Last week, Multi-Classroom Leader Bobby Miles spoke at the Teach Strong launch, part of a panel moderated by Amanda Ripley, author of the New York Times bestseller The Smartest Kids in the World, and including former Rep. George Miller of California, senior education...
What’s Happening
Opportunity Culture® News and Views
Launching Paid Teacher Leadership with Union-District Partnership
How could a large number of well-paid teacher-leader roles emerge in a unionized district? This question is at the top of the list for many superintendents.
Syracuse, N.Y., educators have some advice, captured in a new three-page vignette, How One Union-District Partnership Launched an Opportunity Culture. Syracuse union and district leaders discuss their experiences and lessons they learned about working together for a successful launch.
In late 2013, the Syracuse City School District became the nation’s first unionized district to use Opportunity Culture, with four of its highest-need schools choosing and tailoring models to fit. They began to implement their new teacher-leader roles using the Multi-Classroom Leadership model in 2014–15, and are now expanding the roles to many more schools. Multi-classroom leaders—several per school—earn a $12,000 supplement in Syracuse for leading teams and helping their colleagues succeed, while continuing to teach.
Opportunity Culture models extend the reach of teachers who excel with students to more students, directly and by leading other teachers, for much higher pay funded by reallocating existing budgets. Teachers gain planning and collaboration time, and teachers in advanced roles are responsible for the outcomes of all the students they serve—as well as for the support, development, and success of their colleagues when they work in teams. In nearly all cases, instructional group sizes remain the same or even smaller.
The strongest advice from Syracuse on launching an Opportunity Culture? Both union leaders and a former administrator say: Get the union involved from the very beginning, and keep it involved at every step of the way.
The Whole Package: 12 Factors of High-Impact Teacher-Leader Roles
District leaders love the thought of “teacher leadership” that might attract and retain teachers—especially great ones—and close student learning gaps at a time of rising teacher vacancies.
But too often, teacher-leader roles fail to produce the full impact district leaders intend. They rarely dramatically improve student learning or teacher effectiveness.
What are the usual pitfalls? How can districts avoid them?
The Whole Package: 12 Factors of High-Impact Teacher-Leader Roles, a two-page brief from Public Impact, offers a quick list of the pitfalls, and a chart of the 12 essential factors for creating outstanding teacher-leader roles.
Low-impact teacher-leader roles are a distraction from what great teachers really crave: helping their peers and more students succeed. Defining and organizing high-impact teacher-leader roles can allow great teachers to have a far greater effect on vastly more students and teaching peers.
DO design teacher-leader roles with these 12 factors in mind, involving teachers in the design decisions:
• Selectivity: make advanced roles selective
• Preparation: train teacher-leaders for their roles
• Greater Reach: use roles to give more students access to great teachers, not fewer
• Continued Teaching: let teacher-leaders keep teaching students part time
• Time to Lead—and Learn: give teacher-leaders time to plan and collaborate
• Development Opportunities: let teachers in the same role help one another improve
• Accountability: make teacher-leaders formally responsible for their students and teams
• Formal Authority: give teacher-leaders formal authority to spread their practices
• Higher Pay: pay supplements of at least 10%– 50% of average pay
• Funding Stability: fund higher pay with recurring budgets, not grants or tenuous line items
• Funding Scalability: for big scale, fund extra pay with stable, state-level funds
• Prevalence: ensure that each school has many advanced roles, not just a few
DON’T stumble over pitfalls with plans that have these unfortunate qualities:
Opportunity Culture® Fellow Bobby Miles on Teach Strong Panel
Opportunity Culture® Fellow Bobby Miles, a multi-classroom leader for an eighth-grade science team in Charlotte-Mecklenburg Schools, will share his views on Tuesday, November 10, as a panelist at the launch event for the Teach Strong Campaign, a national partnership...
