At CRPE, we study how the teacher workforce can evolve to meet students’ changing needs and create more sustainable roles for educators. Our research explores new staffing models, including ASU’s Next Education Workforce™, that reimagine how adults collaborate in schools—shifting away from the one-teacher, one-classroom model toward team-based approaches that expand instructional capacity and support. We examine how these innovations can improve teacher retention, elevate the profession, and ensure that students have access to diverse expertise. By analyzing emerging models and their impact, we aim to understand how the education workforce can be redesigned to better serve both students and educators.
This edition of Hopes, Fears, & Reality explores the lessons high-performing charter schools offer for other public schools, including the alignment of lesson content with state curriculum, frequent formative assessment mirroring high-stakes tests, and the importance of a school culture that exudes “a palpable urgency that communicates that the work is important.”
Study on four urban school districts experimenting with new school designs and new ways of holding schools accountable for performance by implementing a “portfolio strategy.”
This analysis argues that in the current fiscal climate, districts should rethink automatically paying teachers for master’s degrees, and consider how money could instead be channeled into compensation in ways that lead to improved student performance.
It’s true that teacher salaries make up the largest slice of the district budget pie, but salary costs can be cut without layoffs. Rather than handing out pink slips, some districts have explored rolling back salaries.
An estimated 60%–80% of the more than $500 billion per year spent operating the nation’s public schools goes directly to paying and supporting school employees. Much of the money is directed to basic teacher salary costs. The problem for many locales, however, is that wages are often decided many years in advance, via collective bargaining agreements. In contrast, decisions about how to close budget gaps get made just ahead of the affected school year as revenue projections are finalized. Sometimes in closing gaps, district leaders treat salary decisions made years ago as immovable (which they are not) and focus only on furloughs and layoffs.
This Rapid Response brief demonstrates the effect on wages, layoffs, and class sizes of a range of policy options available to districts forced to cut salary expenditures.
This analysis shows that school districts faced with large budget gaps could avoid some or all teacher layoffs by rolling back salaries.
Targeted at charter school leadership preparation programs and state and local charter school policy leaders, this brief outlines the challenges faced by current charter school leaders and provides practical recommendations for better preparation and on-the-job support.
Targeted at charter school authorizers and state and local technical assistance providers, this brief outlines the challenges faced by current charter school leaders and provides practical recommendations for seeking out and developing high-caliber leaders for local charter schools.
Targeted at current and future charter school leaders, charter management organizations (CMOs), and charter governing boards, this brief outlines the challenges faced by current charter school leaders and provides practical recommendations for strengthening school leadership.
In this brief, Marguerite Roza explains why K-12 school districts that lay off personnel according to seniority cause disproportionate damage to their programs and students than if layoffs were determined on a seniority-neutral basis.
Are teachers unions and collective bargaining agreements barriers to high school reform and redesign efforts in Washington, California, and Ohio? The report offers an overview of real and perceived barriers to reform, along with an overview of flexible provisions culled from various collective bargaining agreements.
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