The Importance of Support & Collaboration in

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1 The Importance of Support & Collaboration in Solving the Crisis of STEM Teacher Retention An Issue Brief* By Meghan Groome, Julia Rankin, and Jennifer Wheary * This brief is based on the report Support, Collaborate, Retain: Strategies for Improving the STEM Teaching Crisis, (Dēmos and the New York Academy of Sciences, 2012). For further information or further details, please read the full report at One of the most often-cited reasons for the STEM achievement gap is a lack of skilled and trained STEM teachers. 1 The greatest percentage of under-qualified teachers at the K-12 level is found in STEM disciplines 40 percent of high school math teachers and 20 percent of science teachers in high needs areas lack a higher education degree in the subject they instruct. 2 The recruitment of highly qualified teachers into the STEM teaching workforce has received a tremendous amount of attention in the past few years. And groups from Teach for America to the New York City Teaching Fellows have demonstrated that our nation s very best students are willing to become teachers. But once teachers are in the classroom, they often experience poor workplace conditions, lack of support from peers and school leadership, and pay that does not reflect their qualifications or amount of work. Without solving the retention crisis, America has little chance of making a dent in the education crisis. With a third of new teachers leaving after three years and almost half after five, 3 the problem of teacher retention calls to mind the image of bailing out a lifeboat with a sieve. Math and science teachers are the most likely to leave the teaching profession altogether due to job dissatisfaction, and studies of teacher turnover show that math and science teacher turnover has increased by 33 percent over the past two decades. 4 While physical working conditions, lack of access to basic resources, and student demographics create major challenges for teachers, school culture plays a large role in teacher retention and student achievement. Level of teacher autonomy, the amount of professional respect and the amount of administrative support found within a school all greatly affect teacher retention. Math teachers, for example, who feel a high degree of classroom autonomy are 70 percent less likely to leave their schools than their cohorts who do not feel the same level of autonomy. 5 The specific characteristics that are linked to positive outcomes are tied to the social relationships found within a school, that is to the interactions and atmosphere found between teachers, administration and students. i These factors include: The extent to which teachers report having productive working relationships with their colleagues; The extent to which teachers report that their school leaders are supportive and create school environments conducive to learning; and, The extent to which school environments are characterized by mutual trust, respect, openness, and commitment to student achievement. 6 i. This is not to suggest that parental and wider community support has no role to play, but rather that this brief and paper are based on academic research which has specifically studied interactions between administrators and teachers within the school itself.

2 The Importance of Supportive and Collaborative Schools Teachers, particularly those who are early in their careers, view face-to-face interactions with administrators as essential to their success. 7 Beginning teachers who identify their administration as supportive feel encouraged along the way, believe they will continually improve in their careers, want to remain at their current schools, and are content with their decision to do so. In contrast, new teachers who experience inconsistent, unsupportive, abusive, or neglectful principals leave their schools, either to pursue another career or to teach elsewhere. 8 Teachers value autonomy over how and what they teach and want to be appreciated for their expertise, trusted for their judgment, and valued by their administrators. 9 Principals and administrators who retain teachers at a rate higher than that of their peers: Have a keen awareness of issues affecting new teachers; Take a proactive versus reactive approach in supporting new teachers; and Commit to professional growth and excellence for themselves, their students, and their teachers (new and veteran alike). 10 Beginning teachers who are able to collaborate with other teachers and attend new teacher seminars are less likely to change schools or leave the profession than teachers who do not begin their careers with these types of support at hand. Collaboration and interaction between teachers can take a variety of forms. The form does not seem to be as important as the opportunity to engage with teachers who have faced similar experiences in a non-judgmental, low-pressure environment to exchange information and to provide mutual support. Teachers feel more satisfied and competent and perform better when they regularly interact with other teachers in this type of environment. Supportive environments help teachers recognize their interdependence, develop high standards for their work, readily share what they know, and promote continuous learning by all. 11 Pursuing Collaboration and Support Outside of the Schools Walls Teachers and schools can pursue collaborative opportunities in a variety of ways, formal and informal, on-site and virtual. Creativity in working within the structure of a given school and the reality of the school day are important. Teachers can participate in teacher workshops, ongoing small group discussions or instructional planning meetings with others. Networking of any sort, whether it is face-toface or electronic, is extremely beneficial to teachers and is linked to increased retention. 12 Professional Learning Communities (PLCs) can provide an effective means of supporting teachers and encouraging collaboration. A three-year longitudinal study of more than 300 teachers who participated in PLCs as part of the California Science Project Teacher Retention Initiative found that participation in a PLC was associated with longer retention. PLC participants experienced increased confidence in their teaching abilities, especially with regard to assessing student learning. The more confident teachers felt, the longer they anticipated staying in the profession. The PLCs studied provided the most effective learning experiences and were viewed most positively by participants when they focused on improving student learning and had the flexibility to pursue teachers needs by evolving their goals, practices and priorities accordingly. 13

