Excellent teachers with leadership competencies lead teams of other teachers to meet the leaders’ standards of excellence. Teachers, including the teacher-leader, play instructional roles assigned by the leader and use the leader’s methods and tools. The teacher-leader chooses, evaluates, and develops team members, establishing each person’s roles and goals at least annually. The leader facilitates team collaboration and planning. (S)he, with the principal, dismisses team members when necessary. The leader earns more than the others—funded by the reduction of non-classroom specialists, lower pay for others with narrower instructional roles and fewer work hours, and in some cases a reduction of team size. The leader is accountable for team success and all students’ learning. Reach Effect: approximately 100%–400% more students reached by excellent teachers in charge; more with larger spans.
Examples of schools, school networks, and programs extending excellent teachers’ reach using multi-classroom leadership include Touchstone Education, Ingenuity Prep, and City Charter High School. In a variation, the Teach Plus T3 Initiative places large teams of top teachers in turnaround schools (taking 25 percent of the teaching slots), where they develop peers in collaborative teams and earn higher pay.
See our case studies of this or similar models in action:
- Leading Educators: Empowering Teacher-Leaders to Extend Their Reach by Leading Teams, a profile of one teacher’s efforts to extend her reach
- Charlotte, N.C.’s Project L.I.F.T.: New Teaching Roles Create Culture of Excellence in High-Need Schools, a study detailing the steps four schools took and the challenges they faced as they prepared to kick off their Opportunity Culture models at the beginning of the 2013–14 school year
- Charlotte, N.C.’s Project L.I.F.T.: One Teacher’s View of Becoming a Paid Teacher-Leader, a Q&A with an excellent teacher who served on one school’s design team, now set to take on one of the redesigned jobs as a multi-classroom leader
- Touchstone Education: New Charter With Experienced Leader Learns From Extending Teachers’ Reach looks at a small first-year school within a charter school organization that has big plans for growth, to see how it combined Multi-Classroom Leadership and a Time-Technology Swap for strong reading results
More detail on this model:
Financial Planning for Multi-Classroom Leadership: Describes how teacher-leaders in this school model may earn more, sustainably, with calculations of savings and costs showing how schools could increase teacher-leader pay between 67% and 134%, without increasing class sizes and within existing budgets. See more about this model here.
Teacher and Staff Selection, Development, & Evaluation Toolkit: This toolkit includes job descriptions, competencies, and companion tools that may be used to select, evaluate, and develop teachers and staff. These materials are built for six of the more than 20 school models described here. The jobs included in the toolkit cover most of the other school models as well. Some schools may combine school models, and in turn will need to alter the job descriptions and other materials accordingly. Schools must adapt these materials to fit each school setting and to incorporate additional selection, evaluation, and development priorities.
Public Impact encourages the sharing and copying of these materials. Please include “©2012 Public Impact” and “OpportunityCulture.org” on all pages where material from these documents appears.
View table with links to all school models