Curious about the impact of an Opportunity Culture®? We've just updated our dashboard, as we will every year, with the latest statistics. Such as: 110+ schools at 17 sites in 7 states—and growing 34,000+ students taught by teachers extending their reach—a 50 percent...
student learning growth
Opportunity Culture® Voices: For Truly Personalized Learning, I Had to Try, Try Again
After 26 years of teaching, I was the model of a traditional teacher. Class began with review, then new material and cooperative or independent work, then closure. But two years ago, intrigued by my district’s request that I pioneer an Opportunity Culture® biology...
Doubled Odds of Higher Growth: N.C. Opportunity Culture® Schools Beat State Rate
Fifty-nine percent of Opportunity Culture® schools in North Carolina exceeded student growth expectations in 2015–16, more than double the percentage of N.C. schools overall at just 28 percent, according to school performance data the state released September 2. ...
Opportunity Culture® Voices: Raising My Teacher Voice
“What does ‘teacher voice’ actually mean? Until this year, it sounded like a nice phrase, but it didn’t hold much meaning for me.
“But I have a job I love, one that shakes up traditional teaching and holds the promise of making a huge difference in students’ and teachers lives—as it did for my students. I wanted to spread the word about my job—and now, with positions like mine under threat at my school, I needed to find my voice. I needed to empower others to explore the idea of an Opportunity Culture.”
–Nashville, Tenn., Math Multi-Classroom Leader® Karen Wolfson, in Raising My Teacher Voice to Save My Job–and My Students’ Success
Last year, as the multi-classroom leader for fifth- and sixth-grade math at Bailey STEM Magnet Middle School, a high-poverty, historically low-performing school, Karen Wolfson took her teaching team and their students to new heights:
“Our school had the highest level of growth in the entire district in math in grades three through eight. My team’s two teachers overcame the long odds that the previous year’s data predicted they would face. In one grade, we were projected to have just 12 students rank as proficient or advanced. We ended the year with 43. We saw similar results in the other grade. Both teachers ended the year with the highest level of teacher effectiveness and evaluation scores.
“These teachers were new to the district, its protocols, and the Tennessee state standards, and one was a first-year teacher. Their results were practically unheard of—but under the MCL model, they felt supported and successful.”
But a coming merger of her school with a high school threatens to do away with the MCL model that Karen feels passionate about.
“I can’t let MCL positions disappear. I want to see my district provide many, many more opportunities like mine. And that’s why I took the idea of “teacher voice” very seriously—and what I found was just how powerful my voice can be.”
Read what Karen did to raise her voice, and why she intends to keep speaking up, in the latest Opportunity Culture column in Real Clear Education, and hear her thoughts on an Opportunity Culture.
Opportunity Culture® Voices: Blending Better Learning for More Kids
“Technology in education is one of the most exciting, terrifying and threatening developments for teachers today. Now into my second year as a blended-learning history teacher—meaning I have a group of students in my classroom every other day, assigning them to work online, at home, on the ‘off’ days—I’ve found the scary parts less frightening than most fear, with far greater benefits than I expected.
“My blended classroom opens the door to 21st-century learning, student-centered instruction, project-based learning, and an emphasis on learning as a lifelong experience, not just what you do for six hours at school. Rather than being another challenge for teachers or a new education fad, my class helped tie this all together.
“It’s been intense but gratifying: Because I teach one class while another works from home, I reach twice as many students in that period than in a traditional setting. The challenge is to reach more students while keeping results as strong as before I extended my reach—and preferably stronger. In the first blended year, my students’ growth scores in American History I were well above the district average, with students exceeding “expected” growth; this year, my blended class averaged higher growth than my traditional class.
“And this isn’t restricted to already-great or highly motivated students—I’ve seen high growth from honors, ESL, special education and average students alike.”
–Cabarrus County, N.C., American History Blended-Learning Teacher Scott Nolt, in Blending the Best: Better Learning for More Kids
What does Scott Nolt pinpoint as keys to getting that high growth in his students? In the latest Opportunity Culture column in Real Clear Education, Nolt notes three big priorities educators should focus on in designing a blended class–including a total commitment to a whole new way of teaching, and an ability to adjust quickly to the different needs of a blended environment. “My class is evolving faster than ever,” Nolt says.
Read more in his full column, and hear his thoughts on students in a blended classroom.
Opportunity Culture® Results: Dashboard 2.0
22,000+ students reached by Opportunity Culture® teachers, more than 800 teachers in advanced or team roles, $2 million in higher pay in one year alone, and more high growth and less low growth than other schools: These are just a few results from the schools in...
Opportunity Culture® Voices: Why All Schools Need Multi-Classroom Leadership
"When I was asked to be on my school’s design team for a new initiative, I had no idea what I was getting into. I heard it would help build relationships with students and the community, and improve learning, so I thought, 'Cool. I’m in. That is right up my alley.'...
New Models Combine Teacher Leadership, Digital Learning
Teachers using blended learning need guidance to help students achieve high-growth learning consistently. Teacher-leaders and their teams need time to collaborate and learn together on the job. Students need access to personalized instruction that catalyzes consistently high growth and expands their thinking.
How can schools achieve all of these goals? Combine blended learning with teacher leadership. Two new models from Public Impact explain how elementary and secondary schools can combine Time-Technology Swaps and Multi-Classroom Leadership— while paying teachers far more, sustainably.
