Tntp Inc.

“Tntp's form 990 is prepared by the organization's finance staff and reviewed internally by the chief financial officer. The draft form 990 is then reviewed externally by an independent paid tax preparer. Any revisions are presented to the organization and once revised, the final draft form 990 is reviewed and approved by the organization's audit and finance committee. Once approved by the audit and finance committee, copies of the completed form 990 are provided to each voting member of the governing board prior to submission and filing with the internal revenue service.”

“Tntp asks its directors, officers, committee members and key employees to review and sign a conflict of interest policy on an annual basis. Tntp's finance staff follows up to resolve any disclosed conflicts. If a conflict is identified, the interested individual may not vote on the related matter.”

“Compensation review process - the executive committee of the board of directors reviews and approves the compensation of all officers. For all positions, tntp's human capital team performs regular market analysis utilizing comparability data from industry surveys, documented compensation of persons holding similar positions in similar organizations, and/or independent compensation studies. The market analysis is shared with the executive committee of the board, and is considered in the recommendation of compensation changes for the organization's officers. A compensation review was last conducted in november 2014.”

“Tntp makes its form 990 available for public inspection as required under section 6104 of the internal revenue service code by posting it on www.guidestar.org. In addition, the form 990, financial statements, conflict of interest policies and its governing documents are available upon written request at 186 joralemon street, suite 300, brooklyn, ny 11201 or by calling the organization directly at (718) 233-2800.”

“Teaching fellows programs, tntp academy we partner with school districts and states to establish innovative programs that recruit, select and train teachers. In 2014, our teaching fellows programs drew more than 11,000 applicants nationwide. Tntp academy trains teachers for high-need students through rigorous, classroom-centered training that is led by master teachers and sharply focused on student learning. It includes a pre-service summer training, a professional development training during teachers first year in the classroom that, as of 2012, includes an evaluation and certification component, and a course for veteran or low-performing teachers. Data from our pre-service training established that our program screens teachers well and we were proud to recommend 83 percent of participants into the classroom to begin their careers, the program helped 11 percent of participants self-select out of teaching, and provided us with the framework required to ensure that 11 percent of struggling participants did not make it into a classroom. We had 1,785 new teachers complete the program and begin teaching in the fall of 2014. Tntp academy continued to use a tntp-developed evaluation and certification system for new teachers called the assessment of classroom excellence screen (ace). Ace evaluates teachers during their first year of teaching and determines based on multiple measures that gauge success in the classroom whether they should be recommended for licensure. In its third year, we evaluated 1,056 teachers with ace and recommended 84 percent of them for certification. Another 10 percent were given a second year to demonstrate their effectiveness in the classroom before being recommended for certification. Tntp is the first preparation provider in the country to screen teachers for demonstrated effectiveness at this scale. And in 2014, we developed a more nuanced perspective on instruction by looking at not just who delivers the lesson, but also what they are teaching. We built this perspective into our teaching fellows programs to ensure fellows were delivering common core-aligned instruction. We also initiated some promising efforts to share our lessons with district partners through the common core quality review, a diagnostic designed to identify barriers to standards implementation and student success, and the tntp core teaching rubric, a free evaluation tool prioritizing rigorous instruction aligned to the common core.”

“Performance management in 2014, tntp launched our second school leader recruitment and preparation program, camdenplus. We placed 13 participants in school-based leadership positions and have built a cohort model to capitalize on the best practices across school types and address problems together that illustrate the common aspects of effective leadership. We also saw strong early gains in our first school leader recruitment and preparation program, phillyplus. In the 2013-14 school year, the first cohort of phillyplus residents had a sustained impact on over 2,000 students taught by effective and highly effective teachers they coached during their residency year. A critical part of our work includes helping states build, pilot and implement rigorous, fair and accurate evaluation and development systems centered on how educators are performing in their most critical role: advancing student learning. Our partners have included louisiana, indiana, illinois, rhode island and tennessee as well as numerous districts. In six of our partner districts across five states and the district of columbia, we designed or helped our district partners implement rigorous evaluation systems. Because of our 2014 partnerships for this work, tntp was pivotal in ensuring that 78,091 teachers had a rigorous, student-focused evaluation that fostered collaborative relationships between teachers and principals. We are also training educators to put new tools into practice, helping individual school leaders make more informed decisions about teachers and create strong teaching teams. In 2014, we continued to help our target partner districts retain more effective teachers for a second year in our target districts. In shelby county schools alone, 90 percent of effective and highly effective teachers returned for another year of teaching. We also designed and implemented innovative teacher compensation and career pathway systems for seven states, districts and charter management organizations that will allow schools to attract and keep top talent where they are needed the most. We partner with school districts to improve the flow of qualified teachers into their lowest-performing schools, ensuring that these schools, often in the poorest neighborhoods, open fully staffed. We focus on building the capacity of school principals to take a strategic approach to staffing that allows them to attract and hire the best teachers possible. Through our model staffing initiatives we demonstrate how schools can establish effective teacher hiring practices and put in place model strategies that can ultimately be rolled out to all schools in the district. In the boston public school district alone, we helped design a new selection model and interview process that helped fill 1,305 teacher vacancies, virtually all through mutual consent and over 80 percent filled by june (compared to only 9 percent of vacancies filled by june last year). We also offer schools invaluable insight into their instructional culture with our validated teacher survey tool, insight. After analyzing the results of the survey, we provide schools with a roadmap of clear action items to improve their talent management approach and retention efforts. In fy14, we provided this service to 901 schools (a 50 percent increase over last years number of schools), and over 85 percent reported that insight gave them valuable information to improve school performance.”

“Policy, research and advocacy tntp is helping schools, districts, and states understand how teachers are performing and what they need to do to get better. We do this in part by conducting targeted research to identify the obstacles that school systems face to hiring the best teachers possible and quantify the impact of these obstacles on schools, students, and teachers. Our data-driven approach enables us to talk plainly and objectively about the problems we find, to argue for key reforms, and to provide effective tools and realistic recommendations to district officials, legislators, and policy-makers. More than a decade after we released our first publication, our reach is wider and the nature and depth of our publications is more diverse. In 2013 we launched a blog that runs at least two substantial posts per week. This year, subscribers for individual email alerts on new tntp blog posts increased from 200 in december 2013 to 2,000 in fall 2014. A number of posts particularly guest posts from teachers expressing strong support for the new common core state standards achieved widespread viral sharing across the education sector and on social media. We published fast start: training better teachers faster with focus, practice and feedback, our second report to focus on our teacher pipeline work. Fast start shared our approach to pre-service training, which revolves around three fundamental concepts focus, practice and feedback. We also published shortchanged: the hidden costs of lockstep teacher pay, which examines why lockstep pay undermines the value of great teaching, making it difficult to recruit and keep top teachers, and discouraging high performers from teaching where they are needed most. We also released an accompanying policy guide focused on how state leaders can remove barriers to creating smarter teacher compensation systems at the local level. We strengthened our position as a national resource for and advocates of teachers through our fishman prize. In its third year, the fishman prize continued to thrive, with applications up by 45 percent. With the fishman prize, we recognize and publicize up to five excellent teachers with a $25,000 award and a place in a special summer residency program. The program spotlights great teaching and amplifies the voices of the nations best educators.”