principal pipeline

MBAs wanted: Success Academy looks to woo business leaders for a fast-track principal program

PHOTO: Monica Disare/Chalkbeat
Success Academy CEO Eva Moskowitz touted her network's test scores at a press conference in 2017.

New York City’s largest charter operator is launching a fast-track program designed to quickly train business leaders to become principals at schools across the network and elsewhere.

Starting this spring, Success Academy is kicking off a two-year program to take “talented leaders from across industry” — especially those with MBAs — and convert them into principals at one of the network’s 47 schools or at other schools across the country.

The program is noteworthy partly because it could help address a consistent problem among New York City charter schools: They tend to burn through principals at a higher rate than traditional public schools do.

Last school year, 25 percent of the city’s charter school principals were new, more than double the turnover rate at district schools, according to a recent Manhattan Institute report. Success has also struggled at times to retain principals and teachers, a challenge that has contributed to a tumultuous period at its first high school, Success Academy High School of the Liberal Arts in Manhattan. Success officials said 10 of its schools had new principals this year, adding that three of them were at new schools.

“I don’t know if we have a strong sense either way about whether this will be effective or not,” said Marcus Winters, the researcher who authored the Manhattan Institute turnover study, noting that there is not a large research base to draw on. Researchers often “focus on teachers, but principals and other administrators really mean a lot.”

It’s not clear how many of the inaugural class of 25 fellows will wind up running a Success Academy school. The fellowship application says the boot camp is “designed to train talent new to education to become principals in our growing network of schools.” But Success spokeswoman Ann Powell also emphasized that some fellows would likely “go directly to lead schools across the country” — an effort to spread the charter network’s model elsewhere.

In the first year of the new Success program — known as “Robertson Leadership Fellows” — participants will spend three weeks learning “the basics of school design and school leadership” before spending a couple of months learning about data and operations from the central office team.

The next four months will be devoted to teaching and learning; fellows will also participate in a “specialized track” of Success Academy’s own teacher training program to learn about instruction and teacher preparation. Finally, fellows will spend a six-month stint working as an assistant principal. The entirety of the second year will be spent as an assistant principal — though at a different school than during year one.

Fellows are paid on a scale similar to assistant principals, Powell said, though she did not answer questions about their exact compensation or how much the program will cost. The Robertson Foundation, which is funding the program and has invested heavily in Success Academy, did not answer specific questions about the program, including its cost.  

The program is reminiscent of former Mayor Michael Bloomberg’s boot camp for aspiring principals, which also believed business principles were useful in running schools. Under that program, less experienced educators could be elevated into leadership positions after a fast-track training program that taught them to run schools like CEOs. The Aspiring Principals program was controversial; some critics argued leaders without lots of education experience should not quickly vault into principal positions.

Research found the program had some positive effects on student test scores, but a different analysis found that schools run by the program’s graduates had higher rates of teacher turnover and lower grades on progress reports. The program was ultimately phased out in 2017 under Mayor Bill de Blasio.

Eric Nadelstern, a deputy chancellor during the Bloomberg administration who later ran a principal training program at Teachers College, said hiring leaders from other industries can work, but isn’t always the best strategy.

“It’s useful for somebody to have spent time in a school to be a good principal,” he said, noting the Teachers College program required three years of classroom experience. “The focus should be home grown people from your own schools who have done an outstanding job.”

Success officials acknowledged that internal teacher candidates would not be eligible for the fellowship program, but said there are alternative routes for educators to become principals. The program will be overseen by Aparna Ramaswamy, the network’s chief leadership and human resources officer, Powell said. The first group of fellows are set to begin training in April.

Clarification: This story has been updated to clarify the description of the Aspiring Principals program and the number of new principals at Success Academy schools.

upheaval

Frustrations over principal turnover flare up at IPS School 43

PHOTO: Dylan Peers McCoy
School 43

It began with a tame slideshow presentation about hiring a new principal at School 43. But the Wednesday night meeting soon spiraled into a venting session — as parents and teachers pleaded with Indianapolis Public Schools to send in more staff.

Bakari Posey, the principal of School 43, departed for another job last week in the latest upheaval at the school, which is also known as James Whitcomb Riley. The assistant principal, Endia Ellison, has taken over in an interim capacity, as the district searches for a new leader for the school, which has faced significant turnover in recent years.

“This school needs help,” said Natasha Milam, who has three children at School 43, which serves about 450 students in prekindergarten to eighth-grade. “We need you all to listen. And we need you all to hear us.”

Milam, who volunteers at the school, said that because the building does not have enough staff to handle behavior problems, students are suspended far too often — meaning students are at home doing chores or getting into trouble, instead of in class learning.

Many in the neighborhood had hoped Posey, who is from the community, would be able to turn the school around after the previous two school leaders left their posts just months into the job. But under Posey’s leadership, the school continued to struggle on state tests, with just 7 percent of students passing both the math and English exams last year.

And after two-and-a-half years on the job, Posey left and began working this week as assistant principal at Fall Creek Valley Middle School in Lawrence Township. In an email Thursday, Posey said that he left because he thought the position in Lawrence would help him grow professionally and it was closer to his home.

