Tag Archives: Independent Schools

Ohio's Zones for Innovation in Education

Yesterday I was asked to complete a survey in anticipation of a conference sponsored by Grantmakers for Education.  The topic is “Designing for Innovation in American Education.”   The highly competent staff at GFE ask,

Despite the increasing attention being given to “innovation” in education, innovation remains a loosely defined concept. How can grantmakers envision a truly innovative future for American education-and use that understanding to ensure our education systems meet the needs of learners today? How can human-centered design drive education innovation, particularly as we strive to engage diverse learners? What new capacities must education philanthropists develop to effect trans-formative change? Join colleagues from across the country as we answer these key questions.

This request arrive the very same day that the following article appeared in the New York Times.  The subject addresses innovation and its demise in one of the world’s largest companies.

Microsoft’s Creative Destruction

By DICK BRASS
Published: February 4, 2010

Microsoft’s huge profits — $6.7 billion for the past quarter — come almost entirely from Windows and Office programs first developed decades ago. Like G.M. with its trucks and S.U.V.’s, Microsoft can’t count on these venerable products to sustain it forever. Perhaps worst of all, Microsoft is no longer considered the cool or cutting-edge place to work. There has been a steady exit of its best and brightest.

What happened? Unlike other companies, Microsoft never developed a true system for innovation. Some of my former colleagues argue that it actually developed a system to thwart innovation. Despite having one of the largest and best corporate laboratories in the world, and the luxury of not one but three chief technology officers, the company routinely manages to frustrate the efforts of its visionary thinkers.

Internal competition is common at great companies. It can be wisely encouraged to force ideas to compete. The problem comes when the competition becomes uncontrolled and destructive. At Microsoft, it has created a dysfunctional corporate culture in which the big established groups are allowed to prey upon emerging teams, belittle their efforts, compete unfairly against them for resources, and over time hector them out of existence. It’s not an accident that almost all the executives in charge of Microsoft’s music, e-books, phone, online, search and tablet efforts over the past decade have left.

As a result, while the company has had a truly amazing past and an enviably prosperous present, unless it regains its creative spark, it’s an open question whether it has much of a future.

Innovation and its demise within a large business serves as a lesson to the public school system which, by its nature, thwarts an innovative spirit.  Disruptive technologies can be very threatening to school administrators who feel tremendous pressure from “The STATE” to have their schools perform well on the report cards.   In that sense, schools and school officials spend a lot of time talking about “school improvement” which presupposes that the thing they are trying to improve is inherently good.   Disruption, as in disruptive technologies discussed most notably by Clayton Christensen and Michael Horn, threatens the very core of what a dutiful school superintendent is trying to achieve which is a kind of  educational “equilibrium.”  How many teachers across the country work with Superintendents whose managerial style mimics those described by the former Microsoft employee.  How many principals, and superintendents have, “created a dysfunctional corporate (educational) culture in which the big established groups are allowed to prey upon emerging teams, belittle their efforts, compete unfairly against them for resources, and over time hector them out of existence.”  To paraphrase Mr. Bass’ article, it is no wonder greatest and most talented younger people wind up leaving the teaching profession after only a few years.  No wonder why schools have a hard time recruiting new teachers.  What young person, raised and nurtured in a system that encourages creativity and thinking wants to work in such a system?

W. Brian Arthur’s book, The Nature of Technology discusses the question raised by my colleagues at the Grantmakers for Education.  This professor and visiting researcher at the Palo Alto Research Center says in his most recent book, “…we have no agreement on what the word ‘technology’ means, no overall theory of how technologies come into being, no deep understanding of what ‘innovation’ consists of … missing is a set of overall principles that would  give the subject a logical structure, the sort of structure that would help fill these gaps.”

Without a common understanding of what innovation can mean, it should be no surprise that school officials react negatively when the concept is introduced.  Unfortunately, these same officials and their teachers do not embrace the urgency that is needed to explore the ways in which technology can and is challenging the way students learn and achieve.  The lack of any state sanctioned Innovation Zones results in too many classrooms across the states tinkering with technology and learning.  This parody, done by students at University of Denver, show the less than optimal results.

