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I write to express my growing concern about the implementation and implications of the new APPR for principals and teachers. I express these concerns as a middle school principal, a member of the Regents Task Force and the president of the Regional Association of School Administrators representing 650 members in Westchester and Putnam counties.

New York City is home of the nation's largest school district and the venue for notorious cases of abuse of power by principals of elite schools. I've written before about events in this connection at Brooklyn Technical High School ("What About principal Accountability? Sept. 8, 2010). Today, I focus on the Bronx High School of Science. (Stuyvesant High School is the other member of the storied triumvirate.)

Over the past decade, amazing research has been conducted in the area of school leadership. With the wealth of information out there, I often wish someone would take the best of it and put it into simple terms, describing exactly what it is that great principals do to significantly improve teaching and learning. The Wallace Foundation's recent Perspective, The School principal as Leader: Guiding Schools to Better Teaching and Learning, is a huge step forward in granting my wish. The report tells us that the most successful principals perform five key functions well

The Board of Regents of the Rhode Island Department of Education voted 5-4 last night in favor of a proposal to allow Achievement First, a nonprofit that has established charter schools throughout New England, to continue plans to bring two corporate charter schools to Providence. City Councilman Bryan Principe hosted a press conference yesterday morning urging the Board of the Regents to postpone the vote. Principe has been a leader in the movement against Achievement First and spoke to the board at last night's meeting. "There is widespread community opposition to this plan," he said. Principe presented a long list of those opposed to Achievement First, including 22 members of the General Assembly, seven members of the Providence City Council and 33 various community, parent and labor organizations.

South Side High School Principal Dr. Carol Burris has co-authored a letter, signed by two thirds of Long Island's public school Principals and a growing number of educators from across New York state, asking state education Commissioner John B. King Jr. and the Board of Regents to delay and change a new teacher evaluation plan that links educator ratings to student test scores. The letter, co-authored with Sean Feeney of The Wheatley School and sent on Nov. 2, urges the state to use school-wide achievement results in evaluating teachers and Principals, pilot and adjust the system before implementing it on a large scale and use performance "bands" - not numbers - to rate education professionals.

Last week, more than 400 principals on Long Island, N.Y., signed a letter of public protest against the state's new and untried teacher evaluation system. The signatories, drawn from elementary, middle, and high schools, represent two-thirds of all principals on Long Island, which includes Nassau and Suffolk counties. Their letter is historic. It's the first time that a large number of administrators have spoken out in opposition to bad ideas. It represents hundreds of educators who are willing to stick their necks out, hundreds of educators willing to speak truth to power, hundreds of educators who put their name on a statement to the state's highest education officials, with this simple message: "Stop! What you are doing is wrong. What you are imposing on us is untested. We believe it will be harmful to our students. It will undermine education quality. It will hurt teachers and ruin morale. You are treating us like lab rats. Stop. Respect the lives that are in your keeping."

Scores of public school principals in New York are fighting the state's new educator evaluation system, which ties the evaluations and pay of teachers and principals to how well students do on standardized tests.

Principal Skinner may cower in the face of authority, but his counterparts on Long Island have not hesitated to take a stand against policymakers pushing a wrongheaded agenda. Head over to www.longislandPrincipals.org and see what I mean. And read the front-page article in Newsday. When confronted with New York's new system that uses students' test scores to evaluate teachers and Principals, they responded with a clear statement that the policy will hurt students and should be opposed.

I can think of no other profession in the public or private sector in which this kind of unreliable and potentially damaging data is made public.  The only effect of this will be to further undermine teacher morale -- already at an all-time low in this city -- and to dissuade teachers from working in our public schools and with the highest needs children.  Yet so far, GothamSchools is the only media outlet that has pledged not to publish them.  Meanwhile, the Governor is pushing a deadline of Thursday for the state and city teacher unions to agree on a statewide evaluation system, called APPR,  for the Annual Professional Performance Review, that will rate teachers 20-40% on test scores, and the rest on principal evaluations. Yet nearly one third of all principals in the state have signed onto a letter protesting this system, for reasons that are further explained here and here.  In the city there is even more discord, because the DOE refuses to give teachers the right to appeal a principal's negative rating to an independent arbiter, despite numerous documented cases in which NYC principals have arbitrarily delivered unsatisfactory ratings to teachers for political or personal reasons. Below is a letter from eight esteemed Teachers of the Year, originally posted on the NY State Teachers website, sent to the NY State Board of Regents last spring, pointing out how the proposed APPR is likely to unfairly penalize many excellent professionals, especially those work with at-risk students.  Nevertheless, on Monday, the Regents voted to go full speed ahead with its NCLB waiver application to the US Department of Education, that will further commit them to this damaging evaluation system.

