Brian Stack and Jonathan Vander Els are publishing a book on September 27, 2017 titled: Breaking with Tradition: The Shift to Competency-Based Learning in PLCs at Work. Learn more and preorder here.

California’s Lindsay Unified School District

• Lindsey Unified released a new video on their “learning communities” and how they are transforming public education to support a healthy, empowered and sustainable community.
• Lindsay released a new podcast, Lindsay Live, which will provide insights into what it takes to succeed in the performance based system.

News

• New Hampshire’s Performance Assessment of Competency Education (PACE) program is showing early improvements in the Smarter Balanced assessments over the past two years, with significant improvements for students with disabilities, when compared with non-PACE districts. Read more about this early evidence of student achievement gains in this blog and in this article.
• In competency-based systems, athletic directors are rethinking what eligibility for sports looks like.
• The New York Times covered competency-based education in New York City.

On Race and Equity

• A new study finds that believing society is fair can lead disadvantaged students to act out and engage in risky behavior. Read more here.
• Here are 6 steps toward Equity from Edutopia.
• Here is a blog from a teacher: I Was a Racist Teacher and I Didn’t Even Know It.

Colorado’s District 51

• Colorado’s District 51 held a training for 550+ teachers and administrators to learn about implementing competency education, fostering voice and choice, and giving students personalized opportunities.
• Here is another article on how District 51 is improving their performance-based system.

Policy Updates

• Secretary of Education Betsy DeVos is going on a multi-state tour highlighting innovative approaches to learning.
• Idaho’s Higher Education Task Force included recommendations for a competency-based or mastery-based K-12 system.

(more…)

This is the first of a five-part series on competency-based schools in Cleveland Metropolitan Schools.

Starting up a school is challenging. No matter how much planning takes place, the first year is spent working out the design and operational kinks. Starting up a school that is mastery-based when no one in the district has had much experience in the model adds an entirely new level of challenge. But that’s what Cleveland Metropolitan Schools is doing (in partnership with the Carnegie Corporation and Springpoint) in creating new schools that are aligned with the Opportunity by Design principles.

Natalie Abel, program manager for CompetencyWorks; Ashley Jones, iNACOL communications associate; and I spent two days in Cleveland visiting schools in their first and third years to better understand how schools develop and fine-tune their models. We particularly want to thank Darcel Williams, Program Manager for New School Model, and Kristen Kelly, Mastery Learning Specialist, for hosting and organizing our visit. They were tremendously generous with time, insights, and experts.

From Teaching to Teaching and Learning

We started our visit to Cleveland with a discussion with Christine Fowler-Mack, Chief Portfolio Officer over New & Innovative Schools and Programs; Joseph Micheller, Executive Director of New School Development; Darcel Williams; and Kristen Kelly. It’s important to understand that Cleveland is using a portfolio strategy to improve their schools. In general, the portfolio strategy applies to high schools while the K-8 schools remain neighborhood-based.

For those of you not familiar with the portfolio strategy, it’s a school reform model that seeks to create choice among diverse, autonomous schools. The role of districts also changes, moving to managing a portfolio, including opening and closing schools, monitoring performance, and providing support. As part of this strategy, Cleveland has participated in Center for Reinventing Public Education’s network of districts using the portfolio strategy. Cleveland started down the path toward building a portfolio of high schools in 2006 using a set of design principles and building the district capacity to support the launch new schools. Among Cleveland’s 101 schools are four big comprehensive high schools and thirty-three small high schools.

Fowler-Mack explained that Cleveland is developing a district-wide pedagogical philosophy. It’s best explained as moving from a philosophy solely focused on teaching to one focused on teaching and learning. Similar to New Hampshire, Cleveland is turning to Elmore’s work on the instructional core to guide them.

