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Principals new to their schools face a variety of challenges that can influence their likelihood of improving their schools' performance and their likelihood of remaining the principal. Understanding the actions that principals take and the working conditions they face in the first year can inform efforts to promote school improvement and principal retention, but the research on first-year principals' experiences is limited. This report examines the actions and perceived working conditions of first-year principals, relating information on those factors to subsequent school achievement and principal retention. This report presents findings from an analysis of schools led by principals who were in their first year at their schools. Throughout this report, we define first-year principals as principals in their first year at a given school including those principals with previous experience as principals at other schools. The study is based on data that were collected to support the RAND Corporation's seven-year formative and summative evaluation of New Leaders. New Leaders is an organization that is dedicated to promoting student achievement by developing outstanding school leaders to serve in urban schools. The findings will be of interest to policymakers in school districts, charter management organizations (CMOs), state education agencies, and principal preparation programs, in addition to principals themselves and teachers. This research was conducted in RAND Education, a unit of the RAND Corporation, under a contract with New Leaders.

The central idea behind standards- and accountability-driven reforms is that, in order to improve student learning, we need to do three things: Clearly define a minimum bar for all students (i.e., set standards). Hold students, teachers, and leaders accountable for meeting those minimum standards. Back off: Give teachers and leaders the autonomy and flexibility they need to meet their goals. It's a powerful formulation, and one that we've seen work, particularly in charter schools and networks where teachers and leaders have used that autonomy to find innovative solutions to some of the biggest instructional challenges. Unfortunately, in far too many traditional school districts, the push for greater accountability has been paired with less autonomy and more centralized control. That is a prescription for a big testing and accountability backlash. 

About 20 percent of principals new to a school leave that posting within one or two years, leaving behind a school that generally continues on a downward academic slide after their departure, according to a study released last week by the RAND Corp. on behalf of New York City-based New Leaders. "The underlying idea is that churn is not good," said Gina Schuyler Ikemoto, an author of the report and the executive director of research and policy development for New Leaders, formerly known as New Leaders for New Schools. The nonprofit group recruits and trains principals to work in urban districts. However, the answer is not as simple as just allowing or encouraging those principals to remain in place, she said. "In some cases, the solution is to give folks more time," Ms. Ikemoto said, but policymakers should make sure they're selecting the very best candidates for those positions from the start.

"In the United States, we entrust state and local leaders to make most consequential decisions affecting schools.  It's ironic, then, that the federal government funds most of the research and evaluation work in education.  State and local leaders bear a responsibility to study the consequences of their decisions.  We will make much faster progress when they do.  At this very moment, chief academic officers around the country are choosing professional development providers to prepare teachers for the Common Core.  Districts are choosing curricula.  Why can't we provide them with better evidence to guide their choices?  Or, at the very least, why can't we compare the 2014-15 gains for those making different choices now, so that we have a clearer view of what worked going into the 2015-16 school year?  Otherwise, we will continue reinventing the wheel.  School leaders need to get out of the wheel reinvention business."

Although much has been written about the importance of leadership in the determination of organizational success, there is little quantitative evidence due to the difficulty of separating the impact of leaders from other organizational components - particularly in the public sector. Schools provide an especially rich environment for studying the impact of public sector management, not only because of the hypothesized importance of leadership but also because of the plentiful achievement data that provide information on institutional outcomes. Outcome-based estimates of principal value-added to student achievement reveal significant variation in principal quality that appears to be larger for high-poverty schools. Alternate lower-bound estimates based on direct estimation of the variance yield smaller estimates of the variation in principal productivity but ones that are still important, particularly for high poverty schools. Patterns of teacher exits by principal quality validate the notion that a primary channel for principal influence is the management of the teacher force. Finally, looking at principal transitions by quality reveals little systematic evidence that more effective leaders have a higher probability of exiting high poverty schools.

As originally envisioned, charter schools were supposed to be a way of empowering communities to have a stronger voice in decision-making at their local schools - with community leaders, parents, and teachers on the boards and decisions being made in ways that gave stakeholders direct access rather than layers of bureaucracy. In New York, however, the expansion and oversight of the state's charter sector seems to be moving in the opposite direction. As evidence, I encourage a review of yesterday's decision by one of the state's charter authorizers to allow the Success Charter Network to merge at least five of its schools (and soon eleven, and likely eventually all forty of their schools) under a single board - essentially creating a new school district run by non-profit corporate leadership rather than public officials or local leaders.

You have heard this from me before, and you'll hear it again. People who are in charge of public schools are placed there to lead them. They are there to help them get better. They are appointed or elected to solve problems, not to abandon public schools. When they take charge, they are supposed to be (in Phillip Schlecty's term), moral and intellectual leaders of the public schools. They are not appointed or elected to hand off their responsibility to the private sector. That is not leadership. That is an abandonment of responsibility. That is a clear indicator of leaders who lack the knowledge to improve schools and who lack the moral sense required of those in public office.

The first thing I noticed was the chummy exchanges between the public officials in change of the New York City public school system and the top dogs of the charter leadership-the Wall Street hedge fund managers, the leader of Democrats for Education Reform (DFER), the leader of the New York City Charter Center, and various others. It comes clear that there is a strong and concerted effort to hand over as much public space as possible to the charters.

