With effective teaching a top policy priority, certain school districts, the federal government, and nonprofit groups are renewing efforts to pilot and study strategies for pairing effective teachers with students in low-performing, high-poverty schools.
The results could offer clues about how to rectify an imbalance in the distribution of the best teachers within districts鈥攁 requirement of both the Elementary and Secondary Education Act and the 2009 economic-stimulus law that addresses one of K-12 education鈥檚 most intractable problems.
The initiatives differ from earlier attempts to equalize teacher talent by using more sophisticated techniques to identify and target top teachers, including the use of value-added data.
They also go beyond narrow transfer incentives to include targeted retention strategies, improved professional development, and a focus on the caliber of the school leaders and peers whom new teachers will be working with every day.
Some of the districts are even working to place whole teams of educators鈥攔ather than just individuals鈥攊n challenging schools, a promising approach, some scholars say, at a time when individual teacher performance has galvanized much policy attention.
鈥淎ll this focus on individuals, on getting the best and brightest and placing them into schools, is a limited strategy,鈥� said Susan Moore Johnson, a professor at the Harvard Graduate School of Education. 鈥淚t is driving so much of what鈥檚 going on right now, that we risk neglecting the context of these people鈥檚 work.鈥�
Testing Theories
For years, studies have shown that low-income and minority students often have teachers with lesser qualifications. The new efforts are among the first to approach the issue of teacher distribution by looking at teachers鈥� ability to boost their students鈥� academic achievement, an area that is only now generating significant research.
Many variables in the equation remain unclear. Researchers have found evidence to suggest, for one, that school factors play an important role in a teacher鈥檚 success.
In a recent study of teachers and students in North Carolina, C. Kirabo Jackson, an assistant professor of labor economics at Cornell University, found that up to a quarter of a teacher鈥檚 estimated ability to raise his or her students鈥� academic achievement 鈥渧aries based on whether the teacher is a good match for the school, based on factors such as work culture, teaching philosophy, or success with certain student populations.
A federal research project, called the , aims to provide insights into the question of what happens when effective teachers elect to transfer to schools with greater challenges.
Financed by the U.S. Department of Education鈥檚 Institute of Education Sciences, the initiative offers high-performing teachers in select districts $10,000 a year for up to two years to transfer to a low-performing school in the district, and $5,000 to effective teachers already in such schools to stay put. The teachers are identified using three years of student-achievement data.
鈥淭hese are teachers who have demonstrated a consistent ability to raise student achievement,鈥� said Steven M. Glazerman, a senior researcher at Mathematica Policy Research, the Princeton, N.J.-based nonprofit group conducting the analysis. 鈥淭he question is whether they can produce similar results in their new setting.鈥�
Researchers identified job openings in low-performing schools, and high-performing teachers were randomly assigned to half those vacancies. The results will be compared with those for a control group of regular hires filling the remaining vacancies.
The project covers schools in Charlotte-Mecklenburg, Greensboro, and Winston-Salem, N.C.; Knoxville, Tenn.; Mobile, Ala.; Tucson, Ariz.; and Houston. Three additional, yet-to-be-announced districts have also signed on to join the project.
Holly Barzar is one of 63 teachers now taking part in the initiative. The 27-year-old transferred from a school she called her 鈥渃omfort zone鈥� to one in which most students are part of the Pasqua Yaqui Tribe, qualify for federally subsidized meals, and live in troubled neighborhoods.
69传媒 in her new school in Tucson, the 5th grade teacher said, lacked skills, were all over the board academically, and had had 鈥渆xperiences no kid that age should ever have to experience鈥攄rugs, gangs, violence. They come to school not being 10-year-olds.鈥�
With her new colleagues aware of the incentive pay, she felt pressure to perform. Some days were excruciating, she said.
But Ms. Barzar also found that many students had simply never been challenged academically.
鈥淎 lot of them thought writing a paragraph was three lines on a paper. Remedying that鈥攖hose were some of the longest days of my life,鈥� she said. 鈥淏ut now they can write a five-paragraph essay, and they will do a good job, too.鈥�
Despite the challenges, Ms. Barzar said she wants to continue working in similar schools.
鈥淎s corny as it sounds, I feel like I鈥檓 really making a difference here,鈥� she said. 鈥淚 tell my kids, 鈥業 want to see you in middle school, see your grades, meet your friends. Because if they鈥檙e not good [for you], I鈥檓 going to tell you.鈥� 鈥�
Offering Support
If effective teachers embody certain characteristics, such as Ms. Barzar鈥檚 perseverance, researchers say that the context of the schools and support offered there are important ingredients that can help attract higher-caliber teachers.
Research on teacher-transfer patterns shows that some schools, despite serving populations that are traditionally difficult to educate, aren鈥檛 hard to staff, according to Susanna Loeb, a professor of education at Stanford University who has studied teacher-transfer issues for nearly a decade.
鈥�69传媒 with lots of low-achieving students lose more teachers in general, but there are a fair number of high-poverty schools that are appealing places to teach,鈥� Ms. Loeb said.
In his recent study, Mr. Jackson also found that the teachers studied tended to be more effective in mathematics after they had transferred to a new school, suggesting that they actively sought out schools that were a better match for their talents.
鈥淭eachers aren鈥檛 as effective in environments they don鈥檛 want to be in, and they don鈥檛 stay in environments they don鈥檛 want to be in,鈥� he said.
