Recruiting Diversity for NUSD and Creating a Pipeline for Aspiring Leaders October 11, 2017 Angela Herrera - Assistant Superintendent
All NUSD students graduate as college Vision and career ready, productive, responsible, and engaged global citizens
Objectives • Share our developing plans to: • recruit diverse teacher talent committed to working in NUSD • create a pipeline for aspiring leaders that currently work in NUSD • Request approval for the budget required for these plans
Disparity and Core Beliefs Every student disproportionality can learn and can and must be succeed eliminated Staff must be Our committed, Diversity is a collaborative, Strength caring, and exemplary
Effectively supervises, evaluates and supports staff, school or department Leadership Effectively establishes, supports and Standards monitors collaborative teams Effectively uses data and evidence to improve performance Successfully manages change Makes courageous, responsible and ethical decisions Aligns resources to support student achievement Communicates effectively Implements a process of continuous improvement Recognizes diversity as an asset Provides high quality service to schools (Ed Center leaders only)
Increase student success in ELA, math, science, literacy, and civics 2017-2022 Prepare students to be college and Goals career ready Engage parents and families to support student success in school Create safe and welcoming learning environments where students attend and are connected to their schools Recruit, hire, train, and retain high quality staff who are committed, collaborative, caring and exemplary
Goal 5 Strategic 5.1 Expand support and training to all staff to increase performance outcomes in each area of service 5.2 Expand site ownership and empowerment to make Directions innovative, responsible and ethical decisions for student success 5.3 All staff take responsibility for improving communication and collaboration amongst staff upwards, downwards and across the district to better meet the district's vision, goals and core beliefs 5.4 Expand opportunities to staff that invite and encourage them to grow and continuously improve 5.5 Expand opportunities to recognize staff for their contributions, successes and commitment to Natomas Unified’s students 5.6 Expand recruiting and ‘onboarding’ processes for a diverse and exemplary staff to provide ongoing support and encourage retention in NUSD 5.7 All staff take responsibility for recruiting diverse talent and onboarding new hires for their success in NUSD
Looking Back to August... The dramatic decrease in participants in teacher preparation programs makes it EVEN MORE important to be intentional about recruitment strategies for a diverse workforce.
Looking Nationally... https://www.ecs .org/ec-content/ uploads/Teach er-Shortages- What-We-Know .pdf
Looking Nationally...
In Summary… We Need to be Innovative ● Fewer high school students are interested in becoming teachers ● Nationally, there are fewer enrollments in teacher credential programs ● In California, there are fewer enrollments in teacher credential programs This means, we have to work harder than ever to recruit teachers to our growing district
Recruiting Diverse Teaching Talent
Recruiting a More Diverse Teacher Workforce This plan has been developed in an effort to address our need to recruit qualified teaching candidates that reflect the diversity of our community and students. Our priority is to recruit our own graduates.
