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The Changing Assessment Landscape in Colorado
Assessment for Learning, Learning Design Angela Landrum, Principal Consultant at Colorado Department of Education Assessment for Learning, Learning Design Angela Landrum, Principal Consultant at Colorado Department of Education

The Changing Assessment Landscape in Colorado

Coloradans are notoriously adventurous and independent and, as such, approaches to educational experiences for Colorado students are as varied and unique as the Colorado landscape. Fortunately, Colorado’s local control structure provides the opportunity for the state’s 178 school districts to make many significant decisions regarding K-12 public education; choices regarding curriculum, assessment, staffing, graduation requirements, and more can be largely customized to reflect local values, goals, and needs. Additionally, over the past 15 years, policies such as the landmark Colorado Achievement Plan for Kids (CAP4K), the Student-Centered Accountability Program, Individual Career and Academic Plan (ICAP), Graduation Guidelines, and many others have opened the door for districts and schools to establish learner-centered and equitable processes and practices. These circumstances made Colorado an ideal state in which to explore and support the use of authentic forms of student demonstrations of learning as assessment tools.

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Leading for Deeper Learning, A Series in Four Parts, Part 4: Outcomes and Reflections
Celebrations of Success, Educator Development and Evaluation, Accountability Systems Carmen Coleman, Chief of Transformational Learning and Leading at Ohio Valley Educational Cooperative Celebrations of Success, Educator Development and Evaluation, Accountability Systems Carmen Coleman, Chief of Transformational Learning and Leading at Ohio Valley Educational Cooperative

Leading for Deeper Learning, A Series in Four Parts, Part 4: Outcomes and Reflections

There is still a long way to go in the district before the school experience is truly transformed for every student, but we indisputably made progress. This past May, a group of district leaders revisited some of our guiding documents, including The New Normal, the Quality Work Protocol and descriptors, and the Performance Outcomes. We also looked closely at school defense rubrics to see how they compared to the expectations outlined in those original documents. It was refreshing to again focus on the bigger vision for the kind of learning experiences we wanted for our students.

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Leading for Deeper Learning, A Series in Four Parts, Part 3: Backpacks, Defenses, and Surprises
Celebrations of Success, Student-Centered Learning, Human-Centered Ecosystems Carmen Coleman, Chief of Transformational Learning and Leading at Ohio Valley Educational Cooperative Celebrations of Success, Student-Centered Learning, Human-Centered Ecosystems Carmen Coleman, Chief of Transformational Learning and Leading at Ohio Valley Educational Cooperative

Leading for Deeper Learning, A Series in Four Parts, Part 3: Backpacks, Defenses, and Surprises

When our district team proposed that we create our own digital vehicle for students to store and demonstrate artifacts of their learning, the superintendent and I reluctantly agreed, knowing that time was not on our side. But amazingly, the school year started and each student had a digital Backpack of Success Skills inside their Google Drive. Our newly formed Digital Innovation team was leading the way, creating lots of excitement within and even outside the district. Suddenly, JCPS, the troubled district that had been somewhat of a mystery across the state, was front and center. It seemed–to us at least–that everyone was watching, and more than a few wanted to join us. It was a new day in the Jefferson County Public Schools!

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Leading for Deeper Learning, A Series in Four Parts, Part 2: The Beauty of Naïvete and the Development of the Backpack
Developing Strategies and Systems, Learning Design Carmen Coleman, Chief of Transformational Learning and Leading at Ohio Valley Educational Cooperative Developing Strategies and Systems, Learning Design Carmen Coleman, Chief of Transformational Learning and Leading at Ohio Valley Educational Cooperative

Leading for Deeper Learning, A Series in Four Parts, Part 2: The Beauty of Naïvete and the Development of the Backpack

There is real beauty in being a little bit naïve. I had just accepted a position as the Chief Academic Officer for the 100,000-student Jefferson County Public Schools, and the newly appointed interim superintendent had no district-level administrative experience despite working and teaching in the district for more than 20 years. He had been principal of two different high schools–arguably one of the most difficult jobs in existence–but he had no experience leading an entire district, not to mention one of the largest districts in the country, complete with a powerful teacher’s union and a 7-member board.

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Leading for Deeper Learning, A Series in Four Parts, Part 1: Setting the Scene
Diversity Equity and Inclusion, Equity Carmen Coleman, Chief of Transformational Learning and Leading at Ohio Valley Educational Cooperative Diversity Equity and Inclusion, Equity Carmen Coleman, Chief of Transformational Learning and Leading at Ohio Valley Educational Cooperative

Leading for Deeper Learning, A Series in Four Parts, Part 1: Setting the Scene

Several years ago, I had the opportunity to serve as superintendent in a Kentucky district of about 1800 students. There, with a forward-thinking school board who recognized the need for a very different kind of school experience, we began to explore.

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Instructional Rounds, Global Lab Schools, and Searching for the Holy Grail of Educational Transformation
Educator Development and Evaluation, Accountability Systems David Penberg, Leader-in-Residence Educator Development and Evaluation, Accountability Systems David Penberg, Leader-in-Residence

Instructional Rounds, Global Lab Schools, and Searching for the Holy Grail of Educational Transformation

Last week my colleague, Dr. Shamara Graham, and I traveled across the ocean to the UK–ostensibly as learners and operationally as leaders–seeking the essence of a practice called Instructional Rounds.

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Mindset Matters: A Prerequisite For Student Centeredness & Equity
Student-Centered Learning, Diversity Equity and Inclusion, Equity Ray James, Head of School at the Boyce Ansley School and 2Revolutions Coach Student-Centered Learning, Diversity Equity and Inclusion, Equity Ray James, Head of School at the Boyce Ansley School and 2Revolutions Coach

Mindset Matters: A Prerequisite For Student Centeredness & Equity

Mindset is defined as a mental attitude or inclination (Merriam-Webster). Since 2011, I've worked in education in some capacity–whether reading to kids as a volunteer, substitute teaching, running university-wide programming, directly teaching my own students, or leading as an administrator.

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The Architecture of Transformation
Educator Development and Evaluation, Accountability Systems Adam Rubin, Founder & CEO Educator Development and Evaluation, Accountability Systems Adam Rubin, Founder & CEO

The Architecture of Transformation

2Rev is currently experimenting with bringing a set of tools together to see how they collectively might promote greater coherence and alignment across the district, thereby making the concepts within these tools actionable. Each of these tools can turn words into behaviors and practice- for learners, educators and leaders. They provide a statement of purpose and a way to deliver on that concretely. All of these should be generated in partnership with stakeholders so that they are owned by those stakeholders.

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Exploring a Bright Spot in Crisis Response: A VBCPS Case Study

Exploring a Bright Spot in Crisis Response: A VBCPS Case Study

Unlike other projects that are scrambling to pivot and shift as a result of COVID-19, the work in VBCPS has remained very much on track - in fact, in many ways, the work has accelerated in the midst of the pandemic. We’ve been reflecting quite a bit on what conditions are in place in VBCPS that have allowed the district to shift quickly to accommodate this new reality, while continuing to prioritize the work of our implementation networks during this time.

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