Finally, «Next Generation» accountability systems should adhere to the following five essentials: «(a) state, district, and
school leaders must create a system - wide culture grounded in «learning to improve;» (b) learning to improve using [the aforementioned informational systems also] necessitates the [overall] development of [students»] strong pedagogical data - literacy skills; (c) resources in addition to funding — including time, access to expertise, and collaborative opportunities — should be prioritized for sustaining these
ongoing improvement efforts; (d) there must be a coherent structure of state - level support for learning to improve, including the development of a strong Longitudinal Data System (LDS) infrastructure; and (e) educator labor market policy in some states may need adjustment to support the above elements» (p. x).
In an
effort to continue to improve
school facilities and lessen the impact of future debt service repaid from the District's operating budget, in FY16, the CPS Board approved for the first time a statutorily — authorized annual Capital
Improvement Tax (CIT) levy to aid in funding its
ongoing Capital
Improvement Program.
Efforts to improve their recruitment, training, evaluation and
ongoing development should be considered highly cost - effective approaches to successful
school improvement.