The Red Tape Report: An Exploratory Study of the Regulatory Interference Faced by School Leaders in Five States
Nathan Gray , Matthew Carr , Marc Holley / October 2, 2008
In public education today, individual schools are accountable under the federal No Child Left Behind Act as well as myriad state and local policy regimens for their students achievement and other vital outcomes. Increasingly, school leaders find their own job tenure and compensation tied to those outcomes as well. But do they possess the authority they need to lead their schools to heightened performance? Numerous surveys (conducted by Public Agenda, the Thomas B. Fordham Institute, and others) suggest that many school leaders feel they do not. Thus an important public policy question arises: what factors help or hinder school leaders in exercising their authority and in which areas?
Accelerating Student Learning in Ohio: Five Policy Recommendations for Strengthening Public Education in the Buckeye State
As Gov. Ted Strickland concludes his 12-city "Conversation on Education" tour to gather ideas for reforming public education in Ohio, the Thomas B. Fordham Institute has put forth a report of five recommendations designed to keep improvements in the Buckeye State's public schools on track toward three critical goals: 1) maximizing the talents of every child; 2) producing graduates as good as any in the world; and 3) closing the persistent academic gaps that continue between rich and poor, and black and white and brown.
In the era of No Child Left Behind, principals are increasingly held accountable for student performance. But are teacher labor agreements giving them enough flexibility to manage effectively? The Leadership Limbo: Teacher Labor Agreements in America's Fifty Largest School Districts, answers this question and others.
yes Steven Adamowski / April 11, 2007
Though most public school principals believe that effective leadership of their schools requires authority over personnel decisions (e.g., staff selection, deployment, dismissal), they report having little such authority in practice. Based on a series of interviews with a small sample of district and charter-school principals, the report shows that most district principals encounter a sizable gap between the extent and kinds of authority that leaders need to be effective and the authority that they actually have.