Engaging Educators

Fowler-Mack explained that the reactions some educators demonstrated toward school improvement efforts were originally viewed as resistance. However, over the years her understanding has changed: She now understands it is as fear of effectiveness. “This isn’t about a clash of philosophy,” explained Fowler-Mack. “It’s about how we can evolve the practices educators use to help students. It’s about how we ensure that as teachers go through the journey, they have adequate support.” Williams continued, “There is always some organic learning in schools. Teachers are interested in learning about effective practices. But the learning curve is too steep to have everyone progressing organically in building their professional learning. We want to offer the right level of constructive learning.”

Fowler-Mack explained why the language of teaching and learning is more effective for them than personalized learning or competency-based education. “If we use the language of competency-based education, it sounds as if it is something totally new,” she said. “They don’t make the connections to sound principles of teaching and learning. We want teachers to see the similarities and build off their strengths.” They have learned that analogies and direct language about what they intend for kids to learn has been helpful.

Introducing a district-wide pedagogy within a portfolio district is a big, and very important, leadership lift. There are too many schools in our country that deliver curriculum without taking a step back to clarify their pedagogical approach and ensure that it builds on what research tells us about learning, motivation, and engagement. Fowler-Mack explained that it is important to have multiple strategies for engaging educators, “It is more important that we take into consideration what our educators need rather than to simply ask if they have bought into a vision. Some people believe in the ideas of personalized learning and thrive when given the opportunity. Some believe in the ideas but are not sure about what it looks like. And some people root themselves in what they’ve done because of their beliefs or because of fear. Under pressure, they can fight back.” Williams added, “When you ask people to change practices, you have to provide consistent and deep support. We can’t underestimate the change from, ‘I just taught it,’ to ‘Did kids learn it?’ Even really great, passionate teachers still have to learn to check in if kids are learning. They have to learn how to keep students engaged in the learning and to reflect on their own practice when they need to.”

For example, Williams explained how effective assessment for learning strategies are helping students to learn as well as educators, “We are entering a new phase of understanding the relationship between assessment and accountability. As we think about students demonstrating what they’ve learned and having multiple opportunities to demonstrate learning, we move beyond the ideas of one final test or annual state tests.” She explained that students at Lincoln West Global Studies had just completed their Exhibitions of Learning, complete with transparent rubrics, presentations to community members, and authentic feedback on their performance tasks. She emphasized, “It was amazing to see the growth in the educators in the school as well as the students. It gave me hope for a first year school to grapple with what it means to use exhibitions as a form of assessment.”

As Cleveland moves forward in this transition using a strategy to introduce a framework for teaching and learning, there are likely to be important lessons for other districts. (more…)

This is the first post in a series covering my recent trip to Chicago.

Chicago perseveres. And it is paying off in education – most trend lines are going in the right direction. I started visiting Chicago to learn about their efforts to improve education over twenty years ago. It’s a huge city (the district has 516 district-run schools and 125 charters serving a student population with over 80 percent at an economical disadvantage) working within the context of historical racism that created rigid segregation. (Please put The Warmth of Other Suns: The Epic Story of America’s Great Migration on your reading list.) It’s obvious that these dynamics are still at play, limiting opportunity and sometimes breaking the social contract. Yet, there are hundreds of organizations and thousands upon thousands of educators who, day in and day out, are working to improve educational opportunity in Chicago.

In terms of competency-based education, there aren’t 1,000 CBE flowers blooming in Chicago…yet. There are shoots popping up in the city, school by school. I visited four schools on the move. Thanks to Amy Huang at LEAP and Alan Mather and Dakota Pawlicki from CPS’s Office of College and Career Success, I was able to visit Lovett Elementary, CISCS West Belden, Robert Lindblom Math and Science Academy (Lindblom), and Benito Juarez Community Academy.

State Policy Context

In 2016, Illinois state legislature passed the Postsecondary and Workforce Readiness Act, which included a competency-based pilot as well as an effort to begin the calibration process between graduation expectations in mathematics and freshman-year mathematics in higher education.

