The document discusses a study conducted by the National Governance Association (NGA) on the role of governing boards in overseeing pupil premium spending. The study found that while most governing boards are heavily involved in deciding how to spend, monitor, and evaluate the pupil premium, there is still room for improvement. Specifically, some schools rely too heavily on internal data and opinions rather than external evidence when making spending decisions. The study also revealed variations in the quality of schools' pupil premium strategies and a need for more research on measuring the impact of pastoral initiatives.
Unfinished: Insights From Ongoing Work to Accelerate Outcomes for Students Wi...Jeremy Knight
Despite some gains over the past 20 years, significant numbers of students are not meeting grade-level expectations as defined by performance on academic assessments. Meanwhile, few schools are able to support the sort of accelerated academic learning needed to catch students up to grade-level expectations.
Evidence indicates this is not for lack of educator commitment or dedication. Instead, many educators lack clarity about how to help students catch up. Common messages about holding a high bar for academic rigor and personalizing learning to meet students where they are can be perceived as being at odds with one another.
“Unfinished: Insights From Ongoing Work to Accelerate Outcomes for Students With Learning Gaps” synthesizes a broad body of research on the science of learning in order to inform efforts to help students close gaps and meet grade-level expectations. This deck argues that helping students catch up is not about rigor or personalization — classrooms need both.
Closing learning gaps requires students to be motivated and engaged to grapple with challenging, grade-level skills and knowledge — while also having their individual learning needs met.
The report identifies what must happen among educators, systems-level leaders, teacher developers, instructional materials providers, and technology experts to move beyond the dichotomy of “rigor versus personalization” and toward a future that effectively blends the two.
A Guide for School Districts: Exploring Alternative Measures of Student Learn...Tanya Paperny
Districts across the country play a crucial role in ensuring schools effectively serve students and families. Beyond federal requirements in the Every Student Succeeds Act and state-level accountability systems, locally developed school performance frameworks are a key lever for holding schools accountable, particularly for student learning and wellness.
Today — with unfamiliar school configurations and unknown impacts on student outcomes — it is more important than ever that districts are diligent about assessing schools’ impact on students. But the ways that districts have done so in the past may no longer be appropriate. And districts that previously did not engage in school-level performance assessments now have a new incentive to do so.
This toolkit is a resource to help districts adapt existing school performance frameworks to the current moment or create new ones. These slides identify and walk through the fundamental questions districts need to consider in designing school performance frameworks that acknowledge the challenges that schools and students are facing, as well as a continued need to monitor performance and continuously improve.
Autonomous District Schools: Lessons From the Field on a Promising StrategyJeremy Knight
Autonomous district schools (sometimes called “in-district charters”) use some of the same freedoms that public charter schools enjoy while remaining part of the district. Enabled by innovative policies that support school-level autonomy, Springfield, Massachusetts; Indianapolis, Indiana; Denver, Colorado; and San Antonio, Texas, are experimenting with these types of schools. While these efforts are too new to have clear student impact data, autonomous district schools could be a promising strategy to improve districts’ ability to meet families’ and students’ needs and to improve outcomes.
“Autonomous District Schools: Lessons From the Field on a Promising Strategy” summarizes Bellwether’s work with San Antonio Independent School District (SAISD) over the past 18 months. The district has authorized three networks of autonomous district schools using a law that supports and incentivizes the creation of these schools. Bellwether provided program design support, strategic advice, and capacity building to SAISD’s Network Principal Initiative, and this deck offers an overview of the initiative and the lessons we learned about the launch of autonomous district schools.
This slide deck is accompanied by a tool kit, “Autonomous District Schools: Tools for Planning and Launching,” which offers concrete resources for leaders interested in planning an autonomous school or network.
The Challenges and Opportunities in School Transportation TodayJeremy Knight
Every day, America’s fleet of roughly 480,000 school buses transports more than a third of students to and from school. This fleet is more than twice the size of all other forms of mass transit combined, including bus, rail, and airline transportation.
Toward Equitable Access and Affordability: How Private Schools and Microschoo...Jeremy Knight
In recent decades, tuition increases in independent schools have outpaced inflation and wage growth, while thousands of Catholic parochial schools — which historically have provided private education at a much lower cost — have closed, leaving middle- and low-income families with few affordable options.
Meanwhile, families across socioeconomic groups express interest in private schooling. While private schools consistently serve about 10% of U.S. students, 40% of parents say they would prefer private schools. These trends suggest a need to look more closely at efforts to increase affordability in private schools and ensure that all families have equitable access to the schools of their choice.
In “Toward Equitable Access and Affordability: How Private Schools and Microschools Seek to Serve Middle- and Low-Income Students,” we sought to understand the landscape of private schools working to provide an affordable education by looking at the approaches they are taking and how they are revisiting traditional operating models. We profile a variety of strategies used by schools to improve access for middle- and low-income families. Some schools rely on reducing the costs to families (i.e., tuition) by providing significant financial aid or partnering with scholarship programs, some have found inventive new revenue streams, and some have streamlined operations and leveraged technology to reduce their per-pupil expenditures.
One category of private schools, the microschool, merited a closer look due to its profoundly different operational and financial model. Through surveys and interviews with microschool leaders and experts around the country, this report seeks to further define this emerging sector of intentionally small, educationally innovative schools and to explore their potential as an affordable independent school option.
Ultimately, this overview of low-cost private schools and microschools surfaced questions about improving equity in private education. The profiles of schools aiming to serve middle- and low-income families highlight unsolved puzzles about how to balance that mission with financial sustainability. The analysis also raises questions about the role of private schools in serving families with more limited means, and about the potential of low-cost models to scale and innovate. Further exploration of these questions is essential to ensuring that in the private sector as well as the public sector, all families have equal access to high-quality options.