My vision for Ohio would be to legislate the establishment of Educational Innovations Zones.  More specifically  the legislation would support the establishment of five Innovation Zones throughout the State.  This concept starts out being consistent with the Ohio School Improvement Program which, is aspirational at best, but which, in my opinion, flounders in implementation.

Ohio’s School Improvement Program

…Rather than focusing on making improvement through a “school-by-school” approach, Ohio’s
concept of scale up redefines how people operate by creating a set of expectations that, when
consistently applied statewide by all districts and regional providers, will lead to better results for
all children. OLAC’s recommendations are supported by recent meta-analytical studies on the
impact of district and school leadership on student achievement, and provide strong support for
the creation of district and school-level/building leadership team structures to clarify shared
leadership roles/responsibilities at the district and school level, and validate leadership team
structures needed to implement quality planning, implementation, and ongoing monitoring on a
system-wide basis.

The two concepts diverge however when I suggest that these “zones” include some of the best teachers from varying districts within the region.  An ideal zone would include teachers from public, charter and private schools as well as home-schools, who can demonstrate a creative approach to education.  The zones would be given a five-year time period to meet regularly and demonstrative clear and effective methods to improve teaching and learning.  More importantly, these zones would be encouraged to demonstrate effective assessment tools to measure success using these new approaches.  Also within these zones, school administrators and teachers would be charged with coming up with tools that will demonstrate clear cost-savings to the business of educating.  For example,  can a ‘zone’ be managed in new ways that would allow the State to reduce the number of high-paid superintendents and curricular officers.  These zones could and should be given levels of autonomy.  Rather than the current Office of Innovation    These offices could report to the Department of Education’s Office of Innovation and Improvement which by its description is simply another management office to tinker with what is already in place.  It is certainly NOT a way to stimulate the real innovation that needs to take place on the peripheries.  The zones can be virtual places such as SecondLife where people across long physical distances can meet regularly.

These innovation zones would be managed by local boards, consisting of educators from K-12, educators from higher education, business leaders, education technologists and accountants who will help oversee the evolving budgetary implications of innovation.  These board would report out to a State and/or National official on a quarterly basis.  Real innovation would be posted similar to the way that the Lucas Foundation’s site Edutopia reports out on innovative uses of technology by individual teachers and schools across the country.

In an ideal world, these zones would be the targets of Federal Race to The Top funding.  It is not inconceivable that other states could legislate innovation zones and a national competition be underway to demonstrate real innovation in teaching and assessment for learning.  To appease the teachers unions which will likely fight this every step of the way, the legislation should be firm (urgency should prevail), but allow for the entire concept of innovation zones to be scraped if no significant cost-savings or significant gains in learning take place.  We can go back to the way things were.

It is important to realize that real innovation will be a process.  A process similar to medical research in which making mistakes is allowed.  Failures should be published and shared.  Medical researchers can learn as much from failure as they seek to create new and effective protocols for treating disease.  Similarly, risk taking can be encouraged with the understanding that all will learn from success as well as failure.

Referring again to Dr. Arthur’s book one can understand why these innovation zones need not be concentrated in one particular school building or “district” as we have come to know them bound by geographic lines drawn over a century and a half ago.  The zones need to be centers of knowledge as well as ways of thinking.  This thinking by its nature will conflict with the aspiration to equilibrium too many school administrators crave.

…when new bodies of technology – railroads, electrification, mass production, information technology – spread through an economy, old structures fall apart and new ones take their place.  Industries that were once TAKEN for GRANTED become obsolete, and new ones come into being.