The IL Department of Education has launched the Competency-Based High School Graduation Requirements Pilot Program for twelve districts to “replace high school graduation course requirements with a competency-based learning system.” The pilot only focuses on grades 9-12, although districts will quickly learn that they are going to want a full district system – otherwise there is a constant flow of students with big gaps in their learning, as students in the earlier years are passed on without ensuring they are mastering the fundamentals.

See articles on IL for more information: (more…)

This is the sixteenth post in the series Reaching the Tipping Point: Insights on Advancing Competency Education in New England.

Vermont understands that personalization and proficiency-based education go hand-in-hand. In order to allow greater flexibility, schools need processes in place that create greater accountability for students to reach proficiency and make progress.

Authority from several governing bodies was needed in order to put into place a comprehensive policy that could serve as a platform for a personalized, proficiency-based system. In 2013, the Board of Education approved the Education Quality Standards, which went into effect the next year, while the state legislature passed Act 77 to expand flexible pathways.

Implementation Support

The combined power of these two policies has created a clear message that the state is taking a new direction. However, local control is respected in Vermont (as in most of the other states). Thus, supervisory unions have substantial leeway in how they organize a personalized, proficiency-based system. The Vermont Agency of Education (AOE) is providing substantial support in the form of training and sample resources, with the understanding that the supervisory unions will develop systems that reflect their communities and build upon their strengths.

Vermont hopes to help supervisory unions and schools reach a deep understanding that can help them launch implementation efforts through a seminar series organized by the Great Schools Partnership. The series includes sessions on proficiency-based learning, personalization, flexible pathways, student work and norming, grading and reporting, community engagement, assessing transferable skills, student voice, instruction, and graduation. To date, more than half of the state’s supervisory unions have participated in the training.

Supervisory unions receive $22,000 for teams of five-to-seven people who participate for two days per month over the course of the school year. The strategy is that at least one member will be trained as a facilitator to support implementation and to train others. The next step is for teams to create implementation plans. In addition, the AOE has created a number of tools to support supervisory unions and schools as they think through the questions they will need to answer for implementing each of the policy elements.

Other efforts that are supporting schools in developing personalized, proficiency-based systems include New England Secondary School Consortium’s League of Innovative Schools, the Vermont Professional Learning Network, and Partnership for Change, which is providing support to Winooski and Burlington. (more…)

This is the fifteenth post in the series Reaching the Tipping Point: Insights on Advancing Competency Education in New England.

Update: In February 2017 RIDE published Rhode Island’s Shared Understanding of Personalized Learning. You can find it at the new website eduvateRI

Rhode Island was the first state to establish a proficiency-based diploma. The initial policy establishing a Diploma System, passed in 2003 by the Board of Education, set up proficiency-based graduation requirements in six content areas: math, English language arts, social studies, science, technology, and the arts. In addition, performance-based assessments were included as a graduation requirement to ensure students could apply their skills at higher levels as part of the state graduation requirements. The state now offers four types of performance assessments – comprehensive course assessments, exhibitions, graduation portfolios, or the Certificate of Mastery awarded by the RI Skills Commission – of which districts must select two for their graduation requirements.

The Diploma System

Under the Diploma System , students earned a diploma based on meeting three sets of requirements: the successful completion of a minimum of twenty courses covering the six content areas and two performance-based assessments. Students were required to demonstrate proficiency in the standards in each course, with districts determining the level of proficiency for graduation. A system of enhanced diplomas was introduced in 2011 with a Commissioner’s Seal on their diploma for demonstration of bi-literacy.

Since the establishment of the Diploma System, the Board of Education has added secondary school requirements of practices they consider essential for creating an aligned system. These practices include: (more…)

This is the fourteenth post in the series Reaching the Tipping Point: Insights on Advancing Competency Education in New England.

New Hampshire’s move toward competency education started with the pilot of competency assessments in 1997, expanding from the original four high schools to nearly thirty by 2003. The pilots sparked conversation about the importance of measuring what students can do, not just what they know.

