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Opportunity Culture® Lessons from the First Two Years

July 23, 2015

By Bryan C. Hassel and Emily Ayscue Hassel

In our companion post, Opportunity Culture Outcomes: The First Two Years, we shared student, teacher, and design outcomes from the first two years of Public Impact’s Opportunity Culture initiative, which so far has affected more than 30 schools, 450 teachers, and 16,000 students.

The outcomes are promising—better student growth, higher pay, strong teacher satisfaction. However, some pioneering districts, schools, and teachers achieved better, faster results than others. Strengths and challenges varied across sites. Learning from these differences fast is crucial to improved outcomes as more schools and districts create their own Opportunity Cultures, extending the reach of excellent teachers and their teams to many more students, for much higher pay, within regular budgets.

These lessons we drew from these early years are based on data we collected and feedback from Opportunity Culture schools and districts, including teachers, principals, and district administrators. Implementation teams from Public Impact or its partners Education First and Education Resource Strategies solicited feedback using “exit slips” after every decision-making meeting with school and district design teams. We conducted interviews with staff and administrators at the school and district level. Implementation teams scheduled regular calls and made site visits eight to 10 times a year, during which we collected feedback and recorded our observations. With that and other data, we created the Opportunity Culture Dashboard, which contains indicators of implementation effectiveness, including student learning outcomes and teacher and staff perceptions from anonymous surveys.

Many of these lessons are no surprise—and yet still a challenge to get right. Some are a challenge only because the people who have power to change them must act with commitment and decisiveness—and the temptations to do otherwise are overwhelming.

Lesson 1: Address Necessary State and District Policy Barriers. Districts and states must identify and address Opportunity Culture (OC) policy barriers before the design process begins, and review annually at midyear in preparation for the next year.

Lesson 2: Establish District Support for Schools’ OC Implementation. District leaders must provide timely technical assistance, tools, decision-making power, and transitional support for small, temporary financial shortfalls for school models within Opportunity Culture Principles.

Lesson 3: Support Strong School Leadership for OC Implementation. Principals need training and support to lead a team of teacher-leaders and other teachers who extend their reach, and they need paid career advancement options that let them remain directly responsible for student outcomes.

Lesson 4: Build and Support Effective Design Teams. Form district and school design teams with clear goals, roles, and decision-making power, staffed with individuals committed to OC Principles; top district leaders must maintain direction and support to implement and scale up the Opportunity Culture designs.

Lesson 5: Create Complete School Design Plans. School designs should include long-term and next-year detail about roles, financial sustainability, technology, schedules, and how teachers will work together.

Lesson 6: Clarify MCL Roles and Build Teaching Team Leadership. Multi-classroom leaders (MCLs)—essential in schools that want to reach all or nearly all students with excellent teachers—need clear roles, advance training, ongoing coaching in leadership and management skills, and protected time to plan and lead.

Lesson 7: Build Schedules that Let Teams Collaborate. Schedule and protect additional in-school time for OC teachers to plan, alone and as a team; review student work; and improve together during the school year.

Lesson 8: Hire Early and Be Selective. Recruit early, advertise widely using multiple methods, make links to Opportunity Culture job openings obvious on the district’s website, and use the materials on OpportunityCulture.org to recruit and be selective among candidates.

Lesson 9: Give Everyone the Right Data to Improve. Interim and annual data should be collected and reported to match OC roles, to help teachers improve during the school year and help principals lead well; consistent interim assessments would help OC teachers.

Opportunity Culture® Implementation

July 15, 2015

This brief shares the lessons that Public Impact and our partners have learned from our work with these schools in their early stages of Opportunity Culture implementation. It summarizes nine overarching lessons, offers our solutions for assistance providers, schools, and districts, and gives examples of actions that Public Impact, our partners, and some schools and districts have taken.

1 Teacher, 400 Scholars—and Loving It

July 15, 2015

By Bobby Miles, first published by Real Clear Education, July 15, 2015

“A lot of great teachers are leaving the classroom to seek leadership roles that come with more sustainable compensation. But I get that without leaving the classroom.” Though he is now accountable for more than 400 students, the opportunity to positively affect and interact with so many students—while taking on greater responsibilities and leadership—inspires Multi-Classroom Leader® Bobby Miles.

Syracuse Schools Build on First Opportunity Culture® Year

June 16, 2015

After a year of piloting new staffing models that extend the reach of excellent teachers and their teams to more students, for more pay, the Syracuse City School District, in partnership with the Syracuse Teachers Association, has expanded its Opportunity Culture initiative in 2015–16 to four more schools. The initiative began in 2014–15 in four of the highest-need schools in Syracuse, which is New York’s fifth-largest school district.

“In the SCSD we are committed to providing leadership pathways for excellent teachers who want to remain in the classroom,” Superintendent Sharon Contreras said. “Opportunity Culture allows us to explore innovative ways for our most experienced and best educators to share their knowledge and expertise with their colleagues.”

See Syracuse’s Opportunity Culture job postings for all its Opportunity Culture schools here. The schools joining the Opportunity Culture initiative in 2015–16 are Franklin Elementary, Huntington K-8, Meachem Elementary, and Lincoln Middle.

Opportunity Culture models use job redesign and age-appropriate technology to reach many more students with excellent teaching, without forcing class-size increases. Opportunity Culture teachers typically work in collaborative teams led by excellent teachers, who provide the collaboration and support that is a hallmark of an Opportunity Culture. Pay supplements for Opportunity Culture positions are funded within regular, recurring budgets, not temporary grants, so that they are financially sustainable.

Public Impact created the core models, with substantial teacher input, and is working in Syracuse with lead schools partner Education First and the Syracuse Teachers Association to help the Syracuse schools implement and evaluate their models. Education First, an education policy and strategy firm, has extensive experience facilitating collaborative change in district schools.

