tar heel trivia

New education research? A good chance it’s from North Carolina.

PHOTO: Creative Commons/Boston Public Library

Barbeque. Basketball rivalries. The Blue Ridge Mountains.

Education research?

It’s something else North Carolina is known for, at least among a subset of social scientists.

“North Carolina has really done something special,” says Amy Ellen Schwartz, a professor and the editor of Education Finance and Policy, an academic journal.

“If you look over the last 20 years and focus on the highest quality work, it’s disproportionately work that comes from North Carolina data,” says Dan Goldhaber, an education professor at the University of Washington at Bothell.

North Carolina students aren’t more interesting or easier to find. But a disproportionate share of education research — and therefore, a disproportionate amount of what we know about how certain policies work — comes out of the Tar Heel State.

That’s because North Carolina has kept track of things like student test scores, teacher demographics, and school accountability data since the ‘90s, and also made that information more accessible to researchers than anywhere else.

It works well for those looking for data. But it also underscores a troubling reality: We know much less about how policies play out in places where data is hard to access — and in some cases, may be kept under lock and key for political reasons. That leaves the public to take the best lessons it can from a state that’s home to just 3 percent of the country’s public school students.

“The problem is that what you really want to do is look at lots of places,” said Schwartz, a professor at the Maxwell School at Syracuse University. “You want to be able to leverage the natural experiments and understand the variation in a way that’s really hard to do in one place.”

Of course, researchers in many cases do work productively with local officials to obtain data. And although it appears that North Carolina is the most commonly studied state in education policy, it is by no means the subject of the majority of academic papers. For instance, seven studies published in Education Finance and Policy over the last two years were focused on North Carolina — more than any other state or district, though over 30 others focused on K-12 schooling in the U.S used national data or data from elsewhere.

North Carolina’s popularity is tied to the fact that it is one of the few states where researchers can get student data (that has been anonymized) from a third party, in this case a research center established in 2000 that operates out of Duke University. In most states, the state education department or other state agency controls that information. Many states and districts lack the resources, streamlined systems, or staff capacity that North Carolina’s center has to meet researchers’ requests.

That center also separates policymakers and the keepers of the data — which may be crucial for ensuring information is made available.

“Not every place wants to open up their data and say, ‘Study what you want,’” said Schwartz. “The risk is that a researcher investigates something or casts it in a way that’s not positive for the school district.”

Goldhaber echoed this. “If you’re talking to somebody who’s involved with politics … they’re going to see everything through a political lens. And that when it comes to evaluating programs and policies, people often don’t see much upside,” he said.

In North Carolina, local researchers realized the importance of tracking students and schools over time, according to Duke’s Clara Muschkin, the faculty director of the data center.

When Goldhaber was studying schools there in the 1990s, he recalled, “There was a real belief that people ought to study these issues, and that was kind of pervasive under Gov. Jim Hunt.”

That extended to research that Hunt’s administration might not like. For instance, Goldhaber was interested in studying whether teachers who attained National Board certification were more effective in the classroom. Hunt was the founding board chair of the organization that awarded those certifications, and Goldhaber’s research had previously shown that certification types didn’t make much difference. But that didn’t stop the administration from providing that data to Goldhaber, who ultimately found North Carolina’s board certified teachers were particularly effective.

It’s impossible to say how often political concerns play a role in keeping data from researchers. When politics is involved, researchers themselves may not know, and if they do, they may not want to publicize it in hopes of eventually working out an agreement. (This reporter has heard frequent complaints about politics getting in the way of data access — but in most cases those are made off the record.)

A more subtle method of interference is when officials decide not to collect data in the first place that researchers might use to reach unflattering conclusions. California, Goldhaber said, is a particular culprit.

The largest state in the country has weakened, or declined to improve, its data systems since 2010, and the information that exists is not readily available to researchers. Governor Jerry Brown has argued that educational data is of little use to teachers and schools, and feeds into a test-focused mentality of schooling.

“You are not collecting data or devising standards for operating machines or establishing a credit score,” wrote Brown in a critique of the Obama administration’s Race to the Top program, which encouraged more data collection. “I sense a pervasive technocratic bias and an uncritical faith in the power of social science.”

Goldhaber has found it difficult to study the state’s education policies.

“There is just basic data that we could not get out of California,” he said, referring to a study he and colleagues are undertaking there.

Some places are becoming more cognizant of concerns about a lack of quality research about their schools. In Washington, D.C., the city council is considering funding an education research group and may make its data widely available to researchers. In California, some advocates and policymakers have pushed for improving its data systems, an idea the state’s likely next governor has backed.

In the meantime, those interested in key education questions — in California, DC, and elsewhere — can always look to North Carolina for answers. That’s largely a good thing, says Goldhaber.

“The fact that we are learning things in North Carolina is tremendously useful for informing policy and practice in other states,” he said.

Big money

Chunk of $55 million AbbVie gift will go toward more counselors in schools

PHOTO: Courtesy of Communities in Schools
Counselors in Schools site coordinator Artesha Williams and student Nasje Adams at the King Academy of Social Justice in Chicago

Sixteen more Chicago schools will add full-time counselors charged with reducing dropouts and helping students with critical mental health issues, thanks to a chunk of a $55 million donation gift from a North Chicago pharmaceutical giant.

