No result found
The Intensive Partnerships for Effective Teaching initiative, designed and funded by the Bill & Melinda Gates Foundation, was a multiyear effort to dramatically improve student outcomes by increasing students' access to effective teaching. Participating sites adopted measures of teaching effectiveness (TE) that included both a teacher's contribution to growth in student achievement and his or her teaching practices assessed with a structured observation rubric. The TE measures were to be used to improve staffing actions, identify teaching weaknesses and overcome them through effectiveness-linked professional development (PD), and employ compensation and career ladders (CLs) as incentives to retain the most-effective teachers and have them support the growth of other teachers. The developers believed that these mechanisms would lead to more-effective teaching, greater access to effective teaching for low-income minority (LIM) students, and greatly improved academic outcomes.
Beginning in 2009–2010, three school districts -- Hillsborough County Public Schools (HCPS) in Florida; Memphis City Schools (MCS) in Tennessee (which merged with Shelby County Schools, or SCS, during the initiative); and Pittsburgh Public Schools (PPS) in Pennsylvania -- and four charter management organizations (CMOs) -- Alliance College-Ready Public Schools, Aspire Public Schools, Green Dot Public Schools, and Partnerships to Uplift Communities (PUC) Schools -- participated in the Intensive Partnerships initiative. RAND and the American Institutes for Research conducted a six-year evaluation of the initiative, documenting the policies and practices each site enacted and their effects on student outcomes. This is the final evaluation report.
Policy Studies Associates, Inc.;
Six urban school districts received support from The Wallace Foundation to address the critical challenge of supplying schools with effective principals. The experiences of these districts may point the way to steps other districts might take toward this same goal. Since 2011, the districts have participated in the Principal Pipeline Initiative, which set forth a comprehensive strategy for strengthening school leadership in four interrelated domains of district policy and practice:
Leader standards to which sites align job descriptions, preparation, selection, evaluation, and support.
Preservice preparation that includes selective admissions to high-quality programs.
Selective hiring, and placement based on a match between the candidate and the school.
On-the-job evaluation and support addressing the capacity to improve teaching and learning, with support focused on needs identified by evaluation.
The initiative also brought the expectation that district policies and practices related to school leaders would build the district's capacity to advance its educational priorities. The evaluation of the Principal Pipeline Initiative has a dual purpose: to analyze the processes of implementing the required components in the participating districts from 2011 through 2015; and then to assess the results achieved in schools led by principals whose experiences in standards-based preparation, hiring, evaluation, and support have been consistent with the initiative's requirements. This report addresses implementation of all components of the initiative as of 2014, viewing implementation in the context of districts' aims, constraints, and capacity.
Policy Studies Associates, Inc.;
This report, the second in a series, describes early results of Wallace's Principal Pipeline Initiative, a multi-year effort to improve school leadership in six urban school districts. The report describes changes in the six districts' practices to recruit, train and support new principals. It also offers early lessons for other districts considering changes to their own principal pipelines.
Wallace Foundation, The;
In the fall of 2012, the Council of the Great City Schools launched a two-part study of the ways principal supervisors are selected, supported, and evaluated in major school districts across the country. The first part involved a survey administered to district staff serving as principal supervisors in the fall of 2012. The second part of the study involved site visits to the six districts participating in The Wallace Foundation's Principal Pipeline Initiative -- Charlotte-Mecklenburg Schools, Denver Public Schools, Gwinnett County Public Schools, Hillsborough County Public Schools, the New York City Department of Education, and Prince George's County Public Schools.
This report provides a summary of findings from both the survey and site visits. Part I presents a description of the organizational structure and general features of the various principal supervisory systems, including the roles, selection, deployment, staffing, professional development, and evaluation of principal supervisors, as well as the preparation, selection, support, and evaluation of principals.
Part II provides recommendations for building more effective principal supervisory systems. Based on the survey results and observations from the site visits, these recommendations identify those structures and practices that are most likely to result in stronger school leaders and higher student achievement.
Public Education Network (PEN);
A national commission comprised of top education and philanthropic leaders is calling with new urgency for an increase in the nation's commitment to and civic investment in public education. An Appeal to All Americans also represents the first national and independently authored report to outline standards of practice for public and local education funds.
As federal and state governments make dramatic cuts to public education funding, the independent National Commission on Civic Investment in Public Education urges the public to redouble its efforts to ensure that the nation's public schools provide a high-quality education for all young people.
The Commission, created by Public Education Network (PEN), was charged with making a renewed case for civic investment, highlighting the work of organizations that can build and channel that investment, and developing standards for the rapidly-rising number of citizendriven, local public education assistance organizations - local education funds (LEFs), school foundations, etc. - working throughout our nation to improve public schools.
Committee for Economic Development;
In 2009 the Committee for Economic Development called on district and state education officials to revamp the way that teachers are paid. New compensation systems are needed to attract highly qualified individuals into teaching under labor market conditions that have changed substantially since the typical framework for teacher salaries was adopted.