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Final portfolio


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Final portfolio

  1. 1. Final Portfolio 1RUNNING HEAD: Final Portfolio Assignment 7: Final Portfolio-Teacher as Professional Developer Tiffany A Simmons Dr. Harvey EDU599: Education Capstone March 8, 2012
  2. 2. Final Portfolio 2 Table of ContentsIntroductory Letter…………………………………………………………………3Learning Outcomes and Indicators…………………………………………………4-7Portfolio Use………………………………………………………………………..7-8Portfolio Entries/Artifacts Artifact 1: Education Platform Statement…………………………………..9-19 Artifact 2: PALSI Results………………………………………………….20-25 Artifact 3: HPL Framework………………………………………………..26-35 Artifact 4: Confirmative Evaluation Report……………………………….36-57 Artifact 5: Instructional Plan……………………………………………….58-63 Artifact 6: Designing and Developing Content/Curriculum, Part 1………..64-71 Artifact 7: Designing and Developing Content/Curriculum, Part 2………..72-82 Artifact 8: Designing and Developing Content/Curriculum, Part 3………..83-89 Artifact 9: Training Announcement………………………………………...90 Artifact 10: Academic Advisor Job Proposal………………………………91-93 Artifact 11: Ambassador Certificate………………………………………..94Portfolio Scope……………………………………………………………………..95Conclusion………………………………………………………………………….96
  3. 3. Final Portfolio 3Dear Reader, The last time this learner completed a portfolio, it was in preparation for a teachingcareer. The teaching career has long since ended, but the desire to be part of the education careerin some capacity has not. It is with this thought in mind that this learner revisited her goals forteaching and learning and made the shift from being extrinsically motivated to being intrinsicallymotivated-and finally being able to articulate a vision and accompanying strategies that shebelieves will work. Contained within are the artifacts that best support this learner’s goal of being a trainingand development professional: an education platform statement, Personal Adult Learning StylesInventory (PALSI) test result that states this learner’s teaching and learning styles, How PeopleLearn (HPL) framework to identify and describe learner profiles, confirmative evaluation reportin both Word and PowerPoint formats, instructional plan, three-part content design anddevelopment plan, and a training announcement. She intentionally chose these artifacts torepresent the activities that training and development professionals undertake to fulfill their rolesand this learner’s quest to understand and learn the various activities that comprise this role.Although this is not an exhaustive collection, and more pieces can be added in the future, this is abeginning that will help the learner achieve her professional goal. This learner welcomes feedback of any kind that will help her improve this portfolio.Many thanks in advance for reading and critquing this piece.Kindest Regards,Tiffany A Simmons
  4. 4. Final Portfolio 4 Learning Outcomes and Indicators The education platform statement and PALSI results were self-discovery documentsdesigned to clarify this learner’s values, beliefs, and learning preferences. Knowing about themenabled her to reflect on past teaching and learning experiences and plan for the future. Planningfor the future requires having a clear vision for teaching and learning events and strategies tomake it real. Prior to the latest portfolio development project, this learner did not have a clearvision for her teaching and strategies that would support it. With these pieces now in place, thislearner could talk about learners and learning. After establishing the education platform statement and analyzing PALSI results, thislearner began examining the learning process and learner profiles through the HPL framework.Learning about how people learn and under what conditions and contexts confirms this learner’sbelief that all people can learn and learn well, given the right tools and the right opportunities.These learners’ prior experiences are useful for learning, and it is this learner’s obligation to usethem to facilitate the learning process. Although learner profiles were included in this learner’sunit and lesson planning, they was not as dynamic and alive as it could have been. With artifactslike a confirmative evaluation report, instructional plan, content/curriculum design anddevelopment project, and a training announcement to firmly support this learner’s educationalplatform statement, PALSI results, and HPL framework analysis, the learner profiles and theircharacteristics are more thoroughly explained and their needs considered and included in theplanning structure. When considering what can be done to ensure that teachers and learners receive whatthey need for a successful learning event, this learner added the confirmative evaluation to thelist of artifacts. Prior to completion of this large-scale activity, this learner had never heard of a