That鈥檚 one of the reasons that the program in Guilford County, N.C., pairs recruitment and retention incentive pay with a focus on professional development for educators in the 30 participating schools, in an attempt to make them places where teachers want to stay.
The program uses information generated by the state鈥檚 value-added system, which connects individual teachers and their students鈥� test scores. Those data help principals in the participating schools identify promising candidates across the district鈥攁s well as teachers already at the schools who are getting strong learning gains from students. They鈥檙e then offered cash incentives to transfer to, or remain in, the schools.
Once in the schools, all of the teachers in their first two years in Mission Possible receive specialized professional-development courses on subjects such as differentiated learning and cultural competency.
鈥淥ften, it鈥檚 a majority-race teacher going into a minority-race school, and there are some cultural differences teachers have found difficult to overcome,鈥� said Amy Holcombe, the executive director of talent development for the 72,000-student Guilford County school district.
As an added incentive, Mission Possible pays teachers more if they are effective in raising student achievement, as measured by the state鈥檚 value-added data system, and as the new teachers stay put.
Data gathered on the initiative over three years, Ms. Holcombe said, suggest that the program may be changing the culture of the schools. As of the 2008-09 school year, the rate of teacher turnover in the Mission Possible schools was, on average, lower than that in the district as a whole.
Team Approach
Increasingly, new initiatives designed to move exceptional teachers into challenging schools also are responding to the idea that even the most eager and effective teacher risks burning out in a more difficult school setting鈥攁nd leaving鈥攗nless supported by a capable principal and like-minded peers.
Surveys have shown that effective leadership and time to work with colleagues are often cited as crucial conditions for teachers, over and above salary incentives.
Recent research also suggests that a teacher鈥檚 effectiveness can be shaped by the caliber of his or her colleagues. (鈥淓ffective Teachers Found to Improve Peers鈥� Performance,鈥� Sept. 16, 2009.)
鈥淚 don鈥檛 think this issue of distribution will be resolved by thinking of it as a process of moving an individual and expecting him or her to affect a whole school,鈥� said Ms. Johnson of Harvard. 鈥淵ou really need a mechanism for the whole school to improve with the influx of new teachers.鈥�
The Boston-based nonprofit organization Teach Plus thinks it has hit on one promising mechanism for doing so. It is beginning a venture to turn around three schools in the 56,000-student Boston district by using teams of effective educators, rather than relying on individual transfers.
Under the initiative鈥攄ubbed 鈥淭urnaround Teacher Teams,鈥� or 鈥攖he teachers will make up a quarter to a third of the staff members in the schools, along with a new principal.
鈥淭he colleague piece is the crux of why this program appeals to teachers,鈥� said Celine Coggins, the founder and chief executive officer of Teach Plus.
鈥淢any teachers come into the profession on a social-justice mission, and part of what they鈥檙e looking for are colleagues who have the same idea as they do about getting the job done,鈥� she said.
As part of the selection process, cohorts of teacher-applicants are brought in and must work with several other prospective teachers to analyze and come up with an action plan around a fictitious set of data.
For Andrew J. Bott, a principal in the district who will head up one of the turnaround schools this fall, it鈥檚 a crucial exercise.
鈥淩ecruiting a cohort of people who have that skill and are excited about it will make a difference,鈥� he said. 鈥淪chool districts do a great job of collecting data. Where many of us fall down is in using it.鈥�
Based on its finding that highly effective teachers often leave classroom teaching because of a lack of growth opportunities, the Teach Plus group has arranged for its recruits to take on leadership roles in their new schools鈥攁s teacher-leaders, department chairs, or on school leadership teams鈥攊n addition to classroom teaching, and to earn extra pay for doing so.
Results Coming
The teacher-distribution initiatives are largely still under way, and they haven鈥檛 all produced findings yet.
The federally underwritten Talent Transfer Initiative鈥檚 first findings are scheduled for release next year. Before then, officials hope to put out an analysis looking at the participating districts to determine which schools seem to have an abundance鈥攐r a shortage鈥攐f the most effective teachers.
It could be an important starting point for larger discussions of teacher distribution, because most such analyses so far have been performed looking at observable characteristics of teachers, such as licensing-test scores, credentials, 鈥渉ighly qualified鈥� status, or selectivity of teacher-training institution, rather than student outcomes.
In Boston, Ms. Coggins of Teach Plus reports that 150 teachers applied for positions in the three turnaround schools鈥攊ncluding some already working in those schools who relished the idea of leadership opportunities.
For now, she said, the project鈥檚 goal is to ensure that the teams stay in place for at least three years.
Guilford County鈥檚 Mission Possible program, with three years of data now collected, has the longest track record. Although those data are not causal, officials in the North Carolina district say they are confident that the project has benefited students.
Among the data is evidence of higher levels of student achievement overall in the cohort of schools, including some double-digit gains in test scores.
鈥淚 think when you see increases like that, you cannot attribute it to one thing alone. Those are significant gains, and many strategies were used,鈥� said the North Carolina school district鈥檚 Ms. Holcombe.
鈥淏ut there鈥檚 enough of a research base to conclude that when you have a higher percentage of effective teachers in a school, the student achievement goes up, and that鈥檚 a pattern we鈥檝e seen consistently in our schools,鈥� she said.
