In June 2008, Jesse Solomon, founder and director of the Boston Teacher Residency (BTR), facing important decisions on the strategic direction of the organization. Since its inception in 2003, 125 of its graduates have joined the Boston Public Schools (BPS) and APC has built a reputation as a provider of some of the best prepared area of the new teacher. Nevertheless, Solomon asks if their approach is still the best to go forward. Carol Johnson, the new head of the BPS, developing district-wide improvement strategies, priorities and accelerate the performance of low performing school district. However, relatively few BTR graduates of these schools have joined - they were free to pursue teaching openings at any school in the district. Solomon knew the potential to partner more closely with the new leader was an urgent opportunity with a number of issues. What were the consequences of the transition from the open market recruitment placement cohort BTR graduates in priority schools? APC model was sufficient to prepare new teachers to join the fight schools in the absence of a comprehensive strategy of the order? As APCs to continue to improve the quality of their programs, supporting the priorities of the new superintendent? "Hide
by Stacey Childress, Geoff Marietta, Sara Suchman Source: Harvard Business School 32 pages. Publication Date: September 10, 2008. Prod. #: 309043-PDF-ENG
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