Even as one of the top performers in education in the country, New Hampshire knew they needed to do better to stay economically competitive. In 2005, they decided to redefine the Carnegie unit credit based on seat-time and replace it with a competency-based credit. Districts were charged with creating competencies and awarding high school credit based on those competencies by the 2008-09 school year. New Hampshire wanted credits to mean something.

In 2013, they took another step forward, revising the Minimum Standards for School Approval so that the structures of schools within the K-12 system would be designed for students to reach proficiency rather than allowing them to be passed on without addressing their gaps and weaknesses. The updated minimum standards made the expectations explicit that students should be able to access educational opportunities customized to their individualized needs and circumstances. Their boldest move of all was to believe so deeply in their teachers and their ability to create a system of calibrated, performance-based assessments that it opened the door to a new method of accountability.

New Hampshire’s Theory of Action

New Hampshire’s theory of action is two-fold. First, it seeks to create a culture of improvement based on support and incentives rather than blame and punitive techniques. Second, it assumes that state policy and local control must be balanced with formal processes for input or, whenever possible, co-designing. Even

though the Department Education has substantial administrative authority, it consistently uses collaborative processes to create a shared vision, reach consensus on major systems changes, and build capacity within districts and schools. The state consults with education associations and creates formal processes to enable those districts that want to roll up their sleeves to participate. (more…)

This is the thirteenth post in the series Reaching the Tipping Point: Insights on Advancing Competency Education in New England.

Maine’s journey to a proficiency-based diploma can best be described as a bottom-up and top-down process. In 2007 and 2008, districts in Maine began the journey to personalized, proficiency-based systems. First, the Department of Education began to partner with the Reinventing Schools Coalition (RISC), now part of Marzano Research Labs, to provide training to districts on how to engage communities in creating shared vision, help teachers learn how to create the culture and practices for personalized learning, and convert to proficiency-based systems. The DOE then provided limited funding to those districts interested in creating more personalized learning experiences to continue ideas outlined by the RISC. When this funding was discontinued, vested districts created a professional community of learners, the Maine Cohort for Customized Learning.

With extensive district collaboration, the Maine Cohort for Customized Learning became a catalyst for personalized, proficiency-based learning in Maine. The MCCL districts played a powerful role as proof points when the Department of Education organized a statewide listening tour, followed thereafter by legislative tours that launched state-level conversations and informed the strategic plan Education Evolving. The result was the passage of LD1422, An Act To Prepare Maine People for the Future Economy by the state legislature in 2012.

LD1422 requires a standards-based education system that enables multiple pathways for pursuing and demonstrating learning, leading up to a proficiency-based diploma. It also requires the Department of Education to provide specific types of support and technical assistance to districts. The standards-based system is organized around the Maine Learning Results, established in 1997 and upgraded in 2011. Maine’s proficiency-based diploma policy requires students to be proficient in eight content areas – Career & Education Development, English Language Arts, Health Education & Physical Education, Mathematics, Science & Technology, Social Studies, Visual & Performing Arts, and World Languages – as well as the five cross-disciplinary Guiding Principles. (more…)

This is the twelfth post in the series Reaching the Tipping Point: Insights on Advancing Competency Education in New England.

The Commonwealth of Massachusetts is the only state in New England that has not taken proactive steps toward introducing or advancing competency education statewide despite there being no significant policy obstacles beyond the end-of-year grade level accountability exams. Massachusetts has deployed a state exit examination as its high-leverage strategy to improve student achievement and ensure proficiency. Currently, students must score at a passing level on the Massachusetts Comprehensive Assessment System in English, math, and science.

