How I Teach

This NYC teacher was skeptical of training programs like Teach for America — so she completed a teaching residency instead

PHOTO: Alex Zimmerman
Adriana Garcia spent her teaching residency at Great Oaks Charter School on the Lower East Side.

When Adriana Garcia decided to become a teacher, she liked the idea of learning the craft by doing it.

So when she heard about a new teacher residency program at New York University based on the medical model where doctors-in-training begin practicing medicine under supervision of an experienced mentor, she jumped at the chance. Part of a growing push for teacher-residency programs across the country, the program allows student-teachers to spend a year in the classroom under close supervision while earning a master’s degree.

Unlike conventional preparation programs that are sometimes knocked for being heavy on theory but light on practical skills — or alternative programs, like Teach for America, where participants get a weeks-long crash course before being plunged into the classroom — Garcia was drawn to the idea of a residency. It would allow her gradually take on more responsibilities in the classroom under the watchful eye of a mentor, so that when she eventually stepped into a bigger role, “it wouldn’t come as a shock to anyone — either for me or for the kids,” she said.

Now, after a yearlong residency at Great Oaks Charter School on the Lower East Side and intensive online coursework, Garcia teaches economics and U.S. history at Lower East Side Preparatory High School, an alternative district school for students who struggled in traditional schools.

In this installment of “How I Teach,” Garcia shares her thoughts on the residency program, her attraction to an alternative high school, and how she juggles teaching in three different languages.

What attracted you to the teacher residency program at NYU as opposed to a more traditional teacher prep program or an alternative route into the classroom like Teach for America?

The gradual nature of the program was very important: I wanted to enter the classroom in the most responsible way I could since any mistakes I made would impact the education of young people in a high-need area. Alternative routes generally do not offer you that, and student teaching through a traditional teacher prep program tend to be semesterly and do not allow for the continuity with students that a yearlong residency does.

What drew you to your current school and do you feel that the residency prepared you for the job?

I was initially attracted to the school because a majority of its students are English Language Learners. The languages I speak and the cultures I am familiar with allow me to work well with students from Spanish-speaking countries and China, and my school has large populations of both. [Garcia studied Japanese and Chinese in college, speaks fluent Spanish, and once taught in a Japanese fishing village.]

When I walked into the school, I noted the trilingual posters in the hallways and many different languages floating through the hallways; conversations with teachers and leadership confirmed that this was a place where all were welcomed and supported.

What I really appreciate about my residency now is that although at times readings and materials seemed overwhelming, I actually have a lot of tools to reference when I’m working through challenges in my classroom.

My classes were never, “This is what your assessments should look like,” but rather, “Here are general guidelines for what makes assessments authentic for you and for students, here are some examples, now create your own for your students, and share them with the class for feedback.” When working with students who have very low literacy in their home language, or have anxiety about speaking in front of others, I go back to my notes about assessments and find ways to give every student opportunities to show me what they know and how they have grown.

What are the biggest challenges you’re working through during your first year of full-time teaching?

I was initially concerned about building relationships with students and managing my classroom since I’m pretty young and am frequently mistaken for a student, but I have found it to be one of the most fun parts of my role. Something I found challenging in a middle school was classroom management, and I wondered how it would work in a situation where my kids are only a few years younger than me.

The nature of transfer schools is that students are dealing with a host of situations that are often out of their control and impact their ability to be physically and mentally present. My goals are to have my students feel safe and loved, learn the content, pass my class, and graduate feeling ready for their next steps.

So my guidelines that were more suitable for middle schoolers had to relax: I let my students eat in class because I firmly believe that I would rather have them eating and learning inside my classroom than going outside to buy food and missing out on our lesson. I don’t take away a student’s cell phone in class because I trust them to manage their possessions and show respect for me and their peers; a simple reminder of what we should be working on or asking everyone to give the speaker 100 percent attention is generally enough to refocus.

You’re teaching classes in English, Spanish, and Chinese. What are your routines for preparing for those classes?

I plan in English first and then I translate. I have to look up and learn key vocabulary so that I can explain concepts and events in both languages. My classes are technically bilingual so I strive to balance the amount of English and home language that we use.

Sometimes the materials I want to use simply do not exist so I create my own. Primary sources I either translate myself, modify and add vocabulary support, or if it’s an especially famous document like the Constitution or Wilson’s 14 Points, I may be able to find a translated version online.