Moving Toward Sustainability: Kansas City Teacher ResidencyJeremy Knight
Kansas City Teacher Residency (KCTR) is a teacher residency program that recruits, certifies, and develops teachers in the Kansas city region. Launched in 2016, by Ewing Marion Kauffman Foundation, KCTR has established a high-quality and diverse teacher preparatory program for Kansas City. In late 2018, Bellwether partnered with KCTR and Kauffman Foundation to redesign KCTR's program model to bring it in line with peer benchmarks and ensure long-term impact and sustainability. Over six months, Bellwether, in collaboration with KCTR's senior leadership team, Board, and key advisers, developed and began to implement a plan to put KCTR on a path to organizational and financial sustainability (initial changes significantly reduced the ongoing fundraising need). Key priorities identified in the plan included strengthening partnerships (with schools and university), optimizing KCTR expenditures, exploring new earned-revenue opportunities, and gradually growing the number of residents to full-scale. With the new plan, KCTR is prepared to continue the growth of impact while doing so in a sustainable manner, to ultimately fuel Kansas City with passionate, effective, and diverse educators.
Unfinished: Insights From Ongoing Work to Accelerate Outcomes for Students Wi...Jeremy Knight
Despite some gains over the past 20 years, significant numbers of students are not meeting grade-level expectations as defined by performance on academic assessments. Meanwhile, few schools are able to support the sort of accelerated academic learning needed to catch students up to grade-level expectations.
Evidence indicates this is not for lack of educator commitment or dedication. Instead, many educators lack clarity about how to help students catch up. Common messages about holding a high bar for academic rigor and personalizing learning to meet students where they are can be perceived as being at odds with one another.
“Unfinished: Insights From Ongoing Work to Accelerate Outcomes for Students With Learning Gaps” synthesizes a broad body of research on the science of learning in order to inform efforts to help students close gaps and meet grade-level expectations. This deck argues that helping students catch up is not about rigor or personalization — classrooms need both.
Closing learning gaps requires students to be motivated and engaged to grapple with challenging, grade-level skills and knowledge — while also having their individual learning needs met.
The report identifies what must happen among educators, systems-level leaders, teacher developers, instructional materials providers, and technology experts to move beyond the dichotomy of “rigor versus personalization” and toward a future that effectively blends the two.
A Guide for School Districts: Exploring Alternative Measures of Student Learn...Tanya Paperny
Districts across the country play a crucial role in ensuring schools effectively serve students and families. Beyond federal requirements in the Every Student Succeeds Act and state-level accountability systems, locally developed school performance frameworks are a key lever for holding schools accountable, particularly for student learning and wellness.
Today — with unfamiliar school configurations and unknown impacts on student outcomes — it is more important than ever that districts are diligent about assessing schools’ impact on students. But the ways that districts have done so in the past may no longer be appropriate. And districts that previously did not engage in school-level performance assessments now have a new incentive to do so.
This toolkit is a resource to help districts adapt existing school performance frameworks to the current moment or create new ones. These slides identify and walk through the fundamental questions districts need to consider in designing school performance frameworks that acknowledge the challenges that schools and students are facing, as well as a continued need to monitor performance and continuously improve.
Autonomous District Schools: Lessons From the Field on a Promising StrategyJeremy Knight
Autonomous district schools (sometimes called “in-district charters”) use some of the same freedoms that public charter schools enjoy while remaining part of the district. Enabled by innovative policies that support school-level autonomy, Springfield, Massachusetts; Indianapolis, Indiana; Denver, Colorado; and San Antonio, Texas, are experimenting with these types of schools. While these efforts are too new to have clear student impact data, autonomous district schools could be a promising strategy to improve districts’ ability to meet families’ and students’ needs and to improve outcomes.
“Autonomous District Schools: Lessons From the Field on a Promising Strategy” summarizes Bellwether’s work with San Antonio Independent School District (SAISD) over the past 18 months. The district has authorized three networks of autonomous district schools using a law that supports and incentivizes the creation of these schools. Bellwether provided program design support, strategic advice, and capacity building to SAISD’s Network Principal Initiative, and this deck offers an overview of the initiative and the lessons we learned about the launch of autonomous district schools.
This slide deck is accompanied by a tool kit, “Autonomous District Schools: Tools for Planning and Launching,” which offers concrete resources for leaders interested in planning an autonomous school or network.
The Challenges and Opportunities in School Transportation TodayJeremy Knight
Every day, America’s fleet of roughly 480,000 school buses transports more than a third of students to and from school. This fleet is more than twice the size of all other forms of mass transit combined, including bus, rail, and airline transportation.
Toward Equitable Access and Affordability: How Private Schools and Microschoo...Jeremy Knight
In recent decades, tuition increases in independent schools have outpaced inflation and wage growth, while thousands of Catholic parochial schools — which historically have provided private education at a much lower cost — have closed, leaving middle- and low-income families with few affordable options.
Meanwhile, families across socioeconomic groups express interest in private schooling. While private schools consistently serve about 10% of U.S. students, 40% of parents say they would prefer private schools. These trends suggest a need to look more closely at efforts to increase affordability in private schools and ensure that all families have equitable access to the schools of their choice.
In “Toward Equitable Access and Affordability: How Private Schools and Microschools Seek to Serve Middle- and Low-Income Students,” we sought to understand the landscape of private schools working to provide an affordable education by looking at the approaches they are taking and how they are revisiting traditional operating models. We profile a variety of strategies used by schools to improve access for middle- and low-income families. Some schools rely on reducing the costs to families (i.e., tuition) by providing significant financial aid or partnering with scholarship programs, some have found inventive new revenue streams, and some have streamlined operations and leveraged technology to reduce their per-pupil expenditures.
One category of private schools, the microschool, merited a closer look due to its profoundly different operational and financial model. Through surveys and interviews with microschool leaders and experts around the country, this report seeks to further define this emerging sector of intentionally small, educationally innovative schools and to explore their potential as an affordable independent school option.
