Educational/Literacy Impact

ACT scores increase when librarians collaborate with teachers

The wider spectrum of activities involved in true collaboration between school librarians and classroom teachers demonstrates an impact at the high school level, particularly through the links between those activities and eleventh-grade test scores. On a weekly basis, at the typical responding high school, library staff spends:three hours identifying materials for teacherstwo hours planning with teachers,one hour motivating students to read,one hour teaching with teachersalmost an hour serving on school committees, andhalf an hour meeting with library staff from another school or districtWhen library staff spends more time on these activities, ACT scores increase an average of three to four percent over the scores for schools with less collaborative library staff.

Schools with More Library Computers Average Higher Scores

At every grade level, schools with more library and library-connected computers—particularly, in the latter case, Internet computers relative to the school’s enrollment—average higher test scores. The presence of more library computers is associated with percentage increases of:8 percent for fifth-and-eighth grade ISAT reading performancealmost 11 percent for eighth-grade ISAT writing performancejust over 5 percent for eleventh-grade ACT scores.

There is a relationship between library spending and writing performance

Between the elementary and middle school levels, there was a similar increase in the strength of the relationship between library spending and writing performance. Elementary schools that spend more on their libraries average almost 10 percent higher writing performance, and middle schools that invest more in their libraries average almost 13 percent higher writing levels.

School librarians are instructional consultants

School librarians are instructional consultant from whom classroom teachers can learn of more numerous, more authoritative, and more current books, articles, and databases than they would ever find on their own. While elementary and middle school library staff typically spend only two or three hours per week helping to improved instruction in this way, it appears to be making a difference in reading performance at those grade levels (increases of almost eight and seven percent, respectively). The payoff of this type of librarian-teacher cooperation is more students meeting or exceeding ISAT writing standards at those grade levels (almost 10 and 13 percent, respectively.)

More library visits result in higher writing averages

Typically, responding middle school libraries report 18 group visits per week, eight of which are for information literacy instruction… For middle schools that have more group visits, and especially more group visits for information literacy instruction, eighth-grade ISAT [ Illinois Standard Achievement Test] writing performance averages more than 10 and almost nine percent, respectively, better than for schools with libraries visited less often.

Scores averaged higher, if principals considered it essential for:

At the elementary school level, the percentage of students with advanced scores averaged higher, if principals and other administrators considered it essential (vs. less than essential) for:the librarian to provide in-service professional development to faculty (20.6% for the language arts, 17.8% for reading);the librarian’s instructional role to be addressed in teacher hiring interviews (22.0% for language arts, 17.4% for reading)the librarian to be appointed to school committees (16.8% for language arts, 13.8% for reading); andthe librarian and the principal to meet regularly (15.6% for reading only).

A strong LM program is one:

Library media specialists (LMSs) exert a complex web of effects on the LM programs. Findings about these effects are summed up in the following description of a strong LM program. A strong LM program is one that is adequately staffed, stocked, and funded. Minimally, this means one full-time library media specialist (LMS) and one full-time aide. The relationship, however, is incremental; as the staffing, collections and funding of LM programs grow, reading scores rise. whose staff are actively involved leaders in their school’s teaching and learning enterprise. A successful LMS is one who has the ear and support of the principal, serves with other teachers on the school’s standards and curriculum committees, and holds regular meetings of the LM staff. Students succeed where the LMS participates with classroom teachers and administrators in making management decisions that encourage higher levels of achievement by every student whose staff have collegial, collaborative relationships with classroom teachers. A successful LMS is one who works with a classroom teacher to identify materials that best support and enrich an instructional unit, is a teacher of essential information literacy skills to students, and, indeed, is a provider of in-service training opportunities to classroom teachers. Students succeed where the LMS is a consultant to, a colleague with, and a teacher of other teachers. that embraces networked information technology. The library media center of today is no longer a destination; it is a point of departure for accessing the information resources that are the essential raw material of teaching and learning. Computers in classrooms, labs and other school locations provide networked access to information resource—the library catalog, electronic full text, licensed databases, locally mounted databases, and the Internet. Students succeed where the LM program is not a place to go, apart from other sites of learning in the school, but rather an integral part of the educational enterprise that reaches out to students and teachers where they are.

Highly effective school libraries have a common set of characteristics

It is clear from the findings that there are some highly effective school libraries in Delaware—school libraries that are strongly integrated into the learning fabric of the school and which contribute to student learning outcomes. These school libraries have a common set of characteristics: a state-certified, full time, library media specialist in the building the availability of para-professional staff who undertake routine administrative tasks and free the library media specialist to undertake instructional initiatives and reading literacy initiatives a library program that is based on flexible scheduling so that library media specialists and classroom teachers can engage in collaborative planning and delivery of information literacy instruction an active instructional program of information literacy integrated into curriculum content, and targeted towards learning curriculum content and skills a school library that meets resource recommendations of 15-20 books per child the provision of professional development on information literacy and technology literacies to the teaching faculty a budget allocation of $12-$15 per student per year to ensure currency and vitality of the information base a strong networked information technology infrastructure that facilitates access to and use of information resources in an and out of school

Schools with larger library collections averaged higher scores

Elementary schools with larger library collections in [periodical and video collections] averaged 67 to 73 percent of students scoring proficient or advanced and 9 to 11 percent scoring unsatisfactory. Schools with smaller library collections averaged 61 to 67 percent scoring proficient or advanced and 12 to 14 percent unsatisfactory.

Better-funded elementary school libraries averaged a majority of students scoring proficient or advanced

Elementary schools with better-funded libraries averaged 68 to 72 percent of students scoring proficient or advanced and 9 to 10 percent scoring unsatisfactorily. Schools with more poorly-funded libraries averaged 62 to 67 percent scoring proficient or advanced and 12 to 14 percent unsatisfactory.

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