Logan Wroge:

The school is hitting the pause button as it looks to address concerns that the program has not shown an improvement in student outcomes.

Pathways is billed as an interconnected, experiential approach where learning is centered around a career field; students form tight-knit communities with classmates and teachers within the pathway; and material learned in one class is connected to other classes. Eighth-grade students have the option to apply for Pathways before entering high school.

“We want students to think about how they’re experiencing high school and how those experiences have connections across classrooms and are tied to a theme that is brought to life across their four years,” said Cindy Green, the district’s executive director of secondary programs and Pathways.

Related: Small Learning Communities and English 10.

Karen Rivedal:

A new initiative billed as bringing real-world context to high school learning is generating solid interest from eighth-graders in the Madison School District looking to join the program’s second year as freshmen next fall.

Through Thursday, 482 students had applied to be in the second cohort of the Personalized Pathways program, which is finishing its first semester Friday with 423 ninth-graders across all four main high schools.

Of the new applicants, 125 plan to attend East High School, 148 at La Follette, 124 at Memorial and 85 at West. Those numbers could change over the coming months, but interest appears to be similar to last January, when 518 initially applied, or about 24 percent to 34 percent of each school’s projected freshman class at that time.

Neil Heinen:

We were sold on the Madison School District’s Personalized Pathways program when Superintendent Jen Cheatham first proposed it.

But if any additional persuasion was needed we direct your attention to the news that both UW-Madison and Edgewood College have joined Madison College as partners in the program to get high school students thinking about college and career possibilities earlier and more strategically.

Cheatham’s Strategic Framework, of which Personalized Pathways is a piece, has community collaboration as a fundamental component.

As Edgewood College President Scott Flanagan points out, partnership and community are core values of Edgewood’s, and similar shared values exist at Madison College and UW.

Much more on Personalized Pathways: SIS and DDG.

Madison’s disastrous reading results continue to be job 1.

Amber Walker:

The Madison Metropolitan School District will not add a second thematic learning community, or Personalized Pathway, at its high schools in the 2018-2019 school year as initially planned due to feedback from teachers, parents and community partners.

Alex Fralin, chief of secondary schools at MMSD, told the Madison School Board Monday night that pushing back the timeline will allow Pathways teams to evaluate the implementation process.

“We want to make sure that we are creating the space and the time for our teachers and our teams to go really deep, which is why we decided not to implement a second Pathway year two,” he said. “We also believe this will provide more time for a deeper study through an evaluation process.”

Personalized Pathways is a change to the current high school model. It emphasizes small learning communities where students take their core classes together, all tied to a central theme. The first theme, or Pathway, is health services. MMSD argues that the model will keep students engaged in their learning and allow them to graduate “college, career and community ready.”

Across MMSD, over 500 eighth graders applied to be a part of the health services Pathway when they enter high school in the 2017-2018 school year. Each high school has a cohort ranging in size from 112 to 130 students. Demand exceeded the amount of spaces available for Pathways at East and La Follette, where there are waitlists for students. Two-thirds of the Pathways cohort identify as students of color, and 58 percent qualify for free or reduced lunch. Students who are already in high school are not affected by the Pathways implementation.

Related: English 10

Amber Walker:

As the Madison Metropolitan School District begins to introduce its Personalized Pathways program to students, it continues to face questions from parents and teachers about the plan.

As a new model for Madison’s four main high schools, pathways will be rolled out next fall. The program combines project-based learning with collaboration across multiple subject areas. MMSD officials have said the goal of pathways is to allow students to explore their interests and graduate from high school with a plan for their future.

On Monday, hundreds of middle school students and their parents gathered at the Alliant Energy Center to learn more about the new model. Staff from East, West, La Follette and Memorial high schools were on hand to meet them and talk about what pathways will look like at each school.

At the same time, the discussion at a Madison School Board work group meeting struck a different tone. In addition to its regular monthly meetings, the Madison School Board gathers for work groups to discuss instructional and operational issues. Typically, the crowd is small, with little to no public comment, but Monday’s meeting drew a larger than usual number of parents and teachers who expressed concerns about pathways. About 20 attended the meeting and more than a half-dozen spoke.

