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About 20 percent of principals new to a school leave that posting within one or two years, leaving behind a school that generally continues on a downward academic slide after their departure, according to a study released last week by the RAND Corp. on behalf of New York City-based New Leaders. "The underlying idea is that churn is not good," said Gina Schuyler Ikemoto, an author of the report and the executive director of research and policy development for New Leaders, formerly known as New Leaders for New Schools. The nonprofit group recruits and trains principals to work in urban districts. However, the answer is not as simple as just allowing or encouraging those principals to remain in place, she said. "In some cases, the solution is to give folks more time," Ms. Ikemoto said, but policymakers should make sure they're selecting the very best candidates for those positions from the start.

But I think there's another factor that is poorly understood. Teachers (and their unions) have been made scapegoats for all the ills afflicting public schools. The unrelenting criticism makes them feel unappreciated. It's important to remember that teachers do not choose the profession for fame, fortune or power. They do so because they want to help young people reach their full potential. Their mission is captured in a recruiting slogan from many years ago: "Be all you can be... in the Army." The MetLife Survey puts to rest the assumption that teacher disaffection is higher in inner-city schools than in suburban schools. In fact, attitudes were remarkably similar across the board.

McKinsey's experience with school systems in more than 50 countries suggests that this is an important gap in the U.S. debate. In a new report, "Closing the Talent Gap: Attracting and Retaining Top-Third Graduates to Careers in Teaching ," we review the experiences of the top-performing systems in the world-Singapore, Finland, and South Korea. These countries recruit, develop, and retain the leading academic talent as one of their central education strategies, and they have achieved extraordinary results. In the United States, by contrast, only 23 percent of new teachers come from the top third, and just 14 percent in high poverty schools, where the difficulty of attracting and retaining talented teachers is particularly acute. The report asks what it would take to emulate nations that pursue this strategy if the United States decided it was worthwhile. The report also includes new market research with nearly 1,500 current top-third students and teachers. It offers the first quantitative research-based answer to the question of how the U.S. could substantially increase the portion of new teachers each year who are higher caliber graduates, and how this could be done in a cost-effective way.

"There continues to be much bluster out there in ed reformy land that money really isn't all that important - especially for traditional public school districts. That local public schools and districts already have way too much money but use it so inefficiently that any additional dollar would necessarily be wasted. An extension of this line of reasoning is that therefore differences in spending across districts are also inconsequential. It really doesn't matter - the reformy line of thinking goes - if the suburbs around Philly, Chicago or New York dramatically outspend them, as long as some a-contextual, poorly documented and often flat out wrong, blustery statement can be made about a seemingly large aggregate or per pupil spending figure that the average person on the street should simply find offensive. Much of this bluster about the irrelevance of funding is strangely juxtaposed with arguments that inequity of teacher quality and the adequacy of the quality of the teacher workforce are the major threats to our education system. But of course, these threats have little or nothing to do with money? Right? As I've explained previously - equitable distribution of quality teaching requires equitable (not necessarily equal) distribution of resources. Districts serving more needy student populations require smaller classes and more intensive supports if their students are expected to close the gap with their more advantaged peers - or strive for common outcome goals. Even recruiting similarly qualified teachers in higher need settings requires higher, not the same or lower compensation. Districts serving high need populations require a) more staff - more specialized, more diverse and even more of the same (core classroom teacher) staff, of b) at least equal qualifications. That means they need more money (than their more advantaged neighbors) to get the job done. If they so happen to have substantially less money, it's not a matter of simply tradin

"Most Teach for America recruits are idealistic and dedicated. But who is behind the organization, and does its approach bolster or hinder urban education reform?"

"This was written by John Ewing, president of Math for America, a nonprofit organization dedicated to improving mathematics education in U.S. public high schools by recruiting, training and retaining great teachers. This article originally appeared in the May Notices of the American Mathematics Society. It gives a comprehensive look at the history, current use and problems with the value-added model of assessing teachers. It is long but well worth your time."

Certain aspects of Teach For America's selection process appear to be linked to student achievement gains-a sign that it's possible to recruit candidates who are more likely to have an edge in the classroom, a new study concludes.

As a growing number of states move toward legislation that would institute teacher merit pay, the debate around whether and how to use student test scores in high-stakes staffing decisions has become even more hotly contested. The majority of merit pay initiatives, such as those recently proposed in Ohio and Florida, rely to some extent on value-added estimation, the method of measuring a teacher's impact by tracking student growth on test scores from year to year. We recently exchanged e-mails with Steven Glazerman, a Senior Fellow at the policy research group Mathematica. Glazerman specializes in teacher recruitment, performance management, professional development, and compensation. According to Glazerman, a strong understanding of the constructive uses and limitations of value-added data can prove beneficial for district-level human resources practitioners.

"Federal money may have unintentionally funded the infamous 'dance of the lemons' that has been a harmful practice in districts for decades," said Tim Daly, president of the New Teacher Project, a nonprofit group that helps school districts recruit teachers.

Effective teachers are demonstrably the most important resource schools have for improving the academic success of their students (Hanushek and Rivkin 2006; Rice 2003). Yet for many school leaders, recruiting and retaining talented and effective classroom teachers remains an uphill battle. For decades, a small and declining fraction of the most cognitively skilled graduates have elected to enter the teaching profession (Corcoran, Evans, and Schwab 2004), while rigorous national standards and school-based accountability for student performance have pushed the demand for talented teachers to an all-time high

Few observers doubt that Teach For America (TFA) has high aspirations. Established in 1990, TFA strives to close persistent racial and socioeconomic achievement gaps in U.S. public education by recruiting high-achieving college graduates to teach for two years in low-income urban and rural schools. In recent years, applications to TFA have soared, especially at highly selective colleges. In 2009-10, for example, 18% of Harvard University's seniors applied to the program. Proposing to expand its teaching corps from 7,300 to 13,000 over the next five years, TFA recently won $50 million in the federal i3 (Investing in Innovation) competition and succeeded in raising $10 million in matching funds.

These are some of the 17 new principals - 11 of them under age 40, 7 from outside Newark - recruited this year to run nearly a quarter of the city's schools. They were hired by Cami Anderson, the new schools superintendent, as part of an ambitious plan to rebuild the 39,000-student district, which has long been crippled by low achievement and high dropout rates, but now is flush with up to $200 million from prominent donors, including Mark Zuckerberg of Facebook.

Until Teach for America becomes committed to training lifetime educators and raises the length of service to five years rather than two, I will not allow TFA to recruit in my classes.  The idea of sending talented students into schools in impoverished areas, and then after two years encouraging them to pursue careers in finance, law, and business in the hope that they will then advocate for educational equity really rubs me the wrong way.

Under the new structure, the department has four main divisions: one that identifies and measures goals; another to recruit, develop and retain teachers and administrators; one to ensure the state's standardized tests are meaningful; and a fourth that oversees charter schools and other programs. That division will be led by an "innovation officer."

Video of panel discussion and links to resources. This briefing was sponsored by the Office of Sen. Bernie Sanders (I-VT), in partnership with the Coalition for Teaching Quality.