Ultimately, this overview of low-cost private schools and microschools surfaced questions about improving equity in private education. The profiles of schools aiming to serve middle- and low-income families highlight unsolved puzzles about how to balance that mission with financial sustainability. The analysis also raises questions about the role of private schools in serving families with more limited means, and about the potential of low-cost models to scale and innovate. Further exploration of these questions is essential to ensuring that in the private sector as well as the public sector, all families have equal access to high-quality options.
Moving Toward Sustainability: Kansas City Teacher ResidencyJeremy Knight
Kansas City Teacher Residency (KCTR) is a teacher residency program that recruits, certifies, and develops teachers in the Kansas city region. Launched in 2016, by Ewing Marion Kauffman Foundation, KCTR has established a high-quality and diverse teacher preparatory program for Kansas City. In late 2018, Bellwether partnered with KCTR and Kauffman Foundation to redesign KCTR's program model to bring it in line with peer benchmarks and ensure long-term impact and sustainability. Over six months, Bellwether, in collaboration with KCTR's senior leadership team, Board, and key advisers, developed and began to implement a plan to put KCTR on a path to organizational and financial sustainability (initial changes significantly reduced the ongoing fundraising need). Key priorities identified in the plan included strengthening partnerships (with schools and university), optimizing KCTR expenditures, exploring new earned-revenue opportunities, and gradually growing the number of residents to full-scale. With the new plan, KCTR is prepared to continue the growth of impact while doing so in a sustainable manner, to ultimately fuel Kansas City with passionate, effective, and diverse educators.
An Analysis of Factors That Contribute To Low Student Success and Retention i...iosrjce
This study aimed at analysing the factors that contribute to low student success and retention in open
and distance learning (ODL) institutions. The Zimbabwe Open University (ZOU), Mashonaland East Regional
Centre was purposively selected for the study which adopted the case study design in order to provide a detailed
empirical investigation of the problem of retention rates in ZOU. The study employed the qualitative research
methodology. Data were gathered through focus group discussions, questionnaires and in-depth interviews to
enable data triangulation. The target population was 650 students who all took part in the survey. These were
drawn from all the four faculties of the University at the Mashonaland East Regional Centre. The study revealed
that student enrolment statistics at the ZOU - Mashonaland East Regional Centre experienced the worst decline
(40%) in 2009 between the first and second semester due to socio-economic and political challenges prevailing
in the country. The rate of decline in enrolment varied according to programmes. Also the participation of
women (44%) in distance education as compared to men (56%) at Mashonaland East Regional Centre was a
cause for concern. Financial challenges caused by low salaries and unfriendly fees policy was cited by almost
92% of the respondents as the major cause of student dropout. Institutional – related factors such as tutoring,
communication, library services and fees policy were said to be significantly contributing to student dropout.
The study made a number of recommendations among which were that ZOU needs to improve the quality and
effectiveness of student support services in the following areas: management of assignments, delivery of
tutorials, distribution of study materials, and publication of examinations. Tutorial time per module should be
increased (12 tutorial hours per module). ZOU should consider the advantages of the Block release method of
delivery as opposed to tutorials. Student queries, of whatever nature, must be addressed promptly and
effectively. It is also important for ZOU to create a billing system that will allow for some flexibility in fees
payment. An example would be allowing students to set up a payment plan. ZOU must adopt policies and
procedures that address the special needs of distance education students since distance education encompasses
a broad range of age groups.
Every year, millions of students take high-stakes, standardized tests.
Hanging in the balance are billions of dollars in school funding, teacher bonuses and job security, and the decision on whether this student passes to the next grade.
The potential rewards for success have spawned another battery of tests to prepare for the high stakes assessments,
and, in some cases, another layer of testing to prepare students for the tests that prepare them for the tests that most matter.
The average student will take over 120 mandated standardized tests before she graduates.
While the stakes of these tests are high, their value is very low.
What follows is a look at how a culture of testing is threatening our education system and stealing value from teachers, students, and taxpayers.
Fortunately, there may be something we can do about it...
Better inspection for all: Nick Hudson, National Director for Early Education...Ofsted
Nick Hudson, National Director for Early Education on early years inspection from September 2015: National Day Nurseries Association 2015 conference, Coventry 11 June.
A Conversation about Accountability Challenges Associated with Authorizing Sc...Leslie Talbot
The purpose of this session was to create a forum for open dialogue among attendees of the 2017 Alternative Accountability Policy Forum regarding challenges associated with authorizing schools serving majority opportunity youth. Authorizers from NY and DC illuminated approaches underway in their states, as moderator Leslie Talbot posed and probed for answers to audience questions. Key take-aways from this session are included.
The Fundamentals of Charter Authorization for Schools Serving Majority Opportunity Youth Populations:
Eunetra Ellison Simpson, PhD Proposal Defense, Dr. William Allan Kritsonis, D...William Kritsonis
Dr. William Allan Kritsonis, PhD Dissertation Chair for Eunetra Ellison Simpson, PhD Program in Educational Leadership, PVAMU, Member of the Texas A&M University System.
An Analysis of Factors That Contribute To Low Student Success and Retention i...iosrjce
This study aimed at analysing the factors that contribute to low student success and retention in open
and distance learning (ODL) institutions. The Zimbabwe Open University (ZOU), Mashonaland East Regional
Centre was purposively selected for the study which adopted the case study design in order to provide a detailed
empirical investigation of the problem of retention rates in ZOU. The study employed the qualitative research
methodology. Data were gathered through focus group discussions, questionnaires and in-depth interviews to
enable data triangulation. The target population was 650 students who all took part in the survey. These were
drawn from all the four faculties of the University at the Mashonaland East Regional Centre. The study revealed
that student enrolment statistics at the ZOU - Mashonaland East Regional Centre experienced the worst decline
(40%) in 2009 between the first and second semester due to socio-economic and political challenges prevailing
in the country. The rate of decline in enrolment varied according to programmes. Also the participation of
women (44%) in distance education as compared to men (56%) at Mashonaland East Regional Centre was a
cause for concern. Financial challenges caused by low salaries and unfriendly fees policy was cited by almost
92% of the respondents as the major cause of student dropout. Institutional – related factors such as tutoring,
communication, library services and fees policy were said to be significantly contributing to student dropout.
