Opportunities include: 

• Analyze existing district data to identify student and teacher outcome goals for the model.
• Set measures of success for the model and track implementation results.
• Build networks of districts interested in the work:
  • Sponsor site visits to districts implementing new staffing models.
  • Meet with districts already doing the work to capture their story and publish it.
• Sponsor or share research to add to the research base.
• Help districts identify funding opportunities to support this work or directly provide funds to districts themselves.
• Promote legislation that offers the necessary flexibility to support strategic staffing models.

Districts need external support to effectively design and transform their school structures. While many popular strategic staffing model providers deliver transformation support, third-party advocacy organizations can fill critical gaps through strategies like creating district networks to share best practices and challenges and extending the life cycle of district support services after model providers are no longer actively engaged.

External advocacy organizations can play a vital role in engaging state legislators and state policymakers in constructive dialogue about the necessity to innovate and create a more desirable teaching profession. Advocates can share research, data, case studies, and more to help develop solutions alongside decision-makers that address workload concerns, fair compensation, ongoing professional development, and teacher well-being. Most importantly, you can help ensure state and district leaders design solutions in ways that address student needs.

Advocacy organizations can bridge the gap between schools, districts, educator preparation programs, and the state agency. They achieve this by fostering and maintaining continuous collaboration among all parties involved. This ongoing partnership ensures the work’s stability and consistency, even when leadership changes within districts, programs, and the state agency.