Real advanced technology – on-the-edge sophisticated technology – issues not fro knowledge but from something I will call deep craft. Deep craft is more than knowledge.  It is a set of knowings.  Knowing what is likely to work and what not to work.  Knowing what methods to use, what principles are likely to succeed, what parameter values to use in a given technique.  Knowing whom to talk to down the corridor to get things working, how to fix things that go wrong, what to ignore, what theories to look to.  This sort of craft-knowing takes science for granted and mere knowledge for granted.  And it derives collectively from a shared culture of beliefs, an unspoken culture of experience.”

The urgency remains.   Too many good teachers who are indeed professionals are not meeting their potential due to a system that has lost its ability to mange.   Philanthropy can play a role by working with the State to fund these centers of innovation.  President Obama is working with the MacArthur Foundation to stimulate innovation in education with a $2 million competition.  Other foundations across the country could pick up the challenge but I believe that better coordination with the States who ultimately run education would be a better approach.  More on this later.

Public Schools and Private Auto Companies

I spotted this television advertisement for GM the other evening. It occurred to me that watching the demise of the American Auto Industry, is tragically analogous to what is happening in public education.

The blog post Daily Finance’s writer Peter Cohan cites five reasons why GM failed. Read and draw analogies to public schools in the United States.

1. Bad financial policies. You might be surprised to learn that GM has been bankrupt since 2006 and has avoided a filing for years thanks to the graces of the banks and bondholders. But for years it has used cars as razors to sell consumers a monthly package of razor blades — in the form of highly profitable car loans.

And the two Harvard MBAs who drove GM to bankruptcy — Rick Wagoner and Fritz Henderson — both rose up from GM’s finance division, rather than its vehicle design operation. (Read more about GM’s bad financial policies here.)

2. Uncompetitive vehicles. Compared to its toughest competitors — like Toyota Motor Co. (TM) — GM’s cars were poorly designed and built, took too long to manufacture at costs that were too high, and as a result, fewer people bought them, leaving GM with excess production capacity. (Read more about GM’s uncompetitive vehicles here.)

3. Ignoring competition. GM has been ignoring competition — with a brief interruption (Saturn in the 1980s) — for about 50 years. At its peak, in 1954, GM controlled 54 percent of the North American vehicle market. Last year, that figure had tumbled to 19 percent. Toyota and its peers took over that market share. (Read more about GM ignoring the competition here.)

4. Failure to innovate. Since GM was focused on profiting from finance, it did not really care that much about building better vehicles. GM’s management failed to adapt GM to changes in customer needs, upstart competitors, and new technologies. (Read more about GM’s failure to innovate here.)

5. Managing in the bubble. GM managers got promoted by toeing the CEO’s line and ignoring external changes. What looked stupid from the perspective of customer and competitors was smart for those bucking for promotions. (Read more about GM’s managing in the bubble here.)

GM has now produced this mea culpa, promising a new organization with new products and a new attitude.    The answer is to reinvent itself.

It is not hard to draw analogies to public schools.   Poor financing and financial management.  Management (administrative bubbles), inflated salaries for administrators, ignoring the competition…..the list goes on.   The list does not mention the tortuous negotiations and battles with organized labor – but that analogy fits as well.

Interesting that the public sector (federal government) has to be in the unbelievable position of having to bail out this failing industry.    The act has people from the private sector incredulous.  Even the President himself seems uncomfortable with the fact that the government has had to take this unprecedented action.

Public Schools in too many urban districts are a failing industry.  Too many administrators, public officials and even some private philanthropists ignore the competition (i.e. charter schools, successful faith-based schools and even advances made in independent schools).  These entities are seen not as competition, but as the enemy.    In an effort to preserve themselves and guarantee job  security, those in the bunker form the bubble.

Too many are afraid of adapting to new technologies that are likely to guarantee, smarter, leaner administrative budgets and more likely than not to improve students learning outcomes.   Good administrators will report up to the “management” that revises standards and tests to juke the stats and have the public believe their inferior product is actually working.

Far too many individual school “districts” makes no sense anymore. I live in a county of 280,000 but there are 14 individual school districts each with high-paid administrators including superintendents, principals, curriculum directors. The cost to the public every year exceeds $4 million dollars. Much of that work can be done online through more effective use of management technologies.

