Cross-sector collaboration is less widespread among school leaders than central office administrators but is particularly strong among participants in grant-funded intensive leadership training or principal residency programs¶

Claim · All claims
Evidence · 1 study · qualitative r1 · q2
Currency · newest study 2016 · not yet checked against its sources · not reviewed by a person · overdue for a recheck since 2021: baselines and conditions change

Subclaims¶

q2 i? Cross-sector collaboration is less widespread among school leaders than among central office administrators, but is particularly strong among participants in grant-funded intensive leadership training or principal residency programs. → Moira McCullough 2016

Evidence¶

Moira McCullough 2016¶

Moira McCullough, Betsy Keating, Luke Heinkel. (2016). District-Charter Collaboration Grant Implementation: Final Findings from Interviews and Site Visits. Washington, DC: Mathematica Policy Research. https://www.mathematica.org/publications/districtcharter-collaboration-grant-implementation-final-findings-from-interviews-and-site-visits

q2 · i? · qualitative · r1

Semi-structured interviews with central-office administrators and school principals and teacher focus groups conducted in late 2015 as part of the district-charter collaboration grant evaluation. The report finds collaboration "remains less widespread among school leaders than central office administrators" but is strong among leadership training and residency participants. No effect size is reported.

"Cross-sector collaboration remains less widespread among school leaders than central office administrators, but is particularly strong among participants in grant-funded intensive leadership training or principal residency programs."

Discussion¶

Related Claims¶

• Purposeful school partnerships, particularly among two or more schools located in the same building, spurred collaboration when leaders were invested in all students in the building — related
• School co-locations or partnerships, aspiring-leader programs, and shared Common Core preparation are the most promising avenues for cross-sector collaboration — related
• In cities with individually targeted grant activities, more than three-quarters of grant participants collaborated across sectors — related
• Intensive training and residency programs for school leaders helped facilitate sharing of best practices, but some schools had not progressed to implementing the shared practices — possibly the same claim (merge candidate)
• Leaders at city, central office, and school levels are perceived to play a key role in promoting cross-sector collaboration — related
• Cross-sector leadership programs were widely viewed as the most successful collaboration grant activities, while limited grant time period and scope and lack of goal clarity hindered implementation — related
• Teacher-level cross-sector collaboration remained low across grantee sites, in part because many collaborative activities targeted school leaders rather than teachers — related
• A leaky pipeline limits the residency program's district benefits: only about half of completers became CPS principals within four years, at roughly $535,000 cost per new principal — related
• The FACE Collaborative fostered collaborative leadership behaviors including mutual support, resource sharing, expert learning, and partnership building — related
• Stronger working relationships emerged among highest-level central office administrators, but rifts and skepticism about systemic change remained among other staff — related
• Close collaboration between principal preparation programs and districts is associated with more coordinated candidate preparation — related
• School leaders should be viewed and trained as instructional leaders — related