  5. 5. Final Portfolio 5confirmative evaluation. In fact, when learning of it and discovering how beneficial it could beto a full-scope evaluation plan, this learner never recalled an instance in which it was everdiscussed. Teachers used formative and summative evaluations to measure and monitorlearning, and administrators used these assessments to compile data for reporting purposes, butthese evaluations did not touch on learning needs, material and resource requirements, andstakeholder interests. Having those components frames the learning in context and helps theperson doing the evaluating focus on the important issues and concerns raised by thestakeholders. He or she is then able to form a complete picture of what the learning event shouldinclude, along with learning objectives, outcomes, and indicators that signal learning has takenplace. This learner was so impressed with what could be done with a confirmative evaluation,that she will use it to plan the next training event. Once learning needs, goals, and objectives have been identified, materials and resourcesplanned for, and stakeholders’ interests addressed, the instructional plan can be created. Thisinstructional plan includes an overview of the content to be addressed, learner characteristics, thelearning environment (time, location, materials to bring), and motivational framework(establishing inclusion, developing attitude, enhancing meaning, and engendering competence).The instructional plan could also be considered a classroom management tool that keeps theteacher focused on learning outcomes and the learner focused on fulfilling the learningobjectives. The content/curriculum design and development plan is a more detailed document, aspin-off from the instructional plan. Designing and developing content/curriculum is a three-part process. The first partincluded a content analysis which identified the target population to acknowledge them and theirneeds, a concept statement that provided overview of what the curriculum will cover, terms and
  6. 6. Final Portfolio 6concepts to support the content, and action statements that guided the learning activities. Inaddition, the learning objectives for the curriculum stated what conditions and contexts had to besatisfied in order to indicate successful learning. This learner’s knowledge about learningobjectives improved a great deal upon completion of this portion of the project. As a result, shewill use the template as a guide for future planning. The second part of the content/curriculumdesign and development project included a lesson plan. This lesson plan specified what will betaught, how it will be taught, materials and resources needed, and the supporting activities.Unlike past lesson plans, this template was much easier to follow, and this learner found it easyto create and sustain a flow between the first and second parts of the project, and by extension,the third part. The third and final part of the content/curriculum design and development projectwas a test item template, an assessment tool that confirmed adherence to the learning objectivesand confirmed that learners learned. Learners were expected to produce a finished product asevidence of their learning and demonstrate that what they learned transferred to theirprofessional capacities. Like the content analysis, learning objectives, and lesson plan templates,this learner intends to use the test item template to plan assessment procedures. The ease ofplanning makes this template a great choice. With development and design of content/curriculum done and test runs completed toassure that everything works as it should, this learner feels ready to announce the training event.For the training announcement, this learner used a PowerPoint slide to convey the message. ThePowerPoint presentation can be uploaded to the company or organization’s electronic bulletinboard, posted on the training portal of the website, or sent to the target audience by email. If thecompany or organization plans to use snail mail to announce training, then it could import thisdocument to MS Publisher and mail as a postcard. Any mode that the company chooses to
  7. 7. Final Portfolio 7announce its learning events, it is essential to market the event in an attractive and professionalway. The company or organization may already have logos, stationery, and other brandingmaterials available for use, and the training and development staff should use them for theirmarketing, but the point is to market. If the training and development staff does not market thisevent effectively, its effort to provide a quality training event goes to waste. For bragging points and demonstration that this learner has some real-world experience intraining, she included her ambassador certificate from her workplace. This certificate isdemonstration that this learner is committed to ongoing personal and professional developmentand positions her for future opportunities inside and outside her company. Additionally, it is agood conversation piece, which makes this learner a more attractive candidate for those futureopportunities. Taken together, the artifacts included represent this learner’s desire to rededicate herselfto the field of education and the pursuit of her personal and professional goals. It is hoped thatthese artifacts adequately tell the story of this learner’s journey from self-awareness to thecompletion of a successful learning event. Portfolio Use A portfolio is a useful tool to have in one’s professional arsenal, as this learner initiallylearned when undertaking previous educational courses. Along with the resume and cover letter,a portfolio distinguishes a candidate from the numerous others who are applying the samepositions within a company or organization. It shows evidence of professional growth anddevelopment and a commitment to building valuable skills and competencies needed to advancefurther. This learner plans to use this portfolio to demonstrate to future employers her ability tomeet their needs and, at the same time, fulfill her own goals. The target audience for this
  8. 8. Final Portfolio 8portfolio will be the following: human resource and/or training and development departments ofcorporations, post-secondary educational institutions, and non-profit organizations seekingcandidates for program directors or program managers.
