This memo, which is the eighth and final one in the series of Field Facing Memos, describes a virtual learning excursion: the HĀ unSummit. When COVID-19 prevented travel to Hawaii last April, the HĀ unSummit was created. Members of the Assessment for Learning (ALP) network were invited to attend a virtual learning excursion to explore and deepen their individual and collective understanding of Hawaii’s HĀ (BREADTH) Framework.
This memo, which is the seventh in the series, features an interview with the Director of Curriculum and Instruction at the Two Rivers Public Charter School in Washington, DC. Originally planned as a piece analyzing the long-term work of the school, this memo was redesigned to feature an interview highlighting how the school rapidly responded to the changing education environment during the COVID-19 pandemic.
This memo, which is the sixth in the series, highlights the ongoing work of the Sunnyside Unified School District (SUSD) to create an ecology of equity. Their efforts focus on developing a school system that fosters a belief in each person’s capacity to learn (administrators, teachers, and students alike) and increases students’ opportunities for success by helping them take responsibility for their own learning through the use of evidence.
First published in The Foundation Review, this paper describes a three-year study of an inter-organizational collaboration that was created to align the tools and services of three technical assistance organizations (TAOs) in one school district. The collaboration, known as the Aligned Partners Project, encountered significant challenges in developing coherent technical assistance.
Danielle Greene and Ann Jaquith wrote Learning to Talk about Race and Implicit Bias in Historically White Districts: Some Guidance for Educators for SCOPE’s district partner after the first year of the Stanford Sequoia K-12 Research Collaborative project.
What conditions are necessary for Technical Assistance Organizations (TAOs) to work together in a school district? How can a school district create conditions for TAOs to dwork together toward achieving a common goal across its schools?
What does it take to transform a large, bureaucratic institution with a fractured culture and a compliance orientation into a nurturing, collaborative, vision-directed organization? This report and the accompanying research brief endeavor to answer that question by examining a humanistic and systems thinking approach to cultural change that took place over a period of two years in a large-scale, state organization.
This memo, which is the fifth in the series, highlights the ongoing work of the Leadership Public Schools (LPS) Network—a network of three high schools in Northern California serving about 1,500 students with 98% identifying as people of color and 80% qualifying for free and reduced lunch. LPS, driven by their belief that students are serious and capable learners, thinkers, and doers, worked to disrupt inequities by developing and refining student peer feedback practices.
This memo, which is the fourth in the series, describes how 11 Virginia school divisions have come together to form Virginia's Student-Led Assessment Networked Improvement Community. This Networked Improvement Community (NIC) is focused on increasing the use of student-led assessment practices, including capstone projects, to increase students’ agency and ownership of their learning and assessment experiences.
This memo, which is the second in the series, highlights the work of the New Hampshire Learning Initiative (NHLI), a member of the ALP network. The memo describes their efforts to support educators across the state to actively engage students as partners in co-designing learning goals and assessment strategies, showcasing how these efforts have enriched the experiences of teachers and students in two districts.
This study seeks to identify how the Internationals Network for Public Schools greatly increases the number of recent immigrant ELs who stay in high school, graduate, and attend and complete college.
A multi-year grant program and field-building initiative designed to fundamentally rethink the roles that assessment can and should play to advance student learning and improve K-12 education in the United States.
This memo, which is the first in the series, explores some of the assessment for learning practices that the initiative is supporting at Del Lago Academy of Applied Sciences, a small public high school in Escondido, California that educates a diverse group of scholars to develop industry-specific skills and expand their social networks and access to opportunities.
Infographic author, Frank Adamson, writes that “Oakland has faced many educational challenges over the years from a variety of sources; this work both outlines the extent of the impact on the school system and identifies important information for community members as they seek to regain and retain control of education decision making in the district.”
Quality teaching depends on a wide array of personal and contextual factors. An emerging and s quality by examining how teachers’ abilities to influence student achievement change over the course of their career and how these changes are influenced by the context in which they work.
This study examined four U.S. schools—that organize and structure teacher time and work so that teachers are encouraged to collaborate with one another in their efforts to enrich teaching and learning:
“The Kids Benefit From It, So It’s Worth It”: Time for Teaching and Learning at SMASH, looks at looks at the Santa Monica Alternative School House (SMASH) in the Santa Monica-Malibu Unified School District, and how it organizes teacher time and work in innovative ways.