The AbbVie donation, announced Friday, will be split among three nonprofit groups with a Chicago presence, though not all the money will be spent here. Communities in Schools will receive $30 million for its national efforts to broker relationships between community organizations and schools; the University of Chicago’s Education Lab, which focuses on dropout prevention and college persistence, will receive $15 million; and City Year, which places AmeriCorps tutors and mentors in schools, will receive $10 million.

Communities in Schools, which received the largest gift, will spend $6 million of its $30 million on its Chicago chapter, while the City Year money will be split among Chicago and a project in San Jose, California.

Jane Mentzinger, the executive director of Communities in Schools Chicago, said the $6 million is “transformational” and will be spent on a program that assigns full-time, master’s-level counselors to public schools on the South and West sides.

The AbbVie gift will grow a program that currently places full-time counselors in 15 Chicago schools, adding five schools this year and another 11 next fall.

“In each school, they case manage the 50 highest-need students who are at risk of falling behind and dropping out,” said Mentzinger. “They really work with students is to help resolve conflict, regulate emotions, and provide exposure opportunities, from support and mentoring to counseling.”  

The counselor piece helps fill a dire need within Chicago’s schools: mental health and trauma services. Students, educators, parents, and union leaders regularly lament that the district does not staff enough counselors and mental health practitioners, and that recent efforts have been too focused on college and career-readiness — including helping students draft a post-secondary plan. Starting with the Class of 2020, seniors must produce such a plan to graduate, a controversial idea championed by Mayor Rahm Emanuel.

In July, Chicago schools CEO Janice Jackson announced that the district would hire some 250 new social workers and special education case managers for schools.

Mentzinger said the value of sending in counselors who are employed by an outside agency, and not by the district, is that they have fewer administrative duties and so can cast a “wider net” among master’s degree candidates who might have non-traditional degrees such as art therapy or dance. “The level of need of our kids — we need to have more layers, more layers of work.”

A recent Steinmetz High School graduate, Emily Jade Aguilar, told Chalkbeat on Election Day that she was knocking on doors to get out the vote. Aguilar, who identifies as a trans woman, said the biggest issue driving her activism was mental health for students. “We need more mental health resources in our schools,” said Aguilar, whose school had four counselors for 1,200 students last year.

According to federal data from the 2015-16 school year, Chicago had 2.8 guidance counselors, social workers, and psychologists for every 1,000 students — fewer than in many other large cities. National guidance counselors and social workers groups recommend having one counselor and one social worker each for every 250 students. In schools with “intensive” needs, that ratio falls to one social worker for every 50 students.

In addition to providing counselors, Communities in Schools brokers relationships between nonprofit organizations and 160 schools to provide art and enrichment, mental health services, health care and college and career readiness programming.

Mapping a Turnaround

This is what the State Board of Education hopes to order Adams 14 to do

PHOTO: Hyoung Chang/The Denver Post
Javier Abrego, superintendent of Adams 14 School District on April 17, 2018.

In Colorado’s first-ever attempt to give away management of a school district, state officials Thursday provided a preview of what the final order requiring Adams 14 to give up district management could include.

The State Board of Education is expected to approve its final directives to the district later this month.

Thursday, after expressing a lack of trust in district officials who pleaded their case, the state board asked the Attorney General’s office for advice and help in drafting a final order detailing how the district is to cede authority, and in what areas.

Colorado has never ordered an external organization to take over full management of an entire district.

Among details discussed Thursday, Adams 14 will be required to hire an external manager for at least four years. The district will have 90 days to finalize a contract with an external manager. If it doesn’t, or if the contract doesn’t meet the state’s guidelines, the state may pull the district’s accreditation, which would trigger dissolution of Adams 14.

State board chair Angelika Schroeder said no one wants to have to resort to that measure.

But districts should know, the state board does have “a few more tools in our toolbox,” she said.

In addition, if they get legal clearance, state board members would like to explicitly require the district:

  • To give up hiring and firing authority, at least for at-will employees who are administrators, but not teachers, to the external manager.
    When State Board member Steve Durham questioned the Adams 14 school board President Connie Quintana about this point on Wednesday, she made it clear she was not interested in giving up this authority.
  • To give up instructional, curricular, and teacher training decisions to the external manager.
  • To allow the new external manager to decide if there is value in continuing the existing work with nonprofit Beyond Textbooks.
    District officials have proposed they continue this work and are expanding Beyond Textbooks resources to more schools this year. The state review panel also suggested keeping the Beyond Textbooks partnership, mostly to give teachers continuity instead of switching strategies again.
  • To require Adams 14 to seek an outside manager that uses research-based strategies and has experience working in that role and with similar students.
  • To task the external manager with helping the district improve community engagement.
  • To be more open about their progress.
    The state board wants to be able to keep track of how things are going. State board member Rebecca McClellan said she would like the state board and the department’s progress monitor to be able to do unannounced site visits. Board member Jane Goff asked for brief weekly reports.
  • To allow the external manager to decide if the high school requires additional management or other support.
  • To allow state education officials, and/or the state board, to review the final contract between the district and its selected manager, to review for compliance with the final order.

Facing the potential for losing near total control over his district, Superintendent Javier Abrego Thursday afternoon thanked the state board for “honoring our request.”

The district had accepted the recommendation of external management and brought forward its own proposal — but with the district retaining more authority.

Asked about the ways in which the state board went above and beyond the district’s proposal, such as giving the outside manager the authority to hire and fire administrative staff, Abrego did not seem concerned.

“That has not been determined yet,” he said. “That will all be negotiated.”

The state board asked that the final order include clear instructions about next steps if the district failed to comply with the state’s order.