Opportunity Culture® Voices: Keep on Keeping On
“I’m practically a Syracuse City Schools lifetime member—from student, to teacher, to coach, then nearly into administration—but with a happy detour. I got to return to the classroom in a new position of multi-classroom leader. As the MCL, I lead a team of teachers while continuing to teach—the sweet spot for this point in my career.
But at a school new to me, in a new leadership role, with teachers who didn’t necessarily sign up for the total collaboration and openness of this team-teaching model, I faced challenges. I knew we needed to focus on data—we did need data to “drive our instruction”—and that meant sharing our students’ results with the whole team.”
–Syracuse City Schools Multi-Classroom Leader Maggie Vadala, in Keep on Keeping On: Using Data to Move Students Forward
Data-driven instruction + a new model of teacher-led team teaching + being at a new, high-need school + data systems that must continue to improve: That’s what Syracuse’s Maggie Vadala took on last year–and very happily. In Thursday’s RealClearEducation.com, Vadala describes the challenges.
“As I dug into the data, I realized I left one important item out: relationships! I was working with five third-grade teachers and 75 students. Altogether, the five teachers had just 11 years of teaching experience.
So while we were sharing our students’ sometimes dismal data, a far-from-comfortable experience for teachers used to working alone, I had to simultaneously build trust. They were welcoming but suspicious about my role—was I just there to run to the principal whenever they made a mistake? Where was I going with all that data? I had a group of committed people; now, they had to trust that I could guide us to accomplish more together than independently.”
Read how she did it, in her warm but no-nonsense, straightfoward approach to leading her team, and their ups and downs along the way. And hear more of Vadala’s thoughts on the accompanying video drawn from our September interview with her. She’s just one of the many inspiring Opportunity Culture teachers and teacher-leaders who sees the difference Opportunity Culture is making in schools. Read past columns from her Opportunity Culture colleagues in the Opportunity Culture series–and thanks to Real Clear Education as always for hosting it.
Big Changes in Big Spring
What can a rural, 4,000-student district do to attract and retain teachers, and support many brand-new teachers? In “Reconsidering the Traditional Model: Big Spring ISD Works to Build Teacher Career Pathways,” Cindy Clegg writes in the Texas Lone Star about how and why the Big Spring school district is creating an Opportunity Culture.
A publication of the Texas Association of School Boards, the Texas Lone Star takes an in-depth look at the multi-classroom model being used in combination with paraprofessional support to extend the reach of great teachers to many more students and teachers, within regular budgets–from choosing the model to carefully selecting the multi-classroom leaders–who lead a team, coaching, co-planning, and supporting the team, while continuing to teach themselves.
Texas has created a statewide initiative to introduce Opportunity Culture to interested districts. “We are trying to build statewide capacity for school improvement,” says Mark Baxter, director of school improvement and support for the Texas Education Agency.
Big Spring is starting with six multi-classroom leaders (MCLs) at three campuses, who each earn a $10,000 supplement, funded through teacher vacancies and larger classes, which have increased paraprofessional support. Although Opportunity Culture school redesign models do not require larger classes, Big Spring chose to go from 22 to 30 students because, says School Improvement Director Heidi Wagner, “Would you rather have 30 kids in front of one excellent teacher or 22 in front of a mediocre teacher?”
Read the full article here.
Start of a Teacher-Led Revolution? Ask the Teacher-Leaders!
“Opportunity Culture is not a program, it’s a culture change.”
Last week, Public Impact convened a select group of 90 teachers, principals, district administrators, and national education organization leaders in Chapel Hill, N.C., to plan the future of Opportunity Culture (OC).
The goal: Learn from pioneering OC districts and teachers and plan ahead to improve this work, with help from leaders of national education organizations.
Our message: We want to help OC districts and schools support principals and teacher-leaders who, in turn, are providing all teachers with significant support on the job every day.
The message we heard back from teachers and principals: Keep this going and grow it faster—within schools, across districts, and across the U.S.