And then, during class, I have to be ready to laugh at myself when I do make mistakes. It’s actually been a wonderful opportunity to model for students how to correct yourself and not let a mistake ruin your flow.

You completed your residency at a charter school and now teach in a district school. Are there any big differences in the kind of teaching you’re expected to do?

Not really. I’m teaching different content and different students so my end goals are a bit different, but the standard for professionalism and good teaching is the same.

Last year, I was thinking more about exposing my students to history they may not have the opportunity to study again until college — like Stonewall [the 1969 riots at a Manhattan gay bar that helped launch the L.G.B.T.-rights movement]. But, right now, I’m focused on helping my students, almost all immigrants, see themselves in the history of this country that they now call home.

What’s the best teaching advice you’ve received?

During class last year my “content mentor” from NYU (Diana Turk) said something along the lines of: “Your students need to like you, otherwise they’re not going to want to learn from you.”

I’ve found it to be so true: Building relationships are the cornerstone of my teaching. My students trust and respect me, and they know that what we learn in class is for their benefit and their future success.

I’ve learned to be intentional about greeting every student when they come in, assuming the best, giving second chances, and being transparent about what I do and why. And when it’s a particularly difficult day and students want to give up on a challenging document, or when I go into work not feeling my best, that’s when the relationships we have built become extra important, and we are able to persevere.

IPS School Board Race 2018

Indiana teachers union spends big on Indianapolis Public Schools in election

PHOTO: Dylan Peers McCoy/Chalkbeat
IPS board candidate signs

The political arm of Indiana’s largest teachers union is spending big on the Indianapolis Public Schools board. The group donated $68,400 to three candidates vying for seats on the board this November, according to pre-election campaign finance disclosures released Friday.

The three candidates — Susan Collins, Michele Lorbieski, and Taria Slack — have all expressed criticism of the current board and the leadership of Superintendent Lewis Ferebee. Although that criticism touches on many issues, one particular bone of contention is the district’s embrace of innovation schools, independent campuses that are run by charter or nonprofit operators but remain under the district’s umbrella. Teachers at those schools are employed by the school operators, so they cannot join the union.

The trio was also endorsed by the IPS Community Coalition, a local group that has received funding from a national teachers union.

It’s not unusual for teachers unions to spend on school board elections. In 2016, the union contributed $15,000 to an unsuccessful at-large candidate for the Indianapolis Public Schools board. But $68,400 dwarfs that contribution. Those disclosures do not capture the full spending on the election. The three candidates endorsed by Stand for Children Indiana — Mary Ann Sullivan, Dorene Rodríguez Hoops, and Evan Hawkins — are likely getting significant unreported benefits.

Stand for Children, which supports innovation schools, typically sends mailers and hires campaign workers to support the candidates it endorses. But it is not required to disclose all of its political activity because it is an independent expenditure committee, also known as a 501(c)(4), for the tax code section that covers it. The group did not immediately respond to a request for information on how much it is spending on this race.

The candidates’ fundraising varied widely in the reporting period, which covered the period from April 14 to Oct. 12, with Taria Slack bringing in $28,950 and Joanna Krumel raising $200. In recent years, candidates have been raising significantly more money than had been common. But one recent candidate managed to win on a shoestring: Elizabeth Gore won an at-large seat in 2016 after raising about $1,200.

Read more: See candidates’ answers to a Chalkbeat survey

One part of Stand for Children’s spending became visible this year when it gave directly to tax campaigns. The group contributed $188,842 to the campaign for two tax referendums to raise money for Indianapolis Public Schools. That includes a $100,000 donation that was announced in August and about $88,842 worth of in-kind contributions such as mailers. The group has a team of campaign workers who have been going door-to-door for months.

The district is seeking to persuade voters to support two tax increases. One would raise $220 million for operating funds, such as teacher salaries, over eight years. A second measure would raise $52 million for building improvements. Donations from Stand for Children largely power the Vote Yes for IPS campaign, which raised a total of $201,717. The Indiana teachers union also contributed $5,000.

Here are the details on how much each candidate has raised and some of the notable contributions:

At large

Incumbent Mary Ann Sullivan, a former Democrat state lawmaker, raised $7,054. Her largest contribution came from the Indy Chamber Business Advocacy Committee, which donated $4,670. She also received $1,000 from Steel House, a metal warehouse run by businessman Reid Litwack. She also received several donations of $250 or less.