The study made a number of recommendations among which were that ZOU needs to improve the quality and
effectiveness of student support services in the following areas: management of assignments, delivery of
tutorials, distribution of study materials, and publication of examinations. Tutorial time per module should be
increased (12 tutorial hours per module). ZOU should consider the advantages of the Block release method of
delivery as opposed to tutorials. Student queries, of whatever nature, must be addressed promptly and
effectively. It is also important for ZOU to create a billing system that will allow for some flexibility in fees
payment. An example would be allowing students to set up a payment plan. ZOU must adopt policies and
procedures that address the special needs of distance education students since distance education encompasses
a broad range of age groups.
Every year, millions of students take high-stakes, standardized tests.
Hanging in the balance are billions of dollars in school funding, teacher bonuses and job security, and the decision on whether this student passes to the next grade.
The potential rewards for success have spawned another battery of tests to prepare for the high stakes assessments,
and, in some cases, another layer of testing to prepare students for the tests that prepare them for the tests that most matter.
The average student will take over 120 mandated standardized tests before she graduates.
While the stakes of these tests are high, their value is very low.
What follows is a look at how a culture of testing is threatening our education system and stealing value from teachers, students, and taxpayers.
Fortunately, there may be something we can do about it...
Better inspection for all: Nick Hudson, National Director for Early Education...Ofsted
Nick Hudson, National Director for Early Education on early years inspection from September 2015: National Day Nurseries Association 2015 conference, Coventry 11 June.
A Conversation about Accountability Challenges Associated with Authorizing Sc...Leslie Talbot
The purpose of this session was to create a forum for open dialogue among attendees of the 2017 Alternative Accountability Policy Forum regarding challenges associated with authorizing schools serving majority opportunity youth. Authorizers from NY and DC illuminated approaches underway in their states, as moderator Leslie Talbot posed and probed for answers to audience questions. Key take-aways from this session are included.
The Fundamentals of Charter Authorization for Schools Serving Majority Opportunity Youth Populations:
Eunetra Ellison Simpson, PhD Proposal Defense, Dr. William Allan Kritsonis, D...William Kritsonis
Dr. William Allan Kritsonis, PhD Dissertation Chair for Eunetra Ellison Simpson, PhD Program in Educational Leadership, PVAMU, Member of the Texas A&M University System.
The Over Reliance on Standardized Testing in Cameroon Implications for the Pr...ijtsrd
Mandated external assessment remains the main framework for the assessment of pupils, teachers and school administrators' effectiveness in Cameroon given that there is no national framework to assess students' learning. This exploratory study set out to examine the high stakes attached to Selection and Exit Certificate Examinations in Primary schools in Cameroon and their implications for the curriculum, instruction, accountability, students' learning and teachers' behavior. The study was carried out in 12 Primary Schools. Data were collected using questionnaires and interviews and analyzed thematically. The results from the study indicated that over testing and the misuse of tests are damaging to primary school learners in Cameroon. Also, high stakes testing in Cameroon ignores the complexity of child development as ten year old children are subjected to two public examinations within a month. Similarly a majority of the children can't keep pace with the school curricula. Unfortunately, between 80 and 150 hours of instructional time are lost to test preparation, and a de facto obligatory curriculum reduces instruction as children are compelled to read and answer questions in pamphlet rather than text books. Also, teachers' authority and independence are reduced. Non cognitive abilities and soft skills are neglected. Meanwhile, results of these public examinations do not correlate with outcomes of recent cross national assessment involving Cameroon. This study calls to question, the validity and reliability of both examinations. The study recommends that the Common Entrance and First School Leaving Examinations should be abolished and replaced by a portfolio assessment for grade six learners, a nine year basic education program should substitute the existing system, and an over hauling of the basic education curriculum. Kenneth Ngu Foncha | John Teneng Awa | Tah Delphine Berka "The Over - Reliance on Standardized Testing in Cameroon: Implications for the Primary School Classroom" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-6 , October 2019, URL: https://www.ijtsrd.com/papers/ijtsrd29373.pdf Paper URL: https://www.ijtsrd.com/humanities-and-the-arts/education/29373/the-over---reliance-on-standardized-testing-in-cameroon-implications-for-the-primary-school-classroom/kenneth-ngu-foncha
Unseen children: under the spotlight - Ofsted South East leadership conferenc...Ofsted
Slides from the Ofsted South East leadership conference held on 7 March 2014. The speakers were:
• Sir Michael Wilshaw, Her Majesty’s Chief Inspector Ofsted
• Matthew Coffey, Regional Director, South East Ofsted
• Dr John Dunford OBE, National pupil premium champion
• Dr Kevan Collins, Chief Executive, Education Endowment Foundation.
Catalyst for Change: Cultivating Family EngagementJoseph Fratoni
We all know that family engagement is important in a child’s success, and that teacher effectiveness is enhanced by family support. Yet the amount spent on FE is shockingly low in relation to its importance.
This report explores not only the research on FE, but also the economics of family engagement and its effect on school budgets. I welcome you to review it and join the discussion.
School districts are in the process of adopting theResponse .docxanhlodge
School districts are in the process of adopting the
Response to Intervention (RTI) approach to identify
and remediate academic and behavioral deficits. As
an integral member of the school behavior team, school
counselors must use data on individual interventions
to contribute to the data-based decision making process
in RTI. This article presents a method and rationale
to use behavioral observations to determine the effica-
cy of focused responsive services. It includes implica-
tions for school counseling practice.