“We had to move the breakout rooms at the last minute when the session on scaling up Opportunity Culture drew the largest crowd. We had scheduled it for the smallest room, not the largest,” notes Stephanie Dean, vice president of teacher and leader policy for Public Impact.
A motivating opening panel of teacher-leaders, all Opportunity Culture Fellows chosen by their districts for teaching excellence and leadership, brought the message home: This works. Districts, find a way to keep and expand Opportunity Culture. Bring it to more teachers and students, now.
“The district needs to create more of this—a strong district commitment is crucial. … We had the highest growth scores in math in grades three through eight in the district, and we’re not a small district. So students are growing, and growing at a rapid pace.”— Middle school Multi-Classroom Leader (MCL) Karen Wolfson, Nashville, Tenn., who led both novice and veteran teachers to high growth.
“Keep this alive. It’s such a great thing, and so exciting.”—Elementary school Multi-Classroom Leader Karen von Klahr, Cabarrus County, N.C., who is also featured in a video about supporting new teachers.
“This past year we saw tremendous progress in [my school’s] MCL teams’ [test scores]. But beyond just the academics, we saw a decrease in behavior referrals as well, and we credit the MCLs working more closely with teachers for that…..I am growing professionally … so much more than any other teaching position, instructional coach, that I’ve done in the past.”— Elementary school Multi-Classroom Leader Maggie Vadala, Syracuse, N.Y.
“Empowering teachers has been incredible. My team was in tears this year when we found out that we made growth for the first time—it was so incredible to see all that hard work finally pay off and for them to buy into all this that I was pushing last year.”—Biology Multi-Classroom Leader Erin Burns, Charlotte, N.C., who went from reaching 80 students a day to about 500 students in a high-poverty high school, and who began leading a team last year that had made negative growth in its previous three years.
“It’s great, it’s working, teachers are happy, kids are happy, parents are happy!”—Elementary school Multi-Classroom Leader Danielle Bellar, Charlotte, N.C.
A panel of principals who have achieved high growth using OC models followed:
“Opportunity Culture is not a program, it’s a culture change. … We need to share this work.”—Alison Harris Welcher, who was principal of an Opportunity Culture middle school last year, when its students made extremely high growth, now director of school leadership for the Project L.I.F.T. school zone.
“Teaching is a team sport. … We see that in two years of this work, our math team led the highest gains in the city, teacher absenteeism dramatically reduced … student discipline fell in an astronomical change, because the culture of the school became one of aspiration.”—Christian Sawyer, formerly principal of a Nashville Opportunity Culture middle school.
Watch last week’s new Teacher Support in an Opportunity Culture video—drawn from our interviews with teachers and multi-classroom leaders, who just couldn’t stop talking about the long-awaited support they get and give to help everyone extend great teaching to all their students.
And we debuted our new Opportunity Culture: Teaching, Leading, Learning—a fun six-minute cartoon video showing what an Opportunity Culture is and what it means to all those teachers who want great things happening in their schools and careers. Share it with everyone you know who’s affected by K–12 education today!
What we saw and heard last week was true “teacher voice,” emphatically speaking to those with the power to spread a school revolution that brings an Opportunity Culture to all.
Indianapolis First to Put Opportunity Culture® Into Contract
The Indianapolis school board and teachers union recently became the first in the country to include Opportunity Culture roles in their new contract, offering pay supplements of up to $18,300—35 percent of the district’s average salary. That comes on top of a major base pay raise—the first in five years—for teachers across the board.
Those pay decisions mean that in 2016–17, for example, a 16-year teacher will be able to earn $77,700 by taking on the highest-paid Opportunity Culture role, leading a team of four to six teachers. (Take note: This pay in Indianapolis is equivalent to pay of more than $110,000 in Washington, D.C. or more than $175,000 in Manhattan.)
The changes are part of an ambitious strategic plan for Indianapolis Public Schools (IPS), under the leadership of Superintendent Lewis Ferebee. The contract was ratified by 93 percent of the union members and approved in a 6–0 vote of the IPS Board of School Commissioners.
