New Research shows Negative Effects from Remote Learning
ECRA Group CEO, John Gatta, was interviewed by WGN America’s NewsNation regarding the impact of COVID-19 on student learning.
ECRA Group CEO, John Gatta, was interviewed by WGN America’s NewsNation regarding the impact of COVID-19 on student learning.
Join AASA’s guest, data analytics expert Dr. John Gatta in examining how to quantify learning loss and develop personalized learning recovery plans
This document describes how ECRA Group will support clients during these unprecedented times of remote teaching, learning, and school administration caused by the COVID-19 pandemic.
Measuring learning loss requires that we recognize that student growth is personal in the sense that every individual student’s learning trajectory leading up to the pandemic was different.
Documenting learning loss is important as the effects of school closures on learning loss are likely differential and asymmetric, resulting in large losses for some students, and negligible or negative losses for other students.
This document describes how ECRA Group will support clients during these unprecedented times of remote teaching, learning, and school administration caused by the COVID-19 pandemic.
First and foremost, on behalf of the ECRA Group team, I would like to thank you for your leadership through these unprecedented times. Your students and communities are relying on you!
Despite widespread use of effect sizes across industries as a standardized measure of impact, effect size calculations remain one of the most incorrectly applied and misinterpreted statistics. An effect size is nothing more than a standardized comparison, or “effect” , that captures the difference between an average value and a meaningful comparison in the metric of standard deviation.
Social and emotional learning is about understanding who students are, not what they know. It’s internalizing an awareness that our biological systems are wired so that our emotions and interests drive our attention and, ultimately, our progress toward goals.
For chief executives, prioritizing SEL is a strategic issue. Effective implementation of SEL policies starts with the school district developing a clear and compelling vision for SEL that defines tangible outcomes the organization is striving to achieve.
The ability to articulate and substantiate a compelling story of student success and school quality ultimately speaks to the return on investment that schools provide the communities they serve. School quality and student success are a matter of definition. For years, federal policy has controlled the definition of student success and school quality as predominately how students perform on state assessments. As educators, we know there are many additional outcomes that predict student success and align closer to the values of local communities. The story of local school districts is more comprehensive than what state report cards capture.
The state report card is only part of the story – unless the missing parts are never told. Absent the rest of the story, the incomplete story told via the state report cards becomes the full story. The idea is to provide communities the full story.