As in other states, however, individual schools and districts often move ahead of the state leadership in building new approaches and working collaboratively around challenging issues. Massachusetts is home to two of the early models of competency-based education: Diploma Plus and Boston Day and Evening Academy. There are also a number of other schools across the state using rich, personalized learning strategies to engage students in their learning. For example, in Chelsea High School, a number of practices such as performance-based assessments and inquiry-based learning have deepened the learning opportunities. Plymouth high schools are creating more personalized approaches, including authentic assessments and involving students in leadership and decision-making. (more…)

This is the eleventh post in the series Reaching the Tipping Point: Insights on Advancing Competency Education in New England.

In Connecticut, superintendents are among the strongest advocates for a personalized, mastery-based system, as they believe it to be the best way to help each and every student reach college and career readiness. Across the state, communities are raising expectations; providing opportunity is no longer adequate, they want greater accountability that districts will fully prepare each and every student for college and careers.

In 2009, a group of Connecticut Association of Public Schools Superintendents (CAPSS) members realized that the traditional system was not designed to offer the level of personalization necessary to reach this goal, so they began studying the issues and creating the vision for personalized, mastery-based learning. They brought in experts, read articles, and began to outline their vision. In 2011, CAPSS issued its first report, NextEd: Transforming Connecticut’s Education System (2011), followed by A Look to the Future: Personalized Learning in Connecticut (2015), which was published in partnership with the Connecticut Association of Boards of Education (CABE), the Connecticut Association of Schools (CAS), and, most recently, with a series of recommendations in the 2016 NextEd: Next Steps.

These publications were a major impetus in creating the policy environment for the legislature to pass the 2013 Connecticut’s Act for Unleashing Innovation in Connecticut Schools. The legislation enabled mastery-based learning by giving districts the opportunity to use credits based on the demonstration of mastery. In 2015, with support from Great Schools Partnership (GSP) and the New England Secondary Schools Consortium (NESCC), the Connecticut Department of Education (CDOE) issued Mastery-Based Learning Guidelines for Implementation. The guidelines are organized in three sections – community engagement, policy, and practice – with suggested steps in each. The section on equity identifies several important issues and suggests mitigating steps. (more…)

This is the tenth post in the series Reaching the Tipping Point: Insights on Advancing Competency Education in New England.

The early lesson from New England is that the scaling strategies for competency-based education require a combination of schools and districts that have the courageous leadership to convert to competency education and state leadership willing to commit to goal-oriented policies supported by long-term capacity-building strategies. Again, over time and as more states move forward, we are likely to learn about where there might be additional issues that need to be addressed. In particular, districts and states need to consider equity, quality, and sustainability.

Equity

Even though equity resides at the very heart of competency-based education, it still requires an unrelenting commitment to challenge institutional patterns, individual bias that creates lower expectations, and strong management practices that can lead to much greater responsiveness. The focus on equity should be found in the accountability designs within school, district, and state systems and processes as well as the schoolwide instructional philosophies and strategies.

Although states are trying to increase responsiveness through embedding expectations that schools and educators respond to student needs, conversations with educators across New England suggest that courageous leadership is still needed. Under the pressure of the end-of-year accountability exams, too many schools and educators, even in the most developed competency-based districts, are still providing grade-level curriculum to students even if they have already learned the content or are lacking the prerequisite skills. In addition to leadership, we will need to engage a broad range of expertise, both practitioner and leadership, to identify the best ways to help students fill skill gaps without falling back into the trap of tracking.

Quality

The field is currently challenged by not having enough research and evaluation on the quality indicators for competency-based districts and schools to determine the elements that will lead to a high-quality model or effective implementation. This task is further complicated by what might be called waves of innovation that take place once districts become competency-based: As educators and schools become more intentional about what they want students to know and be able to do, there are efforts to build assessment literacy; build the capacity for performance assessments to support the development of higher order skills; develop stronger instructional strategies based on learning progressions; introduce practices that support student agency, voice, and choice; integrate more personalized learning practices; and introduce digital tools and online learning. Thus, schools and districts are taking different paths with different sequencing as they build the full range of capacities needed to operate a high-quality competency-based system. (more…)