Collaborative networks that use continuous improvement principles and tools can accelerate and spread learning across sites and contexts. Districts face unprecedented challenges in meeting students’ and families’ needs in rapidly changing conditions. Collaborative networks can be powerful drivers of system improvement. Collaborating well is key to maximizing a network’s effectiveness.
Parental engagement has been shown to be a key lever for improving outcomes for all students. It can positively influence grades, test scores, and graduation rates for all students. Increased engagement is also shown to improve the outcomes of underserved student populations, positively impacting low-income, Black, and Latinx students in both primary and secondary settings. Additionally, parental engagement has been found to be a critical support in blended and distance learning environments—a need that has intensified with the shift to distance learning in response to COVID-19.
Prior work has shown that levels of self-reported student social-emotional learning (SEL) predict student achievement levels—as well as student achievement gains—but little has been done to understand if within-student changes in student reports of SEL are predictive of changes in theoretically related academic and behavioral outcomes.
In this brief, we leverage data from eight school districts, known as the CORE districts, to describe students with disabilities (SWDs) by their characteristics, outcomes, and transitions into and out of special education. We found that the most common disability type was a specific learning disability. Relative to their representation among students districtwide, males, African Americans, English language learners, and foster youth were more highly represented among SWDs. In terms of outcomes, chronic absence was more prevalent among children with multiple disabilities.
California’s new Statewide System of Support is grounded in the fundamental principles of the Local Control Funding Formula, especially its emphasis on the central role of local educators in determining the best approaches to improvement. This report examines the early implementation of the System of Support, with a focus on the work of the county offices of education (COEs) and the experience of the districts identified for differentiated assistance.
The number of students opting out of standardized tests has grown in recent years. This phenomenon poses a potential threat to our ability to accurately measure student achievement in schools and districts. This brief documents the extent to which opting out is observed in the CORE districts and models how higher opt-out levels could affect various accountability measures.
- Aspirations and beliefs—the belief that college is possible and integral to educational success.
School value-added models are increasingly used to measure schools’ contributions to student success. At the same time, policymakers and researchers agree that schools should support students’ social-emotional learning (SEL) as well as academic development. Yet, the evidence regarding whether schools can influence SEL and whether statistical growth models can appropriately measure this influence is limited. Recent work shows meaningful differences across schools in changes in SEL scores by grade, but whether these differences represent the effects of schools is still unclear.
Experts agree that effective data use is critical for continuous improvement. However, there is a lack of understanding statewide about how data use for continuous improvement, with its adaptive and iterative nature, differs from data use for other purposes. In this paper, the authors discuss what data are most useful to inform continuous improvement at all levels of the system and provide a case study of how the CORE data collaborative uses a multiple-measures approach to support decision-making.
Creating continuously improving education systems could be the antidote to one-off education reforms that come and go with little to show for the effort. The strategy has been picking up steam in recent years, urged on by the federal Every Student Succeeds Act (ESSA); the California Department of Education; and the Bill & Melinda Gates Foundation, which recently announced that it is earmarking 60 percent of its $1.7 billion investment in education during the next five years to support school improvement networks.
The Local Control Funding Formula (LCFF), signed into law by Gov. Jerry Brown on July 1, 2013, represents the first comprehensive change in the state’s education funding system in 40 years. The LCFF eliminates nearly all categorical funding streams, shifts control of most education dollars from the state to local school districts, and empowers districts, through a process of stakeholder engagement, to shape resource allocation goals and priorities to meet local needs.
This report and accompanying policy brief show that there is good reason to pursue the measurement of social-emotional learning (SEL) and school culture/climate (CC) as a way to better understand student and school performance. Using data from California's CORE districts, we show that SEL and CC measures demonstrate reliability and validity, distinguish between schools, are related to other academic and non-academic measures, and also illuminate dimensions of student achievement that go beyond traditional indicators.
Summary and Policy Implications
With the passage of the Every Student Succeeds Act (ESSA) of 2015, California state policymakers are tasked with determining the subgroup threshold for school-level reporting. To inform this decision, this policy brief explores the implications of utilizing various subgroup sizes using data from the CORE Districts. The authors find that the 20+ subgroup size presents clear advantages in terms of the number of students represented, particularly in making historically underserved student populations visible.