Too many public dollars are wasted paying for textbooks. Innovations in online texts are occurring every day, yet too many school administrators are slow to adapt them. Many philanthropists have funded organizations that provide solutions to this unnecessary expense. cK-12 is a private non-profit foundation that is just one example.  Another is Currwiki.  Schools and school districts – not to mention the multimillion dollar textbook industry has an interest  in keeping these innovations out of schools.  Too many foundation officers and school administrators – fearful of change, block innovation with the appeal to waiting for results from “evidence-based practice” before they do anything.  Where are the “practices” taking place and who is collecting the “evidence?”  I know than many foundations have a lot of evidence of what is working, especially in charter, faith-based and indepdendent schools, but this evidence is ignored unless it has imprimatur from “the academy.”

It just seems to me that the time is ripe for foundations across the country to sponsor one or a series of local symposia that will bring together leaders from the field of educational  technology, business, K-12 systems, and higher edcuation to re-imagine doing schools.  These symposia should be public – coordinated with local newspapers, and newsmedia.  Public television stations typically have local afficilates that could foster regularly scheduled converesations about re-inventing school and invite public policy officials to be part of the conversation.  Together, these entities can help to reinvent public schools just as the auto industries are about to embark on reinventing themselves.

Innovation Districts – An Exciting Initiative to Transform Education in the State of Ohio

I was a member of the education task force for the Ohio Grantmakers Forum which produced a set of recommendations for changing education in the State of Ohio for the Governor and legislature.  Beyond Tinkering was the report and I have written about the effort in previous posts.  The full document can be found at.  www.ohiograntmakers.org

One of the most satisfying results of the effort was gathering information from colleagues from other foundations to push the idea of innovation districts.  We used legislation out of Colorado as the inspiration.  The call for creating innovation districts in Ohio is the first recommendation in the report.  When the report was published, I did not think the Governor or the legislature would seriously consider the idea of innovation districts. It had certainly hoped it would and my colleagues can attest to the fact that I pushed for it every meeting we had.   It appears however that both the Ohio House and Senate are intrigued by the idea and have written it into the education budget.  It has to go to conference and perhaps will actually become a reality.  Should that happen, the state has opened up an exciting opportunity for transforming education and establishing national models.

Among the many excellent recommendations in the report, several have particular relevance to legislators who are genuinely interested in transforming education in the state. The idea of creating innovation districts has all the potential  to develop budget-neutral programs that could serve as models for all districts in the state. In a time of budgetary constraint, it is my guess that if they are developed carefully, and with strong leadership from the top offices in the state, innovation districts could result in cost-savings over time.

I underscore the call to create innovation districts rather than schools.  There are many school-based programs spearheaded by exceptionally creative teachers.  Unfortunately, these programs are restricted too often to one classroom.  In some cases, we see school buildings implementing innovative use of technology to support learning, but it is once again,  more often-than-not these innovations lack any alignment with the other buildings in the same district. In my travels I have heard disturbing news that successful schools are often scorned by peers in their districts.  I had the great pleasure to explore the  Macomb Academy in Michigan.  The leadership there has implemented a highly successful approach to learning with emphasis on Sciences based on the approaches advocated by the Natural Learning Institute. Despite the demonsrable success, Macomb teachers and leaders are resented by peers in their district because they have developed their own method of teaching and assessment that diverges from the norm.

I bring up this case because  a. it is not the first time I have heard cases of professional jealousy of this type crippling innovation in schools and b. because I think it illustrates a reason why we need to stop creating innovation schools as isolated entities within districts that may or may not be on board.  The emphasis must be on the district as a whole.  An innovation district would focus efforts on an entire community, and put benchmarks in place that could measure success.  Foundations could be called upon to help support these districts and direct funding to the support positive outcomes to the benchmarks put into place.

An innovation district would focus efforts on an entire community, and put benchmarks in place that could measure success.  Foundations could be called upon to help support these districts and direct funding to the support positive outcomes to the benchmarks put into place.

