There's a reason they call it winning. But is winning the end-all, be-all for schools? I don't believe that it is. But there are times when winning matters. The last decade in Corbett has been one of those times.
Ten years ago, 4% of Corbett's students were leaving the district in order to pursue a better education elsewhere. Other schools were winning and we were losing. Losing our own kids. Losing 4% of our revenues. Losing. So, for awhile at least, winning mattered.
What did we start with? A number of things. Some actions were aimed at reducing costs. Some were aimed at enhancing revenues. But all were also aimed at improving student achievement. Lackluster student achievement was the reason that we were losing students, and improved student achievement seemed like the best way to win them back.
Up until 11 years ago, Corbett High School 10th graders had posted three consecutive years of math passing rates that were below 20%. Below 20%. Less than one in five. We were losing. Losing kids. And we were failing to serve those kids who stayed. Among those who stayed to graduate in 1997, 1998 and 1999, about 25% were taking the SAT (a few more than the number who were passing the 10th grade math assessments) and they were posting an average score of 1005. Statewide participation rates were about 50%, and the statewide average score was about 1015. We were losing.
We were losing students to transfers out of district, and we were losing students to the rural population trend by which were were graduating more seniors, year after year, than we were gaining new kindergartners. By the year 2000, Corbett's student population had dropped from a previous level of 700 to only 580.
Budgets were tight, because of which Corbett had decided, in 1998, to initiate a 4-Day school week. Morale and confidence were faltering. During the 1998-1999 fiscal year, Corbett lost its superintendent (in mid-year), its high school principal (also mid-year), its counselor, its maintenance director and its music teacher. None retired. All left for other positions.
What did we need to do? A lot. What did we need to change? Almost everything. How quickly did we need to do it? Almost immediately. During the month of July, 1999, I discovered that the 1999-2000 budget was out of balance and that we needed to cut about $150,000.00. That meant cutting staff. And we had to do it during the summer, when most of the staff was off for the summer and believed that the plan for 1999-2000 was already set.
Beginning in 2000, we launched simultaneous changes across the grades, across the curriculum and across the district. We did it with frequent, intense staff involvement through dozens of meetings, and every move was discussed and approved in public board meetings. At 90% of those board meetings, only the board and one or two faithful community members were present.
Over the course of the first two years, we reduced administrative staffing by 50%, the teaching staff by 17% and classified staff by about 30%. And, little by little, we improved.
Today, Corbett means quality. It means achievement. It means opportunity for kids after graduation. And for that reason, it has become a destination district for the region. And because of its image as a Winner, Corbett Charter School is attracting far more students than it is able to accommodate. Because it is seen as a Winner, Corbett avoided the reductions in staff and school days that have plagued (and will continue to plague) other districts around the state.
For Corbett, winning is a fiscal policy. It is a financial strategy. It has worked. Everybody in Corbett is better off for it. It matters that we continue. For those whose sensibilities or self-confidence make them adverse to competition, adverse to working, adverse to winning, or adverse to bragging about it, I suggest that they keep an eye on the budget cuts that will occur around the state this coming year. The stories are already in a paper about Beaverton School District deliberating over whether to cut staff or school days for 2010-2011. That conversation will be echoed throughout the state, throughout this budget season.
Do we have to win? Do we have to be number one? Absolutely not, so long as we are willing to live with the consequences of being average...larger class sizes, fewer course offerings, less preparation for college and careers, and two parking spaces for every student and parent.
Winning isn't everything. But for now it's necessary.
