teacher quality

While global communication has grown and improved by leaps and bounds in the past two decades, the same cannot be said for K-12 writing skills. A new study released by Gary Troia at Michigan State University finds that K-12 writing standards are stagnant from a decade ago, along with student writing achievement. What’s more, Troia says that nearly 25 percent of K-12 students in the U.S. are not performing at a proficient writing level. He takes aim at the Common Core standards for writing and says that though some ideas are strong, others are still not asking enough of student writing.

Any U.S. K-12 educator, in any topic area, can certainly relate to Troia’s findings and surveys have found that employers also bemoan the writing deficiencies of their workforce. So if Common Core suggestions are not enough, what is needed to truly transform the writing landscape of K-12 classrooms and learners? Here’s what I think:

Earlier computer/keyboarding introduction

Troia touches on this point in his study when he says that most schools do not comprehensively address keyboarding until third grade. Many children are learning to type, or peck out letters, on a computer keyboard long before they are tracing letters in a Kindergarten workbook. Through keyboarding, children learn spelling and reading, as well as develop their memory skills. So why are schools waiting until the third grade to maximize on this facet of early composition and phonics? Basic handwriting and traditional ways of learning to write are important, but so is the technology that supports contemporary communication. Writing curriculum should include keyboarding and generally more screen instruction at a much earlier age to capitalize on the technology that can catapult U.S. students into a higher level of writing proficiency. The ideas are there – they just need to start earlier.

More interdisciplinary focus 

Writing is not an isolated school subject; it is a skill that permeates all topics of learning. Parents, teachers, students and administrators need to stop considering writing an area of strength or weakness (much in the way we gear students towards math/science pursuits or creative areas if the talent exists). Writing is a must-have skill in the global economy and one that will be needed in some capacity for every career. We can’t let students off the hook if writing is simply not their strong suit. Writing is a skill that anyone CAN master with enough practice and its practical applications need to be emphasized in every subject area.

Remedial intervention

College is not the place where students should receive remedial help on their writing. Stronger programs need to exist as young as pre-K to ensure that no child moves forward without a firm grasp of the writing skills required. Teachers need time and resources to intervene on an individual level. Of course parental help here is also a necessity but cannot be relied upon to ensure that all students have writing proficiency as graduates. Promoting students that lack grade-level writing skills in the hopes that they will catch up only furthers the problem down the road.

It’s time to put writing on the pedestal it deserves. It is the foundation of K-12 academic success and workplace achievement. If we put writing on the back burner, it has the potential to damage every other subject area and hold our students back from their true achievement in school and life beyond the K-12 and college years. Now is the time to make writing a priority, particularly if we expect this next generation of students to lead globally.

How do you think we can collectively improve K-12 student writing proficiency?

Note: The following guest post comes to us courtesy of Dr. Kiela Snider, who has served as an educator in California for over 23 years and has held her current position as principal for Palm Springs Unified School District for the past 12 years. In 2000 she joined the ranks of National Board Certified Teachers (Early Childhood Generalist).  She believes that children learn best when they are in a learning environment that has been shaped by best teaching practices. This was evident in 2007/2008 school year she led 100% her staff in completing either the National Board Certification or Take One! program.  The results of this ongoing commitment resulted in school wide reform at Julius Corsini Elementary that included exiting Program Improvement Year 5, decrease in teacher turn-over, and increased parental involvement.

In the summer of 2005, I was named principal of Julius Corsini Elementary School. It was a tough assignment for a first-time principal. Located in Desert Hot Springs, CA, Corsini was the lowest performing school in the state’s third most dangerous city. Few expected me to last longer than a year – let alone completely turn around the school.

Desert Hot Springs is exactly 100 miles outside of Los Angeles, and the low cost of living has made it attractive to many gang members looking to escape scrutiny from the LAPD. Like the town, Corsini did not have much going for it either. There was so much gang activity that the local news station used images of the school became every time it reported on gang-related crime even if the students and the school had nothing to do with the incident. A housing boom more than doubled the school’s population from 500 to 1,100 students almost overnight, and parents grew weary of an unproductive and unsafe school system they saw as swallowing their children.

Teacher turnover was a staggering 75% each year, and few of the remaining 25% truly wanted to continue working there. Corsini became known as a dumping ground for ineffective teachers, and many teachers in the district considered placement there tantamount to punishment.

During my first two years, test scores continued to drop.

I may have been only 32 years old, but I did not lack preparation. I joined Corsini shortly after completing certification through the National Board for Professional Teaching Standards. With a decade of experience educating students from low-income communities under my belt, I chose to pursue the advanced teaching credential because no one else in my district had completed the rigorous peer-reviewed process. I was looking for a challenge. Board certification forced me to articulate exactly what I was doing in the classroom and, more importantly, why I was doing it.

While Board certification improved my teaching practice, I found that my training helped me coach and support my teachers—the perfect skills as I transitioned to my role as administrator. It also emphasized a continuous analysis of one’s teaching practice so that teachers can identify and replicate what’s working and what’s not.

I used this approach at Corsini, and I included all of my teachers in the process. To be honest, it wasn’t a skills issue. Only the best teachers can do well in this type of environment. Through observation and evaluation, I concluded that low morale among faculty was the primary source of the school’s problems. They were simply tired of feeling like they were struggling—both their students and themselves.

Working with my teachers, we determined the best professional development option to address the faculty’s needs. The main complaint from the faculty was that typical teacher training does not make connections between theory and practice. However, I knew of one program that fully focused on practical application.

In the spring of 2007, every faculty member agreed to pursue their own professional growth program through the National Board. It generated immediate results.

Within one year, Corsini student test scores on California’s Academic Performance Index increased 13% percent by an average of 55 points. The following year, scores rose an additional 30 percent in reading and 16 percent in math. Teacher turnover rate dropped to nearly zero.

Attendance at parent-teacher conferences more than doubled from 45 to 95 percent. In 2010, Corsini was one of only six schools nationwide to receive the prestigious National School Change Award from the National Principals Leadership Institute.

I give all of the credit to the National Board Certification. Teachers didn’t see the process as a chore—but as a tool for building a true learning community. Corsini’s story is not a fluke. Nearby Joshua Tree Elementary School tried the same approach and achieved similar results. The school’s principal is Daniele Snider—my sister.

This was more than enough proof for the school district to transfer me to Desert Springs Middle School in 2011, a feeder school for Corsini, and where I was able to see the fruits of my efforts first-hand from the well-prepared students arriving from my former elementary school. I took a slightly different professional development approach at Desert Springs than I did at Corsini. Veteran teachers have the option and support to pursue National Board certification, but it is not a requirement for all new hires.

Like Corsini, Desert Springs Middle School has seen a dramatic jump in test scores. Last year, we saw a 40 API point gain and math scores doubled in proficiency. The school moved from the bottom 20% of similar schools to the top 60%. We make it very clear that there is a standard of excellence that is not an aspiration–but an expectation–for all teachers.

In the three years since I have left Corsini, I am happy to say the school continues to excel academically under new leadership and the foundation I help to lay nearly seven years ago remains strong.