Comprehensive School Reform

Erlichson's article discussed three aspects of CSR: 1) it's history & timeline in NJ, 2) why it failed, and 3) what is needed for it to succeed. Ultimately Erlichson identifies reasons for its failure: flawed model selection process; lack of linkages to state policy (NJCCCS); lack of time and resources; lack of support from the district, state, and model developers; and lack of school autonomy. With all of those challenges, it's really no wonder why so many people feel disappointed with CSR. It seems that the glue that might hold an initiative together was missing. Teachers as key stakeholders were not "engaged in the process." Several of Fullan's chapters have reminded us of the need for buy-in. After all, wouldn't CSR be considered an attempt at changing school culture? Change is a process not a product and apparently CSR was lobbed onto failing districts without anyone even calling out, "heads up!" As an outsider, it looks like the state and districts scrambled to select a model without having the time to really know what they were buying. Finger-pointing at this point isn't useful. The important issue now is fixing the problem. Erlichson identifies strong district leadership that works with teachers and principals as a key factor in achieving success. Isolated decision-making is a recipe for failure. Also, since this is a state initiative, a more collaborative working relationship with state workers is necessary. The state has a responsibility to to provide resources and develop capacity-building processes in these districts. (that's beyond the scope of this blog.) With all that said, nothing will change unless the culture of the schools changes and the schools feel some degree of ownership.