Panel Paper:
A Case Study of an Urban District’s Effort to Prioritize a Subset of Low-Performing Schools
*Names in bold indicate Presenter
- In what ways did district leadership strategically facilitate district-wide improvement across turnaround conditions (e.g., leadership, instructional infrastructure, etc.)?
- What barriers impeded the district’s transformation effort, and how or to what extent has the district been successful in overcoming them?
I am associated with a university-based school turnaround program that develops systems leadership in districts and schools over nearly three years. The urban district studied here was a program partner with 10 participating schools, eight of which increased student achievement among other successes. For this study, I analyzed multiple district- (e.g., launch and improvement plans) and school-based documents (e.g., school improvement plans), as well as quarterly programmatic reports about the district and its schools. In addition, I conducted three district site visits, where I conducted rounds of interviews with district leaders (e.g., superintendent, Transformation Zone lead, and others) and five school principals in the zone. I conducted approximately 20 interviews for this portion of a larger study.
I used NVivo qualitative data analysis software to analyze document data deductively (LeCompte & Schensul, 2010) against programmatic expectations to identify district leader behavior, actions, and choices potentially key to launching initial turnaround (Hitt & Meyers, 2017). I then coded interviews again using an inductive content analysis approach (Elo & Kyngäs, 2008) to extend conceptual understanding of mediating factors of successful district leadership. To do this, I employed grounded theory’s open coding scheme (Strauss & Corbin, 1990) and constant comparative method (Glaser & Strauss, 1967) to build a conceptual understanding of a phenomenon without using a priori hypotheses.
The results suggest that all stakeholders believe that district leadership fought district and community norms strategically to create a zone for a subset of schools, prioritizing human and fiscal resources in them regardless of tradition or pressures from school board members or parents. Thus, the district sent a clear message of equity over equality. In so doing, the Transformation Zone was leveraged as a way to pilot and then disseminate knowledge and practice to other schools in the district.