Educational Institutions

The New Teacher Project, Inc.

aka TNTP, Inc.

New York, NY


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.

Ruling Year


Chief Executive Officer

Daniel Weisberg

Main Address

500 7th Avenue 8th Floor

New York, NY 10018 USA


academics, talented teachers and school leaders, community engagement, policy, new models, turnaround





Cause Area (NTEE Code)

Management & Technical Assistance (B02)

Secondary/High School (B25)

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Programs + Results

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Our programs

What are the organization's current programs, how do they measure success, and who do the programs serve?

SOURCE: Self-reported by organization

TNTP Teaching Fellows Training Program

Pathways to Leadership in Urban Schools (PLUS) Principal Residency

Bridge Fellowship

TNTP’s Fishman Prize for Superlative Classroom Practice

Where we workNew!

Charting Impact

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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.

TNTP offers a range of support to partners, from strategic advice to multi-year implementation support:

Advice: TNTP counsels education leaders on how to approach questions of educational quality, from navigating negotiations to engaging community members to communicating a superintendent's vision.

Data: Understanding the problem is half the battle. Our experts collect key information—from observing hundreds of classrooms to surveying thousands of teachers—to pinpoint root causes and map a way forward.

Strategy: Clients face many challenges without ready answers. We design new ways of working, whether we're training educators, investing in rigorous academic content, or evolving teacher pay and performance management systems.

Implementation: We work with state, district, and charter staff to implement good ideas that will have a positive impact on students.

Since TNTP's inception in 1997, our work has been guided by a simple theory of action: If schools serving low income students and students of color provide excellent teachers and teaching, every school day, in every grade and subject, then student learning will dramatically improve and the achievement gap will vanish. This theory of action has remained consistent through nearly two decades of organizational evolution.

As we gain expertise with the various facets that affect student achievement, we develop new services to address those challenges. As a result, the size and scope of our organization and our work has grown consistently over more than a decade. When TNTP was founded, we focused on helping urban school systems recruit and train new teachers for high-need schools. Since then, in addition to continuing to evolve our teacher recruitment and preparation programs, we have built a full-service consulting practice that supports school systems to address issues around human captial and academics by providing strategy and implementation support for high-stakes, enterprise-wide initiatives. That means we work side-by-side with them in the trenches, ensuring our work is high-quality while building their capacity.

Many factors influence an excellent education, including effective school leaders, rigorous learning standards, engaging content, invested families and communities, and supportive stakeholders, structures and policies. We have seen limitations in effecting change when academic and human capital initiatives are formulated and implemented independently by siloed organizational units within a state, district or charter management organization (CMO). We believe that no academic strategy will be successful without talented, well-supported people in schools and central offices, and even the most talented educators will struggle without strong standards, curricula, actionable data to inform their practice and a vision for excellent instruction. As a result, TNTP provides services in three key areas: rigorous academics, talented people, and supportive environments.

Today, TNTP has a staff of approximately 400 people, and more than 70 active partnerships with school districts, states and charter management organizations nationwide. We have recruited or trained nearly 50,000 teachers for low income schools across the country and catalyzed large-scale reforms through acclaimed studies such as The Widget Effect (2009), The Irreplaceables (2012) and The Mirage (2015) ( Ultimately, our knowledge of district operations and dynamics, as well as our extensive experience helping school systems implement large-scale initiatives, make us uniquely suited to help our partners reach their goals for student achievement.

We are firm believers in goals-based management. It is for this reason that we maintain a rigorous organization-wide goal-setting process and maintain a set of goals at every level of the organization. At the beginning of every engagement, all project teams set outcomes and metrics to track their progress, which are aligned to the organization's core priorities. Throughout the year, teams are responsible for managing their work and their clients to these goals and are responsible for collecting the data necessary to measure their progress. Our Research and Evaluation department works with each team at TNTP to track this data and identify trends, which are reported to our Executive Team throughout the year.

We focus on three areas to help teachers succeed and students thrive: rigorous academics, talented people, and supportive environments.

Academic Services: In some school systems, TNTP's instructional quality reviews led to expanded partnerships on academic strategy and implementation.
• TNTP has continued to scale our best-in-class diagnostic of instructional rigor – the Common Core Quality Review (CCQR). Through partnerships with 37 school systems, to date, we have collected data regarding instructional quality from 250+ schools, observed 2,700+ classrooms and analyzed 10,700+ student work samples.
• We have been working across 20 sites to provide academic support, including building knowledge and understanding of the standards, selecting new curricular materials, and training teachers and leaders on how to implement standards-aligned content.

Talented People: We have helped dozens of districts and charter networks develop strong teachers, school leaders and central office teams.
• TNTP's Teaching Fellows programs transform talented people into great teachers in high-need subjects like math and science. Since 2000, we have trained more than 37,000 teachers across 31 sites.
• Our Pathway to Leadership in Urban Schools (PLUS) programs develop transformational school leaders who can raise student achievement in high-need schools. During the 2015-16 school year, nearly three in four teachers led by Philly PLUS residents demonstrated growth from the beginning to the end of the year. We found that students in schools led by first-year Philly PLUS principals were more likely to score “Advanced" or “Proficient" on the state assessment than students in other schools led by first-year principals.
• Our Good to Great professional development model helps teachers and leaders dive into new college and career readiness standards through intensive summer school labs. Since 2015, we've run institutes with more than 124 teachers and 25 leaders in New Orleans charter schools. After Good to Great, most teachers (7 in 10) were making all or some of the instructional shifts required by the Common Core; according to our instructional quality reviews across the nation only about 3 in 10 teachers are. In 2016, students improved academically after just two weeks of Good to Great classes while their peers regressed over the summer.

Supportive Environments: We help school systems create conditions that allow central office staff, school leaders, teachers and students to do their best work.
• TNTP's Instructional Culture Insight Survey gathers teachers' perspectives on key aspects of their schools' culture and provides district and school leaders with a clear roadmap for improving instructional culture. Since 2012, Insight has reached nearly 1,300 schools and more than 45,000 teachers.
• We developed a suite of community engagement tools and have partnered with school systems to assess and inform their approach to community engagement.

External Reviews


The New Teacher Project, Inc.

Fiscal year: Oct 01 - Sep 30

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The people, governance practices, and partners that make the organization tick.

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A Pro report is also available for this organization for $125.
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Board Leadership Practices

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SOURCE: Self-reported by organization


Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?



Has the board conducted a formal, written assessment of the chief executive within the past year?



Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?



Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?



Has the board conducted a formal, written self-assessment of its performance within the past three years?