  9. 9. Final Portfolio 9 Artifact 1: Education Platform Statement A learner/educator would include an introductory artifact that lends direction and purposeto the other artifacts that will be included in the portfolio. This learner has chosen to include theeducation platform statement as the lead-off document because she wants to introduce her visionand ideas of what education is and could be. The education platform statement is personal intone but professional in intent, and offers an idea to the intended audience of what this learner’sgoals are. Instead of quoting great philosophers and teachers of education from years past, thislearner chose to use her past experiences as a guidepost for this endeavor. This learner completed an educational philosophy before in preparation for a teachingcareer, but the philosophy, and subsequently the teaching career, did not last. On closerexamination of that fact, this learner discovered that the philosophy was based on extrinsicpressures and ideas rather than intrinsic motivation. That was four years and several realitychecks ago. The educational philosophy has since been revised and now includes a philosophyabout leadership, an area that was never considered or talked about in previous educationcourses; a vision statement that includes ideal learning conditions; and strategies to achieve thatvision. To say that the platform statement stretched this learner is not saying enough. This learner learned a lot about herself in the process of creating this document. Shelearned that her previous philosophy was inadequate to the task of teaching. Revising thatphilosophy, in addition to thinking about leadership, vision statements, and strategies challengedher to get out of the box of being a deliverer of knowledge. She learned that there was so muchmore to teaching than just that. Without a vision and effective strategies to achieve the vision,the philosophy is not going to work. Experience has taught this learner that “shooting from thehip will cause you to misfire,” as quoted from a former colleague. In essence, if you fail to plan,
  10. 10. Final Portfolio 10you plan to fail. With a much clearer perspective on what it means to be an educator, this learneris now equipped to make a more adequate contribution.
  11. 11. Final Portfolio 11RUNNING HEAD: Education Platform Statement Assignment 4: Education Platform Statement Tiffany A Simmons Dr. Harvey EDU 599: Education Capstone February 1, 2012
  12. 12. Final Portfolio 12Introduction This learner once had the idea/vision of all learners streaming into her classroom, thirstyfor the knowledge needed to reach the next level of their academic journeys. “To be greatwriters… be literate citizens” (Simmons, 2004) sounded lofty and purposeful enough tocreate excitement about learning, but it would not enough to sustain the teacher or the learner.Seven years and several reality checks later, this learner has come to the realization that the ideasand visions were not a true representation of her beliefs and values. Instead, they were more forthe purpose of finishing an assignment and getting a grade. In short, this philosophy was nottaken seriously by the learner, and it showed itself when the learner began student teaching andcontinued through to full-time teaching. Admittedly, this was a painful realization, but it haspresented the learner with an opportunity to revisit the educational philosophy. The educational philosophy, as this learner discovered, is not a bunch of words on a page.At the heart of any philosophy is a belief and value system that justifies and sustains it. In turn,the beliefs and values that the learner/educator possesses authenticates the philosophy. For thislearner/educator, this meant revisiting, rethinking, and reimagining what education is and what itmeans to be an educator. After over four years of being away from education, and coming backto it again, it was time to reflect and remember what drew this learner/educator to the professionto begin with and what that would mean going forward. This learner/educator is excited about sharing her vision and ideas with those who areinterested in education and educators. After giving it much thought and reflection, this learner isfinally ready to share the vision that she has of education and what her role will be in it. Theultimate goal is to create and promote vibrant, active learning communities that everyone wouldbe excited to belong to. Within these pages, this learner/educator will articulate a new, improved
  13. 13. Final Portfolio 13philosophy of education, a philosophy of leadership, a vision of teachers and learners, a vision ofthe educational environment in which this learner desires to work, and the strategies to achievethe vision in current or anticipated work.Philosophy of Education “I’m a believer in essentialism…I use (Robert Dewey’s) idea of progressivism to take the writing experience to the next level.” -Tiffany Simmons, 2004 “Believe: believe in the potential of your learners. Believe in your worth and value as teachers. Believe that what you have to teach is valuable and relevant to the learner.” -Tiffany Simmons, 2012 This learner included both philosophies in this section to represent the shift in thinkingthat occurred between the two time periods. The initial philosophy statement included theoriesand ideas from other philosophers and writers, who may or may have had education in mindwhen they formulated their theories. It was a well-meaning philosophy, but it was not acomplete and true representation of what this learner believed and valued about education. Thesecond philosophy statement came about as a result of this learner’s growth and experiencesinside and outside the educational setting. Keeping in mind those comparisons, this learnerconcluded that previous teaching experiences did not work out because the philosophy thatundergirded them was not authentic-just a means to have something written. After having timeto reflect some more, this learner revised her philosophy to include her beliefs and values aboutlearning and learners. Her work experiences after teaching have shown that learners, no matterwhat background they come from, have the ability and the potential to do great things-if teachers