The language in the OGF Byond Tinkering report is very clear.  It calls for, “A bold plan for accelerating the pace of innovation – for restructuring the traditional industrial model of teaching and learning and for addressing the lowest-performing schools in our state.”  That includes a recommendation to create innovation districts. I purposely put emphasis on districts and not innovation schools.  Further in the report, is the call to “Develop a statewide P-16 education technology plan.” “Which includes improving teacher capacity in using technology.”  What better way to set this off than a district whose mission and focus would be to develop a plan that will train teachers on appropriate use of technology to meet the student learning objectives.

These recommendations are the primary ingredients for developing districts which – if properly carried out – could serve as a model for public schools across the country. The leadership would have to have the political will to take on the political battles which will be waged by interest groups.  It would prove the political leadership is finally willing to move Beyond Tinkering and transform learning opportunities.  Set the bar high and challenge these districts to carry out the plans in a budget-neutral environment and it is my guess most administrators and teachers would meet that challenge.   Ideally there would be five or more districts set up and given a five to ten-year exoneration from current collective bargaining and technological rules that could thwart the overall effort. For example, teachers in the district would not be able to “opt out” of professional development programs that would be essential to creating the districts.  If teachers do not want to participate fully in the learning opportunity they can be ushered to other districts or find employment elsewhere. That is where extreme leadership is required from multiple stakeholders in the state including union leadership, superintendents the ODE, the Oho Federation of Teachers and the Ohio School Board.  Getting them to agree means providing a coherent vision and establishing certain benchmarks to measure quality improvement.

The objective would be to create districts focused on excellence in learning. We are speaking of a new understanding of learning from pre-conceived ideas.  That means educating the stakeholders to the remarkable opportunities that new technology provides.  I had the privilege of attending a presentation by Helen Parke, Director of the Cisco Learning Institute.  During the Sunday evening keynote, Ms. Park presented a vision of education technology to a group of K-6 math teachers from across the state of Ohio.  This was a vision of Web 3.0 solutions to problems.  The conference continued for two days with the task of finding solutions to the challenge of improving the quality of math teaching in schools across the country.  Teachers were treated to presentation from education “experts” from universities across the country. As the weekeind went on however, teachers were challenged with coming up with solutions to the problem – To improve Math scores in schools across the state.  Unfortunately, the so-called solutions called for more funding to provide “math coaches” in buildings across the districts.  It was as if the presentaion from Ciso never happened.  Teachers were unable to make the connection between 3.0 software and its potential to solve their problems.  In short, we had 1.0 solutions to problems in a world where 3.0 can provide easy answers.  The experience convinced me that a better job needs to be done to invite teachers to experience and understand the technology.  Short of that, they will never understand the potential these technologies hold.  Professional development needs a complete 360 evaluation and (I would guess) a complete overhaul.

In such these innovation districts, a district adults would learn as well as  the students.. Teachers would be respected as the professionals they are, and encouraged to work with administrators and technologists to find ways in which technology can be used to find solutions to issues like student-centered learining, new ways of assessment and rethinking the way we establish standards.  Teachers would be encouraged th think of new ways to help children understand the content.

In these districts, goal would be to use technology to support student engagement and understanding of the content. Technology cannot and should not be expected to replace  learning that takes place between and among human beings.  It is not to create innovation for the sake of innovation, but to establish a culture of learning that will likely change the current model of one-teacher in a room in front of twenty students each of whom is expected to pass a testing pattern based on a pre-established set of standards.  Technology presents students and teachers with new ways to gather, assemble and demonstrate knowledge that exposes the shortcomings in the current system of assessment.  A challenge for the district would be to allow teachers in shared learning communities, to develop meaningful systems of assessment that make use of the tools available.  The result could be an incarnation of the “student-centered” learning module that has gotten a lot of lip service with few demonstrable models.