I
n the years since the reauthorization of the
Individuals with Disabilities Education
Improvement Act (IDEA; U.S. Department of
Education, 2004), many school districts have adopt-
ed the Response to Intervention (RTI) approach to
addressing academic and behavioral difficulties as an
alternative to the traditional special education assess-
ment model (Shores, 2009). The passage of IDEA
2004 was noteworthy because it brought about a fun-
damental change in how students may be qualified for
special education services (Buffum, Mattos, & Weber,
2009). Under IDEA 2004, states are no longer
required to pursue the lengthy and controversial
process of identifying a severe discrepancy between
achievement and intellectual ability (Fletcher &
Vaughn, 2009). Instead, educators may use an RTI
process to identify and address learning and behavior
problems as quickly as possible in a child’s education.
Broadly defined, RTI is a school-wide, multi-
tiered approach requiring teachers and support per-
sonnel to implement school-wide, research-based
practices and frequently assess student progress in
two domains, academics and behavior. When a stu-
dent fails to respond to system-wide interventions,
small group or individual interventions are applied
with greater intensity. As members of school inter-
vention and student support teams, school coun-
selors have long contributed to the group of educa-
tors who hear concerns and formulate plans to sup-
port students at risk of school failure. Under IDEA
2004, school counselors, like other team members,
are now required to utilize data to drive this inter-
vention planning process for individual students.
Fortunately, the recent focus on accountability in
the counseling literature has equipped school practi-
tioners with the mindset and skills to collect and ana-
lyze data effectively (Astramovich, Coker, & Hoskins,
2005; Dahir & Stone, 2009; Dimmitt, 2010;
Dimmitt, Carey & Hatch, 2007; Loesch & Ritchie,
2009). In fact, the methods for analyzing school-wide
academic and behavioral indicators and engaging in
data-based decision making have been promoted as a
“new cornerstone of effective school counseling prac-
tice” (Poynton & Carey, 2006, p. 129). However,
fruitful participation in an RTI process at the more
intensive services level will require that school coun-
selors translate these systematic data-based skills to the
individual responsive services level.
The purpose of this article is to intro.
Attaining School Improvement through Internal and External Stakeholders Parti...ijtsrd
It is not deniable that stakeholders play an important role in managing educational institution. They are the partners of the school leaders in making the schools conducive to teaching and learning. Further, they are also responsible for attaining the learning outcomes through their active participation. This study assessed the level of implementation of internal and external stakeholders' participation on school based management. Based from the results of the study, the researcher concluded that the level of participation of internal and external stakeholders in school based management program was still in the process of adjustments. In addition, principal and the teachers were bombarded with additional task and this affected their limited time at school and teaching duties. Moreover, lack of financial resources was also the problem on the implementation. Hence, the researcher believed that there are more things to improve before we can attain the mission of this program. This research study might be deliberated by the public officials, school heads, teachers, parents and different stakeholders so that they will be encouraged to continuously support the schools operation for the benefit of all the stakeholders. Yveth L. Castro "Attaining School Improvement through Internal and External Stakeholders Participation" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-1 , December 2019, URL: https://www.ijtsrd.com/papers/ijtsrd29447.pdfPaper URL: https://www.ijtsrd.com/humanities-and-the-arts/education/29447/attaining-school-improvement-through-internal-and-external-stakeholders-participation/yveth-l-castro
Education inspection framework for governors July 2019Ofsted
Slides accompanying the webinar held in July 2019. Emma Knights, Chief Executive, National Governance Association and Matthew Purves, Deputy Director, Schools, Ofsted, discussed the new education inspection framework and what it means for governors. See the webinar here: https://www.youtube.com/watch?v=UvqA1SFiqOo&feature=youtu.be
How to Develop a Response to Intervention ModelAmy Robertson
Schools need a way to identify struggling students so they can intervene immediately to alter the course of action for students. Learn the 10 steps to developing an RTI model at your school with this eBook.
Multi agency statutory_guidance_on_fgm__-_finalJulia Skinner
The issue of FGM is one that many of our schools has to deal with. This guidance from a multi-agency group sets out the key areas to consider and suggestions for supporting staff and pupils.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
MATATAG CURRICULUM: ASSESSING THE READINESS OF ELEM. PUBLIC SCHOOL TEACHERS I...NelTorrente
In this research, it concludes that while the readiness of teachers in Caloocan City to implement the MATATAG Curriculum is generally positive, targeted efforts in professional development, resource distribution, support networks, and comprehensive preparation can address the existing gaps and ensure successful curriculum implementation.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
Delivering Micro-Credentials in Technical and Vocational Education and TrainingAG2 Design
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Nga spotlight-on-disadvantage -executive-summary (1)
1. The role and impact of governing boards
in spending, monitoring and evaluating
the pupil premium.
Tom Fellows, Senior Research Lead
at the National Governance Association
Michael Barton, Advice Officer
at the National Governance Association
Spotlight on Disadvantage
2. Spotlight on Disadvantage i
Executive summary
Key findings
Between February and April 2018, the National Governance Association (NGA) undertook a self-
selecting survey of 875 governors and trustees and the thematic analysis of 36 pupil premium
strategies. This revealed that governing boards often know their pupil premium pupils well, are
heavily involved in championing the needs of pupil premium pupils and work closely with senior
leaders to decide how to spend, monitor and evaluate the pupil premium. Nevertheless, there is
still room for improvement – with the findings revealing some important factors for schools, policy
makers and researchers to consider going forward.
For schools and governing boards the key findings from this project are:
1. While the majority of schools are making evidence-driven decisions when spending their pupil
premium, some are still too inwards looking. In particular, when deciding ‘what works’ when spending the
pupil premium and monitoring its impact, many survey respondents favoured internal data and the opinions
of staff over external sources of data such as academic research and the EEF toolkit.
