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 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
Education and Literacy;Race and Ethnicity
By 2020, more than six out of 10 U.S. jobs will require postsecondary training. Despite a slight increase in college attainment nationally in recent years, the fastest-growing minority groups are being left behind. Only 25 and 18 percent of Blacks and Hispanics, respectively, hold at least an associate's degree, compared with 39 percent of Whites. Without substantial increases in educational attainment, particularly for our nation's already underserved groups, the United States will have a difficult time developing a robust economy.
Home to 65 percent of Americans, and a majority of all African Americans and Hispanics (74 and 79 percent, respectively), the 100 largest metropolitan statistical areas (MSAs) can play a strong role in developing this nation's workforce. In fact, to reach a national attainment target that meets our workforce needs, more than half of college degrees could be generated from the these cities. The majority of degrees needed among African-American and Hispanic adults could also be produced in MSAs.
Clearly, investing in and organizing around the potential of metropolitan areas is critical, and the stakes have never been higher. Yet the current funding climate requires strategic public and private partnerships to invest in education innovation and human capital development in order to have the most robust impact on sustainable national growth. For this study, the Institute for Higher Education (IHEP) sought to follow up on its previous work examining MSA educational attainment rates by further exploring policies that either inhibit or facilitate degree production, and identifying metropolitan-level, cross-section collaborations that help local leaders contribute to national completion goals.
Geographic Focus: North America-United States (Southern)-District of Columbia-Washington;North America-United States (Southern)-Maryland-Baltimore;North America-United States (Southern)-Tennessee-Shelby County-Memphis;North America-United States (Western)-Nebraska-Douglas County-Omaha
New Teacher Center worked collaboratively with nine state coalitions - including governors, state education agencies, teacher associations, stakeholder groups and practitioners - to implement the Teaching, Empowering, Leading and Learning (TELL) survey statewide in nine states from the spring of 2012 to the spring of 2103. The TELL survey is a full-population survey of school-based licensed educators designed to report the perceptions about the presence of teaching and learning conditions that research has shown increase student learning and teacher retention.
The conditions assessed in the TELL survey include:
- Facilities and Resources
- Professional Development
- School Leadership
- Teacher Leadership
- Instructional Practices and Support
- Managing Student Conduct
- Community Support and Involvement
- New Teacher Support (for teachers in their first three years in the profession)
This report compares the results of the TELL survey at the state level across the country, providing an additional contextual lens for interpreting the results from each participating state to better understand their own findings.
Geographic Focus: North America-United States;North America-United States (Western)-Colorado;North America-United States (Southern)-Tennessee;North America-United States (Midwestern)-Ohio;North America-United States (Southern)-North Carolina;North America-United States (Southern)-Maryland;North America-United States (Southern)-Kentucky;North America-United States (Northeastern)-Vermont;North America-United States (Northeastern)-Massachusetts;North America-United States (Northeastern)-Delaware
This document is designed to offer practitioners -- teachers, principals, and central office administrators -- models, tools, and examples from the Linked Learning field for developing a performance assessment system. This document describes the challenges and successes practitioners encountered when developing and implementing authentic performance-based assessment practices and systems in Linked Learning pathways as well as the conditions that enabled this work. It is the product of a 1-year study of three grade-level teams, located in three different Linked Learning pathways across California. These teams participated in a 2-year performance assessment demonstration project led by ConnectEd and Envision.
Geographic Focus: North America-United States (Western)-California
Education and Literacy;Race and Ethnicity
This report illustrates the successful college preparatory practices of Uncommon Schools, a network of 38 public charter schools in New York, New Jersey and Massachusettsthat serves nearly 10,000 low-income students and students of color. During the 2013 Broad Prize for Public Charter Schools review process, a panel of national education experts chose Uncommon Schools as the best among the nation's 27 largest urban charter management organizations in closing achievement gaps, graduating its students and preparing them for college. The policies and practices highlighted in this report were drawn from a week-long site visit to Uncommon Schools conducted by RMC Research Corporation in November 2013 and a review of Uncommon's quantitative student achievement data from 2008-09 through 2011-2012.
Geographic Focus: North America-United States (Northeastern)-New York;North America-United States (Northeastern)-New Jersey;North America-United States (Northeastern)-Massachusetts
Arts and Culture;Education and Literacy;Nonprofits and Philanthropy
This annual report includes information about the Broad Foundation's grantmaking and philanthropic activities, including a letter from the directors, overviews of the work in the areas of education, science, and the arts, information about grants, financial statements, and information about the team, founders, and board of directors of the organization.
Geographic Focus: North America-United States
Education and Literacy;Employment and Labor
The U.S. system of urban public schooling is undergoing the most significant and exciting structural transformation of the last 100 years. New models and a laser focus on results and human capital have created proof points around the country, showing us that closing the urban student achievement gap is not just a dream, but a reality. These exciting breakthroughs are being fueled by some of America's most talented, innovative, and civically minded men and women. This report finds that as demand for new, autonomous and innovative schools begins to snowball, there is a real threat of a leadership talent gap -- and talent is the scarce resource that could define the success or failure of this hope-inspiring movement.
Geographic Focus: North America-United States