Pre-Bloomberg, school names reflected the city's rich heritage of protest and social progress. Now, schools named after trade union leaders, civil rights leaders, democratic socialists, feminists and civic reformers have all had their names stripped from them, one by one, by the corporate reformers

Leaders of the Milwaukee teachers union are campaigning for members to sacrifice a week's worth of their pay to help reduce class sizes next year in Milwaukee Public Schools, if legislation allowing them a window of time to negotiate a salary reduction is signed by Gov. Scott Walker. The MPS Children's Week Campaign, which will be discussed with the Milwaukee Teachers' Education Association membership beginning Saturday, is asking educators to give up 2.6% of their salary next year, or about five days of pay, to allow for class-size relief.

State leaders are quietly discussing a plan that would restrict the public release of future teacher evaluations, the Daily News has learned.

Students across New York State will sit longer for high-stakes standardized tests in language arts and math this April compared with past years, education officials indicated Friday, drawing criticism from school leaders and parents who believe that lengthier tests are a move in the wrong direction.

America's leaders have frequently invoked the principle that important policy decisions should be evidence-based. This rhetorical embrace, however, has not always prevailed against the appeal of policy ideas with political resonance or other perceived advantages. The following analysis describes a particularly egregious example of this phenomenon: the approach taken by the U.S. Department of Education in its "Increasing Educational Productivity" project. This example illustrates the harm done when leaders fail to ground policy in high-quality research.

Educators in public schools in the United States are typically enrolled in defined-benefit pension plans, which penalize across-plan mobility. We use administrative data from Missouri to examine how the mobility penalties affect the labor market for school leaders. We show that pension borders greatly affect leadership flows across schools  - for two groups of schools separated by a pension border, our estimates indicate that removing the border will increase leadership mobility between them by 97 to 163 percent. We consider the implications of the pension-induced rigidities in the leadership labor market for schools near pension borders in Missouri. Our findings are of general interest given that thousands of public schools operate near pension boundaries nationwide.

Faced with mounting policy pressures from federal and state accountability programs, school leaders are reallocating curricula, time, even diet in an attempt to boost student achievement. To explore whether they are using test score data to reallocate their teacher resources as well, I designed a cross-case, cross-sectional study and explored principals' reported staffing practices in one higher performing and one lower performing elementary school in each of five Florida school districts. Findings show that school leaders are "staffing to the test" by hiring, moving, and developing teachers in an effort to increase their schools' overall performance. The paper discusses the implications of evidence-based staffing for policy, practice and future research.

After scoring a legislative win with a recently-enacted state law limiting teacher tenure and strike rights, the well-heeled education advocacy group Stand for Children is turning its attention to issues specific to Chicago-including school turnarounds. On Wednesday, the group announced that it is launching a radio campaign to "educate Chicagoans about the value of public turnaround schools." Group leaders also plan to host "telephone town hall meetings" where CPS officials and community leaders can discuss with residents of the South and West sides the "need for quality schools."

The New York State Education Department (NYSED) is committed to providing district leaders support as they implement Student Learning Objectives (SLOs). Beginning in mid-December 2011 and running through the end of February 2012, NYSED will host a series of introductory webinars. Each webinar will introduce components of the SLO process that will help district leaders to communicate and begin the implementation process with stakeholders. The first webinar provides viewers with the following information: - the background and basics of SLOs; - the relationship between SLOs, the Common Core State Standards, Data Driven Instruction, evidence-based observations, and local measures of student achievement; and - the difference between the state/district/school/teacher's role within the SLO process.

Are charter schools the answer for public education? If what you know about charters comes from last year's ballyhooed film "Waiting for Superman," you probably think so. But the answer is, in fact, much more complex. My late husband, Albert Shanker, was one of the first education leaders to advocate for the concept in 1988, as president of the American Federation of Teachers. Al envisioned charter schools as teacher-led laboratories for reform within public schooling, tasked with developing innovative strategies to "produce more learning for more students." He saw them operating with a high level of autonomy from bureaucracy, yet remaining an integral part of our public education system.

Who speaks for public education? Policy-makers, who set change in motion with mandates and incentives designed to get them re-elected? School leaders, who find themselves administering policy "solutions" that actually get in the way of what leaders believe is best for the school community they're leading? Teachers, whose autonomy, professional judgment and organizations are denigrated daily? Parents, who are deeply invested in educational outcomes, but seldom asked for their perspectives on core issues of teaching, learning and decision-making? Or --do we get our impressions about public schools from the media?

Before union leaders blasted off an angry letter to the Department of Education to complain about teacher evaluation abuse last month, they had to confirm that their complaints were warranted. To do that, they went straight to the woman who designed the evaluation model the city favors: Charlotte Danielson. Danielson's "Framework for Teaching" has been adopted for evaluation purposes at 33 struggling schools. But the union was receiving reports from chapter leaders that principals in at least one other network of schools were using a checklist based on the model to evaluate teachers. When the UFT obtained a copy of one of the checklists, it shared it with Danielson herself to get her thoughts.