Public Impact Launches New Website

Public Impact has launched a new website, OpportunityCulture.org.  The site focuses on “extending the reach of excellent teachers using job redesign and technology.”  The site is divided into four main sections:

  1. Why This Matters:  What research says about the impact excellent teachers have on student learning.
  2. Redesigning Schools:  More than 20 models that show how to extend the reach of excellent teachers to more students, within budget.  This section also includes suggestions for providing multiple career paths for teachers that tie in with the school models.
  3. Reforming Policy:  How to clear barriers and create the will to reach all students with excellent teachers—fast.
  4. The Opportunity Culture Initiative:  This section details Public Impact’s work in disseminating new school models, calls for model school participants, and details how the models could be implemented nationally.

The site also contains a news feed that brings together relevant resources from other education sites that may be of interest.  To view the new site, please visit http://www.opportunityculture.org

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Public Impact Seeks Five Sites to Extend the Reach of Excellent Teachers

Public Impact has launched the implementation phase of its effort to bring excellent teachers to every classroom.  In this phase, the organization seeks to identify five “model” sites that can be used to extend the reach of these teachers beyond their own classrooms.  Seeking to create what it calls an “Opportunity Culture,” Public Impact wants to redesign teachers’ roles using new technologies to broadcast excellent teachers to more students, for more pay, but within existing state budgets.

Public Impact has posted over 20 brief models on their website that schools can use to tailor “reach extension” designs.  The models were developed in cooperation with teachers and education experts, along with Public Impact’s Opportunity Culture Advisory Team.  Each reach extension project must:

1. Reach more children successfully with excellent teachers. Teachers whose reach is extended are (and stay) in the top 25 percent based on student growth; other measures may supplement but not replace growth.

2. Pay excellent teachers more for reaching more children successfully, in approximate proportion to increased student reach.

3. Achieve permanent financial sustainability within budgets from per-pupil funding.

a. Changes are budget-neutral or positive (after planning/start-up costs).
b. Implementation is funded with usual, not temporary, sources. Costs funded with extra funds may include major facility changes, technology purchases, and consulting fees (and/or temporary change organizers on staff).

4. Include roles for other educators that enable solid performers both to learn from excellent peers and contribute to excellent outcomes for children.

5. Identify the adult who is accountable for each student’s outcomes, and clarify what people, technology, and other resources (s)he is empowered to choose and manage.

Public Impact has several characteristics it is looking for in potential model sites, but is specifically focused on a deep commitment to the project by educational leaders:

1. Leaders have already implemented a teacher evaluation system that includes individual teachers’ student growth. Top 20 to 25 percent teachers can be identified in all subjects in which excellent teachers’ reach will be extended.

2. Leaders make a “3X for All” commitment: to reach every child successfully with teaching as good as today’s top quartile in target subjects. Implementation may begin with prototype sites, but with the intention of implementing system-wide.

3. Superintendent/CEO commits to the initiative principles.

4. Board commits to the initiative principles.

5. Superintendent/CEO assigns a person to be fully accountable for implementation.

6. Principals in involved schools commit to initiative principles in writing.

Consultants can help, but school leaders must drive implementation and communicate with staff and parents.

To learn more, please visit http://www.opportunityculture.org

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A Vision for Teaching in the Digital Age

The Fordham Institute released a report focused on teachers in the digital age, particularly on the issue of if, in the near future, traditional teachers could be replaced by full-blown digital instruction delivered online.  The authors claim that as digital learning become more widely used, “solid instruction in the basics will eventually become ‘flat’—available everywhere globally.  The elements of excellent teaching that are most difficult for technology to replace will increasingly differentiate student outcomes.”  In other words, teacher effectiveness will matter even more than it does at present.  This means that though schools will not need as many teachers, the teachers they do have will need excellent resources (both in technology and support staff), and could command higher pay.

The authors argue that digital learning has the capacity to revolutionize the teaching profession in three primary ways:

Enabling excellent teachers to reach more students.
Attracting and retaining more of these excellent teachers.
Boosting effectiveness and job options for average teachers.

The authors picture a world in which the excellent teachers are the primary instructors, average teachers work with small groups of students and personalize instruction, and ineffective teachers who wish to remain in education as online learning lab monitors or similar, non-instructional capacities.  This would lead to a smaller but stronger and more highly paid teaching force (who would be solely accountable for student outcomes), supported by lower-paid, more flexible, and less time-consuming roles (i.e., small group instructors or lab monitors who would not be accountable for outcomes).