A major challenge to the district leadership would be to demonstrate reasonable cost savings as a resulting from use of social software. (For example why would five districts each need a “curriculum director” when one could possibly suffice. Could each of these districts demonstrate effective use of open-source tools to reduce the cost to the district (approximately $800 per student for textbooks used only one-year).

A district-wide initiative across the state would require an entities that supports the multi-district application.  I suggest that a good model can be found in a November 2008 article in the Harvard Business Review by authors James Cash, Jr., Michael J. Earl, and Robert Morrison.  Teaming Up to Crack Innovation Enterprise Integration is written for the business growth with focus on CEO’s, Chief Information Officers (CIO’s) and IT organizations.  The model easily adapts to a State education bureaucracy and includes two elements that would be critical to the success of the Innovation districts.  Their thesis is relatively straightforward.  Here is how they summarize the concept:

  • IT has long been a catalyst of business innovation and essential to cross-functional integration efforts, but few large companies have systematically leveraged technology for these purposes.
  • Close study of 24 U.S. and European businesses reveals a model for systematically doing that that through the formation of two IT-intensive groups for coordinating these two processes that are critical to organic growth
  • A distributive innovation group (DIG) combines a company’s own innovative efforts with the best of external technology to create new business variations.  The enterprise innovation group (EIG) folds yesterday’s new variations into the operating model of the enterprise.
  • The two groups help better identity, coordinate, and prioritize the most-promising projects and spread technology tools, and best practices.

An effective DIG and EIG could be set up within an office within the Ohio Department of Education but that is likely to be too insular and protective.  My suggestion is that  an outside agency such as the Cisco Learning Initiative or the OneCommunity in Cleveland could be a better locus for the activity.  I say that only because a good innovation district would want to gather ideas from both public and non-public schools.  Foundations could provide a service by funding the costs of the DIG and EIG officers for the course of the five-year period.   Paying salary and benefits for a year is well within ambit of  funding levels tolerated by foundations, even in this challenging economic environment.  Additionally, outside funding could guarantee that the data gathered is open to all who may want to benefit from it.    So, if we imaging these two offices set up to serve the five-districts their scope of work could be defined pretty much by what is presented by the HBS authors.   This is what they would recommend including my insertions between parentheses:

A distributed innovation group (DIG) … doesn’t “do” innovation but rather fosters and challenges  it.  Innovation is an inherently distributed activity, encompassing innovators across and outside the corporation ( ‘districts’).  The DIG serves as the center of expertise for innovation techniques, scouts for new developments outside the company ( ‘district’) and provides experst for internal innovation initiatives.  And it deploys technologies and methods that facilitated collaboration and innovation.

An enterprise integration group (EIG) is dedicated to the horizontal integration of the corporation (‘districts)’ and among the buildings w/in the district).  It picks from among competing integration projects and provides resources that enable them to succeed.  It develops the architecture and management practices that make business (educational) integration easier over time..  It may also manage of portfolio of integration activities and initiatives;  serve as the corporation’s ( ‘district‘) center of expertise in process improvement,  large project management,  and program and portfolio (curricular) management; and provide staff and possibly leaders for mager business (school) integration initiatives.

The money for this undertaking could be secured from private  sources but in the longer term, funds are likely to be found with more efficient use of funds that currently feed the Educational Service Centers across the state.  Another foundation or group of foundations can and/or should coordinate with the ODE and hire a group like the RAND Education corporation to conduct a complete evaluation of the efficacy of professional development in the state and the role of the Education Service Centers in light of this new initiative.   I would imagine their is opportunity for a vast overhaul of the administrative function of the ESC'(s) across the state.