The Opportunity Culture initiative, created by Public Impact, includes seven districts in five states in 2015–16. Opportunity Culture models extend the reach of excellent teachers and their teams to more students, for more pay, within budget. Schools provide additional school-day time for planning and collaboration, often with teacher-leaders leading teams and providing frequent, on-the-job development.
A team of teachers and administrators at each school decides how to redo schedules and reallocate money to fund pay supplements permanently, in contrast to temporarily grant-funded programs. Opportunity Culture schools in IPS are expected to reallocate funds primarily from vacant positions to pay for the supplements.
The Indianapolis Education Association voted to include multiple Opportunity Culture roles in the contract, with the highest pay for multi-classroom leaders, who continue to teach while leading a team. These “MCLs” coach, co-teach, co-plan and collaborate with their team teachers, while taking accountability for the learning outcomes of all the students the team serves. In IPS, an MCL who leads a team of one teacher and a paraprofessional known as a reach associate will earn a $6,800 stipend. MCLs who lead a team of two to three teachers and a reach associate will earn an $11,400 stipend. Those leading a team of four to six teachers and two reach associates will earn $18,300 stipends.
All teachers teaching on an MCL-led team will earn $1,300 supplements, if the school can afford to do this for each team in the school.
In contrast, of the 120 large-district contracts in the National Council on Teacher Quality’s national database, most stipends are less than $3,000, and the biggest specified leadership stipend (for department chairs in Wichita, Kansas) is $8,614. The Indianapolis Public Schools’ maximum Opportunity Culture supplement of $18,300 is more than double that amount.
The contract also includes $6,800 supplements for “expanded-impact teachers,” great teachers who extend their reach to at least 33 percent more students with paraprofessional support, but who do not lead teams. These teachers may use enhanced digital instruction, specialization at the elementary level, and other models that include enhanced paraprofessional support.
“We are delighted and impressed by the collaborative environment and genuine commitment we see on the part of both the district and the union in Indianapolis,” said former teacher and Public Impact senior vice president Lucy Steiner, who is leading Public Impact’s assistance to IPS schools with these roles. “We will be working with the district and schools to ensure that teachers have the support they need to be effective in these new roles.” The Joyce Foundation is providing partial support to launch Public Impact’s work with IPS.
IPS is the second collective bargaining district in which the local teachers union has supported Opportunity Culture roles, but the first to include the roles in its contract for all teachers.
Read more:
- “Eye-popping salary increases for teacher-leaders”:Stephen Sawchuk in Education Week’s Teacher Beat–Indianapolis Pact Couples New Teacher Roles and Big Pay Boosts
- IPS teachers view strategic plan, initiatives firsthand: WISH-TV News
- With a strategic plan and teacher pay overhaul, will a new era dawn for IPS?: Scott Elliott at Chalkbeat Indiana
- Deal between IPS and its union means big pay raises for teachers: Scott Elliott at Chalkbeat Indiana
- Behind the Headline: Indianapolis Pact Couples New Teacher Roles and Big Pay: Education Next
5 Steps to Great Evaluation: A System to Guide Development, Careers
Opportunity Culture models, which extend the reach of excellent teachers and their teams to more students, for higher pay within budget, change both the content and process of teacher evaluation—for the better. Public Impact’s newest, free, five-step toolkit, Evaluation, Accountability, and Professional Development in an Opportunity Culture: A Practical Guide, gives schools, districts, and states what they need to create an evaluation system that primarily guides teachers’ development and career opportunities.
An accompanying State Policy Brief speaks to anyone who wants laws and other policies to support the Opportunity Culture-style school culture focused on collaboration and excellence.
Why do districts need this? Because today’s systems don’t do what great evaluation should do:
- support on-the-job and long-term development for great teaching
- help identify teachers for advanced roles in which they are likely to succeed
- prepare teachers for advanced roles that help their peers and more students succeed; and
- match teachers to long-term paths in which they can best succeed.