Amber Walker:

Isabel Rameker, a sophomore at West, addressed the elephant in the room with her question about representation.

“From what I’ve heard, a big goal of this is to close the achievement gap, specifically for African-Americans and students with disabilities. Looking around, it doesn’t look like this is a super diverse group of parents,” Rameker said. “As this goes on, now and in the future, where are you going to get input from those parents?”

Principal Thompson ensured Rameker that there are strategies in place to reach out to diverse communities.

“We are partnering with different facilities in our neighborhoods to make it more accessible for people who can’t make it here for this presentation,” she said.

Fralin stressed that Personalized Pathways is for all students.

“We actually want to create more options for more students, not a small group or a subgroup of students,” he said. “It is not designed to limit, but actually expand opportunities and choices for kids.”

Fralin pointed out that the district is partnering with institutions like Madison Area Technical College and the University of Wisconsin-Madison to expand opportunities for learning and advanced level coursework.

Treiber believes some of the backlash against Pathways by some of the parents who attended the meeting stems from unconscious bias.

“We have a serious issue in Madison that we are not interested in addressing. It is not intentional; it is not meant to be hurtful, but we cannot seem to get over the fact that if something is changing that somehow ‘I’m going to get less,’” she said. “I think we have that in our nation and we have that in our city. (Madison) is a microcosm of our country and we are not really interested in looking at that. We caveat it with ‘I’m worried about my kid.’ Your kid is going to be fine.”

Schools will continue to host informational sessions about Pathways. The list of upcoming meetings is available on the MMSD website.

Previous Madison High School initiatives include: English 10 (one size for all) and “small learning communities“.

– via a kind reader.

Karen Rivedahl:

All of Madison’s major higher education institutions are now signed on to take part in the Madison School District’s “Personalized Pathways” initiative set to begin this fall.

UW-Madison and Edgewood College officials announced their participation Monday, joining Madison Area Technical College as anchor partners in the program, which is aimed at helping high school students explore college and career options sooner and in a more deliberate way. Students in the initiative will supplement their learning through themed curriculum developed for the chosen pathway, along with projects and other activities mixed with their regular coursework.

The idea behind Pathways is to tie students’ coursework to their personal interests and the larger world through a program of “rigorous interconnected courses and experiences,” district officials said, while still meeting all state standards for graduation.

The first cohort of 518 Madison eighth-graders — including 479 accepted into the available spaces and 39 on a waiting list — will begin the program’s first designated pathway, in health services, during their freshman year at at East, La Follette, Memorial and West high schools.

Doug Erickson:

A major educational restructuring is underway in the Madison School District with the potential to fundamentally change the high school experience for all district students.

Beginning next fall, the district will start phasing in “personalized pathways,” described as a way for students to explore college and career options and to learn more about their passions.

The concept will start relatively small the first year, with 120 to 150 freshmen at each of the district’s four main high schools voluntarily opting into a health services pathway.

Eventually, the approach could become the new reality for all high school students. District administrators say their “current vision” is for the initiative to become compulsory by school year 2022-23, when it would be fully built out. There would be four to six pathways by then.

Before that happens, though, there is expected to be a crucial trigger point — probably midway through the second year — where administrators and School Board members will take what’s been learned and decide whether to keep moving toward full implementation.

