In contrast, the approach under waivers, dubbed turnaround, was much more focused — applying only to the 5 percent of schools identified as «priority» schools and based on key principles outlined by the Department (see sidebar Turnaround Principles).62 Fewer schools were part of the effort, but in turn, the effort was much more intensive and required significant changes in school operations, culture, leadership, and practice.63 The hope was that a more disruptive and ambitious strategy will yield dramatic results: after three years, these schools would no longer be in the bottom 5 percent, and another group of schools could be identified to undergo turnaroun
In contrast, the approach under waivers, dubbed turnaround, was much more focused — applying only to the 5 percent of schools identified as «
priority» schools and based on key principles outlined by the Department (see sidebar Turnaround Principles).62 Fewer schools were part of the effort, but
in turn, the effort was much more intensive and required significant changes in school operations, culture, leadership, and practice.63 The hope was that a more disruptive and ambitious strategy will yield dramatic results: after three years, these schools would no longer be in the bottom 5 percent, and another group of schools could be identified to undergo turnaroun
in turn, the effort was much more intensive and required significant
changes in school operations, culture, leadership, and practice.63 The hope was that a more disruptive and ambitious strategy will yield dramatic results: after three years, these schools would no longer be in the bottom 5 percent, and another group of schools could be identified to undergo turnaroun
in school operations, culture, leadership, and practice.63 The hope was that a more disruptive and ambitious strategy will yield
dramatic results: after three years, these schools would no longer be
in the bottom 5 percent, and another group of schools could be identified to undergo turnaroun
in the bottom 5 percent, and another group of schools could be identified to undergo turnaround.
In response to the dramatic changes in our economy and in public policy since last year's annual meeting, CEOs and senior executives of NFCC Agencies came together for a midyear Leadership Summit in March and updated the NFCC agenda by identifying a trio of top strategic prioritie
In response to the
dramatic changes in our economy and in public policy since last year's annual meeting, CEOs and senior executives of NFCC Agencies came together for a midyear Leadership Summit in March and updated the NFCC agenda by identifying a trio of top strategic prioritie
in our economy and
in public policy since last year's annual meeting, CEOs and senior executives of NFCC Agencies came together for a midyear Leadership Summit in March and updated the NFCC agenda by identifying a trio of top strategic prioritie
in public policy since last year's annual meeting, CEOs and senior executives of NFCC Agencies came together for a midyear Leadership Summit
in March and updated the NFCC agenda by identifying a trio of top strategic prioritie
in March and updated the NFCC agenda by identifying a trio of top strategic
priorities.