This evaluation of the KIPP school leadership programs, funded by a grant from the Supporting Effective Educator Development program in the Office of Innovation and Improvement at the U.S. Department of Education, aims to support sustained implementation of effective programs to prepare and support school leaders. KIPP administers three school…

The contributions of assistant principals (APs) toward improving student and staff outcomes has not yet been a focus of much empirical research. In recent years, as the increased focus on improving student outcomes has shifted expectations and APs are now expected to perform some instructional leadership tasks, such as coaching and evaluating…

Policymakers and practitioners at the local, state, and federal levels have invested considerable time and energy into solving the problem of turning around chronically low-performing schools. As the U.S. Department of Education (the Department) has refined the federal effort to support states and districts to turn schools around, it has adopted…

Young people have been hit especially hard by changes in the labor market over the past decades. Unemployment among 16- to 24-year-olds increased the most of any age group during the recent recession, and remains more than double that among older adults. The unemployment rate is especially high for young people without high school diplomas.…

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…

The Multi-Tiered System of Support (MTSS) framework, which uses a systems approach to promote school improvement and support all students in improving academics and behavior using data-based problem-solving, is a key part of the Wake County Public Schools System (WCPSS) Strategic Plan. As of 2017-18, MTSS schools were at the initial stages of MTSS…

The Office of Shared Accountability conducted an evaluation of the implementation of the third and final year (2012-2013) of the "Science, Technology, and Engineering Leadership Program" (STELP) in Montgomery County (Maryland) Public Schools (MCPS). Funding for STELP, including the evaluation study, is provided by a grant from the Howard…

The Office of Shared Accountability (OSA) conducted an evaluation of the implementation of the second year (2011-2012) of the Science, Technology, and Engineering Leadership Program (STELP) in Montgomery County (Maryland) Public Schools (MCPS). Funding for STELP, including the evaluation study, is provided by a grant from the Howard Hughes Medical…

The three Magnet Schools Assistance Program (MSAP) schools: East Garner International Baccalaureate Magnet Middle School (EGMMS), Garner International Baccalaureate Magnet High School (GMHS), and Southeast Raleigh Leadership and Technology Magnet High School (SRMHS) have shown progress on MSAP performance measures during the 3rd year of the grant.…

This is the third report by the Consortium on Chicago School Research (CCSR) that examines leadership development programs supported by The Chicago Public Education Fund for Chicago public school principals and teachers. This current study, like the previous two, is not a comprehensive program evaluation. It is more descriptive in nature,…

This report summarizes findings from a two-year study of Chicago's Excellence in Teaching Pilot, which was designed to drive instructional improvement by providing teachers with evidence-based feedback on their strengths and weaknesses. The pilot consisted of training and support for principals and teachers, principal observations of teaching…

This paper measures effective leadership preparation and assesses its relationship to what principals learn about leadership, their leadership practices, and school improvement progress and improved school climate (particularly for academic press and continuous improvement). This paper draws on survey research conducted in 2005 with 125 principals…

Many youth-serving organizations are engaging young people in youth organizing and/or in interventions to support specific identity development in response to a need for meaningful opportunities for older and diverse youth to be civically involved in their communities. This paper explores differences in developmental outcomes and supports and…

New Jersey After 3 (NJ After 3) is a private, nonprofit organization whose mission is to expand and improve afterschool opportunities for New Jersey's youth. Using both public and private resources, it supports a network of youth-service providers that deliver afterschool services based on NJ After 3's program model. Under an agreement with NJ…