Retired Indianapolis Public Schools teacher Susan Collins, who is one of the candidates supported by the union, raised $16,422. The Indiana Political Action Committee for Education contributed $15,000. She also received several donations of $200 or less.

Ceramics studio owner and Indianapolis Public Schools parent Joanna Krumel raised $200. Her largest contribution, $100, came from James W. Hill.

District 3

Marian University Executive Director of Facilities and Procurement and Indianapolis Public Schools parent Evan Hawkins raised $22,037. His largest contributions from individuals were from businessmen Allan Hubbard, who donated $5,000, and Litwack, who donated $2,500. The Indy Chamber Business Advocacy Committee contributed $4,670 and web design valued at $330. He also received several donations of $1,000 or less. His donors included IPS board member Venita Moore, retiring IPS board member Kelly Bentley’s campaign, and the CEO of The Mind Trust, Brandon Brown.

Frost Brown Todd trial attorney and Indianapolis Public Schools parent Michele Lorbieski, who is one of the candidates supported by the union, raised $27,345. The Indiana Political Action Committee for Education contributed $24,900. She also received several contributions of $250 or less.

Pike Township schools Director of Information Services Sherry Shelton raised $1,763, primarily from money she contributed. David Green contributed $116.

District 5

Incumbent Dorene Rodríguez Hoops, an Indianapolis Public Schools parent, raised $16,006. Her largest contributors include Hubbard, who donated $5,000; the Indy Chamber Business Advocacy Committee, which gave $4,670 and web design valued at $330; and the MIBOR PAC, which contributed $1,000. She also received several contributions of $500 or less, including from Bentley.

Federal employee and Indianapolis Public Schools parent Taria Slack, who is one of the candidates supported by the union, raised $28,950. The Indiana Political Action Committee for Education contributed $28,500.

Innovation zone

Two more Denver schools win additional freedom from district rules

PHOTO: J. Zubrzycki/Chalkbeat
Alex Magaña, then principal at Grant Beacon Middle School, greeted students as they moved between classes in 2015.

Two more Denver schools this week won more flexibility in how they spend their money and time. The schools will create a new “innovation zone,” bringing the district’s number of quasi-autonomous zones to three.

The Denver school board on Thursday unanimously approved the schools’ application to operate more independently from district rules, starting in January.

The new zone will include Grant Beacon Middle School in south Denver and Kepner Beacon Middle School in southwest Denver. The two schools are high-performing by the district’s standards and follow a model that allows students to learn at their own pace.

With just two schools, the zone will be the district’s smallest, though Beacon leaders have signaled their intent to compete to open a third school in the growing Stapleton neighborhood, where the district has said it will need more capacity. The district’s other two innovation zones have four and five schools each.

Schools in zones are still district schools, but they can opt out of paying for certain district services and instead spend that money on things that meet their specific needs, such as additional teachers or aides. Zones can also form nonprofit organizations with their own boards of directors that provide academic and operational oversight, and help raise extra dollars to support the schools.

The new zone, called the Beacon Schools Network Innovation Zone, will have a five-member board of directors that includes one current parent, two former parents, and two community members whose professional work is related to education.

The zone will also have a teacher council and a parent council that will provide feedback to its board but whose members won’t be able to vote on decisions.

Some Denver school board members questioned the makeup of the zone’s board.

“I’m wondering about what kinds of steps you’re going to take to ensure there is a greater representation of people who live and reside in southwest Denver,” where Kepner Beacon is located, asked school board member Angela Cobián, who represents the region. She also asked about a greater representation of current parents on the board.

Alex Magaña, who serves as executive principal over the Beacon schools and will lead the new zone, said he expects the board to expand to seven members within a year. He also said the parent council will play a key role even if its members can’t vote.

“The parent council is a strong influence,” he said. “If the parent council is not happy, that’s going to be impacting both of the schools. I don’t want to undersell that.”

Other Denver school board members questioned the zone’s finances and how dependent it would be on fundraising. A district summary of the zone’s application notes that the zone’s budget relies on $1.68 million in foundation revenue over the next 5½ years.

Magaña said the zone would eventually seek to expand to four schools, which would make it more financially stable. As for philanthropic dollars, he said the zone would work to ensure any loss of revenue doesn’t hurt the schools’ unique programs or enrichment.

“I can’t emphasize enough that it won’t impact the schools,” he said.

Ultimately, Denver school board members said they have confidence in the Beacon model and look forward to seeing what its leaders do with their increased autonomy.