New Leaders
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4
"Up" is the number of experts who agree that the nonprofit has had the most impact in the
field. "Down" is the number of experts who disagree that the nonprofit has had the most impact in field.
Headquarters Location: San Francisco, CA
Founded: 2000
Mission: Our mission is to ensure high academic achievement for all children, especially students in poverty and students of color, by developing transformational school leaders and advancing the policies and practices that allow great leaders to succeed.
Tags:
bay area, middle-secondary education, principal training, recruitment, principal support, education reform, educational equity
Summary
Stories
Expert Reviews
Leadership
From the Nonprofit
Leadership
Daniel McLaughlin.
Daniel became the executive director of the New Leaders Bay Area office in 2009, and has spent the last 20 years working to dramatically improve public education for low-income and minority youth. He co-founded Envision Schools, a non-profit charter school management organization, and was its first president and chief executive officer. More than 93 percent of Envision graduates attend a…
See full bio.
Financial Data
Overhead Ratio:
18.80%
Total Revenue:
$37,566,563
From the Nonprofit
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feedback@myphilanthropedia.org
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Contact Info
Website:
E-Mail:
development AT newleaders.org
Phone:
415-296-6426
Facebook:
Address:
225 Bush Street, Suite 1850
San Francisco, CA 94104, USA
Twitter:
Story:
Over the past 10 years, we have trained almost 800 school leaders who are now raising student achievement and graduation rates in cities across the country. As we enter our second decade, we are making some updates to our work to improve outcomes for our students and broaden our impact as an organization. First, we are strengthening our core principal training program by developing two related programs: the Emerging Leaders Program, which grows the adult leadership abilities of promising teachers and other instructional leaders, and the Principal Institute, our new learning network model of support for New Leader Principals early in their career. Second, we are building off of our decade of learning to offer Leadership Development Services and Policy and Practice Services to a select group of system partners.
Expert Reviews of New Leaders
Evidence of Impact Summary:
New Leaders has a research-backed theory of change: the principal is the driving force of a school and sets the tone for student achievement, professional development, parental expectations, and school culture. Some of the strongest principals in the Oakland Charter community are from New Leaders and also has multiple principals in Oakland Unified traditional schools. In both charters and traditional schools, NLNS principals have outperformed comparison schools consistently on API.See expert comments.
Organization Strengths Summary:
Experts repeatedly cite New Leaders' talent alongside their effective training method. Other elements marked as strengths include leadership and community relations.See expert comments.
Areas for Improvement Summary:
Scale is most-often cited as an area for improvement. While New Leaders has been roundly praised for recruitment and training, high-attrition was noted by experts as a concern. On a related note, experts believed the organization could do more to engage its Alumni network.See expert comments.
Expert Comments: Evidence of Impact
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Impact |
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New Leaders has a research-backed theory of change: the principal is the driving force of a school and sets the tone for student achievement, professional development, parental expectations, and school culture. | ||
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The caliber of school leaders that New Leaders is bringing to Bay Area schools signify its impact. | ||
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Though this is a national organization that trains principals, it has had a strongly positive effect in Oakland and the Bay Area. It has a regional office in Oakland. Some of the strongest principals in the Oakland Charter community are from New Leaders--Thomas Kadelbach at Lionel Wilson; Tatiana Epanchin-Troyan at ERES Academy; Kate Nicol at Civicorps Middle School. NLNS also has multiple principals in Oakland Unified traditional schools. In both charters and traditional schools, NLNS principals have outperformed comparison schools consistently on API. | ||
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I work in Oakland, which has seen the highest growth of any large urban district in California over the past five years. A big part of that growth I believe is due to the principals who have come from our pipeline partnership with New Leaders. OUSD currently has over 30 New Leaders in the district, many in the principalship. Strong principal leadership is the single most important investment for high-impact that a district central office can make, and it shows in the student outcomes and school climate/culture outcomes a schools with New Leaders at the helm. | ||
Expert Comments: Organization Strengths
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Foundation Professionals (F)
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Researchers and Faculty (R)
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Nonprofit Senior Staff (N)
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Other (consultants, journalists, policy makers) (O)
Data-driven processes |
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They have incredibly detailed rubrics and systems for measuring performance and people. | ||
Defined niche |
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They are useful because they occupy a niche that no one else does. | ||
Operations |
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New Leaders is very strong at recruitment and selection of outstanding principals and operating an exceptional principal preparation program. | ||
Program Design |
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The organization has strong leadership and a model that consistently selects strong candidates for its program. It has developed a successful training program that is replicable and prepares principals for running inner-city schools. | ||
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They have played a key role in providing leaders for some key school districts. They have also demonstrated a higher standard for recruitment and selection. | ||
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The money it takes to train one leader to impact hundreds of students is pennies compared to resources spent on one student. | ||
Leadership |
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New Leaders has new local leadership which has high potential, and a strong national infrastructure with extensive intellectual capital and resources that has been built over the past decade. They have deep roots in Oakland, and are expanding their partnership with San Francisco. NLNS is part of a robust and health network. | ||
Expert Comments: Areas for Improvement
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Foundation Professionals (F)
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Researchers and Faculty (R)
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Nonprofit Senior Staff (N)
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Other (consultants, journalists, policy makers) (O)
Scalability |
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They need to scale up to make a bigger impact and need to get the word out to the general public that we don't have a great system for training principals. | ||
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New Leaders could improve the support provided to Alumni and the scale of their work in the Bay Area. | ||
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With the growth of the charter movement, they should be expanding their program to include more training in governance, budgeting, and HR. Those are often mostly handled by a district central office. For most charters, those duties fall to the principal to manage. | ||
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They don't have a scalable model and seem get accolades exceeding what would be logical from their actual impact. I would say they need to become more pragmatic and stay focused on their value proposition (which might mean giving up some of their aspirations related to affecting the national policy agenda). | ||
Uncompetitive |
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They are not extraordinary performers, but they are useful because no one else does what they do. Once they encounter competition, they may look less attractive for philanthropic investment. | ||
Standardize Quality |
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Some very good principals have come out of their program, but the quality is very uneven. There is a very high rate of leader attrition. They need to recruit a much higher-level of candidate, and back them with more successful leaders, and drop the ones that aren't cutting it. Very expensive and unsustainable program could be revised to be more cost-effective (e.g., drop or revise costly residency that provides little value-added). Rapid turnover at Oakland office leadership leads to a lack of focus. A new director may bring needed stability. | ||
Messaging |
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To improve, there needs to be more messaging to the broader community. | ||
Fundraising |
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NLNS Bay Area is significantly expanding its local fundraising efforts to diversify its funding base. It is also shifting its programmatic model to create greater financial sustainability, especially in these difficult economic times. They need additional support for effective marketing. | ||
Leadership
Daniel McLaughlin
Executive Director, Bay Area
Executive Director, Bay Area
From the Nonprofit
The nonprofit has not added any comments yet. If you are a representative of this nonprofit and would like to leave a comment, please email us at
feedback@myphilanthropedia.org
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