principal and the cabinet
      > analyzed student performance data,
      > surveyed staff to determine their strengths,
      > weaknesses and interests, and
      > targeted areas for professional development.
      > Teachers were enabled to develop
      > professional growth plans that incorporated
      > school-wide priorities, as well as
      > personal goals. The principal, through her active
      > monitoring of the building on
      > a daily basis, composite observations made with the
      > assistant principals and the
      > teacher evaluation process, supports teachers in
      > improving their instructional
      > practices. Teachers are encouraged to visit one
      > another’s classes but these
      > opportunities are not scheduled often enough for
      > them.
      > Staff routinely undertake collaborative planning in
      > teams to evaluate the impact
      > of the school’s actions on achievement and
      > attendance, to consider the
      > implications of the analysis of assessment data on
      > the curriculum and new
      > techniques in instructional practice and to solve
      > problems concerning students
      > at risk. ....
      > Leonie Haimson
      > Class Size Matters
      > 124 Waverly Pl.
      > New York, NY 10011
      > 212-674-7320
      > leonie@...
      > www.classsizematters.org

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