• Skip to primary navigation
  • Skip to main content
Public Impact

Public Impact

  • Who We Are
    • Our Mission
    • Our DEI Commitment
    • Our Story
    • Our Team
  • What We Do
    • Opportunity Culture
    • Research & Data
    • New Solutions
    • Our Clients
    • Media
  • Resources
  • Blog
  • Apply
    • Work at Public Impact
  • Subscribe
  • Show Search
Hide Search

How Can We Extend the Reach of Great Teachers? A Q&A with Stephanie Dean on Opportunity Culture

August 14, 2019

Ahead of the Heard, August 14, 2019, by Chad Aldeman

How should we train teachers? How do we ensure that all students have access to great teaching?

Those questions are at the heart of many education policy debates. While it may be difficult to “raise the bar” on the teaching profession by erecting barriers to entry, recent studies show that teacher coaching and teamwork offer more promise as ways to help young teachers improve their practice and to create a real career ladder within the teaching profession.

In order to find out more about how this work is going in schools, I reached out to Stephanie Dean, the vice president of strategic policy advising and a senior consulting manager at Public Impact. In that role, Dean is working with schools and districts to implement what they call “Opportunity Culture,” a way to re-organize schools into collaborative leadership teams.

This conversation has been lightly edited for clarity and length.

Tell us about Opportunity Culture. What’s the theory behind it, and what are you hoping to accomplish?

Opportunity Culture schools create high-pay, high-impact teacher leader roles. The cornerstone role in Opportunity Culture schools is the multi-classroom leader. Districts and schools must begin with very careful selection and design. They are selecting candidates who produce greater-than-expected student growth, and they’re also looking for competencies that are needed to lead adults and students. That’s the selection side.

On the design side, a school team creates a staffing model and a schedule that ensures each multi-classroom leader — who continues to teach in some way — has time during the day to work intensively with a small team of teachers. This means time to analyze data, plan instruction with the team, observe and offer feedback, and model and co-teach. The staffing model keeps the team size small to ensure the multi-classroom leader is able to provide the level of high-impact leadership that’s needed. We’re talking about a team of 3-8 teachers, similar to the standard we see in other professions.

Read the full interview…

August 14, 2019 by lgDEV1982

About lgDEV1982

Footer

Public Impact, LLC   |   919-240-7955   |   Terms of Use   |   Contact Us   |    © Public Impact 2000-2023   |   Website design by LeGa Design Group

Follow Us

  • Facebook
  • Instagram
  • LinkedIn
  • Twitter
  • YouTube