  14. 14. Final Portfolio 14believe in them, if teachers believe in their own abilities, and if the content is valuable andrelevant to the life and experience of the learner. All learners have the potential to learn-and learn well. Contrary to previous thought,learners do not come to the learning experience as “blank slates,” waiting to be poured into.They have previous personal and professional experiences that have educational value; it is theteacher’s responsibility to bring those out. Finding out what the learner needs to be successful,know who they are, and what they value about learning all show that the teacher believes in thelearner’s potential. Setting high expectations and implementing some structure and routine toclassroom life stabilizes the learning process and shows that the teacher has respect for thelearner, the learning process, and most importantly, for himself or herself as an educator. An area that educational literature seldom speaks about is the teacher’s belief in theirworth and value in the profession of teaching-that they have something to offer to the students.To demonstrate that worth and value, teachers practice continuous learning. They have plansand goals for student learning, as well as for their own learning. Additionally, they are willing tocollaborate with colleagues to ensure the integrity and equity of the learning environment.Finally, a teacher who values their teaching reflects on it often, with the goal to improve howthey plan and deliver instruction. Teachers who believe in the potential of their learners, and the worth and value of theirteaching, also believe that what they teach has some value. Staying current with the trends ofone’s content area is a given, and should be required, but there is more to it. Following federal,state, and local core content for assessment-and being able to articulate them- is the bestindicator that a teacher believes that what they teach has relevance and value to the learner. If ateacher can confidently articulate the reason something is being taught and why it needs to be
  15. 15. Final Portfolio 15learned, learners will see its relevance, grab onto the learning process, and share the teacher’sexcitement for learning the particular content area. Without learners, teachers cannot teach. Without teachers, learners cannot learn. That iswhy teachers must believe in the potential of every learner he or she comes across; that is whyteachers must recognize and believe in their own worth and value as teachers, and why teachersmust believe that what they teach has value and relevance to the learner. When those three“beliefs” come together, teachers and learners will become dynamic partners in the learningprocess.Philosophy of Leadership Although pre-service teachers were expected to formulate an educational philosophy toguide their practice as teachers, they were never asked to do a similar thing for leadershipphilosophy. So, to this learner, developing a philosophy of leadership is new. Thinking aboutthe teacher as a leader was, at best, a fringe topic and, at worst, a non-topic. In short, a teacherwas a teacher and nothing more. Reframing the teacher role as that of leader is an interestingidea, one worth exploring and expounding on. Reading books and articles on leadership andorganizational behavior topics has helped this learner/educator develop some thoughts and ideason what leadership could be in the teaching profession. It is possible for a teacher to be a strong, exceptional leader. That is why one seesdepartment heads, mentors, and principals in the school systems. Such leaders are activelyengaged in the life of the learning community, doing equal parts of giving and taking to ensureits survival and vitality. So, what does this learner/educator believe about leadership? This learner/educator believes that leaders have a strong, clear vision about the resultsand outcomes they wish to see, and they seek out the best and the brightest who are also
  16. 16. Final Portfolio 16committed to fulfillment of that vision. True leaders often are not the ones at the center ofattention; sometimes, they are behind the scenes. They are not afraid of sharing power withothers, nor are they afraid of giving it up, when and where appropriate. Leaders can admit thatthey do not have all the answers; they seek out experts for support and guidance on issues inwhich they are not well-versed. Finally, leaders are learners. They constantly seek outknowledge and current best practices that will improve how the organization is run. This learner/educator cannot claim to know all there is to leadership. Many of thesituations in which she was placed has either refuted her idea of what leadership is or enhancedher ability to step into a leadership role, when necessary.A Vision of Teachers and Learners This learner/educator believes that teachers and learners are partners in the educationalprocess. The teacher is not the all-knowing, all-seeing guru, while the learner sits at his or herfeet to absorb the knowledge. When this learner was administrator at a small college, shenoticed a rampant pattern of administrators doing all the work, and prospective students doingnone of it. The belief was that students who were made to fend for themselves would most likelynot enroll in school because “they needed the school’s help.” To test this belief, thisadministrator started requiring students to complete their own paperwork. They were tocomplete their own admissions and financial aid forms and consult the administrative officesonly when they were truly stuck and not because they did not want to do it. Contrary to the long-standing perception, students who did it on their own did not drop out. The opposite happened:they followed through on their commitments and started on time-every single time! When teachers and administrators stop coddling (adult students in particular), they willfind that much of their time is freed up to carry out their duties and responsibilities. Teachers