2. Schools should adopt a more holistic outlook when deciding how to spend the pupil premium.
The survey data and analysis of pupil premium strategies show that many schools focus largely on teaching
and learning initiatives. This is despite many of the key barriers to attainment identified by schools in the pupil
premium strategies requiring more pastoral attention.
3. There was clear variation in the quality of pupil premium strategies published on schools’ websites.
Some schools were better at accounting for how the money would be spent, rationalising spending
decisions, measuring success, setting out clear monitoring processes and clarifying which group the
funding would target.
4. Pupil premium usage is not the only determinant of disadvantaged pupil progress and attainment.
The survey data revealed a clear correlation between outcomes for all pupils and outcomes for pupil premium
pupils. Geography was also a factor in influencing outcomes for pupil premium pupils.
In addition, this study also revealed that:
1. Pupil premium was viewed positively by governing boards who responded to the survey, but funding
pressures are presenting a challenge to its effectiveness. Many schools fund initiatives through the
pupil premium which should generally come out of the school budget, including: improving the classroom
environment, improving feedback and hiring additional teachers. To mitigate against this, pupil premium
funding needs to be protected in real-terms and accompanied by a more sustainable financial settlement
for schools.
2. There are research gaps which need to be addressed going forward. In particular, there is the potential
for more research looking at pupil premium strategies and the role of those governing in shaping pupil
premium usage. With the literature skewed towards teaching and learning, this project also exposed the need
for more research around measuring the impact of pastoral initiatives.
3. Executive summary
ii Spotlight on Disadvantage
Background
Schools receive pupil premium funding based on every pupil
on roll that is currently in receipt of free schools meals or has
been in the last six years, those that have been looked after
by the local authority at any point in their lives, and those
whose parents currently or have previously served in the
armed forces (DfE and EFA, 2018).
Official data shows a persistent (albeit narrowing) gap in
attainment between those eligible for the pupil premium
and non-pupil premium pupils nationally (DfE, 2014; 2018a;
2018b). In terms of progress, the Education Policy Institute
(EPI) found that children eligible for the pupil premium were,
on average, 4.3 months behind their peers when they first
started school and, by the time the cohort sat their GCSEs,
the gap between pupil premium pupils and their peers had
risen to 19.3 months (Andrews et al., 2017).
The purpose of this study and
research methodology
The governing board is the accountable body for how
schools spend the pupil premium. Yet, while there is a
wealth of literature on how best to plan for and spend
the pupil premium, the extent to which governing boards
are involved in these decisions, how they perceive funding
for disadvantaged pupils, and the impact governing
boards have when they get involved is not clearly outlined
in the literature.
To fill this gap, the NGA undertook a self-selecting survey
of 875 governors and trustees. This asked participants
how their school defines ‘disadvantage’, how their school
chooses to spend the pupil premium and the extent to
which those governing are involved in the pupil premium
spending process. Of the 875 governors and trustees
who responded to the survey, 416 provided additional
information relating to their key stage 2 (in primary) or key
stage 4 (in secondary) progress scores for pupils in receipt
of the pupil premium. From this, it was possible to calculate
a ‘snap shot’ of the progress gap between pupil premium
pupils in respondents’ schools and all non-pupil premium
pupils nationally. This offered a more objective view of
what those schools that are more effective at supporting
pupil premium pupils have done compared to those that
are less effective.
To supplement this data, thematic analysis of 36 pupil
premium strategies was also carried out. The strategies
selected for analysis covered a wide range of schools,
including: equal numbers of primary and secondary schools;
schools with different numbers of pupils; schools with
different proportions of disadvantaged pupils; and schools
with different progress gaps between pupil premium and
non-pupil premium pupils.
The overlooked but important role
of governing boards in spending the
pupil premium
The NGA (2014) suggest that, when spending the pupil
premium, school staff should lead on the day-to-day
implementation of spending decisions but the governing
board should be involved in:
1. understanding the best way to spend the pupil premium
based on a variety of sources of evidence
2. signing-off on a pupil premium spending strategy
based on an informed understanding of the ‘barriers to
educational achievement’ facing eligible pupils and what
works to overcome these barriers
3. reviewing and amending pupil premium allocation as
a result of ongoing monitoring
Furthermore, the governing board, in conjunction with the
senior leadership team, should be involved in scoping,
signing-off and reviewing a strategy for spending the pupil
premium. This should cover: how much funding the school
receives; the ‘main barriers to educational achievement
faced by eligible pupils at the school’; what the school has
done to overcome these barriers; how the impact of the
pupil premium will be measured; and when the next pupil
premium review will take place (DfE, 2017).
The pupil premium is money given to schools to ‘raise the attainment
of disadvantaged pupils of all abilities and to close the gaps between
them and their peers’ (DfE and EFA, 2018).
4. Executive summary
Spotlight on Disadvantage iii
Reporting on the extent to which NGA recommendations
are followed in practice, the survey conducted as part of
this research found that:
§§79.4% of respondents outlined that their governing board
was involved in signing-off on a pupil premium spending
strategy
§§89.7% of respondents’ governing boards were involved
in monitoring pupil premium spending
§§66.2% of respondents’ governing boards were involved
in reviewing and amending the pupil premium spending
strategy
In contrast, only 17.1% of respondents said that their school
left signing-off the pupil premium strategy to school staff
while 9.6% left monitoring the pupil premium to school staff.
A larger group, 31.1%, left reviewing and amending the
pupil premium to school staff.
The governors and trustees surveyed were also enthusiastic
about raising outcomes for pupil premium pupils and were
engaged in decisions around spending the pupil premium.