Technology should not be focused only on the curricular components of the project.  Innovative approaches to addressing the social service supports need to be integrated into the process.  Social services as well as primary health and mental health programs must be brought to the schools in new ways.  Achieving this goals will require new ways of working the the multiple state and nonprofit agencies that provide support to families in some of the more impoverished districts.  Why can’t mental health and primary health screening programs be place right in school buildings.  School buildings can be a logical catchment for families who will bring their children to schools.  It is essential that innovation districts consider new ways in which social support services can be ushered into the schools. It is common knowledge that too many teachers are expected to teach children who do not have access to essential primary health care or mental health services. A local physician our foundation has supported conducted a study in a Lorain City elementary school and found that more than 25% of the children suffered from chronic asthma which accounted for about 40% of the absences from school. Children that suffer from undiagnosed chronic illness cannot be expected to learn. If a child is not feeling well, no increase in mentoring, after-school programs or mandatory extended days will enhance learning. Currently State programs for help these youngsters are funneled through a variety of public entities and/or nonprofit organizations but few of these entities (if any) have a presence in the school buildings. State regulations and sometimes collective bargaining rules keep these services from being performed in the building.

I would propose that a Ohio Innovation district(s) would lift all restrictions that keep essential social services out of schools thereby creating a place where schools can be a center for families rather than just students. The Harlem Childrens Zone serves as an interesting model. Getting there would be a process – probably six-months to a year, where health officials (public and private providers), school board members, teacher and administrators would form a task force to articulate a plan of how these services would be made available for each school. The plans would be posted on an open site and other districts could have input. The plans would be compared and funneled to the DIG. A goal for each plan would be to demonstrate where the plan could result in cost savings to the entire community served by this new Innovation district.

A third and final goal would be to create a place where leaders from higher education meet regularly with leaders and teachers from K-12 to ensure that the two areas are seamless. Almost every educator I speak with agrees that in the United States, there is virtually no formal communication between K-12 and “higher-Ed.” The technology available to citizens of this country is making that disjuncture a serious threat to the goal we have to create and educational system that will set the stage for young people to succeed in college and beyond.

Take a look at two Youtube video’s by Dr. Richard Miller from Rutgers University. He provides a vision for what university/college teaching will look like in the not too distant future. Although geared to an audience in higher education, his vision casts shadows on the K-12 environment.  He talks about transforming pedagogy and even learning spaces. If this vision is even remotely true, the question facing K-12 teachers across Ohio are preparing children for this future?

It is time for some state or group of state to introduce the idea of innovation districts to create  a space where innovation can combine with tried and true best practices and create new approaches to learning that can be brought to scale and save money.

Foundation Support for Independent Schools – new opportunities for public school education

The publicity about the Obama’s choice of the Sidwell Friends School shed light on the apparent contradiction of those who support public schools but elect to send their children to private schools.  I am sure this fact makes the Obama’s and others like them feel a bit defensive when attending parties.  In Oberlin, Ohio where I live, people who send their children to the independent school are literally shunned by those who keep their children in the public system.

One of the great challenges facing Independent schools, and the foundations that support them is how to make the excellent quality of education available to those outside the walls of these relatively small institutions.  The winter 2006 edition of Independent School, published by the National Association of Independent Schools gave voice to a growing number of members who struggle with perception that independent schools are institutions only for the elite. In an environment where the gap between wealthy families and poorer families grows, fewer middle class families are able to afford private school education. The quality of Independent School education, such as the institution I send my children (Lake Ridge Academy) can not be disputed. In fact trustees of  foundations tpically send their children to independent schools places like:   Noble and Greenough School, Heathwood Hall, Buckinham, Browne and Nicols and others of pedigree based on a history of quality education. Read the mission statments of any of them and compare that aspiration to those of public schools.  This reality presents an unease because these same trustees approve grants that try to improve the quality of public school education.  We all know that undertaking can have pockets of success but due to the enormity of the task of reform  rewards are elusive.

Faith-based schools such as Epiphany School, Nativity Prep, Arrupe Prep as well as non-denominational charter  KIPP schools. supported by the foundation I serve, offer the quality education that rivals the atmosphere, academic dicipline and values of  higher priced independent schools.  However these schools are expensive to maintain and require constant funding from private sources.  The State simply will not fund these entities.  In the case of KIPP and Charter Schools, the national discussion is typically met with a vitrol accompanied by public policies that keep State funding to a minimum.  Tacitly, the policy carries a hope  that charters will fail and, like apostates, will someday realize the waywardness of their action and return to the public school system as we know it.    That system of course is failing millions of children in the U.S. daily, but there remains no strategy to address that reality.

