Great Teachers and Leaders Forum

US Dept. of Education| October 13, 2009

2© The New Teacher Project 2009

A comprehensive approach to managing human capital is focused on core metrics.

Talent PipelineCreate supply of

effective teachers to fill all vacancies.

CORE METRIC

•Number and percentage of new teachers who demonstrate effectiveness above a target threshold

Effectiveness Management

Optimize effectiveness of teacher workforce.

CORE METRICS• Retention rate of

top-quartile teachers vs. bottom-quartile teachers

• Average improvement in retained teachers’ effectiveness over time

Recruitment

Selection

Training /Certification

Hiring / Placement

On-Boarding

Evaluation /Prof. Dev.

Compensation

Retention / Dismissal

WorkingConditions

School-LevelPerf.

Mgmnt.

An effective teacherin every

classroom

Measures of student learning

District Governance

3© The New Teacher Project 2009

ESEA should focus on three levers related to teacher effectiveness.

Teacher Effectiveness (e.g., Value Add, Growth, PE Rating)

Lever 1: Boost effectiveness of all performers

Lever 3: Replace persistently less effective teachers

Lever 2: Retain and leverage the most effective teachers

4© The New Teacher Project 2009

Years of Growth

What would it take to get breakthrough performance improvement?

0.75

Hypothetical Situation

• A district uses “years of growth” as its primary measure of student learning.

• Currently, the district’s teachers average 0.75 years of growth.

o 75th percentile: 0.9 years

o 25th percentile: 0.6 years

• The district wants to boost average effectiveness so that at least 4 out of 5 teacher get 1.0 years of growth.

1.0

5© The New Teacher Project 2009

Achieving breakthrough results requires movement in all three levers (performance improvement, retention of more effective teachers, and improvement or replacement of less effective teachers).

Scenario 1• Incentives to boost retention of top-

quartile and performance of lower-quartiles

• Tailored and effective PD for lower quartiles

• Performance management policies to drive outplacement of teachers who do not improve

• Tenure for those who repeatedly generate 1 year growth

1 85% 10%

1.1 years2 80% 25%

3 33% 50%

4 20% 60%

Teachers’ Starting Quartile

Retention Rate

Improvement of Those Who are

Retained

Average Performance of New Hires

1 85% 5%

1.1 years2 80% 15%

3 66% 30%

4 66% 40%

30% Improvement 1.0 years

40% Improvement 1.1 years20%tile=1.0 years

Scenario 2All the above, plus:

• More attractive incentives

• More ambitious performance management policies