Waiver: Comprehensive flexibility that the U.S. Department of Education has granted to more than 40 states and the District of Columbia from key requirements of the No Child Left Behind Act (the current version of the Elementary and Secondary Education Act)
in exchange for embracing certain Obama administration education - redesign
priorities on teachers, testing, standards, and
school turnarounds.
Moreover, we appreciate the many ways the regulations highlight
priority actions and conditions necessary for
school leaders to be most effective — such as elevating the importance of hiring
turnaround leaders who are trained for or have a record of success
in low - performing
schools and providing principals with balanced autonomy to transform underperforming
schools.
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.