Madison School District (PDF):

This budget forecast and those that will follow are intended to keep the board informed as the budget development process unfolds. The forecasts also provide an opportunity for board discussion and input into important budget development issues.
MMSD’s Strategic Framework establishes the direction of the school district. The framework is supported by the annual budget, which is simply the resource strategy behind the Strategic Framework. The budget process begins with a thorough review of district priorities, current spending patterns, and outcomes. The zero- based budget process requires a critical examination of all budget practices and how those practices influence resource deployment.
Based upon our budget work thus far, we believe there are opportunities to make the staffing process more responsive to individual school needs, to shift non- personnel resources from central office budgets to school budgets, and to improve budget accuracy by clarifying and simplifying account structures. We’re excited to explore these and other opportunities throughout the 2014-15 budget process.
Zero-based Approach to Budget Development:
A zero-based approach is being used to develop the expenditure budget. Unlike an ‘historical cost’ budget or a ‘cost to continue’ budget, the zero-based process is intended to go beyond marginal refinements of existing budgets and existing structures.
For example, MMSD has used essentially the same staffing allocation process for over ten years under the ‘cost to continue’ approach, with only minor modifications along the way. While the existing allocation process is uniform and consistent, it can be improved by making it more responsive to the challenges presented by individual schools. The senior leadership team, with input from the principals, is assessing the staffing allocation process this month before any allocation decisions are put into motion in February.
The existing staff allocation process consists of a series of departmental layers, with separate staffing allocations for regular education, special education, Title 1, OMGE, pupil services, PBS, etc. We are hopeful that a more integrated and responsive staffing allocation process, beginning this year and refined continuously in subsequent years, will produce a more tailored fit for each school. The zero-based approach is designed to uncover such opportunities.
The zero-based process also includes in-depth reviews of each central office department. We are particularly interested in identifying inter-departmental overlaps, gaps, and even redundancies. We are optimistic that this effort will produce new efficiencies and help push resources from the district office into the schools.
Strategic Priorities Drive the Budget:
The resource decisions contained in the annual budget are subject to continuous review, either directly through the zero-based budget process, or indirectly through the SIP process, district surveys, targeted studies (such as the Principal Pipeline study [PDF] and High School Reform study), and several active advisory committees. These are the sources which inform the budget development process.
The Strategic Framework identifies five key priorities which are aimed at providing schools with the tools, processes and resources they need to serve children and their families better than ever before. The five priorities are: (1) Coherent Instruction, (2) Personalized Pathways, (3) Family and Community Engagement, (4) A Thriving Workforce, and (5) Accountability at All Levels.
Each of the priorities in the Strategic Framework includes a set of high-leverage actions that have cost implications. A preview of some of the major actions with cost implications, organized by Priority Area, will be developed and refined throughout the budget development process. A preview of the major actions will be presented to the Operations Work Group along with this Budget Forecast.

The word cloud is interesting, particularly in light of the District’s job number one, addressing its long term disastrous reading results.
Related: numerous links on the District’s 2013-2014 budget, here. Madison spends about twice the national average per student ($15k).

Logan Wroge:

The Madison School Board on Monday backed a proposed contract that would keep police officers at Madison’s four main high schools.

Board members voted 4-2 in favor of the proposed contract, which would emphasize alternative disciplines instead of arresting or citing students, lay the groundwork for a new complaint procedure against the officers and require more training in areas such as autism, adolescent brain development and implicit bias.

The board, though, added contract language that would give the Madison School District the ability to require an officer be replaced for cause.

“The reality is things that we don’t control make having (police officers) in our schools absolutely the best decision,” said board president Mary Burke. “Unfortunately yes, there are downsides, unintended consequences.”

Members T.J. Mertz, James Howard, Dean Loumos and Burke supported the contract, Nicki Vander Meulen and Kate Toews voted against it, and Gloria Reyes was not present for the vote.

Earlier in the meeting, the school board approved by a vote of 5-2 a new specialized learning track for its Personalized Pathways program to go in effect at East, La Follette and Memorial high schools during the 2019-20 school year.

Karen Rivedal:

Timely text messages in the summer about key dates and must-do tasks help ensure more high school graduates make it to their chosen colleges in the fall, the Madison School District has learned in a three-year study funded by a Madison-based nonprofit here and in two other cities.

The program, which backers say helped increase enrollment in two-year colleges by 3 to 9 percentage points, essentially works by keeping high school counselors active in the lives of their former students during the three months after they’ve graduated.

“We do a hand-off (to colleges), more so than a (drop) and we’re done,” said Jen Wegner, the Madison district’s director for personalized pathways and career/technical education.