How can one make the quality of Independent School education available to families of the middle class and even children of low-income families has remained elusive.  D. Scott Looney, Head of Hawken School in Cleveland  suggested, “The benefits of having the broadest possible exposure to students with other backgrounds, races, ideas, and experience must be part of that education, and must include children from families in the bottom 50 percent of the socioeconomic tier.”

How can an independent schools do that when the availability of scholarship monies is limited? Technology provides answers.

Independent Schools can make better use of web-based technology to break down the walls of their institutions and make their curriculum available to a larger number of students.

The Harvard Crimson reported an innovative adaptation of SecondLife™ at Harvard University in 2006 whereby students at the Harvard Law School will co-learn with students at the Harvard Extension School – linking a divergent student body in a cooperative learning process.  Independent Schools can and should do the same thing with outreach to public schools.  Foundations can support these activites.

SecondLife offers very tremendously exciting  opportunities to explore how the quality of independent school education may be open to others who cannot afford a typical four-year education.  What can that look like? Check out the site that explains how Secondlife works for educators.

Independent schools can and should explore the possiblity of creating their schools in Secondlife and inviting their professors and other educators to work with selected students in a virtual envorinment.  This is particularly true of the children in the lower 50% of the economic tier Mr. Lowney mentions.

Phillips Exeter Academy is known for the Harkness Table.  This seminar-styled approach to high school education was developed in 1931 and invites young people to share thought together in a collaborative learning experience.  Why not re-create a Harnkess Table in Secondlife whereby children from schools across the country could benefit from this educational style and interact with students who typically will not have access to these inistitutions of privilidge.

The Burton D. Morgan Foundation in Hudson, Ohio funded one of the first business/entrepreneurship programs at the high school level to Lakeridge Academy.  The teachers developed a very fine curriculum which serves the 20 or so students in that program.  I can imagine a very interesting project where, for example students from the business/entrepreneurship at Lakeridge Academy participated in SecondLife with students from the E-City program and the related Entrpreneurship Academy or E-Prep in Cleveland. (E-Prep received a start-up grant from The Nord Family Foundation and continues to receive yearly operating support s0 I disclose my interest and passion for this great school). A project of this type would expand the number of people who share in the curriculum and widen the perspectives on what entrepreneurship means in the suburbs and what it means on “corners” in Cleveland.

Foundation should consider funding these types of projects as a means of opening quality education they can (and often do) provide their own children and to talented and able children attending failing public schools.

I have had the priviledge to get to know some of the people at The Center for Institutional Technology and Academic Computing (ITAC) .  This institution is currently supporing several innovative uses of Secondlife in the educational settings including pioneering work in the high school curriculum.

Although SecondLife has been tremendously successful in higher education, the potential for its use in high school settings has been thwarted because SecondLife restricts its users to a minimum age of 18.  Students under that age are pointed The Teen Grid.  It is the hope of many educators that someday soon, SecondLife and its creators at Linden Lab will  allow for less restrictive use by high school teachers.

Another very interesting organization to watch for application for Independent schools is the work of the remarkable Aaron Walsh at MediaGrid at Boston College.  This organizations provides high quality virtual environments that rival those of expensive interactive games.

Foundations that restrict themselves only to supporting projects in public education are selling themselves short by not opening themselves to exploring these new ways to blend independent school and public school education.  It is my experience that most independent school faculty would welcome this innovation to expand their educational mission to those outside their walls.

It is time the philanthropic sector open itself to this important discussion with colleagues from Independent and Public Schools.  For those unsure about all this, may I suggest reading a report published by the MacArthur Foundation’s and the Digial Youth Resesarch at U.Cal. Berkeley.  Great reading!