  17. 17. Final Portfolio 17and learners are partners, not superior and subordinate, in the learning process. Learners worktoward their goals, while teachers coach and facilitate. This arrangement allows everyone toreach their full educational potential.Vision of the Educational Environment The educational environment that this learner/educator feels is most ideal is the post-secondary or corporate environment. In these environments, the learners are more self-directedand are often in the learning environment with a specific learning objective in mind. Thislearner/educator, as strange as it may sound, feels more comfortable teaching to this group thanto the secondary school classrooms that she came from. Through trial and error, and through aprevious class, this learner discovered her teaching orientation and has a wish to go in that directin the future. This post-secondary or corporate environment will either include developmental learnersor learners who need extra help in acclimating to a college environment. If in a corporateenvironment, new hires or hires who need additional skill training in targeted areas will be afocus. Currently, this learner is actively seeking opportunities in both areas.Strategies to Achieve the Vision To achieve this vision, this learner/educator would consider only those strategies that aresuitable and appropriate. Older, more traditional strategies, may be foregone in favor of moreauthentic, real-life ones in order to reach the learners and advance the mission of the educationalenvironments in which the learner would work. Some strategies that this learner will use are mentorships, student-to-studentcollaborations, teacher-to-student learning agreements, frequent feedback, and targeted practicefor skill-building. Mentorships programs that pair new students with continuing students or new
  18. 18. Final Portfolio 18adult students with continuing adult students could help with adjustment problems and bevaluable resources for students who are struggling in their classes (or in corporate environment,mentoring between new hires and more established employees will help the new hire adjust tothe corporate culture). Student-to-student collaborations are excellent for both post-secondaryand corporate environments and aid in transfer of knowledge from classroom to workplace orfrom classroom to classroom (moving from one class to the next in the sequence). Teacher-to-student learning agreement (or, in the corporate environment, professional development plans)articulate specific learning goals the student (or employee) has and methods that will be used toachieve them. Frequent feedback can be verbal or written. In the corporate environment,frequent feedback is usually written-in the form of performance evaluations. Finally, authenticassessments, such as case studies and simulations will be used in the teaching environment toreinforce learning. In any case, the learner will take a greater responsibility for their learning andrely less on a teacher to do it for them. Teachers will act as coaches and facilitators, empoweringthe learner to learn for themselves and discover that they can learn-and learn well.Conclusion Initially, this learner/educator formulated a philosophy because she needed to round outthe portfolio, prepare for teaching. But when it came time to teach, the philosophy wasforgotten. It was never looked at again. Revisiting the educational philosophy was beneficial inthat it allowed this learner/educator to examine what it is about education she truly believed,why, and what changed. Looking at this philosophy made this learner/educator realize thathaphazard and random actions in teaching are not good for the teacher and the learner. It canlead to disastrous results for everyone, and the value of education erodes at each turn.
  19. 19. Final Portfolio 19 ReferenceSimmons, T. (2004). Philosophy of Education. Kentucky State University: Teacher Education Program.
  20. 20. Final Portfolio 20 Artifact 2: PALSI Results Prior to completing an education platform statement, this learner completed a PersonalAdult Learning Styles Inventory (PALSI). This inventory measured one’s “general orientationtoward adult learning, program development, learning methods, and program administration”(Knowles, Swanson, & Holt, 2005). In order to form a philosophy about teaching, this learnerhad to understand how SHE learned so that she could be effective with her own learners. Theresults of the inventory did not shock or surprise; rather, it helped her establish a direction inwhich to go with future educational endeavors. This learner would best describe herself as an experienced, self-motivated learner. Assuch, she discovered that the pedagogical style in which she was taught in her education classeswas not a good fit for her. For the future, this learner has made it a goal to seek opportunities inpost-secondary or corporate environments, which is consistent with the test results. To be clear,the test results do not drive my decision-making; they simply confirm it. The daily cognitivedissonance that came each time this learner stepped into her classroom was enough to convinceher to stop trying to teach to learners that she could not reach. Instead, the energies could betterbe applied seeking opportunities that were a better match, both professionally and personally. As with the education platform statement, the PALSI results asked the learner to identifysuitable environments and strategies for teaching and learning. This learner believes that theenvironments and strategies are consistent with the vision that she has for teaching and learning,and she plans to implement them in future endeavors.
