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Since their founding in 1997, TNTP has grown into a large, complex, and established organization. They’ve recently navigated challenging conversations about power and privilege, and Promise54 has worked alongside the organization throughout this journey. We’re sharing an overview of the successes and challenges TNTP has faced to offer honest stories about the complexity of realizing diversity, inclusion, and equity in a large organization.
“TNTP’s mission is to end the injustice of educational inequality by providing excellent teachers to the students who need them most and by advancing policies and practices that ensure effective teaching in every classroom.”
“Our nation’s public schools will be thriving organizations that offer all children an excellent education.”
Focused on getting great teachers to more students. Teaching Fellows programs prepared talented people with deep content knowledge to teach in high-need schools and subjects
Founded as The New Teacher Project
Ran programs in partnership with major urban districts, including Baltimore, New Orleans, New York City, and Washington, D.C.
Published first policy reports and began helping school systems hire quality teachers earlier and staff schools more efficiently.
Provided hands-on consulting in two dozen districts, including Atlanta, Austin, Chicago, Los Angeles, Memphis, Philadelphia, and San Francisco.
Began working with state departments of education and charter management organizations.
Documented the systemic indifference to teacher effectiveness in The Widget Effect — and began working on better evaluations.
Working in more than 30 cities around the country.
Began exploring issues like school culture and leadership, and teacher retention and compensation.
“TNTP stands for so much more than new teachers. We are partners for change in public education, helping school systems achieve their goals for students.”
“We focus on three areas to ensure teachers succeed and students thrive: Rigorous academics, talented people, and supportive environments.”
“We've supported more than 200 school systems nationwide, touching tens of thousands of educators and millions of students.”
We found the following central themes in our conversations with TNTP, each of which illustrate strengths as well as challenges in building a more diverse, inclusive, and equitable organizational culture.
TNTP leadership characterize their DEI journey as being “one of perpetual learning and growth,” and as they’ve leaned into conversations on inclusion and equity over the past few years, the team aims to match talk with action. Ultimately, TNTP wants to ensure that the organization is not replicating the very dynamics and systems of power they’re trying to interrupt for students and teachers across the country. This work is critical to their mission.
During FY20, TNTP will continue evolving by tackling the following projects through the lens of their shared DEI beliefs:
“We have sincerely, all across the organization, approached the work with a desire to learn and get better as individuals and as an organization. This doesn’t mean we did it well, but this is a prerequisite for making progress. People didn’t come in with the attitude that this was something to fix. People have approached the work in an impressive way, understanding that it requires a lot of reflection and soul searching, and many different ways of interaction. People know it’s not going to be an initiative that just Tonya owns, and people have approached it with lots of humility and openness, and have been willing to have some uncomfortable conversations and find a different way to interact.... We all continue to feel responsible for the work.”