- 28.5% from traditional education programs
- 28.2 from local district schools
- 9.5% from other charter schools
- 9.1% are TFA alumni
- 5.6% are TFA corps members
- 4.8% from private/parochial schools
- 2.7% from Teaching Fellows or TNTP
- 9.8% from other sources
Many have questioned whether CMO models demanding extraordinary efforts from teachers are sustainable. There are particularly concerns about the "No Excuses" model that relies heavily on young, energetic teachers who are willing to work long hours to provide intense remediation to students and do "whatever it takes" to help students achieve, including giving out their cell phone numbers and taking calls at any time of day.
To some degree, CMOs also rely on turnover to help stabilize overall salary costs. As principals told us, it would eventually break a school's budget if they kept most of their junior teachers and continued to giv them raises.
Some CMOs are comfortable with higher attrition, as they are able to rely on their name brand or regenerative staffing networks like Teach For America to attract large swaths of new candidates. However, almost all CMO leaders had reservations about human resource sustainability in the long term, especially in the face of expansion. A general consensus among most CMO leaders interviewed was that expansion and, in some cases, high turnover, was tapping out the local hiring markets, and that new sources of teacher and principal candidates were critical.
You have spiraling curriculum, real-world experience, and then you have drill and kill, right? There's always this kind of left approach and right approach. We are on the right. The schools that produce the highest results are one of two kinds of schools: schools that are significantly leaning to the right or the schools that are selecting their population. We don't select our population.