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About Marshall

Marshall Tuck believes in the power of public schools to change lives – and he’s spent the last 15 years working to make it happen.

Most recently, as Educator-in-Residence Tuck directed various school improvement efforts with the New Teacher Center (NTC), a nonprofit organization working with school districts to help develop and retain effective teachers and principals. NTC has supported 166,000 teachers since 2012.

Prior to that, Tuck was the founding CEO of the nonprofit Partnership for Los Angeles Schools, a groundbreaking collaboration between the Mayor’s office and LA Unified School District which operates 18 struggling elementary, middle, and high schools serving 15,000 students. Under Tuck’s leadership, these schools raised four-year graduation rates by more than 60%, and had the highest academic improvement among California’s school systems with more than 10,000 students. The Partnership launched the innovative Parent College, creating a national model for getting parents more involved in their kids’ education.

Before joining the Partnership, Tuck was the president of the nonprofit Green Dot Public Schools, where he helped create 10 new public charter high schools in some of LA’s poorest neighborhoods. All of them outperformed local schools – and 8 have been ranked among the top high schools in America by U.S. News & World Report.   

In 2014, Tuck ran an underdog campaign against the incumbent State Superintendent, forcing him into a run-off before narrowly losing. Tuck earned 2.9 million votes (48%).

Before devoting his career to helping students, Tuck was a senior leader at Model N, a successful enterprise software company based in the Bay Area. Prior to that, he worked in finance, and spent almost a year teaching and doing service work internationally.

The son of a teacher, Tuck was born in Burlingame, CA and attended parochial elementary school and public middle and high schools. A graduate of UCLA and Harvard Business School, Tuck lives in Los Angeles with his wife, Mae, and their son Mason.

The New Teacher Center

www.newteachercenter.org

The New Teacher Center (NTC) seeks to improve student learning by accelerating the effectiveness of new teachers, experienced teachers and school leaders.

  • NTC has worked with over 40,000 coaches and mentors and 166,000 new teachers serving over 12 million students since 2011
  • New teacher retention increased by 30% after 2 years of NTC support
  • Students in classrooms with teachers supported by the NTC induction accelerated their learning math and reading above students who were in classrooms with teachers supported by traditional induction programs

The Partnership for Los Angeles Schools

www.partnershipla.org

The Partnership for Los Angeles Schools is one of the largest, in-district public school transformation organizations in the United States. They manage 18 Los Angeles Unified schools serving approximately 14,500 students in Boyle Heights, South Los Angeles, and Watts.

  • Partnership schools serve neighborhoods where less than 8% of those over 24-years old have completed a four-year degree
  • The Partnership network of schools includes the highest-need elementary schools, the second-highest-need high school, and three of the highest-need middle schools in LA Unified, according to a multimetric index created by the Advancement Project.
  • Graduation rates at Partnership schools have more than doubled since 2008, from 36% to 81%
  • Suspension rates at Partnership schools have dropped from 21% to 3%
  • 7,000 parents have been served by the Partnership’s flagship parent empowerment program, the Parent College
  • Truancy rates declined by more than 50% between 2011 and 2015 in Partnership schools
  • Partnership schools had the largest rate of academic improvement of any California public school system of more than 10,000 students

Green Dot Public Schools

www.greendot.org

Green Dot Public Schools creates small, successful public schools to help ensure all students graduate prepared for college, leadership and life. Green Dot has proven it can improve outcomes for low-income, high-risk youth, by building new schools, and through turnaround efforts, and in partnership with a unionized workforce.

  • Ninety-four percent of Green Dot students are low-income, 20% are English Learners, and 11% are in Special Education
  • Green Dot students generally gain two grade-levels of growth in a single year
  • Eight of the first 10 high schools opened are ranked among the best high schools in the country, by U.S. News & World Report
  • 89% of Green Dot’s Class of 2017 earned a high school diploma