In particular, the survey findings suggest that governing
boards play a crucial role in championing the needs of pupil
premium pupils in governing board meetings. Of the 875
governors and trustees who responded to the survey:
§§86.3% of respondents outlined that their school(s)
defined ‘disadvantaged’ pupils as those ‘eligible for
the pupil premium’
§§97.5% of respondents said that their governing board
understood the demographics of pupil premium pupils
to at least some extent
§§over half of respondents claimed that outcomes, absence
rates and exclusion rates for pupil premium pupils were
discussed in every governing board or committee meeting
While the literature on the pupil premium rarely covers
governance, these findings reflect other research which
highlights the importance of governing board involvement in
pupil premium spending. Previous work found that schools
with ‘weak’ leadership were more likely to have large gaps
between their least and most disadvantaged peers (Ofsted,
2014), with further research demonstrating an ‘overlap’
between a positive Ofsted judgement of governance
and a positive judgement of progress for pupil-premium
pupils (NAO, 2015).
Insights for schools and
governing boards
As well as confirming that governing boards do play
an important, and often substantive, role in spending,
monitoring and evaluating the pupil premium, this study also
revealed some important findings around how schools can
maximise the impact of pupil premium funding.
Practical insight one
The best schools are making evidence-driven
decisions when spending their pupil premium.
However, many schools, including governing boards,
are still too inwards looking and can improve practice
by consulting a wider range of sources before making
spending decisions.
Despite the positive role played by governing boards as
outlined above, the survey data from this research suggests
that many governing boards do not rate external sources
of evidence as highly as internal sources of evidence
when deciding how to spend and monitoring the impact
of the pupil premium. As part of the survey, respondents
were asked about which information sources governors
and trustees valued the most when making decision on
spending and evaluating the pupil premium. In this regard,
internal data and the opinions of senior members of staff
were prioritised over external data, academic research
and the EEF toolkit. For example, just 14% of respondents
said that the EEF toolkit was extremely important as a
source of information, compared to 68% who said that
the professional judgement of senior staff was extremely
important.
This is an issue given that previous research suggests that
schools with the best outcomes for pupil premium pupils
are generally those who look outwards for information and
ideas. The Department for Education (DfE) found that 30.5%
of schools had sourced their most effective strategy from
the EEF toolkit, a remarkably high figure given the toolkit’s
limited usage (Macleod et al., 2015). The DfE also found that
56.6% of headteachers from primary schools which were
more successful at raising the attainment of disadvantaged
pupils saw academic research as very important when
deciding on initiatives, compared to 47% of headteachers
from less successful primary schools (Macleod et al., 2015).
A National Audit Office (NAO, 2015) survey further mirrored
these themes, finding that over 90% of school leaders who
had consulted external sources of evidence found them
useful. It is therefore apparent that the tendency for boards
to look inwards limits their effectiveness in overseeing pupil
premium spending.
5. iv Spotlight on Disadvantage
These findings do not mean that internal data is less useful
than external data. On the contrary, internal data is vital
in monitoring the success of initiatives, especially given
the fact that every school’s context is slightly different.
Nonetheless, internal data needs to be complimented by
a wider range of sources to ensure that properly informed
decisions are being made, with all options taken into
account. Governing boards and senior leaders should be
using an eclectic range of internal and external sources
to decide upon and monitor initiatives. The key is using
evidence to decide what is most likely to work and then
adapting this to the specific school’s context.
Practical insight two
The data from this study suggests that schools need
to adopt a more holistic outlook when deciding on
pupil premium spending. This means that, in the pupil
premium spending strategy, teaching and learning
initiatives should be accompanied by more pastoral
initiatives which are often better at addressing the
specific barriers to educational achievement which
hold back pupil premium pupils.
The thematic analysis of 36 pupil premium strategies
highlighted a ‘disconnect’ between the barriers and
challenges facing pupil premium pupils and the initiatives
funded through the pupil premium. Four of the five most
commonly identified barriers to pupil premium pupils
realising their potential were:
§§family life (mentioned in 22/ 36 strategies analysed)
§§low attendance (mentioned in 17/ 36 strategies analysed)
§§social and emotional barriers to engagement (mentioned
in 14/ 36 strategies analysed)
§§individual pupil needs, especially pupils identified as
having special educational needs, or English as an
additional language (mentioned in 10/ 36 strategies
analysed)
On the other hand, the three most common strategies
in the same pupil premium strategies were:
§§targeted interventions to support attainment of specific
pupil groups (mentioned in 33/ 36 strategies analysed)
§§literacy support (mentioned in 28/ 36 strategies analysed)
§§numeracy support (mentioned in 26/ 36 strategies
analysed)
As such, some schools do not appear to be tackling the
root causes of many of the challenges that they diagnose,
identifying pastoral barriers to educational achievement
but focusing their pupil premium spending largely on
teaching and learning initiatives. This may be because,
compounding the issue, much of the literature is skewed
towards assessing the impact of initiatives which focus on
teaching and learning. While the findings from this research
support the notion that the quality of teaching and learning
is vital (see practical insight four), schools should adopt a
more holistic outlook which recognises the value of both
teaching and learning interventions and more pastoral
initiatives. In doing so, they will need to carefully combine
an awareness of the importance of evidence driven decision
making with an acknowledgement that schools should
measure what they value rather than simply valuing what
they can easily measure.
Practical insight three
The quality of school practice in managing the pupil
premium is highly variable. This highlights that there
is significant room for improvement in how schools
spend the pupil premium.
As part of the review of the 36 pupil premium strategies,
this study looked at schools with good outcomes for pupil
premium pupils compared to those where outcomes could
be improved. From this comparison, five key themes of
more and less effective practice were identified. Overall, the
research found that schools with the best strategies:
§§accounted for how every pound of their pupil premium
budget was spent rather than using rounded numbers
or vague estimations
§§deployed evidence to justify their spending decisions,
with references (for instance) to the EEF toolkit, academic
research, internal data and Ofsted reports
§§had a clear success criterion for each pupil premium
initiative and an idea of what would be achieved through
spending the pupil premium
§§set out clear monitoring processes for continuously
evaluating the effectiveness of spending
§§clarified which group (i.e. all pupil premium pupils, just
those with special educational needs and/or disabilities,
or those struggling in a specific subject etc.) would
receive the funding for each initiative
Executive summary
6. Spotlight on Disadvantage v
Executive summary
Of note, looking across all of the pupil premium strategies
analysed, schools struggled to provide a rationale for
some initiatives compared to others. Schools particularly
did not provide a clear rationale for introducing initiatives
around: widening the curriculum, sporting activities,
recruiting an attendance officer, recruiting teaching staff
and recruiting teaching assistants. In contrast, initiatives
which were generally accompanied by effective rationales
included: staff continuing professional development
(CPD), targeted behavioural support and subsidising
extra-curricular activities.