Giving and Receiving Professional Development Every Day

June 15, 2015

Real Clear Education, June 15, 2015, by Joe Ashby, Multi-Classroom Leader®

“Throughout the year, I felt my teachers’ high expectations for me—for expertise and assistance, coupled with trust, honesty, commitment, perseverance and humility.” Through Multi-Classroom Leadership, Joe Ashby boosted the professional growth of his team, which resulted in greater math and reading proficiency, greater student engagement, and family support.

How to Hire Great Teachers and Teacher-Leaders: Free Toolkits

June 2, 2015

In an Opportunity Culture, districts and schools offer new roles that extend the reach of excellent teachers and their teams to more students, for more pay, within recurring budgets and without forcing class-size increases. The new roles put districts in a much stronger position to hire great teachers—but only if they recruit and select well.

We’ve posted two new toolkits to make that work easier, walking human resources officers and principals through the steps to great hiring, informed by the experiences of early Opportunity Culture districts. These tools are useful for any district hiring teacher-leaders, team teachers, blended-learning teachers, elementary subject specialists, and advanced paraprofessional support—not just Opportunity Culture positions.

The Recruitment Toolkit, downloadable as a PDF, walks districts and schools through the major steps of a successful recruiting effort. It explains why districts that rely on passive strategies—expecting candidates to find out about available positions and apply—will not get the recruitment results they want.

The toolkit addresses key details, such as the timing of recruitment, which ideally begins each year no later than March, to attract a large pool of excellent candidates and capture their interest before they commit to other jobs. Strong recruitment enables districts to attract great candidates regionally, even nationally, who could be a perfect fit for Opportunity Culture or similar roles—including those not actively seeking a new job.

Once schools and districts have a pool of great candidates, what next?

The Teacher and Staff Selection Toolkit provides a four-step guide to help districts and schools select teachers and staff members from competitive talent pools. Districts that have created an Opportunity Culture have seen a surge of applications, even in high-poverty schools. This toolkit helps leaders adapt to a higher volume of applications and the opportunity that volume offers to become very selective in hiring.

The selection kit helps leaders screen and prioritize candidates for these new roles, which require new behaviors and skills beyond those needed in a one-teacher-one-classroom setting. Each step includes a set of considerations, action steps, and links to relevant tools and resources.

Texas Launches Statewide Opportunity Culture® Initiative

May 19, 2015

The Texas Education Agency (TEA) has made Texas the first state to support multiple districts in creating an Opportunity Culture, joining the national initiative designed to extend the reach of excellent teachers and their teams to more students, for more pay, within recurring budgets.

The Big Spring Independent School District, an eight-campus district in a town of about 28,000 people in west Texas, is recruiting for its first year of implementation in the 2015–16 school year, and the TEA is identifying additional districts to support in this work.

Big Spring is leading the way for small cities and towns in Texas and across the country to adopt Opportunity Culture models. These models use job redesign and age-appropriate technology to extend the reach of excellent teachers and their teams to many more students, for more pay, within budget.

Opportunity Culture teachers typically work in collaborative teams led by excellent teachers. Teams have in-school planning and collaboration time together and are formally accountable for all of the students they reach. Teachers in Opportunity Culture districts in Tennessee, North Carolina, and New York are earning pay supplements as high as 50 percent of their state’s average teacher pay.

”Texas is committed to providing pathways for advancement and recognition for our best teachers,” said Texas Commissioner of Education Michael Williams. “Through our support of Opportunity Culture at the state level, our goal is to quantify success in districts by working collaboratively with teachers and principals to support greater student achievement for all students.”

Public Impact, which designed the Opportunity Culture model prototypes, and Education First, which has extensive experience facilitating collaborative change in district schools, will assist the state’s 20 Education Service Centers (ESCs) and the TEA in identifying and supporting the districts.

Four Big Spring ISD elementary schools—Goliad, Marcy, Moss, and Washington—will select multi-classroom leaders to lead teams of teachers, which are supported by paraprofessional “reach associates,” at their schools. Multi-classroom leaders continue to teach while leading a team, taking formal accountability for the learning results of all the students the team serves. Each school has a design team of administrators and teachers that is adapting the multi-classroom model and planning implementation details to fit their needs, following the five Opportunity Culture Principles.

“We see Opportunity Culture as a way a small West Texas district like ours can make great strides,” Big Spring Superintendent Chris Wigington said. “By supporting great educators with on the job training and leadership opportunities, we can create teams and grow our teachers’ practice to make a difference for all of our students.”

Looking for an Opportunity Culture® Job?

May 18, 2015

Are you intrigued by all you’ve read and heard about an Opportunity Culture?

Interested in extending your reach to more students, for more pay?

Ready to lead from within, sharing your great teaching without leaving the classroom by leading a team, for significantly higher pay?

Are you a new teacher interested in all the support an Opportunity Culture has to offer?

Or do you know teachers who deserve the respect, support, career advancement possibilities, and higher pay that an Opportunity Culture could offer them?

Find Opportunity Culture job postings from several districts here!

Learn more about what current Opportunity Culture teachers think here—multi-classroom leaders, blended-learning teachers, and team teachers discuss their jobs, and principals talk about the benefits of an Opportunity Culture and why they wanted this in their schools.

 

Recruitment Toolkit

May 16, 2015

Opportunity Culture roles have attracted great teachers across the country, producing strong recruiting results for schools of all kinds. But having great roles is not enough. Early, active recruitment and strong communications are essential to reach great candidates—both within a district and from elsewhere—and encourage them to apply for Opportunity Culture roles. Some Opportunity Culture schools begin active recruitment the prior fall, rather than waiting until spring or summer.