Today, the day of the release of the New York City data, I received an email that I did not expect to come for at least a year.  In D.C. the evaluation process is called IMPACT.  About 500 teachers in D.C. belong to something called 'group one' which means that they teach something that can be measured with their value-added formula.  50% of their evaluation is based on their IVA (individual value-added), 35% is on their principal evaluation called their TLF (teaching and learning framework).  5% is on their SVA (school value added) and the remaining 10% on their CSC (commitment to school and community).  I wanted to test my theory that the value-added scores would not correlate with the principal evaluations so I had applied under the Freedom Of Information Act (FOIA) to D.C. schools requesting the principal evaluation scores and the value-added scores for all group one teachers (without their names.)  I fully expected to wait about a year or two and then be denied.  To my surprise, it only took a few months and they did provide a 500 row spreadsheet.

Despite all the heated talk about how to identify and dismiss low-performing teachers, there's relatively little research on how administrators choose whom to dismiss, whether various dismissal options might actually serve to improve performance, and other aspects in this area. A paper by economist Brian Jacob, released as working paper in 2010 and published late last year in the journal Education Evaluation and Policy Analysis, helps address at least one of these voids, by providing one of the few recent glimpses into administrators' actual (rather than simulated) dismissal decisions. Jacob exploits a change in Chicago Public Schools (CPS) personnel policy that took effect for the 2004-05 school year, one which strengthened principals' ability to dismiss probationary teachers, allowing non-renewal for any reason, with minimal documentation. He was able to link these personnel records to student test scores, teacher and school characteristics and other variables, in order to examine the characteristics that principals might be considering, directly or indirectly, in deciding who would and would not be dismissed. Jacob's findings are intriguing, suggesting a more complicated situation than is sometimes acknowledged in the ongoing debate over teacher dismissal policy.

In our nation's public schools, March Madness has taken on a whole new meaning. It is test prep time in America. Secretary of Education Arne Duncan is fond of saying that we should not teach the test. At the same time, there are huge consequences for schools, teachers and principals that do not raise test scores. The NCLB waivers allow states to eliminate Adequate Yearly Progress (AYP) for the majority of schools, but huge pressure will still be applied to the bottom tier of schools, those with high poverty and large numbers of English learners. And new policies mandated by the NCLB waivers require the inclusion of test scores in teacher and principal evaluations. As the month of March begins, across the country schools are in the midst of the most pressure-packed time of the year. We have just a few short weeks before the tests will be given that determine the fate of our students, our schools, our principals and ourselves. It is test-prep time.

As a party to the agreement (I was personally at the table throughout the negotiations), NYSUT sought to maintain principles that are good for students and fair to teachers. We believe we succeeded. This agreement creates a thoughtful, collaborative framework that allows teachers, principals and parents to develop a majority of the evaluation measures through conversation and negotiation. It recognizes the complexities involved in teacher evaluation and emphasizes the continual improvement of teaching skills in ways that benefit all children. At a time when poverty and the wealth gap widen the achievement gap, this agreement strives to strengthen public education by building on collaboration to help every child succeed.

"For decades, principals have been recognized as important contributors to the effectiveness of schools. In an era of school accountability reform and shared decisionmaking and management in schools, leadership matters. principals constitute the core of the leadership team in schools."

"I consider the Gates report to be another step in reducing teachers to labor under the heel of principals who function as management. If reform is ever to be successful, teachers and principals must work as partners. An adversarial system may work in the courtroom, but it has no place in the classroom."

Five months after Mayor Michael R. Bloomberg outlined a plan to give principals more autonomy to run their schools, the city imposed what would be the first of five consecutive cuts to the schools' budgets. To make ends meet, principals have trimmed after-school programs, shrunk their support staffs and tightened their schools' use of things like printing paper, markers and Post-it notes. They have dismissed coaches who used to help teachers prepare for their lessons, and teachers whose salaries they could no longer pay.

Principals tend to prefer working in schools with higher-achieving students from more advantaged socioeconomic backgrounds. Principals often use schools with many poor or low-achieving students as stepping stones to what they view as more desirable assignments. District leadership can also exacerbate Principal turnover by implementing policies aimed at improving low-performing schools such as rotating school leaders. Using longitudinal data from one large urban school district we find Principal turnover is detrimental to school performance. Frequent turnover results in lower teacher retention and lower student achievement gains, which are particularly detrimental to students in high-poverty and failing school

Two groups representing elementary and secondary principals announced a joint plan on Thursday to help states and districts create principal-evaluation tools that will provide trustworthy feedback and opportunities for professional development.

"John King is leaving his job as commissioner of New York State schools commissioner to become a senior adviser to U.S. Education Secretary Arne Duncan, with the "roles and responsibilities of the deputy secretary," according to the Education Department, which issued a statement giving King high praise for his work in New York. Some in New York think otherwise. Here's a piece by award-winning Principal Carol Burris of South Side High School in New York, who was named New York's 2013 High School Principal of the Year by the School Administrators Association of New York and the National Association of Secondary School Principals, and in 2010, tapped as the 2010 New York State Outstanding Educator by the School Administrators Association of New York State. Burris has been exposing on this blog King's troubling record in implementing school reform program in New York."

By their own numbers, New York City charter schools have a tough time holding onto their principals, with nearly one in five of them heading for the door from one year to the next, according to a report released by a charter school advocacy group on Monday.