More schools than ever are not meeting Adequate Yearly Progress, and budget cuts are going to make resources for reforms even more scarce. School districts cannot afford to continue a reform agenda unless they can align practices with policies--and vice versa. That alignment begins with how schools use time. Based on 10 years of experience as a school administrator in the early years of Kentucky's reforms and on eight years providing technical assistance to districts and state education departments in eight states, I've learned where and why policies involving time don't fit practice. Moreover, my experience shows that a deliberate strategy of aligning the two can provide supports for teachers, such as professional development time in the school day, even as budgets are reduced. COMMON TIME PROBLEMS The quantity of requirements dumped on the traditional use of time in schools has created a dramatically unrealistic and unwieldy environment for teaching and learning. These are some of the problems encountered by most districts: The math doesn't work. Often, there simply is not enough time available. Schools and districts are held accountable for policies that require more time than is available. Policy requirements are huge, while time is short. When the dust settles, there are many more requirements than can be implemented, leaving mandates mathematically impossible for school leaders. Take, for example, the requirement that all students be proficient in math. Look at the number of standards schools are expected to teach within the time allowed. Then do the math. Here's one example. If a school has 45-minute class periods for 180 days a year, teachers have a maximum of 135 hours of teaching time per course. The actual time for teaching is shorter, and many districts I've worked with estimate that no more than 80% of that time is usable. Early dismissals, assemblies, testing, and other interruptions eat into instructional time. Using this estimate, schools are left with 108 hours of class time. If each course were divided into six-hour instructional days, the teacher would have 18 days of total class time per course. This means three to four weeks to teach algebra to entering 9th graders who may be way behind in math. Or, expressed another way, a student who is required to study four years of math in order to graduate will actually have three to four months to learn all of the math standards. Enough time to meet the volume of expectations, especially for struggling students? I think not. Policies involving time develop in tidy silos, but in practice they become more like a stewpot. Huge numbers of policies involve time. In fact, most policies involve time--some overt, others not. If you look closely, you'll find that policies generally require someone to do something that takes time--school time, staff time, student time, district time. Viewed in isolation, each policy can appear quite reasonable, yet when they interact with one another at the site level, a very different reality emerges. Let's look at three distinct policies that existed in one district--teacher work load, course requirements, and class size caps. The contract required no more than 6 1/2 hours in the student day, with at least 45 minutes for daily prep and an additional 45 minutes for lunch. Students are required to take eight courses per year. When these two policies were combined, the schools ended up with one schedule choice--a block schedule. In a block schedule, teachers teach only 75% of the time, and class sizes tend to go up. Yet the union contract also specified a maximum class size of 25, a number that would have required an impossible increase in the budget formula. Thus, district personnel had to decide which policy to fail to implement or to change because the time requirements became impossible when all of the policies were combined. Policies are aligned with two competing goals. …
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