This research has demonstrated that there is scope for
significant improvement in producing pupil premium strategies
and that making these improvements could have a significant
impact on raising outcomes for disadvantaged pupils.
Practical insight four
Although this research focused predominantly on the
governing board’s role in spending, monitoring and
evaluating the pupil premium, it has also demonstrated
that usage of the pupil premium is not the only
determinant of disadvantaged pupils’ progress and
attainment.
One of the clearest correlations revealed through this
research was that schools with high progress for all were
very likely to have high progress for pupil premium pupils.
This echoes previous work which found that ‘statistical
correlation between [schools] who do well for FSM [free
school meal] children and who do well for non-FSM children
is very high’ (NFER/Sutton Trust, 2015).
Furthermore, the survey also revealed significant
geographical divides in the progress gap. This highlights
another important determinant of disadvantaged pupil
progress and attainment, a school’s location. The findings
from this study also correlate with a significant body of
literature surrounding the north-south divide (NPP, 2018) and
support the research of Mike Treadaway (2017) who has
recently argued that the progress gap is heavily dependent
on the characteristics of the pupil premium cohort in a given
school. These factors, such as ethnicity, create variation in
different geographical areas.
As such, geography and school quality are two alternative
determinants of disadvantaged pupil progress and
attainment which illustrate that we can attribute some,
but not all, of the differences in progress gaps between
schools to the way in which the pupil premium is used.
Insights for policy makers and
researchers
In addition to insights for governing boards and
practitioners, this study also revealed potential avenues
for future research and the complex and precarious
position of the pupil premium within the current school
funding landscape.
Policy insight one
Pupil premium is viewed positively, but funding
pressures are presenting a challenge to its
effectiveness. Pupil premium funding needs to be
protected in real-terms and accompanied by a more
sustainable financial settlement for schools. This will
allow schools to spend the pupil premium effectively
and ensure that it is targeted at the right pupils.
The picture which emerges from this research, and that of
others, is that pupil premium needs to be protected, and
that this can only be achieved through a more sustainable
financial settlement for schools. DfE (2014; 2018a; 2018b)
data shows that the attainment gap has been consistently
falling at both key stage two and four since the pupil
premium’s introduction. Importantly, schools think the pupil
premium has been vital in bringing about this trend. Indeed,
the National Audit Office (NAO, 2015) has found that 75%
of secondary schools and over 85% of primary schools felt
that pupil premium had boosted pupil attainment.
However, pupil premium’s positive impact appears to be
threatened by the current funding climate. The survey
findings from this project revealed that, although very few
respondents actually claimed that their school used the
pupil premium to plug the funding gap, only 71.6% of
respondents ring-fenced their pupil premium. While there
is no legal requirement on schools to ring-fence the pupil
premium, this does suggest that many schools may be
using the funding to subsidise other spending commitments.
Further evidence from this research found a prevalence of
initiatives which one might assume should be funded from
the school’s core budget but were commonly being funded
through the pupil premium. This includes: improving the
classroom environment, improving feedback and hiring
additional teachers. This echoes findings from a recent
NFER/Sutton Trust (2018) survey which found that 34%
of senior leaders who responded admitted to using pupil
premium funds to plug other budget gaps.
7. vi Spotlight on Disadvantage
Pupil premium is therefore seen as having a positive
impact on closing the gap, but the current funding climate
is endangering these positive effects. It is important to
note that, as part of NGA’s consultation response on the
national funding formula (NFF), NGA (2017) do not think the
pupil premium should be given to schools as a separate
grant but, instead, it ‘should form part of the total [funding]
pot’. As part of this financial package, however, schools
‘could still be required to report on how they are supporting
the progress and attainment of children entitled to the pupil
premium’ (NGA, 2017).
Policy insight two
This study found that there are research gaps which
need to be addressed going forward.
This research has contributed to the literature on using the
pupil premium effectively and has illuminated the important
role played by those governing in spending, monitoring
and evaluating the pupil premium. However, it has also
exposed potentially fruitful avenues for further investigation.
This includes:
§§The potential for more research looking at pupil premium
strategies. Notably, this is the first significant piece of
research to look at pupil premium strategies, despite
these documents being publicly available and providing
a clear indication of how pupil premium funds are being
used on the ground. This research has highlighted that
analysing these documents can reveal fascinating trends.
Moving forwards, there is the potential for a larger study
which could produce conclusions about how pupil
premium is being spent nationwide and draw out the
differences between varying school types and phases.
§§Secondly, this research has exposed the skewing of
the literature towards assessing teaching and learning
initiatives over more pastoral activities. Looking at the
impact of spending the pupil premium on pastoral
initiatives, and focusing on the impact this might
have upon social-emotional outcomes, would act as
a vital counter-balance to the majority of the current
research, including this study, which treats either the
attainment gap or progress gap as the key measure
of how successfully schools are spending their pupil
premium allocation.
§§Finally, this research has highlighted that most of the
literature neglects the role played by those governing
in shaping the usage of the pupil premium. In future
research, measuring a school’s success or failure in
improving outcomes for pupil premium pupils cannot be
fully understood without incorporating the role of those
governing into the study.
Executive summary
8. Spotlight on Disadvantage vii
Executive summary
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