In middle and high schools, students in these models rotate on a fixed schedule between a learning lab and regular classrooms—a “Time-Technology Swap.” In the lab, students learn online, using digital instruction, and offline, pursuing skills practice and project work. This lab time, supervised by paraprofessionals, frees teachers’ time. That time allows teachers, working on teams led by multi-classroom leaders, to teach additional classes, and to plan and collaborate with their teammates on the job. Class time with the teacher is focused primarily on engaging portions of instruction that are best taught in person and in small-group follow-up. Lab work is chosen and directed by the multi-classroom leaders and their team teachers, and is personalized to each student. In some high schools, students do assigned digital learning and project work at home during part of the school day, rather than in a learning lab.
In elementary schools, students similarly engage in personalized digital learning and/or offline skills practice and project work for a limited, age-appropriate portion of the day at school. This frees multi-classroom leaders and team teachers to reach more students without increasing instructional group sizes, and to plan and improve together based on data about student progress each week.
Why should schools combine blended learning and teacher-led teams?
- All students reached with excellence: 100 percent of students can have one or more excellent teachers responsible for their learning in each affected subject, without larger classes.
- On-the-job learning and support for teachers: Teachers can gain and consolidate planning and collaboration time, and teachers can get more support and on-the-job development from multi-classroom leaders.
- Teachers earn more—often much more: Pay increases of up to 67 percent are possible for multi-classroom leaders, while pay for blended-learning teachers on the team can increase up to about 25 percent, within regular budgets, not temporary grants.
Many Opportunity Culture schools are already combining Time Swaps and Multi-Classroom Leadership. These new models offer a glimpse at what they are doing, and provide a starting point for additional schools that want to reach all students with excellent teaching and provide all teachers with career advancement opportunities and on-the-job development and support—creating an Opportunity Culture for all.
Opportunity Culture® Voices: Mixing Team Leadership, Specialization
“ 'One-teacher-one-classroom' is a phrase you hear a lot in education these days: For the past 11 years, that described me. I taught on my own in self-contained third- and fifth-grade classrooms, and I loved my job. But I had enough leadership opportunities, such as...
Opportunity Culture® Outcomes: The First Two Years
This post first appeared in Education Next.
Maybe it’s because we’re turning 50 in the coming year and have together been pondering the plight of the poor and their lost human potential since we were 20. But we’re weary of hearing education reformers pretend that just changing policies and management systems—name your favorite—will put an excellent teacher in every classroom. Even though most of us have spilled voluminous ink on those topics.
What if, instead, change started where excellence already lives—in the classrooms and minds of excellent teachers? That is, those teachers who achieve large student learning gains and leaps in higher-order thinking, and who inspire and motivate students and colleagues alike.
What if all it took to launch were a handful of willing superintendents and some committed principals? Ones willing to empower those excellent teachers: to reach far more students, lead and develop teams of colleagues on-the-job, and help their principals lead their schools, for substantially more pay?
What if all “systems” changes were geared to make that possible, at large scale?
From that line of thinking was born Opportunity Culture, an initiative to try this idea: Let school teams with teachers on them redesign jobs and use age-appropriate technology to extend the reach of excellent teachers and their teams to many more students, for more pay, within regular budgets, adding more planning time, and having them take full accountability for the learning of all the students they serve.
Seven schools in two states began implementing these new school models in 2013–14. More than 30 schools in three states implemented last year, and more than 60 schools in five states will be implementing or designing their school models in 2015–16.
The Public Impact team facilitated school decision-making, along with Education First and Education Resource Strategies, and we produced many free materials to help. But the teachers and principals get all the credit for their outcomes. We’ve gathered data on their early results from the first two years, and we report all the data for which comparison groups were possible.
These outcomes are promising for students and teachers, but there is room to improve the support—and, yes, the systems and policies—that affect teachers in these new roles and their principals.
The Opportunity Culture Dashboard posts school design, student, and teacher outcomes, along with our findings about needed improvements. Among the outcomes:
- More than 150 teachers held advanced roles, and more than 300 other teachers were developed on the job by Opportunity Culture (OC) teacher-leaders in 2014–15.
- Teachers typically reached 33 percent to 300 percent more students than average.
- More than 16,000 students were reached using OC models in 2014–15, over 70 percent of them in STEM classrooms.
- Districts launching recruitment by March received applications at a rate of about 30:1 applications per OC position. Those starting later had between 4:1 and 10:1 per position.
- Teacher pay supplements for advanced roles ranged from $3,500 to $23,000 and averaged approximately $10,000.
- All sites but one paid these supplements completely within regular budgets by reallocating funding, with no grants or special funding; all are within regular budgets for 2015–16.
- Average weekly planning minutes ranged from 225 to 450.
- Of the three schools that implemented Opportunity Culture models schoolwide in the first year:
- Two had high growth in both reading and math in the first year.
- The third school had high growth in reading and math by its second year (subject to state verification).
- In schools transitioning gradually over two to three years, significantly more students in OC classrooms made high growth in the second year than in non-OC classrooms in the same and similar schools—by March 2015, 42 percent to 70 percent more made high growth, depending on the comparison group. Fifty percent more students in non-OC classrooms made low (Annualized data not yet available for OC classrooms; first-year data unavailable due to teacher privacy and lack of comparison data.)
- A significant majority of teachers agreed with a wide range of positive statements about the Opportunity Cultures in their schools in an anonymous survey.
These outcomes are promising, particularly because schools with reported student outcomes were very high-poverty.
However, some pioneering districts, schools, and teachers achieved better, faster results than others. Strengths and challenges varied across sites. Learning quickly from these differences is crucial to improved outcomes as more schools and districts create their own Opportunity Cultures.