Election 2011: School Board Candidates Talk Improving Test Scores

What more can be done to improve state tests scores at a staff and administrative level in all the district’s schools?

I believe that some Administrators need to be more supportive to provide the necessary resources that are available and attainable for students and the educators and resist the results-driven mentality just for the sake of NCLB or “Race to the Top” compliance. Strong and trusting relationships between administrators and teachers is vital and must be built upon a mutuality of respect.

Incentive bonus compensation to the teachers overseeing the higher performing students is a suggestion, yet even many private sector business studies have concluded that monetary compensation alone will not unilaterally drive performance. The teachers need more incentives to excel at peak levels, that is, the ability to succeed through mentoring with more experienced teachers; develop a team-concept with a fellow teacher to target test score improvement; a formal Action Plan wherein the teacher will report his/her progress on a regular basis to an
Instructor/Mentor/Supervisor for ongoing feedback, advice and strategic planning and changes; Professional Development and Peer Recognition Programs on a State or even National scale.

Also, the Administration and Teachers can achieve increased test productivity by soliciting and recruiting more parental involvement, for educational awareness and respect start at the home to promote a more conducive learning environment and improved study habits.

Test scores are a primary focus of everyone, it is important to note that Illinois is only one of 5 or 6 states that require the ACT of all high school juniors, whether college bound or not.  The recently adopted flex 8 scheduling program is designed to focus more on core curriculum and reduce the elective options.

I believe there's always more than can be done and off the top of my head we can have a review of the district organization as a whole to see if we have the best people placed in the correct job function.

Review the alignment of specific curriculum's to ensure what's being offered follows our district strategic plan. With the Core standards changing in 2014, we should be establishing working groups to address this now so when   Instead of yearly school improvement plans being present to the board once a year, have them quarterly with specific goals set for schools that are under performing. We should be seeking out suggestions from the classroom staff directly, sharing ideas that work in one school with others.

Create a workplace environment that rewards creativity, invite blue ribbon schools to peer review the district. Promote at all levels professional development (this includes board members too), stress accountability and engage parents across the district that what they do, can and does make a difference in how child perform.

The newly approved Flex-8 scheduling for the high schools will give students constant exposure to the core subjects that make up the bulk of standardized tests.  This is projected have a direct and fast impact on scores, because under the current block scheduling some students may go a full year with no math class. For the younger students, I would like to find a way to return more of the support staff and aids to the classrooms.  I think that having the resources to spend extra time with kids, who really need it, will keep them on track and not let them fall behind.

I would reach out to our teachers and district leaders because the answer for me lies in staff development, curriculum mapping and teaming for the benefit of our students. I believe that this would satisfy the need for consistency between schools thus helping us to achieve the positive results we are working toward. I would ask to evaluate our progress on these issues and to make sure we are being effective and not adding too much unnecessarily to our teachers busy work loads. To do this successfully would result in us building a solid set of best practices built by the
team for our students that would benefit us district wide.

First, the board should promote the development of a critical core of community-based, highly accomplished teachers and school leaders to anchor and mentor younger staff, (which has become increasingly transient).  Stabilizing our core will maintain educational quality.   

Administration should be held accountable for academically based and data driven curriculum.   Additionally we must begin to listen beyond the boardroom to the students, parents, staff and community.  Adding a student board member would encourage a new and meaningful perspective as well.  

Staff should be provided with adequate opportunities and training on how to align curriculum and utilize common formative assessments.  Summer work, tenure and master’s projects should begin immediately on aligning the curriculum and establishing measurable goals and skills with the newly adopted Common Core Standards.   

Building in test taking strategies, modeling, tutoring, mentoring and other enrichment opportunities will ensure that the content is challenging and relevant.  I am confident that our staff can collectively create the highly engaging and interactive learning environment needed to ensure student mastery of standards at every level.   

Reform requires setting appropriate targets and monitoring them.  It demands focusing on staff development and the inclusion and buy-in of students, parents, staff and the community to improve instruction, instructional materials, and opportunities.

While the current curriculum is designed to meet the state requirements, a reallocation of current resources to ensure that as much available funds are put into the classrooms across the district to provide support for our teachers and support staff.

Through improved fiscal management, we may be able to identify additional funding sources or expense reductions to expand resources to the classrooms.

There needs to be process that provides a status review of the performance
improvement plans for each school. This process would require those managing the performance improvement plans to be reported back to the board on a periodic basis with status updates.

These updates would include the school staff and teachers to identify what is working well, what isn’t and what additional resources may help to further the progress of all students. An explanation of the cohort breakdown alone
would not be sufficient.

Additionally, I would work with the central administration to help figure out how we can provide a more appropriate class sizes to foster an improved learning environment for all students, including all identified subgroups.

Editor's note: Incumbent school board member Andrea Schweda did not respond to a request for answers to these questions.