The four appendices in this report accompany the full report "The Effects of a Principal Professional Development Program Focused on Instructional Leadership. NCEE 2020-0002," (ED599489). They include: (1) The Study's Principal Professional Development Program; (2) Study Design, Data Collection, and Analytic Methods; (3) Supplemental…

Strong and stable school leadership is critical for success in schools across the nation. The duties of the principal are many and varied. Principals, for example, can oversee instruction, purchase curricular materials and supplies, and provide professional learning and supports for teachers. Carrying out these duties effectively makes a…

Since 2005, the AISD Central Office Work Environment Survey has been conducted to gather information about working conditions. The following report presents the survey results for Spring 2012 through Spring 2016 for AISD central office employees.

Since 2005, the AISD Central Office Work Environment Survey has been conducted to gather information about working conditions. The following report presents the survey results for Spring 2012 through Spring 2016 for AISD central office employees in the Superintendent's Office.

This report presents findings from RAND's evaluation of the Appalachian Renaissance Initiative (ARI) in 17 districts totaling 99 kindergarten-12th grade schools within the Kentucky Valley Educational Cooperative (KVEC). The initiative took place from the 2014-2015 through 2017-2018 academic years. The evaluation examined various aspects of ARI…

Principals serve as both instructional and administrative leaders in their schools. Their roles and responsibilities vary from managing school compliance issues to facilitating and assisting teachers with their instructional duties. In order to support principals in public schools, district leaders and others are working to build the kinds of…

Since 2005, the AISD Central Office Work Environment Survey has been conducted to gather information about working conditions. The following report presents the survey results for Spring 2013 for AISD central office employees in the Chief Schools Office. Separate reports were published for each central office group.

Since 2005, the AISD Central Office Work Environment Survey has been conducted to gather information about working conditions. The following report presents the survey results for Spring 2012 and Spring 2013 for AISD central office employees. Separate reports were published for each central office group.

Since 2005, the AISD Central Office Work Environment Survey has been conducted to gather information about working conditions. The following report presents the survey results for Spring 2013 for AISD central office employees in the Chief Operations Office. Separate reports were published for each central office group.

Since 2005, the AISD Central Office Work Environment Survey has been conducted to gather information about working conditions. The following report presents the survey results for Spring 2013 for AISD central office employees in the Chief Performance Office. Separate reports were published for each central office group.

Since 2005, the AISD Central Office Work Environment Survey has been conducted to gather information about working conditions. The following report presents the survey results for Spring 2013 for AISD central office employees in the Office of the Superintendent and Chief of Staff. Separate reports were published for each central office group.

Since 2005, the AISD Central Office Work Environment Survey has been conducted to gather information about working conditions. The following report presents the survey results for Spring 2013 for AISD central office employees in the Chief Academic Office. Separate reports were published for each central office group.

One objective of the U.S. Department of Education's (ED) School Improvement Grants (SIG) and Race to the Top (RTT) program is to help states enhance their capacity to support the turnaround of low-performing schools. This capacity may be important, given how difficult it is to produce substantial and sustained achievement gains in low-performing…

This three-volume report describes the "SAM (School Administration Manager) process," an approach that about 700 schools around the nation are using to direct more of principals' time and effort to improve teaching and learning in classrooms. Research has shown that a principal's instructional leadership is second only to teaching among…

This evaluation study examined the effectiveness, efficiency, and impact of the statewide master plan for professional development (PD Master Plan) by investigating seven questions. With regard to effectiveness, (1) What was the level of implementation for the PD Master Plan, overall and by individual providers? (2) What were the impediments, if…