Head of the Class: A QualityTeacher in Every Pennsylvania Classroom

"Head of the Class: A Quality Teacher in Every Pennsylvania Classroom" makes recommendations for how state policy can increase and support Pennsylvania's supply of qualified teachers. The report emphasizes that quality teaching is key to student achievement and that the state must act to ensure the presence of a qualified teacher in every Pennsylvania classroom at all times

Defining Strong State Accountability Systems: How Can Better Standards Gain Greater Traction?

This report is a pilot study intended to inform a larger analysis of the accountability systems in every state (and the District of Columbia) during the  early years of Common Core implementation. We ask that the reader treat it as  such and provide us with feedback on the accountability principles contained  herein. We plan to apply these principles, once revised, to all fifty state  accountability systems in order to appraise their quality. Our first national report  is slated for early 2013, with follow?up studies two and four years later. Tracking  systems in this manner will prove beneficial because many states will be in "flux"  over the next several years as they refine and adapt their systems based on the  demands of the Common Core and on the plans and promises outlined in their  recently approved waivers (and/or those provisions detailed by ESEA  reauthorization legislation—assuming Congress one day gets its act together).Fordham is also conducting three other studies pertinent to CCSS implementation.  The first is an analysis of Common Core implementation costs; the second, an in? depth study of district?level implementation of CCSS; and the third, a nationally  representative survey of English language arts teachers that assesses the rigor of  their reading assignments both before and after implementation of CCSS (summer  2012 and spring 2015)

Graduate Catalog, 2002-2003

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Graduate Catalog, 2004-2005

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Graduate Catalog, 2003-2004

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Graduate Catalog, 2005-2006

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Staff Development and Student Achievement: Making the Connection in Georgia Schools

The purpose of this study is to examine the connection between staff development and student achievement and to develop a base of knowledge for improving staff development in Georgia. Since 1985, the state has appropriated funds for staff development under the Quality Basic Education Act, one of the most comprehensive statewide initiatives for school improvement in the United States. In fiscal year 1998, Georgia appropriated over $35 million for staff development in schools and school districts. The Georgia Department of Education has collected information about uses of resources, levels of participation, and accomplishments of effectiveness of staff development in Georgia schools have not been conducted. Indeed, evaluations of staff development programs at a state level are rare. This study provides information to policy makers about whether or not state staff development funds are used in such a way as to have an impact on student achievement. The study also provides information that can be used to help schools maximize the effectiveness of their staff development efforts.While staff development can be defined in a number of ways, for this study we used the following definition: An organized learning opportunity for teachers to acquire knowledge and skills to help them become more effective teachers. Staff development activities may consist of activities such as a single workshop, a conference, a workshop series, summer institutes, college coursework, or organized peer coaching and study group sessions. A staff development activity may be sponsored by many entities including a school, the school district, Regional Education Service Agencies, state agencies, teacher academies, colleges, or professional networks and organizations.In this study we ask the question, "Do differences in the ways schools and school districts provide staff development for their teachers account for some of the variation in student achievement across Georgia schools?" The general strategy for the investigation was to select a sample of higher and lower achieving schools across a full range of socio-economic status, to gather data on staff development in these schools, and to test the extent to which the characteristics of staff development varied in the two groups of schools. Sixty schools in 35 districts participated in the study. At each school, we interviewed school administrators, conducted a focus group discussion with six to ten teachers, and surveyed teachers in the school (1,150 teachers responded). At the district office, we interviewed the staff development coordinator, personnel director, and finance director to determine the context in which staff development occurred at the schools

Race to the Top: Colorado May Be Used to High Altitudes But Can It Compete in Race to the Top?

Outlines expected requirements for the American Recovery and Reinvestment Act's funding to the states for education reform. Offers strategies for improving teacher quality in Colorado, as well as data infrastructure, low-performing schools, and standards