New Teacher Center

At a Glance

National Office: 
725 Front Street Suite 400
Santa Cruz, CA 95060
Phone: 831-600-2200

Ellen Moir
People Served: 
1,633,622
Year Founded: 
1998
Tax ID: 
26-2427526

Focus area(s):

Teacher & Principal Training

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Description

The New Teacher Center is dedicated to improving student learning by accelerating the effectiveness of new teachers.  NTC strengthens school communities through proven mentoring and professional development programs, online learning environments, policy advocacy, and essential research.

NTC partners with school districts, policymakers, and leaders in education to design and implement comprehensive, mentor-based support programs that improve student learning, increase teacher effectiveness, build leadership capacity, create career pathways, and transform schools into vibrant learning communities.

Impact and Outcomes

NTC induction programs result in long-term new teacher retention rates as high as 94%, compared to a nationwide dropout rate of nearly 50%.
A federally-funded study found that students taught by new teachers that had 3 years of a comprehensive teacher induction program, performed better on state tests than those taught by new teachers who had less intensive programs.
In Chicago Public Schools, 84% of the new teachers that NTC serves over a 3-year period (2007 - 2010) are still teaching in the district.
In Durham Public Schools (Durham, NC), teacher retention rates improved from 72% to 86% over a 3-year timeframe.

Matching Gift

New Teacher Center has been designated for a US Department of Education Invest in Innovation (i3), which requires them to raise $1,472,616 to receive the 9:1 match in federal dollars.

Mission & Goals

The New Teacher Center seeks to reduce the achievement gap in the nation’s schools by accelerating the effectiveness of new teachers through comprehensive mentoring and professional development programs. 

Studies have shown that a student's teacher is the most important school-based factor in that child's academic success. And great teachers are made, not born.  New teachers and administrators are typically placed in the most difficult assignments. Many of their careers will not survive this trial by fire. NTC partners with school districts, policymakers, and leaders in education to design and implement comprehensive, mentor-based support programs that improve student learning, increase teacher effectiveness, build leadership capacity, create career pathways, and transform schools into vibrant learning communities.

By focusing on teachers—improving their abilities to challenge, instruct, and inspire their students—New Teacher Center addresses inequities in the nation’s schools. 

Program

NTC works with school districts and other local education agencies to design and implement successful teacher induction programs that focus on student learning and teacher effectiveness. Strong programs include instructional mentoring by carefully selected, well prepared, released mentors; professional learning communities for mentors and new teachers; engaged principals; and supportive district policies and school environments.  To ensure strong programs, NTC provides:

  • Support to program leaders around a systemic approach to teacher development
  • Professional development for instructional mentors
  • Capacity building for principals and site leaders
  • Assessment tools to guide mentoring and new teacher growth
  • Program evaluation of both implementation and impact

The mentors meet with new teachers to set professional goals, analyze student work and achievement data, and improve teaching performance. From this experience, new teachers learn to develop the habits of mind of exceptional teachers.  Ideally, mentors are released full-time from their teaching duties to concentrate on a portfolio of new teachers (usually 12-15). The NTC Formative Assessment System (FAS) ensures that mentor discussions with beginning teachers are grounded in standards-based instructional practice and are driven by data. Our core work on new teacher induction is accompanied with capacity and expertise around school leadership development, policy development, research, and working conditions.

Impact

In 2009-10, NTC served approximately 26,000 teachers and reached nearly 2 millions students through comprehensive teacher induction programs, which include intensive instructional mentoring, and school leadership development.  Through its direct services model, NTC has reached new teachers and students in approximately 40 states and 300 districts.

  • A federally-funded study found that beginning teachers who receive two years of comprehensive induction support during their first two years produced greater student learning gains than teachers who had less intensive support.  
  • 91% of new teachers and 95% of site administrators for a group of programs implementing NTC’s model agree that the teachers’ work with the mentors influences student achievement in their sites.
  • NTC’s services have resulted in new teacher retention rates as high as 95%, as compared with a nationwide dropout rate of 50%.
  • In Chicago Public Schools, 84% of the new teachers that we served over a 3-year period (2007 - 2010) are still teaching in the district.
  • In Durham Public Schools (Durham, NC), teacher retention rates improved from 72% to 86% over a 3-year timeframe.
  • NTC has informed the development of several pieces of federal legislation, including the reauthorization of the Elementary and Secondary Education Act, and is supporting teacher induction policy in numerous states.

