Identifying Indicators of Distress in Charter Schools, Part 2: The Roles and Perspectives of Charter School Leaders and Board Members
By Aimee Evan, Hannah Sullivan, Laura Groth
Identifying schools in distress affords schools, and the ecosystem supporting them, the opportunity to intervene earlier, before failure is too deep, systemic, or extensive to recover.
This brief describes the characteristics of schools when they show signs of early distress from the perspectives of school leaders and governing board members to help educators create and sustain high-quality schools.
This is the third publication in a series on indicators of distress in charter schools toolkit is part of a multi-part series published by the National Charter School Resource Center in partnership with lead authors Aimee Evan, Hannah Sullivan and Laura Groth.
- Read Part 1: The Role and Perspective of Charter School Authorizers, which identified common indicators of distress among schools in decline from the authorizer point of view.
- Review Identifying Indicators of Distress in Charter Schools: Tools to Support Authorizer Data Collection, a self-guided resource for authorizers to identify indicators of distress, audit their current data collection methods for evaluating indicators of distress, and assess whether and to what extent the schools in their portfolio are showing indicators of distress.
This toolkit is a self-guided resource for authorizers to identify indicators of distress, audit their data collection and evaluation process, and assess whether and to what extent the schools in their portfolio are showing indicators of distress.
Identifying Indicators of Distress in Charter Schools: Part 1 – The Role and Perspective of Charter School Authorizers
This report can help charter school authorizers and other sector stakeholders recognize signs of distress in schools in their unique contexts and take action towards the goal of school improvement.
Learn how to assess whether a low-performing charter school is a good candidate for rapid improvement, and how using the Four Domains framework can leverage charter school autonomies to bolster turnaround efforts.
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