Matthew DeFour:

While schools are ramping up their focus on employment, fewer employers are offering training. Over the past two decades the percentage of American companies that train their employees has dropped from 35 percent to 20 percent, according to Ed Gordon, a Chicago-based economist and author of “Future Jobs: Solving the Employment and Skills Crisis.”

“We’re seeing the same problem across every major business sector,” Gordon said. “The number of well-trained individuals who have all the skills — there aren’t enough of them. The reason is the education system that was the best in the world really hasn’t changed a whole lot in terms of what it’s producing in terms of educated people. But the job market has changed dramatically.”

Madison’s Pathways
The Madison School District’s Personalized Pathways program may be going even further than many districts in emphasizing career readiness. This fall it is altering the high school experience for hundreds of freshmen by focusing classes on health services topics.

Online training has exploded…

Jennifer Cheatham:

With a contested race for state superintendent of public instruction and a legislative session that is swinging into gear, much is at stake for public education in Wisconsin.

One of the fundamental issues at the center of the debate is the potential expansion of “school choice,” which is the term used to describe using public school funds to expand independent charter schools, school vouchers, and a more recent phenomenon called “education savings accounts.”

The way “choice” works is that state lawmakers force public school districts to pay for vouchers for private schools or the creation of charter schools that have no accountability or connection to our local districts.

In other words, even if the state provides us with more aid, which some have promised, it is then drained from our public schools and given to independent charters and private schools on the back end.

This is the thing. Over 50 million students are served in K-12 public schools in the United States. In comparison, 5 million are served in private or independent charter schools. Public education is paramount to the success of our students, our communities and our country.

As a public school superintendent and longtime educator, I am exhausted by the oversimplification of the problem and the potential solutions. That’s because the persistent correlation between socioeconomic status and educational achievement in our country is real. And race, structural racism in particular, is the driving force behind it.

It is absurd to me that some policymakers believe that the solution is simply to give parents “choice” — or in other words, drain more and more resources from public schools.

My key question to our legislators is this: What is your agenda for helping our public schools better serve the vast majority of students in the United States and in Wisconsin? How can you help us do more of what we know works in education?

What can you do to help us address gaps in students’ health and well-being, making it possible for every child to attend school daily and be fully attentive and ready to learn? Even if our academic strategies are perfect, if a child is not ready to learn, we won’t see better results. We have to find ways for our system to ensure those needs are met so that children are ready to excel.

Here in Madison, we are embracing the community school model. Community schools take our support of students and families to the next level through power sharing and integration of coordinated services into schools, where our students and families are every day.

What can you do to help us personalize the educational experience for students? Our students deserve unique educational opportunities that build on their strengths and interests and help them meaningfully explore future college and career options so that they can be successful at each stage of their education and graduate ready for today’s world and today’s economy.

We are doing that locally — through the implementation of our technology integration plan and through the establishment of personalized pathways to graduation at the high school level.

Unfortunately, Madison has long tolerated disastrous reading results. This, despite “plenty of resources“.

Related: Jennifer Cheatham on “what’s different, this time?“.

Abigail Becker:

For example, early elementary black students overall increased reading proficiency and growth with a 10 percent increase in reading proficiency for third grade in two years, according to the report.

“In our community, we can choose to reinforce these patterns by inaction, by not testing our assumptions, by not testing our assumptions about students and families and by not examining the long-held institutional ways of working that keep those systems in place,” Cheatham said, “or we could choose to disrupt these patterns.”

Abigail Becker:

The district’s next steps are to expand intensive support on literacy and adolescent development to the district’s highest-need middle schools, according to the report. It will also continue planning for the implementation of the Personalized Pathways program, a new model of curriculum where students are able to make real-world connections to their education by taking classes clustered in a thematic structure.

Related: Madison’s long term, disastrous reading results.