3 What Can We Do? The creative cooperation of individuals and institutions can achieve impressive results in developing formal and informal opportunities for teachers to gain support and professional development within and outside of their schools. Teachers STEM teachers can include school culture as an important factor when deciding to teach at a certain school. If teachers are not finding the support they need, they can take steps to build a network of peers who can provide the support that is lacking in their schools. While many teachers may be isolated or not have peers in their schools or geographic areas, many professional organizations offer both in-person and virtual support options. ii Teachers can look for opportunities to refresh and update their own understanding of STEM subjects, both within and outside of their area of expertise. These opportunities might include engaging in summer internships, participating in workshops, and pursuing links or collaborative projects with the scientific community. Teachers should understand the professional and personal rewards and risks associated with taking new positions outside of their current roles and work closely, if possible, with their administration to ensure a fluid transition between positions and organizations. Teacher Educators Teacher educators can make teacher networking and networks part of their teacher education programming. Incoming teachers should be taught about the value of a teacher network, learn how to activate and take advantage of their own network, and be encouraged to provide support for incoming members of the network. Teachers should leave their preparation programs with an existing network that has been actively cultivated and used during the course of study. Teacher educators can also build virtual platforms using existing technology (i.e. LinkedIn, Facebook, etc.) that will link current students to alumni and endure through time and as teachers move geographically. Teacher educators can also incorporate longitudinal research components into their programs to understand who stays in teaching and to better link preparation and retention. School Leaders Instead of reducing or eliminating science departments and science support staff at the district level, schools districts can bring in dedicated, district-wide science leadership. School leaders can create structural changes that allow for teacher collaboration and incorporate elements of shared planning time, interdisciplinary study teams, and interdisciplinary project-based learning environments. Leaders can regularly survey the level of satisfaction with the school and the professional development needs of the staff at the school and provide opportunities for teachers to design or choose their own development. ii. The Resources section of the K-12 Education Program at the New York Academy of Sciences, found at is one place where teachers can go for information on these types of support options. Another example is the WISE Women in Science Education (WISE) group at the Association of Science Teacher Educators (ASTE). See memberresources/.

4 School leaders can encourage professional development options that allow teachers to pursue topics that they are passionate about and will connect them more deeply into their content area. School leaders can encourage and support teachers to find opportunities for experiences in science labs, summer research institutes, and other projects that connect them with scientists and professionals in their field. School leaders should also identify areas where they would like to receive professional development and build their own professional networks. iii Policymakers Policymakers can create evaluations and tests that incentivize excellent teaching, encourage teachers to think creatively about their practice and create porous borders between classrooms and STEM professionals and organizations. Policymakers can add the measurement of teacher retention to school accountability measures and offer incentives for districts and schools to focus on improvement in those areas. They can continue to pursue policies that encourage high quality teachers to choose and stay at schools that need them the most. External Partners and Advocates These groups can continue to draw awareness to the importance of teacher retention among policymakers, parents, and the general public. In these lean economic times, emphasizing the costs associated with teacher turnover and the return on investment for teacher retention interventions makes a strong case for focusing on teacher retention. Scientific and cultural institutions should encourage their scientists, whether they are faculty, graduate students, or staff, to get involved in outreach with local teachers and to provide training and programs to help facilitate this. Examples include providing course credit for outreach, requiring community service hours for graduation, and adding outreach work as a factor in tenure and hiring decisions. Universities, businesses, government agencies, and scientific and cultural institutions should encourage their faculty, staff and students to get involved with local teachers and to provide training and programs to help facilitate this. iii. One example of such a network is Urban Science Education Leaders (USEL), a group organized under the National Science Teachers Association.

5 Endnotes 1. The Opportunity Equation: Transforming Mathematics and Science Education for Citizenship and the Global Economy (New York, NY: Carnegie Corporation of New York-Institute for Advanced Study Commission on Mathematics and Science Education, 2009). 2. Kati Haycock (2001). Closing the Achievement Gap (Educational Leadership, 58(6), pages 6 11). 3. Linda Darling-Hammond and Gary Sykes (2003). Wanted: A National Teacher Supply Policy for Education: The Right Way to Meet the Highly Qualified Teacher Challenge (Education Policy Analysis Archives, 11(33), 1n33). 4. Richard Ingersoll and Thomas Smith (2003). The Wrong Solution to the Teacher Shortage (Educational Leadership, 60(8), pages 30-33) and Richard Ingersoll and Henry May (2010). The Magnitude, Destinations, and Determinants of Mathematics and Science Teacher Turnover (Consortium for Policy Research in Education, University of Pennsylvania, 5. Ingersoll and May (2010). 6. Susan Moore Johnson, Matthew A. Kraft, and John P. Papay (2011). How Context Matters in High-Need Schools: The Effects of Teachers Working Conditions on Their Professional Satisfaction and their Students Achievement (Project on the Next Generation of Teachers Harvard Graduate School of Education, Kraft%20Papay% pdf). 7. Richard Ingersoll, Thomas Smith, and A. Dunn (2007). Who Gets Quality Induction? (Paper Presented at the American Educational Research Association, Chicago, Illinois, April 2007). 8. Susan Moore Johnson and Sarah E. Birkeland (2003). Pursuing a Sense of Success: New Teachers Explain Their Career Decisions: (Educational Research Journal, 40(3), pages ). 9. Sheila Tobias and Anne Baffert (2010). Science Teaching as a Profession: Why It Isn t. How it Could Be, (Arlington, VA: National Science Teachers Association Press). 10. Kathleen M. Brown and Susan R. Wynn (2009). Finding, Supporting, and Keeping: The Role of the Principal in Teacher Retention Issues (Leadership and Policy in Schools, 8(1), pages 37-63). 11. Kristen A. Corbell (2009). Strategies that Can Reduce New Teacher Attrition in North Carolina (The William and Ida Friday Institute for Educational Innovation at the North Carolina State University College of Education, August 2009) and Johnson and Birkland, (2003). 12. Ingersoll and Smith (2003). 13. Kimberly Barraza-Lyons and Alesha Daughtrey (2011). The California Science Project Teacher Retention Initiative: A Final Report DEMOS.org 220 Fifth Avenue, 2nd Floor New York, NY p: (212) f: (212) info@demos.org Media Contact Lauren Strayer Associate Director of Communications p: (212) Istrayer@demos.org