In the still-prevalent one-teacher-one-classroom model, few districts have provided a robust, sustainably funded way to connect teacher evaluation with career opportunities, and they continue to bump up against questions of fairness in evaluation. How can teachers trust evaluators who rarely see them?
But in an Opportunity Culture, few teachers work alone most of the time. Most work in teams on which each person does what he or she does best, and a team of leaders supports the principal. That team collaboration lets them observe one another’s thinking and actions up close as they work together to plan and deliver instruction, often with the ongoing support, coaching, and co-teaching of a great teacher-leader. That means giving and getting valuable and accurate feedback to support their improvement throughout the year, which supports career advancement, which means helping more students succeed.
But districts and states must deliberately change evaluation to match the team, team leader, and extended-reach roles that are common in schools using Opportunity Culture models. These roles have wider spans of students, sometimes with narrower ranges of teaching content. They require enhanced soft skills—such as teamwork, team leadership, and flexibility—and hard skills, such as managing meetings and analyzing larger sets of student growth data during the year. Not changing evaluation systems appropriately can lead to mismatched students and teachers in formal accountability systems, lack of on-point, frequent feedback for teachers in new roles, missed opportunities for teachers to improve faster, and reduction of further career opportunities—harming teachers and students.
Our new guide helps education leaders align evaluation and its uses with an Opportunity Culture and similar school models and career paths—successfully and at a low cost. It reflects lessons drawn from one-teacher-one-classroom style evaluation as well as early experiences of Opportunity Culture teachers and principals—to guide states, districts, and schools toward ensuring that evaluation supports everyone’s success.
The guide and its tools are organized into sections covering evaluation redesign, evaluation content, evaluation process, and critical uses of evaluation. Each section includes a set of action steps, considerations and guidance, tools, and links to other relevant resources.
Although some changes in evaluation and accountability can be made at the school and district levels, our accompanying brief looks at those that require a policy fix at the state level.
4 Great Examples of Teacher Voice: Opportunity Culture® Columns
What is it actually like to be a teacher-leader in an Opportunity Culture school? You can read the Opportunity Culture website to understand how an “OC” school works, and you can watch videos of teachers and administrators talking about why they love their jobs, what their roles are like, and other aspects of creating an Opportunity Culture.
For more in-depth looks at various aspects of an Opportunity Culture, though, don’t miss the ongoing series of columns written by OC teacher-leaders appearing in the middle of each month on Real Clear Education. To recap so far:
Kristin Cubbage, a multi-classroom leader (MCL) in Charlotte, kicked off the series with “An Opportunity for Change,” explaining her role as the leader of a teaching team, why she loves it, and calling on education leaders to “open the door” to the opportunities she sees in her school.
Joe Ashby, who was a multi-classroom leader in Nashville, writes about how the MCL model creates a teaching team that allows him to give and receive satisfying, useful professional development every day.
Bobby Miles, a multi-classroom leader in Charlotte, turns to the subject of accountability: MCLs extend their reach to more students by leading their team and continuing to teach students directly, for higher pay–and take accountability for the results of all the students in their team. For Mr. Miles, that means he’s accountable for the results of 421 students–and he loves it. “Far from being scary, it motivates me,” he writes.
And in the latest column, MCL Karen von Klahr, who teaches in Cabarrus County, N.C., writes about “riding the roller coaster together”–providing real support to a brand-new teacher. Watch the accompanying video of Ms. von Klahr and her new teacher discuss the joy they found working together.
If you need an overview of an Opportunity Culture, read an introductory column by Public Impact’s co-directors, Bryan C. Hassel and Emily Ayscue Hassel.
As the series grows, you can find all the columns here; future posts will include issues of teacher pay, data-driven instruction, blended learning, elementary school teachers specializing in one or two subjects, an Opportunity Culture in a unionized district, and in schools that are not high-poverty.