This report has one central premise: Keeping great principals starts with hiring the right principal. Even as Chicago fights to retain principals long enough to make student learning and school culture gains more permanent, we must recognize some principal attrition is inevitable.
More than 70,000 students started the 2016-17 school year with a new principal, and at least 60 schools will need a new principal each year for the foreseeable future. The stakes are high: No great public school exists without great leadership. In fact, variation in principal quality accounts for about 25 percent of a school’s total impact on student learning. Yet, more than four out of every 10 public school principals in Chicago leave before they begin their fifth year. To keep great principals, we have to make the right match from the start.
Geographic Focus: North America / United States (Midwestern) / Illinois / Cook County / Chicago / Lakeview
At the Ford Foundation, we know that young people are a formidable force for positive social change in the world. Yet we have also seen how unequal access to economic and social resources limits many talented young people, and keeps them from reaching their full potential.
This resource guide is intended to illustrate how scholarship programs can make higher education more open and inclusive to all—and how they can fuel social change. The impact of well-designed scholarships can extend far beyond individual scholars. These scholarships help recognize and cultivate untapped talent, and address the inequality that too often thrives both in higher education institutions and in communities around the world.
This donor resource guide will be helpful to anyone who wants to start or improve a scholarship or fellowship program and we hope the guide—with its resources and examples from past programs like the foundation's International Fellowships Program—inspires donors and institutions alike to take risks and initiate transformational programs.
At one time, finding an assistant principal for a public school in Denver entailed a search through “a gajillion résumés,” in the words of one local school district administrator. Even then, some ideal candidates likely fell through the cracks. Those days are over, owing to the development by Denver Public Schools of a “leader tracking system,” a database of information about the training, qualifications and performance of principals and aspiring principals.
This Story From the Field examines how Denver and five other school districts have constructed and are using these systems as they seek to better train, hire and support school principals. All six districts are taking part in the Principal Pipeline Initiative, a Wallace Foundation-funded effort to help the school systems develop a large corps of strong school principals and generate lessons for the field.
In addition to aiding district officials in identifying strong principal and assistant principal candidates and matching them to the right schools, the leader tracking systems are helping in efforts to forecast job vacancies, pinpoint principal training topics and spot potential principal mentors. The districts are also beginning to use the systems to share aggregate information about the performance of principals with the preparation programs from which the principals graduated.
The publication makes clear that developing a leader tracking system takes time and effort. It describes, for example, how determining what information to collect, and then finding it, proved to be a key but time-consuming task, not least because essential data could be housed in different niches of the school bureaucracies.
Geographic Focus: North America / United States (Southern) / Florida / Hillsborough County / Tampa;North America / United States (Southern) / North Carolina / Mecklenburg County / Charlotte;North America / United States (Northeastern) / New York / New York County / New York City;North America / United States (Western) / Colorado / Denver County / Denver;North America / United States (Southern) / Georgia / Gwinnett County;North America / United States (Southern) / Maryland / Prince George\'s County
Children and Youth;Education and Literacy;Employment and Labor
During the last decade, education research and policy have generated considerable momentum behind efforts to remake teacher evaluation systems and place an effective teacher in every classroom. But schools are not simply collections of individual teachers; they are also organizations, with structures, practices, and norms that may impede or support good teaching. Could strengthening schools -- as organizations -- lead to better outcomes for teachers and students?
This study begins to address that question by examining how changes in school climate were related to changes in teacher turnover and student achievement in 278 NYC middle schools between 2008 and 2012. Drawing on teacher responses to NYC's annual School Survey, as well as student test scores, human resources data, and school administrative records, we identified four distinct and potentially malleable dimensions of middle schools' organizational environments:
- Leadership and professional development;
- High academic expectations for students;
- Teacher relationships and collaboration; and
- School safety and order.
We then examined how changes in these four dimensions over time were linked to corresponding changes in teacher turnover and student achievement. We found robust relationships between increases in all four dimensions of school climate and decreases in teacher turnover, suggesting that improving the environment in which teachers work could play an important role in reducing turnover. (The annual turnover in NYC middle schools is about 15 percent.)
We also discovered that improvements in two dimensions of school climate -- safety and academic expectations -- predicted small, but meaningful gains in students' performance on standardized math tests.
Taken together with other emerging evidence, these findings suggest that closing achievement gaps and turning around struggling schools will demand a focus on not only individual teacher effectiveness, but also the organizational effectiveness of schools. The policy brief outlines several potential areas of focus for districts that want to help schools in building healthy well-functioning organizations.
Geographic Focus: North America-United States (New York Metropolitan Area)
Computers and Technology;Education and Literacy
In 2011, with support from a federal Investing in Innovation grant, the NYC Department of Education launched Innovate NYC Schools. The initiative was designed to address two related challenges to effectively integrating education technology (ed-tech) into classrooms: First, procurement of ed-tech tools is often hampered by a disconnect between teaching and learning demands on one hand, and developers' supply of tools and services on the other. Educators are not always informed about the tools and interventions that are available, while developers may not fully understand students' and teachers' needs. Second, because the DOE's traditional procurement process via formal Requests for Proposals is lengthy, it may be prevent some developers from bidding, and technology that was brand new when an RFP was released may be outdated by the time it reaches schools.
This report focuses on Innovate NYC's Gap App challenge and pilot program, which invited developers to submit an app aimed at solving a specific learning challenge. A number of the apps were then piloted in NYC public schools. During the pilot period, the apps were used in classrooms, and teachers had opportunities to provide feedback directly to developers, in an effort to help make the apps more useful.
The report describes the design of the Gap App challenge and the implementation of the pilot program in schools. It then considers whether using a Gap App influenced the way participating teachers and students approached technology in the classroom and provides a set of lessons that may inform future Innovate NYC Schools projects or similar initiatives in other districts.
Geographic Focus: North America-United States (Northeastern)-New York-New York County-New York City
Children and Youth;Education and Literacy
This report examines, from the perspective of young people themselves, the roles that relationships with adults and peers play in decisions about staying in, leaving and returning to high school. Building on previous studies, including last year's "Don't Call Them Dropouts," this report offers new insights about how support from adults and peers can help to close the remaining gaps between those who graduate from high school on time and those who don't.
Geographic Focus: North America-United States
Community and Economic Development;Education and Literacy;Energy and Environment
Foundation funding focused on Ghana over the past decade has encompassed all aspects of the global development agenda and beyond. Among foundations whose grants are tracked by Foundation Center, their giving focused on Ghana totaled $499 million between 2002 and 2012. While few foundations intentionally aligned their grantmaking priorities with the MDGs, over half of grants (54 percent) made by the 151 foundations included in this analysis and most of their grant dollars (79 percent or $394 million) supported activities consistent with at least one of the eight MDGs.
Geographic Focus: Africa (Western)-Ghana
Education and Literacy;Employment and Labor;Race and Ethnicity
This analysis explores bachelor's degrees earned by race and ethnicity, broken down by area of study. The report identifies the majors and programs that produce the highest and lowest median incomes (both at the start of one's career and in the middle of one's career) and probes for uneven distributions of African American and Latino students. The report finds that these students disproportionately earn more degrees in low-paying majors, and fewer degrees in the highest paying majors.
Geographic Focus: North America-United States