The University of Pennsylvania’s Center for High Impact Philanthropy found that for an estimated $34-$40 per secondary student, NTC’s comprehensive induction programs can result in:

  • Improved teacher effectiveness (as measured by student test score growth. After completing the two-year comprehensive induction program.
  • Teachers are, on average, more effective than third year teachers and as effective as fourth year teachers.
  • Student learning gains equivalent to moving a student from the 50th percentile to the 54th percentile in reading and the 58th percentile in math.
  • In Santa Cruz County Public Schools, 88% of new teachers served by NTC are still teaching.  The retention rate is 94% if new teachers who became administrators are included.

Growth Plan

Economic model

NTC is currently an $18 million organization.  Approximately 90% of NTC revenue is fee-for-service (approximately half of which is contract revenue from clients and half of which is from highly committed foundations providing long-term funding for programs in specific geographies).

The majority of NTC’s revenue comes from contracts with school districts and state organizations that engage us to define induction infrastructure, manage on-the-ground induction programs, deliver professional development, and analyze school teaching and learning conditions. Working closely with state and local leaders ensures program relevancy and sustainability. Philanthropic support allows us to expand our impact, develop innovative products and services, enter new markets with catalyst funding, and build organization infrastructure. 

NTC has received funding from over 40 private foundations, many of which are repeat supporters. In addition to the venture philanthropy organizations like NewSchools Venture Fund, SeaChange Capital Partners, and New Profit, Inc., multi-year funding has come from the Skoll Foundation, William and Flora Hewlett Foundation, Joyce Foundation, Morgan Family Fund, and others.

NTC’s fee-for-service-based revenue structure positions it to scale and sustain its work in the long term.

Growth model

NTC’s goal is to double its impact by the year 2014.  This will mean reaching approximately significantly more new teachers and their students by then as well as influencing the national dialogue on teacher effectiveness.  We anticipate that our expense budget will reach approximately $30 million by 2014, while we will grow our headcount incrementally to continue implementing high quality programs.  Our fee-for-service structure will remain the primary financial model. We will monitor our success by measuring our impact based on multiple metrics including student achievement, mentor and teacher effectiveness, retention of effective teachers, and program quality metrics. Positive indicators that suggest we will achieve our goals include:

Program activities:

  • NTC has regional centers in Chicago, Wisconsin, and Santa Cruz/Silicon Valley that allow us to provide on-the-ground local induction services and pilot new products and services. Our strategic plan calls for adding 1-2 urban districts in 2011 and 3-5 (cumulatively) by 2013-14.
  • Additionally, NTC partners with districts that have the capacity to manage an induction program with our "gradual release model," wherein the amount of direct services from NTC decreases over time. We operate 20 of these partnerships currently, and we anticipate adding 30 new partnerships (cumulatively) by 2013-14.
  • The Federal Race to the Top (RttT) grant competition includes a focus on teacher effectiveness. NTC initiatives were written into 8 of the 12 RttT winners.
  • The Measures of Effective Teaching project, funded by the Bill and Melinda Gates Foundation, includes the NTC Teaching and Learning Conditions survey to assess and improve district working conditions.

Operations Activities:

  • In September 2009, NTC began implementing a program of continuous improvement in order to manage the transition to an independent non-profit and scale the organization. Key activities include Infrastructure, Defining & Measuring Impact, Performance Management, and Knowledge Management.

Location of Sites

National Office: 
725 Front Street Suite 400
Santa Cruz, CA 95060
Phone: 831-600-2200
List of locations

To make a contribution to a program site:

  1. Click on the "Make a Contribution Now" button and include the name, city and state of the program you would like to support, in the "notes" text box on the organization's donation form, if available.
  2. If a "notes" or "designation" box is not available, write the city and state on your check in the "notes" section or call the national office to designate your contribution to a local program site.