Recruiting a More Diverse Teacher Workforce Start by recruiting NUSD graduates who are currently earning their bachelor’s degree ○ Current seniors in college ○ They know our community and have been a part of our culture ○ There would likely be more investment in the success of NUSD students ○ Our community has been named 2nd most diverse multiple times
Recruitment Incentives Program Component Details Provide 80% of 1-Year Basic requirements from undergraduate program ● Participants will sign a multi-year agreement regarding ● Teacher Credential Program commitment to work in NUSD upon completion of credential Cost program NUSD Laptop Support for completion of credential program ● Choose to live in NUSD while participating in credential ● program NUSD Resident Allowance Investment in our community, student success ● Begin connecting with our students & families ● Lived as a student in ZIP Code that reflects our demographic ● Bilingual ● Demonstrated academic interest in race, gender or ● Diversity Incentive multicultural studies Involvement with organizations that support underserved ● students Hard-to-Fill Position Math, Science, Special Education, World Language ● Career-Technical Education ● Incentive
What Other Districts Are Doing to Recruit We are not a big enough district to create our own credential program like SFUSD and others. But we are definitely big enough to be affected by the national teacher shortage. Teacher Residency Program Practices Researched: ● Philadelphia Teacher Residency ● Los Angeles Teacher Residency Program ● Partnerships to Uplift Communities (PUC) Alumni Teach Project, Burbank, CA ● San Francisco Teacher Residency
What Other Districts Are Doing to Recruit
Cost to Implement for 45 Participants Program Component Per Person Participants Total Cost Cost 80% of 1-Year Teacher $10,000 45 $450,000 Credential Program (on average) NUSD Resident Allowance $6,000 20 $120,000 2,667 ($500/mo.) 2,222 2,222 NUSD Laptop $1,500 45 $67,500 Diversity Incentive $5,000 20 $100,000 Hard-to-Fill Position Incentive $5,000 20 $100,000 Funded by One-Time Money $837,500
Cost to Implement $11,500 per Participant +Resident Allowance Program Component Per Person Participants Total Cost +Diversity Incentive Cost +Hard-to-Fill Position Incentive 80% of 1-Year Teacher $10,000 45 $450,000 Credential Program (on average) On average, participants could receive NUSD Resident Allowance $6,000 20 $120,000 ($500/mo.) $18,000 NUSD Laptop $1,500 45 $67,500 Diversity Incentive $5,000 20 $100,000 of support Hard-to-Fill Position Incentive $5,000 20 $100,000 Funded by One-Time Money $837,500
Next Steps Develop teacher candidate agreement ● Create recruitment plan ● A rigorous process will be used to identify possible teacher ● candidates. This process will include current NUSD teachers in the interview process (teachers helping hire their own future colleagues and in some cases, former students as future peers). In priority order, the process will look to hire: NUSD Graduates ○ Diverse Candidates ○ Candidates for Hard-to-Fill Positions ○ Connect with universities/credential programs to establish ● formal pipelines where none already exist
Program Metrics # of applicants ● # of applicants that are NUSD grads, diverse, bilingual, ○ HTFP # of applicant requests accepted ○ # of applicants that complete credential program ○ # of applicants that begin teaching in NUSD ○ Credential programs entered ● Residency in vs. out of NUSD boundaries ● Total cost each year to implement ● Average cost per person ● *Reportable beginning Summer, 2019
QUESTIONS
Create a Pipeline for Aspiring Leaders
Recruitment Plan This program is designed to attract aspiring leaders who currently work as teachers in NUSD, to build leadership capacity and help connect them to programs that will prepare them for administrative credentialed leadership positions in NUSD. Recommended by current administration ● Participate in selection process for admission into program ● Agree to terms of program: ● Attend Preliminary Administrative Services Credential ○ Program Attend NUSD Leadership Series ○ Sign multi-year agreement to remain in NUSD ●
Cost to Implement for 25 Participants Program Component Per Person Cost Participants Total Cost 80% of Preliminary Administrative Services Credential Program (PASCP) - $7,200 25* $180,000 Part 1 NUSD Leadership Series - Part 2 Cost to Run Program $25,000 Funded by One-Time Money $205,000 *This does not mean For example: Year 1 Year 2 Year 3 Year 4 we will have 25 admin vacancies in the next Part 1 w/ PASCP 5 12 8 three years. We are building capacity to Part 2 w/ NUSD 5 12 8 prepare for eventual vacancies and anticipated growth.
Districts in-state & nationally that offer similar programs/incentives • Chicago Public School, Illinois • Maricopa County Schools, Arizona • Los Angeles Unified School District • Long Beach Unified School District • Moreno Valley Unified School District • Livermore Unified School District • Sacramento City Unified School District • Elk Grove Unified School District
Next Steps ● Develop aspiring leader agreement ● Create recruitment plan ● Identify possible candidates for aspiring leaders program ● Connect with credential programs to establish formal pipelines for aspiring leaders ● Create NUSD training for those interested in leadership positions in NUSD once they have an admin credential
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