Chicago Case Studies Overview
Chicago New Teacher Center
To stem the flow of teachers leaving low-performing urban schools, a new entity, Chicago New Teacher Center (CNTC), was formed as an outgrowth of the New Teacher Center at the University of California Santa Cruz and professional development programs pioneered by the University of Chicago's Center for Urban School Improvement. With the collective experience of these academic entities at its disposal, CNTC was able to present a proven approach to retain new teachers--high-intensity, classroom-embedded mentoring and formative assessment by exemplary veteran teachers. Boeing partnered with CNTC to create an inaugural program for the 2006-07 school year, designed to affect systemic change in how teachers are supported as a means to reduce turnover. Key components of the program include:
- Intensive coaching consisting of 1.5 hours of in-classroom support and assessment in classroom management, setting and achieving goals, lesson design and interaction with parents and colleagues.
- A Summer Institute providing new teachers with three days of planning for the start of the new school year and introducing assessment tools for use throughout the year.
- Monthly new teacher meetings and seminars for professional learning, problem solving and support.
- Exemplary veteran teacher visits two times a year to novice teachers.
- Online discussion and support networks with colleagues, coaches and others to provide a forum for questions, problem solving and sharing teaching strategies and materials.
To gauge the effectiveness of the program, three anticipated outcomes were established—to guide novice teachers in becoming excellent practitioners; to demonstrate a replicable, high-quality induction program; and to exceed local and national averages for teacher retention. Evaluation of the first year indicated success on many levels. Weekly data collection showed teacher growth in areas addressed in the program.
More than 80 percent of those mentored agreed that the process had significantly improved classroom practice, an assessment that principals agreed with. Average attendance at monthly seminars was 80 percent, reflecting the value participants placed on the experience. In fact, the seminars and working meetings were so successful, that, with funding from Boeing, they have been expanded to include graduates of the program.
New Leaders for New Schools
The mission of New Leaders for New Schools is to ensure high academic achievement for every student by attracting and preparing outstanding leaders and supporting the performance of the urban public schools they lead at scale. Founded in 2000 with partnerships with school districts in Chicago, New York City, Washington D.C., Memphis, Oakland, Baltimore, Prince George's County, Milwaukee, and New Orleans, New Leaders for New Schools is committed to developing a national corps of urban school principals with the overall goal to increase academic achievement for all students.
To date, the program has trained more than 440 outstanding leaders across the United States who are currently in leadership positions in urban public schools. In a short amount of time, New Leaders for New Schools has also created catalytic impact on the public education system. In addition to the New Leaders cities, other cities have adopted elements of the New Leaders model in developing their own principal training programs.
As a core funding partner, Boeing has played an integral role in the success of the New Leaders program in Chicago by providing financial support in addition to mentoring opportunities with Boeing executives, who provide coaching to help tomorrow's principals develop key strategic leadership skills necessary for success. The latest Boeing grant will be used to expand from supporting not only principals but also whole schools in the Chicago Public School System.
The Academy for Urban School Leadership
Founded in 2001 by venture capitalist Martin J. Koldyke, AUSL is a not-for-profit teacher preparation and school management organization working in partnership with Chicago Public Schools to implement district-wide school transformation initiatives. AUSL's mission is two-pronged: 1) to improve student achievement in Chicago Public Schools by attracting, training, and retaining highly effective teachers and school leaders; and 2) to transform chronically failing schools into schools of excellence by opening and managing No Child Left Behind Turnaround Schools.
AUSL's teacher preparation program is one of only three not-for-profit urban teacher residency programs in the nation. The program directly assists graduates for a full five years by providing them with a continuum of professional development support throughout the life of their AUSL contract. For two years, AUSL graduates are paired with experienced, well-educated, and well-trained Field Coaches for individualized one-to-one coaching and induction. For the remaining three years, graduates are offered ongoing professional development opportunities, which improve their effectiveness as a teacher and result in a sustained long-term commitment to the profession, to children, and to school reform initiatives.
In the last six years, AUSL has trained 153 teachers who serve more than 4,500 low-income Chicago Public School children. AUSL maintains a 95% retention rate of its program graduates. Boeing was the organization's first major corporate investor and continues to be among the largest donors to the program. The company's most recent grant is in support of the organization's Turnaround Coaching Program being launched at AUSL schools, providing intensive individualized and whole-school professional development and support to new and experienced teachers.