PDF slides from a recent Madison School District Quarterly Board retreat. Readers may wish to understand “MAP” or “Measure of Academic Progress” [duck duck go SIS 2012 Madison and Waunakee results]

Using MAP for Strategic Framework Milestones and SIP Metrics

Feedback from various stakeholders has led us to examine the use of MAP (Measures of Academic Progress) to measure Strategic Framework Goal #1: Every student is on track to graduate as measured by student growth and achievement at key milestones. In particular, we have received three specific questions regarding our use of MAP data for Strategic Framework Milestones and SIP Metrics for 2016-17:

1. What is the best way to measure growth on MAP?

2. How should the district and schools set MAP goals for growth?

3. How should the district and schools set MAP goals for proficiency?

4. Should we track progress based on Proficient-Advanced or Basic-Proficient-Advanced?

In this document, we summarize the key issues for each of these questions and provide our recommendations.
1. What is the best way to measure growth on MAP?

Currently, MMSD uses the percent of students meeting or exceeding fall to spring growth targets on the MAP assessment as both a Strategic Framework Milestone and School Improvement Plan (SIP) metric. In addition, this metric receives significant attention in our public reporting on MAP in other venues and teachers have been trained over the past several years to use it to measure progress at the classroom and student level. We have included growth as a complement to MAP proficiency; it allows us to look not just at how students are performing, but also improvement during the year.

For MAP growth, our initial growth trajectory involved a 10 percentage point improvement each year for the district. This goal has extended to SIPs for the past three years, as schools near district averages have received the goal recommendation of 10% improvement; that recommendation changed to 5% starting in 2015-16. The graph to the right illustrates our original trajectory of 10 percentage points a year, our recommended goals for each year (the previous year’s actual result plus an improvement of 10%), and our actual results from each year.

This graph shows us that the original plan of 10% improvement in growth per year would have placed us around 80% in the current school year. Although we believe in setting ambitious goals, the idea that we would continue to improve 10 percentage points every year likely was not realistic, and now that we are around 60% of students meeting growth targets, we may want to consider a lower target than 10 percentage points each year, as even 5 percentage points is relatively large.

Almost all schools set goals for MAP growth that aligned with a district recommendation: 5%, 10%, or 15%. In addition, we see that very few schools actually achieved growth improvements of 5% or more, with changes in growth generally clustering around 0%.

Recommendation: Schools/groups within 10 percentage points of the MAP growth threshold would receive a recommendation for 2% improvement and schools/groups more than 10 percentage points from the threshold would receive a recommendation for 5% improvement.

## On the other hand, one might view this discussion positively, compared to the use of “facts and figures” ten years ago, in the Math Forum.

2015-16 Analysis: Equitable Distribution of Staffing.

Overview:

Call to Action: Together as a community, we can commit to ensuring all of our students are successful. We must work in partnership, creating an organized effort to lift up our students of color, especially our African American students.

Technology plan One Pager:

The MMSD Information and Technology plan undergirds all three of the goals and five priority areas in the Strategic Framework. The plan includes deliberate preparation, implementation, and monitoring phases to ensure each project’s success. We are learning from emerging best practices, building on successes, spreading out costs and addressing key challenges that arise. Technology is a powerful tool for enhancing teaching and learning and meeting students’ needs in creative, innovative and flexible ways. We are committed to providing more equitable access to technology for all students.

The first cohort (G1) began device implementation this school year after a full year of planning and targeted professional learning. Staff and students from other schools are in need of devices to access core digital resources, intervention programs, linguistic resources, and just-in-time learning. To continue progress towards equitable access and device implementation as stated in the original Tech Plan, we would like to phase in the next cohort of schools (G2) in January 2017 by instating the following actions:

Technology plan budget.

Behavior Education Plan – Draft:

The Behavior Education Plan (BEP), MMSD’s policy for addressing behavior and discipline, was approved by the Board of Education in the spring of 2014 with initial implementation in the fall of 2014. The BEP moves us toward the use proactive approaches that focus on building student and staff skills and competencies, which, in turn, lead to greater productivity and success. Moreover, the BEP is also designed to reflect a commitment to student equity as we hold all students to high expectations while providing different supports to meet those expectations. Ultimately, the BEP seeks to decrease the use of exclusionary practices through the use of progressive, restorative discipline while also impacting the significant disproportionality experienced, in particular, by our African American students, male students, and / or students with disabilities.

