District Leader

Empower teacher leaders to collaborate on curriculum and data and to provide constructive feedback to peers. 

Provide nonmonetary incentives (e.g., reduced class size, teacher aides, increased autonomy, career ladders) for teachers who work in high-need schools. 

Build the capacity of principals and coaches in high-need schools to use evaluation frameworks and results to provide actionable feedback and tailor professional learning for individual teachers. Help them leverage educator evaluation results to identify targeted, job-embedded professional development. 

Establish cross-district principal mentor networks to build the capacity of principal-mentors to give actionable feedback and helpful support. 

Provide new teachers with a reduced student load. 

Make part-time teaching or sharing a teacher across several schools an option when FTE positions are not available in some subject areas.

More effectively compete with other districts for talent by accelerating hiring timelines. One way to do this is to identify vacancies early by providing a monetary incentive for early notification of resignation or retirement, and a monetary penalty for late notice. 

Support innovative incentives for effective teachers to transfer to disadvantaged, low-performing schools. 

Consider teacher performance when making layoff decisions. 

Deny transfers of ineffective teachers to other schools or classrooms, especially lower-tracked classrooms or underperforming schools.