Posey also disputed the picture of School 43 as a campus in crisis. He said this school year, there hasn’t been “turmoil in the school in regards to student behavior,” suspensions were down, and the campus has been “very calm.” (Suspension numbers could not immediately be verified.) He also said that Indianapolis Public Schools provided “great support” to school staff.

Nonetheless, parents and teachers’ at the meeting Wednesday said the school has serious problems.

Ryesha Jackson, a 4th-grade teacher who has been at the school a little over a year, said there are not enough staff to help with student discipline problems. That makes it hard for educators to teach, she said.

“We have fights almost every day,” Jackson said. “I guess my question is, ‘What are we doing right now to support teachers?’”

School 43 is a neighborhood school, on the north side of the district. More than 75 percent of students there are black, and almost 70 percent are poor enough to qualify for free or reduced-price meals — about the district average.

Indianapolis Public Schools interim Superintendent Aleesia Johnson said district and school leaders would work together to develop a plan to address the urgent problems at School 43.

“But what I can’t give you right now is the plan for that help,” she said. “That takes time and coordination with the school staff.”

The district is gathering input about what school community members are looking for in a principal before posting a listing, officials said. Finalists will be interviewed by committees of parents, community members, and school and district staff. The goal is to name a new principal by April.

Also at Wednesday’s meeting was a small contingent from the IPS Community Coalition, a group that is often critical of the Indianapolis Public Schools administration, particularly the district’s partnerships with charter schools.

Michele Lorbieski, a resident from the north side who ran unsuccessfully for the Indianapolis Public Board with the support of the coalition last year, said the district cannot just rely on the next principal to fix the school.

“What I’d hoped to hear tonight was what the school district was doing to put things in place to stop this revolving door of principals,” she said.

District officials did not directly address why turnover has been so high among principals at School 43. But Brynn Kardash, a district official who recently began working with the school, said that the central office is doing more to support it this year.

School 43 was added this year to the transformation zone — an effort to help troubled schools that includes dedicated support and regular visits from a team at the central office, said Kardash, the district’s executive director of schools for the zone. Educators in the zone get additional training, extra planning time, and help analyzing student data, she said.

“The goal is to really support Ms. Ellison in work that she’s doing,” Kardash said, “which then leads to, hopefully, teachers feeling that support in the classroom.”

technical difficulties

This personalized learning program was supposed to boost math scores. It didn’t, new study finds

PHOTO: Patrick Wall
A student at I.S. 228 in Brooklyn does online work through Teach to One, a program that grew out of the iZone.

A program that Bill Gates once called “the future of math” didn’t improve state test scores at schools that adopted it, according to a new study.

The research examines Teach to One, a “personalized learning” program used in schools across 11 states and which has drawn support from a number of major funders, including the Gates Foundation, Chan Zuckerberg Initiative, and Netflix co-founder Reed Hastings. (Gates and CZI are also funders of Chalkbeat.)

At five schools in Elizabeth, New Jersey, students who used Teach to One didn’t improve any faster than similar students who didn’t use the program, even after three years. The results underscore the limited evidence for claims that such technology programs can dramatically improve student learning, even as they have become magnets for philanthropic dollars.

“The original aspirations, that Teach to One programs were going to have huge positive effects on math scores — we can rule that out with these studies,” said Jonah Rockoff, a Columbia professor who studied an earlier iteration of the program.

Teach to One says its approach is designed to help students steadily learn math skills, regardless of how unprepared or advanced they are. Students spend time on a computer as well as with a teacher and working in small groups. Students receive individualized schedules each day based on their progress, and a computer program adapts the curriculum to students’ strengths and weaknesses in the form of a “playlist.”

New Classrooms, the organization behind Teach To One, suggests that the Elizabeth results aren’t the full story.

It points to a separate analysis released this week that looks at a broader group of schools — 14, from several districts — that used the program. That study shows Teach to One students making above-average gains on a test known as the MAP, which is taken on a computer with questions changing as students answer correctly or incorrectly.

New Classrooms co-founder Joel Rose suggested in a statement that those computer-adaptive tests capture something that state tests can miss: students’ progress.

“What seems to be emerging is a real tension in math between approaches focused on long-term academic growth and state accountability systems,” he said.

Rockoff said there might be something to New Classroom’s argument that the study using adaptive test is better able to showcase students’ gains. “If [students] are at a grade four level but they’re in grade six, teaching them grade four material is going to hurt them on the state test,” he said.

But the author of the second study, Jesse Margolis, and a number of other researchers who spoke to Chalkbeat note that it cannot show whether Teach to One caused any of the students’ gains, though — a major limitation.

“While this study cannot establish causality, it is encouraging,” Margolis wrote. (The New Jersey study is better able to establish cause and effect, but it also has limitations and does not rely on random assignment.)

The New Jersey study isn’t the first to show that Teach to One didn’t improve test scores: so did Rockoff’s 2015 report on three New York City middle schools that looked at both state and MAP tests.

One possible explanation is that Teach to One is helpful to students in some places but not others. Margolis said his study examined the same five Elizabeth schools as the Columbia study and also found minimal gains there, but that schools elsewhere seemed to see larger improvements.

Researcher John Pane of RAND, a leader in studying personalized learning, says the results are important to understanding a field with limited research to date.

“Because we have so little evidence on personalized learning,” he said, “every data point can be helpful for us to start triangulating and piecing together what works and what doesn’t work.”