Given the complexity of implementing the many layers of the BEP, ongoing implementation of the BEP continues to require differentiated and stable supports for our schools including allocation of resources targeted to the needs of students. BEP focus areas for 2016-2017 include implementation of Positive Behavior Support (PBS) universal school-wide systems, PBS classroom systems and practices, behavior response, and tier 2 and 3 interventions.

Priority Actions for Board Consideration (Draft – February 2016):

Pathways Professional Development – In order to support the planning and implementation of personalized pathways in year one, the District will provide professional development to support the first health services pathway.

$400,000 Grant Total (Grant Funding for Professional Development – pending)

$200,000 -(Direct Grant to support local Professional Development)

$200,000 – (In-Kind Grant for Professional Development)

Major Capital Maintenance- The capital maintenance budget is currently funded at $4.5 million, well below the $8.0 million target level recommended in the latest (2012) facility study.

$500,000 – Provides incremental progress towards annual funding goal of $8,000,000 to maintain our schools. (Funding from Local) – Questions have been raised about past maintenance and referendum spending (editor)

Priority spreadsheet that requires new funding.

Measuring Strategic Framework Goal #3:

Goal 3 of MMSD’s Strategic Framework is that “Every student, family and employee experiences a customer service oriented school system as measured by school climate survey data.” The district’s Climate Survey, first administered in the spring of 2015, provides the data we need to measure progress on this goal. In this document, we introduce our recommendations for using climate survey data to set goals and track progress at the district (Strategic Framework via the Annual Report) and school (SIP) level.

Our recommendations are designed to answer five questions:

1. How should we account for different surveyed groups?
2. What metric(s) should we use?
3. Which dimensions should we include?
4. How should schools set goals?
5. Should schools goal set on focus groups?

Personalized Pathways- Draft

Introduction
Personalized Pathways- Draft 2016-2017
The development of Personalized Pathways is a major strategic priority action for 2016-17. The goal next year is to prepare for and establish the right conditions for a successful launch of Personalized Pathways in the fall of 2017 that will improve the level of engagement for our students, the number of students on track for graduation and our graduation rates. In alignment with state legislation, the continued development and expansion of Academic and Career Plans (ACP) undergirds the development of Personalized Pathways by ensuring that every student graduates with a clear post-secondary plan that has been developed throughout their secondary school experience. The key actions for 2016-17 are outlined below and are essential to improving the readiness levels of our schools and central office staff.

Personnel
Next year, the expansion of ACP to 7th and 10th grade will require a small increase of 1.9 FTE at middle school and 1.5 FTE at high school (total 3.4 FTE) to support these new work streams.

With the continued expansion of ACP to grades 6 through 12 over three years, staffing will need to increase across our middle schools to 3.8 FTE where it will level off for full implementation. ACP expansion at high schools will also need to expand over the next three years to support the number of students needing experiential learning related to college and career exploration, as well as Pathways coordination, leveling off at 6.8 FTE. The funding strategy may include repurposing existing roles or grant opportunities.

Indeed, spending more than $500,000,000 annually for 27K students provides “plenty of resources”.

“The thing about Madison that’s kind of exciting is there’s plenty of work to do and plenty of resources with which to do it,” Mitchell said. “It’s kind of a sweet spot for Jen. Whether she stays will depend on how committed the district is to continuing the work she does. plenty of resources”, Derek Mitchell, 2013.

Simpson Street Free Press, via Dylan Brogan:

Ali Muldrow largely defended the Madison school district’s current policies while David Blaska levied broad criticism at the district’s focus on “creating anti-racist school culture and curriculum.”

“If we stopped telling people that Madison is racist, if we stopped teaching that some kids succeed all because of privilege, I think everyone would be better off,” Blaska said at the forum. “Because that’s such a disempowering message to kids.”

