Incentives, Selection, and Teacher Performance: Evidence From IMPACT

This research report, published by the Calder Center at American Institutes for Research, examines the effectiveness of IMPACT—the District of Columbia’s teacher evaluation and compensation system—which provides individually targeted and high-powered incentives linked to performance (measured by multiple scores). The report found that the program improved the effectiveness of the D.C. Public Schools’ teacher workforce, both through the exit of low-performing teachers and through the performance gains evident among those who remained.

Central Office Transformation Toolkit

The Central Office Transformation Toolkit—published by the Center for Educational Leadership at the University of Washington and The Wallace Foundation—provides district leaders with three tools to reform central offices and strengthen their capacity to function as primary support systems for principals as they work to improve teaching and learning.

Rethinking Leadership: The Changing Role of Principal Supervisors

This study, published by the Council of the Great City Schools and The Wallace Foundation, provides districts with recommendations (based on surveys and site visits) for building highly effective principal supervisory systems that are most likely to produce stronger leaders and higher student achievement. The recommendations include providing clear, timely, and actionable evaluation data to principals; and committing district resources to, and engaging external partners in, the process of developing future leaders.

Make Room for the Principal Supervisors

This case study, published by The Wallace Foundation, delves into Denver Public Schools’ rethinking of principal supervisors, which resulted in the district hiring more people to coach and evaluate leaders, thereby reducing supervisors’ “span of control” (i.e., the number of people a supervisor manages). Within 18 months of implementing this change, principal satisfaction with human resources increased from 43 percent (prior to implementation) to more than 90 percent.

Building a Stronger Principalship, Vol. 2: Cultivating Talent Through a Principal Pipeline

This research study, published and funded by The Wallace Foundation, focuses on six urban school districts that are seeking to enhance the principal pipeline through participation in the Principal Pipeline Initiative. This initiative focuses on preservice preparation, including selective admissions to high-quality programs, selective hiring and placement, leader standards that align with specific sites, and on-the-job evaluation and support.

Touchstone Education: An Opportunity Culture Case Study

This case study, published by Public Impact, examines Touchstone Education’s efforts to expand teachers’ impact on students and peer teachers. The study focuses on a small, first-year school within the charter school organization that has big plans for growth, examining how it combined multi-classroom leadership and time-technology swap to boost reading results.

Rocketship Education: An Opportunity Culture Case Study

This case study, published by Public Impact, focuses on Rocketship Education—a network of seven public charter schools in San Jose, California. The case study examines Rocketship Education’s staffing model, as well as its incorporation of technology into the school day to extend the reach of great teachers and obtain proven results.

Giving Every Student Access to Excellent Teachers: A Vision for Focusing Federal Investments in Education

In this report, the Center for American Progress and Public Impact outline four concrete actions that the federal government can take to expand student access to excellent teachers.

Retaining Teacher Talent: The View From Generation Y

This publication, by Learning Point Associates and Public Agenda, examines how best to retain teacher talent among Generation Y, the cohort born between 1977 and 1995. As this group becomes increasingly large share of the teaching workforce, attention must be paid to Gen Y’s needs and preferences to ensure that these teachers are retained. The observations in this report come from a national, random-sample survey of 890 public school teachers.

Finding a New Way: Leveraging Teacher Leadership to Meet Unprecedented Demands

This paper, by Rachel Curtis of Human Capital Strategies for Urban Schools, gives examples of school systems that have created unique teacher career pathways as part of a larger vision to transform the culture of teaching and learning within schools. Through these profiles, Curtis outlines a process to help school systems develop new roles for teachers and create and implement systems and structures to support teacher leadership efforts.


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