79, president of the foundation, «when we developed the conviction that dramatic structural change was going to be necessary in Boston and
other urban public school systems in order to generate broad improvement in the academic achievement of the mostly low - income, minority students who populate these districts today.»
As the recent comparative studies have shown, these results pale in comparison to Boston's high - performing charter sector but are stronger than those in most
other urban public school systems.
Not exact matches
This year the list is topped by four major research pieces: an analysis of how U.S. students from highly educated families perform compare with similarly advantaged students from
other countries; a study investigating what students gain when they are taken on field trips to see high - quality theater performances; a study of teacher evaluation
systems in four
urban school districts that identifies strengths and weaknesses of different evaluation
systems; and the results of Education Next's annual survey of
public opinion on education.
Even if 1 in every 10 of these graduates entered teaching for two years (average tenure at KIPP - like No Excuses charter
schools) before moving onto other careers, they would provide only 6 percent of the some 450,000 teachers currently working in the member districts of the Council of Great City Schools (the nations 66 largest urban public - school sy
schools) before moving onto
other careers, they would provide only 6 percent of the some 450,000 teachers currently working in the member districts of the Council of Great City
Schools (the nations 66 largest urban public - school sy
Schools (the nations 66 largest
urban public -
school systems).
From observing conditions there and in
other cities, we believe that bargaining and related union activity have not only hampered
urban public schools with such things as cumbersome contracts, but have introduced practices into the education
system that are counterproductive, fomenting a demoralizing pattern of acrimony between teachers and administrators that is fundamentally at odds with effective education.
As head of the Partnership for Los Angeles
Schools, he led a system of 17 urban public schools, serving over 15,000 students — and worked with parents and educators to raise graduation rates by 60 % and improve student achievement at a faster rate than any other school system in California with more than 10,000 stu
Schools, he led a
system of 17
urban public schools, serving over 15,000 students — and worked with parents and educators to raise graduation rates by 60 % and improve student achievement at a faster rate than any other school system in California with more than 10,000 stu
schools, serving over 15,000 students — and worked with parents and educators to raise graduation rates by 60 % and improve student achievement at a faster rate than any
other school system in California with more than 10,000 students..