Locations in the following states:

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Financials

Most Recent Budget

Year Ended:

2014

REVENUE

Corporate Grants: 
$9,759,000
Foundation Grants: 
$0
Government Funding: 
$9,793,000
Contributions from Individuals: 
$1,000,000
Special Events: 
$0
Program Services Fees: 
$14,109,000
Membership Dues: 
$0
Other Earned Income: 
$0
Other Revenue: 
$0
Total Revenue: 
$34,661,000

EXPENSES

Salaries, Related Salaries & Professional Fees: 
$27,257,000
Occupancy: 
$621,000
Travel & Entertainment: 
$1,923,000
Office Supplies, Printing, Postage: 
$552,000
Telephone & Communications: 
$305,000
Payments to Affiliates: 
$0
Other Expenses: 
$3,372,000
Other Expenses (Description): 

Bad debt expense; sales taxes; taxes-other; organizational (corp) expenses

Other Expenses (Description): 

Other Expenses (Description): 

Total Expenses: 
$34,030,000

NET GAIN/LOSS

Net Gain/Loss: 
$631,000

Prior Year Actuals

Year Ended:

2013

REVENUE

Corporate Grants: 
$9,267,278
Foundation Grants: 
$0
Government Funding: 
$8,378,786
Contributions from Individuals: 
$750,000
Program Services Fees: 
$12,254,000
Membership Dues: 
$0
Other Earned Income: 
$0
Other Revenue: 
$900
Other Revenue (Description): 
Other Earned Income: Product Sales Donated professional services, donated use of facilities, donated furniture and tech equipment, indirect revenue (contributions from grants), interest-savings/short term investments, real estate rent, non-inventory sales and returns, cost of inventory sold, and misc revenue.
Special Events: 
$0
Total Revenue: 
$30,650,964

EXPENSES

Salaries, Related Salaries & Professional Fees: 
$23,257,366
Occupancy: 
$559,241
Travel & Entertainment: 
$1,658,185
Office Supplies, Printing, Postage: 
$746,233
Telephone & Communication: 
$230,198
Payments to Affiliates: 
$0
Other Expenses: 
$3,672,160
Other Expenses (Description): 

Interest-general; insurance- non-employee related; membership dues - organization; Staff development; outside computer services; advertising/marketing expenses; bank fees; bad debt expense; sales taxes; organizational (corp) expenses; other expenses.

Total Expenses: 
$30,123,383

NET GAIN/LOSS

Net Gain / Loss: 
$527,581

Major Funders

The William and Flora Hewlett Foundation

Avi Chai Foundation

Carnegie Corporation of New York

The Joyce Foundation

Morgan Family Foundation

National Science Foundation

SeaChange Capital Partners

Stupski Foundation

S.H. Cowell Foundation

The Goldman Sachs Foundation

Jim Joseph Foundation

MetLife Foundation

New Profit Inc.

Noyce Foundation

Skoll Foundation 

Walter & Elise Haas Fund

The Walter S. Johnson Foundation

NewSchools Venture Fund

Wachovia Wells Fargo Foundation

UJA Federation of NY

Bill & Melinda Gates Foundation

Boeing Charitable Trust

Crown Family Philanthropies

Flora Family Foundation

The James Irvine Foundation

Sidney E. Frank Foundation

The W. Clement & Jessie V. Stone Foundation

Yellow Chair Foundation

Agilent Technologies Foundation

Applied Materials Foundation

Cornerstone OnDemand Foundation

Lloyd A. Fry Foundation

Dirk & Charlene Kabcenell Foundation

John S. and James L. Knight Foundation

Lucile Packard Foundation for Children’s Health

Payne Family Foundation

Silicon Valley Community Foundation

TOSA Foundation

The Pritzker Traubert Family Foundation

Booth Ferris Foundation

H. K. Castle Foundation

Cisco Systems Foundation

The DuBarry Foundation Ford Foundation

Reuben and Mollie Gordon Foundation

Grand Victoria Foundation

Hewlett-Packard Company Foundation

The Pritzker Traubert Family Foundation

The Rockefeller Foundation

S. D. Bechtel, Jr. Foundation

SV2: Silicon Valley Social Venture Fund

AARP Foundation

Barnet Segal Charitable Trust

BelleJAR Foundation Ewing Marion Kauffman Foundation

Finnegan Family Foundation

Hurlbut-Johnson Charitable Trusts

The Johnny Carson Foundation

Toshiba America Foundation Reddere Foundation

RGK Foundation

Steans Family Foundation

Stuart Foundation

The Wallace Foundation

Dewitt and Lila Wall