  21. 21. Final Portfolio 21RUNNING HEAD: PALSI results PALSI Results: Teaching and Learning Orientation Tiffany A. Simmons Strayer University August 14, 2011
  22. 22. Final Portfolio 22 “Teaching/learning assumptions may be categorized as pedagogically oriented orandragogically oriented” (Knowles, Holton, & Swanson, 2005). The pedagogical model is mostfamiliar to many teachers and learners because the elementary and secondary schoolenvironment is oriented in that direction. The pedagogical model is focused on teaching contentto learners who exhibit dependent personalities, have little to no experience in the content orlearning in general, and learners are extrinsically motivated due to pressures from society,parents, peers, and teachers (Knowles, Holton, & Swanson, 2005). The andragogical modelfocuses on adult learning and assumes that adult learners are independent, have experiences thatcan be used in the educational context, and are intrinsically motivated to learn to improve theirlife situations, raise their self-esteem, or gain more personal or professional recognition(Knowles, Holton, & Swanson, 2005). This learner recently completed a Personal AdultLearning Style Inventory (PALSI) that measures one’s “general orientation to adult learning,program development, learning methods, and program administration” (Knowles, Holton, &Swanson, 2005). Once the questions were answered, respondents were asked to graph theirresults based on how andragogic they were along a continuum of answers. A score of 30 to 60would indicate a pedagogical orientation, and a score of 120 to 150 would indicate anandragogical orientation (Knowles, Holton, & Swanson). Somewhere in the middle is a mixtureof both orientations. This learner scored a 146, which is no surprise given her past teaching andlearning experiences. This learner was a teacher in the public school system for a brief period of time beforediscovering that the pedagogical style of teaching was not compatible with her ideas and beliefsabout teaching and learning. This was the first indication that elementary and secondary schoolteaching was not appropriate for this learner. Realizing that this group of learners was not
  23. 23. Final Portfolio 23prepared to be the types of learners that the teacher expected was evidence enough that anotherlearning atmosphere would be a better fit. Secondly, this learner taught a classroom of remedialEnglish students at a local college in preparation for a teaching career and discovered that it wasa better fit for her personal teaching and learning philosophy than the middle and high schoolstudents that she gained eligibility to teach. That was because the college classroom consisted oflearners who were ready to learn. Malcolm Knowles explains in his theory of andragogy that“the readiness of an adult to learn is closely related to the developmental tasks of his or her role”(Merriam, Caffarella, & Baumgartner, 2007). These students were high school graduates whowere taking their educational pursuits to the next level, parents who wanted to be examples totheir children and families of what one can do if they try hard enough and succeed, and membersof the workforce who wanted additional credentials to advance their careers. These learners’desire to improve themselves and consistently show themselves eager to learn inspired andenergized this learner/teacher. They are the group of learners that this learner wants to teach andmentor. Teaching adults is just as much a challenge as teaching children, especially for someonewho is not self-directed or intrinsically motivated and who is used to teaching in a pedagogicalstyle. Unlike child learners who need instruction and who do not have a great deal of experienceto draw upon to expand learning, adult learners do. Helping adult learners see how useful theirprevious life experiences are for learning will help them see that they can learn (Merriam,Caffarella, & Baumgartner, 2007). They will feel less nervous and more comfortable.However, the teacher/instructor has to be intentional and effortless in drawing out thoseexperiences; otherwise, it may not work. A teacher has to establish an environment for learningthat includes everyone, encourages a positive learning attitude, enhances meaning, and engenders
  24. 24. Final Portfolio 24competence in the learner. Ginsberg and Wlodkowski (2009) brought these ideas together into amotivational framework for culturally responsive teaching. The andragogical style of learningand the motivational framework for culturally responsive teaching both helped this learnerunderstand how to be a better teacher and how to clarify her learning style. It is no surprise that the andragogical style of teaching and learning appeared moreprominently. Not because of the theories that support andragogy, but because this learner hasalways exhibited qualities of self-direction in her learning. The online learning environment is aperfect fit for her in that regard. Furthermore, this learner is intrinsically motivated (whichprobably does not sit too well with family and friends who are not so intrinsically motivated) andwill learn something because she wants to learn it, whether it is popular with others or not. Tokeep learners like her motivated and further encourage self-direction, it is recommended that aninteractive instructional method is used. Using PowerPoint presentations to deliver lecturesinstead of standing at a lectern is highly suggested, along with opportunities to collaborate withclassmates. Class presentations that challenge the learner’s ability to apply the ideas andconcepts of the course, as well as using technology to deliver that knowledge, is useful. Andbeing able to use audio and video, as appropriate, will help learners like this learner demonstratea new skill and use it to enhance the coursework. After leaving the classroom, this learner no longer could articulate her teaching andlearning style. It is now that she realizes that the pedagogical style that is so dominant in theelementary and secondary schools is not one that will help her be successful. In fact, it is withthis knowledge in mind that this learner has decided not to return to that environment to teach;instead, she has decided to devote time and resources to pursuing a teaching position in the adulteducation classroom. Taking the PALSI was an eye-opener and a career-changer, for sure.