In order to realize this picture, policies at all levels of government will need to change significantly.  This includes management systems, funds allocation, technology infrastructure, and “in the level of will and demand for better student outcomes.”  The authors go on to detail the facets of their vision: teacher roles, retention, effectiveness, training, professional development, and certification; class sizes; teacher evaluation and supervision; compensation and other finances; employment arrangements; and the role of unions.

To read the full details of this vision, please visit http://www.edexcellencemedia.net/publications/2011/2011_CreatingSoundPolicyforDigitalLearning/20111116_TeachersintheAgeofDigitalInstruction.pdf

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Seizing Opportunity at the Top

A recent report released by Public Impact proposes a strategy for getting an excellent teacher into every classroom, which would “close most of our stubborn achievement gaps in just five years.”  An “excellent teacher” is described as one who produces well over today’s typical year of learning growth, and the authors emphasize that it is the duty of policymakers to ensure that every child has access to excellent teachers every year.  Their recommendations are outlined below.

Improve the identification of excellent teachers. 

Rather than focusing exclusively on creating new evaluation systems, a slow and arduous process, states need to accelerate identification of their excellent teachers now.  This can be done through:

—Requiring districts to identify the top 25% of teachers using multiple measures, including student learning growth as the main element.

—Investing state funds to identify alternative measures of performance, such as behavioral competencies, that are highly correlated with student growth.

Clear the barriers that keep excellent teachers from reaching more students.

This is a multi-pronged strategy that looks at the organizational structure of states and districts:

—Policy:  Many of the policies, including rigid budget categories, across-the-board class-size limits, “seat time” requirements, and licensing policies can create a situation that prevents the formation of the best mix of staff and technology in schools.  Many of these policies, argue the authors, should be limited or eliminated altogether.

—Pay:  Unsurprisingly, the authors urge the need to throw out the existing “steps and lanes” pay scales used in most states.  Pay for performance (in the sense that excellent teachers should be paid more for reaching more students) is seen as necessary.

—Proactive retention:  Policymakers are advised to grant absolute protection during layoffs to excellent teachers, advanced roles for teachers should be established to allow for advancement in the profession, and tenure should be transformed to “elite tenure, offered only to consistent top performers who can then be empowered to choose their peers.”

—Instructional and data systems:  Broadband access for all communities, particularly low-income communities, is seen as imperative to removing barriers to an excellent education.  Policymakers should enact policies that provide universal wireless access for all school-age children.

Create the will to give every child excellent teachers: Taking bold action.

The actions suggested here are bold indeed.  Access to a free, public education is the right of all US residents, but the authors go a step further:  making the access to excellent teachers a new civil right.

Furthermore, the authors suggest the following formula for determining a teacher’s success:

Teacher success = Effectiveness (how much students learn) x Reach (how many students receive instruction delivered by the teacher).  “We need to know not just the number of excellent teachers a school has; the critical figure is the number of students they reach successfully,” the authors argue.

To read the full report, please visit http://opportunityculture.org/seizing-opportunity-at-the-top

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Beyond Classroom Walls: Developing Innovative Work Roles for Teachers

Nearly four in 10 teachers report that they are interested in combining their classroom work with other roles or responsibilities in their school or district, including 46 percent of teachers with five or fewer years of experience. Across the country, interest is increasing in alternative approaches to school staffing that provide more flexible work roles and advancement opportunities for highly effective teachers-both as a means to recognize and retain teachers in hard-to-staff schools, and to allow the best teachers to have a positive impact on larger numbers of students.

In a new report, from the Center for American Progress, authors Kowal and Brinson profile two organizations-a small charter management organization based in California and a large school district in Virginia-that have recently pursued staffing innovations designed with these goals in mind.

The authors recommend that education leaders implement lessons learned from early adopters by:

  • Extending teachers’ reach beyond traditional classroom boundaries, through redesigns of both organizational structures and job responsibilities that enable great teachers to directly or indirectly reach larger number of students beyond their classroom walls
  • Considering teachers’ individual strengths and weaknesses, as well as their overall effectiveness in improving student learning, when conceiving and designing new work roles
  • Designing roles with both students’ and teachers’ interests in mind, including a clear path between new roles for teachers and the student learning gains they want to achieve
  • Ensuring long-term financial sustainability for what is too often an add-on program by keeping costs in mind from the start
  • Challenging traditional expectations by embarking on a campaign with teachers, administrators, and other stakeholders to clarify the changes to teachers’ daily roles and demonstrate the benefits of innovation in this realm for both teachers and students

To view the report, see: http://www.americanprogress.org/issues/2011/04/staffing_models.html

Core Education is invested in the design of career lattice options for educators that allow experienced teachers to expand their influence beyond the classroom, while maintaining their direct work with children. For more information about our services, see www.CoreEducationLLC.com

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