‘It’s a good kind of invective’

Blaska supports bringing back school resource police officers to the district’s high schools and laced his argument with jabs like calling East High School, “Fight Club East.” …

Nichols did tend to agree with Muldrow, at least in spirit, on the issues. But she also seemed to recognize that Blaska is raising the same concerns as many parents, minus the conservative blogger’s flare for invective.

More, from David Blaska:

Mandates, closed schools and Dane County Madison Public Health.

The data clearly indicate that being able to read is not a requirement for graduation at (Madison) East, especially if you are black or Hispanic”

2017: West High Reading Interventionist Teacher’s Remarks to the School Board on Madison’s Disastrous Reading Results 

Madison’s taxpayer supported K-12 school district, despite spending far more than most, has long tolerated disastrous reading results.

My Question to Wisconsin Governor Tony Evers on Teacher Mulligans and our Disastrous Reading Results

“An emphasis on adult employment”

Wisconsin Public Policy Forum Madison School District Report[PDF]

WEAC: $1.57 million for Four Wisconsin Senators

Friday Afternoon Veto: Governor Evers Rejects AB446/SB454; an effort to address our long term, disastrous reading results

Booked, but can’t read (Madison): functional literacy, National citizenship and the new face of Dred Scott in the age of mass incarceration.

When A Stands for Average: Students at the UW-Madison School of Education Receive Sky-High Grades. How Smart is That?

Paul Fanlund, in an interesting contrast to recent Isthmus articles:

She said Madison should look beyond simple metrics and keep working to “create a liberating experience for students where they’re valued, where they’re seen as fully human and complex. That’s what this community needs to hold at the center as it’s making its decisions in all the years ahead.”

As an example of a step in the right direction during her tenure, she pointed to the community school program, in which the school serves as a hub for health care, academic tutoring, mentoring, food access and parental involvement. Looking ahead, she endorsed integrating mental health support into all schools and expanding the “pathways” model of personalized learning and exploration.

Cheatham said she understands why some educators feel a shock after doing things one way and then being asked to change. “All of a sudden, you’re hearing from black students, black families, black staff members, for example, that the ways of working that you’ve been using are actually maybe doing damage,” she said.

“That causes a terrifying feeling of disequilibrium, and it seems natural to me that we want to blame someone, right? When I’m feeling that way, I want to declare: ‘Whose fault is it? ‘It’s got to be Jen Cheatham’s fault. It’s got to be the fault of this policy. It’s got to be someone’s fault.’ ”

All along, Cheatham said, she knew creating something new in Madison would have a cost: “As a white female, I know that it has been my obligation to use my white privilege — and sometimes burn down the capital that I have built up — so that I can make change for people who don’t have the privilege that I have, and if that means getting a crummy article written about me, if that means social media chatter that, quite honestly, I don’t look at, then so be it, because guess what?

“I am going to be able to wake up the next day and go back into the office and be OK.”

2013: Jennifer Cheatham at the Madison Rotary ClubWhat will be different this time?

2019: Jennifer Cheatham at the Madison Rotary Club

2013: “Plenty of Resources“

“The data clearly indicate that being able to read is not a requirement for graduation at (Madison) East, especially if you are black or Hispanic”.

Madison has long spent far more than most taxpayer supported K-12 school districts.

2019: WHY ARE MADISON’S STUDENTS STRUGGLING TO READ?

Kaleem Caire, via a kind email:

One City Schools, Inc., a local nonprofit operating an independent preschool and public charter school, announced today that it has been accepted into a coveted network of more than 150 schools nationwide in the EL Education (EL) program.

EL Education (formerly Expeditionary Learning) is an educational model that balances both personalized and social learning to help students succeed in learning and in life. For over 25 years, EL has been bringing to life a three-dimensional vision of student achievement that includes mastery of knowledge and skills, character, and high-quality student work. EL promotes active classrooms that are alive with discovery, problem-solving, challenge, and collaboration. Through the partnership, One City will receive, and complete, intensive on-the-job training, co-teaching and mentoring required for teachers and school leaders.

