The job of “teacher” in most schools today remains centered on full-time classroom responsibilities that are defined by the location, timing, and schedule of the school day and a one-teacher-per-classroom model. But particularly in today’s budget climate, interest in quality-focused job redesigns is increasing among forward-thinking state, district, and charter school leaders. In this report, prepared by Julie Kowal and Dana Brinson for the Center for American Progress, we profile two organizations—the Rocketship Education network of charter schools and the Fairfax County, VA school district— that have redesigned the job of teacher to provide new types of leadership opportunities and let great teachers reach larger numbers of students. [Read more…]
Recruit, Select, and Keep Education Talent
This report, written with support from The Bill & Melinda Gates Foundation, identifies four common strategies employed by other sectors to disproportionately retain high performers and discusses how committed education leaders could begin applying these strategies right now. Read more…
Public Impact has developed a series of resources designed to support school turnarounds. The series includes guides and toolkits that help select turnaround principals and teachers based on the competencies–or patterns of thinking, feeling, speaking, and acting–that enable them to be successful in turnarounds.
Debate rages in education over whether to provide teachers with financial incentives in order to improve recruitment and retention in “hard-to-staff” schools and subject areas. In other public sectors—the civil service, military, and medicine—organizations take for granted that compensation is a powerful tool; they have moved from this debate about “whether” to a discussion of “how.” Experience from these domains suggests that a “portfolio” of incentives (including performance bonuses, loan repayment or scholarship programs, and other forms) may be most effective. As a component of this portfolio, performance-based incentives can boost both the recruitment and retention power of hard-to-staff pay—particularly for the high-potential candidates that we need most in hard-to-staff schools. [Read more…]