Turnaround Strategies at an Underperforming Urban Elementary School: An Examination of Stakeholder Perspectives

Abstract

In August of 2007, Los Angeles Unified School District embarked on a new journey under the leadership of Superintendent David Brewer toward improving the achievement of some of Los Angeles' lowest performing schools. By establishing a partnership with the Mayor of Los Angeles, Antonio Villaraigosa, the goal of the improvements was to form a team of talented and experienced educators who would identify schools whose majority of teachers would be willing to be led and supported by these experienced educators under an umbrella organization called the Partnership for Los Angeles Schools in agreement with United Teachers of Los Angeles. The Deputy Mayor, Ramon Cortines, recruited me, the researcher of this study, to serve as Superintendent of Instruction of the Partnership in February of 2008.

For two and a half years, I, along with 28 team members worked tenaciously to develop and implement a model that would accelerate achievement. While there were numerous initiatives and programs attempting to improve student performance in the lowest performing schools, no initiative in the district alleviated teachers from the day-to-day constraints of district policies and procedures. The reform model developed by the Partnership for Los Angeles Schools was the focus of this research. An analysis of the implementation of the Partnership Model at one particular site, Excellence Elementary School, yielded results that examined if the Partnership Model was able to successfully transform outcomes in an underperforming school.