The EL program is research-based, and has shown academic gains for children. After three years in an EL program, students outpace their peers in reading and in math; and further in standardized test-scores.

One City Founder and CEO Kaleem Caire hailed the achievement “Our leadership, our teachers, and our families are fully vested in this school and what it will do for children. With EL, our teachers will be given the very highest opportunities to impact learning for children.”

EL Education focuses its work on schools in diverse communities across the country. For eligibility, at least 40% of the students in a school must be from low-income families. It also requires intense commitment from teachers who facilitate learning as well as be required to document and measure results required by EL.

“Our teachers came to One City because they are dedicated to the cause. EL will make sure we are fitted with the best tools to achieve success” said Bryan Grau, One City’s principal of the Senior Preschool. EL schools are provided resources and support from other schools across the nation through open-source sharing. EL is also working closely with One City on its plans to expand into elementary school starting in the fall 2019.

“This is another huge achievement for One City. We are dedicated to providing the best for our kids, and to demonstrating our results to stakeholders. We will continue to move forward to help our parents and community create pathways to an awesome future for our kids.” Caire said.

Average GPA in Core Subjects in 8th and 9th Grades and Percentage of Students Receiving a D or F in a Core Course in 9th Grade, by Feeder School, 2010 – 2013:

Madison School District 1.3MB PDF Presentation:

In focus groups, several teachers noted what they perceived to be a lack of adequate preparation their students received in previous years, and in some cases a lack of understanding about the curriculum to which their students have been exposed.

In focus groups at each MMSD school, a broad majority of students stated they have been in classes where the instructional purpose and relevance of what they were learning was unclear.

Each set of stakeholders interviewed for this project referenced the challenges posed by poor alignment of instruction from one grade level to the next, particularly between middle and high schools.

In focus groups, several teachers and students alike noted that adjusting to increased levels of homework in high school was a challenge for many.

Student focus groups reported varying experiences in Middle School with homework counting towards students’ overall grades may be contributing to a difficult transition into high school for some students

There is significant lack of course syllabi across schools.

When asked what a diploma should mean, there was much consensus across stakeholder groups that it should include the following, but also a lack of confidence that an MMSD diploma currently represented each of these for all graduates:

Competence in core subject areas
Exposure to a broad curriculum including the arts
Reading and critical thinking skills
Having a global perspective
Knowledge and ability to access employment and/or postsecondary education
Ability to work in groups
Curiosity as a lifelong learner
“Real world” experience tied to the classroom
Citizenship and self-sufficiency
“21st Century skills”

Recommendations
Redefine What an MMSD Diploma Means By Setting Common Learning Outcomes and Assessments for All Graduates

Create Clear Personalized Student Pathways

Define Multiple Career-Field and Academic Pathways for High School Students

Engage Deeply with Local Postsecondary Stakeholders for Alignment and Expansion of Dual Credit Options

Continue to Engage With Local Employers for Alignment and Student Work-Based Learning Opportunities

Continue to Promote and Develop AVID as a Pathway Option, While Monitoring More Closely Before Expanding

Encourage Innovation in Projects and Assessments

Regarding the “lack of course syllabi”, full, required implementation of Infinite Campus (or similar) would address this issue. Millions have been spent…

Number of Students in Class of 2013 Who Took AP World Language Courses, by High School and Feeder Middle School, 2010-2013

The Most Failed Courses in 9th Grade with Percentage of Students With One Failed Semester by School, 2013

AP courses available at all four comprehensive high schools:

Calculus AB
Calculus BC
French Language
Spanish Language
Environmental Science
Statistics
European History

Select AP courses not available at all high schools:

Proportion of Students Enrolled in AP Courses and Scoring a 3 or Higher on AP Exams by Race and SpEd/ELL Status, 2013

The Most Failed Courses in 9th Grade with Percentage of Students With One Failed Semester by School, 2013

Background links: English 10

Small Learning Communities

High School “Redesign”