  25. 25. Final Portfolio 25 ReferencesGinsberg, M. B. & Wlodkowski, R. J. (2009). Diversity and motivation: Culturally responsive teaching in college. (2nd ed). San Francisco: Jossey-Bass.Knowles, M. S., Holton, E. F. & Swanson, R. A. (2005). The adult learner: The definitive classic in adult education and human resource development (6th ed.). San Diego, CA: Elsevier.Merriam, S. B., Baumgartner, L. M., & Caffarella, R. S. (2007). Learning in adulthood: a comprehensive guide (3rd ed.). San Francisco: Wiley. Artifact 3: HPL Framework
  26. 26. Final Portfolio 26 This learner talked about teaching and learning in the context of her own teaching andlearning experiences. The How People Learn (HPL) framework offers a perspective on howlearners connect to the learning experience. Learners do not come to the learning experiencewith nothing; they have prior experiences that can be used for the learning environment.Understanding what learners already know, how they use what they know, and what they couldpotentially learn can help teachers teach effectively. Learning, as the HPL frameworkillustrates, is not a one-time event; it is ongoing. Going back to the training event with sororitymembers: this training event was the specific scenario in which this framework was tested. TheHPL framework covers four areas: knowledge-centeredness, learner-centeredness, community-centeredness, and assessment-centeredness. The knowledge-centeredness piece focuses on content. This is where teachers determinewhat will be taught, why it would be taught, and how what would be taught would be organized.Alumnae members determined what would be taught, why, and how the content would beorganized to support efficient and effective learning. This point was important to establisheffortless flow of information. It is important to note that learners notice when something is notflowing as it should, and learner/educators like myself would do well to consider doing practiceruns with the material before rolling it out. Additionally, teachers should implement interestingactivities that would enhance the content and facilitate retention. Finally, the content itself mustreflect current thought and practice because relevance is key. Learners want to be assured thatwhat they are learning is relevant. Speaking of learners, when planning for learning, the chapter had to identify who wouldtake part in the training. This is the learning-centered part of the framework. For the trainingevent, all current undergraduate chapter members were required to attend. Their experience
  27. 27. Final Portfolio 27level with the sorority are many and various, but the intent is to get everyone up to speed oncurrent thought and practice. Because things frequently change, it is necessary to involveeveryone in the learning process. Along with general information about sorority matters,members were given specific learning opportunities, such as increasing chapter growth andfundraising ideas, to enhance their chapter operations. For the future, however, the chapterwould do well to target only those members who have identified a need for training or thosemembers whom the chapter advisor has targeted for training. Additionally, more experiencedundergraduate members will be chosen to lead the training modules, with alumnae membersoffering guidance. This will empower undergraduate chapter members to help one another andbuild their leadership skills. Besides, it’s just a great idea! These learners do not belong to themselves in the bigger scheme of things; they operatetheir chapters within a larger community-the college or university campus on which they operateand the local communities in which they reside. The community-centered component of theframework helps the teachers, advisors, alumnae, and undergraduate chapter membersunderstand how what they learn will enhance their communities. Community-building isessential to the success of the training event, and will be essential to the success of each chapter.Within a thriving community of active, engaged individuals, the chapters will not be successful,and the training event itself will be a waste. Checking for learning, engagement, and conducting follow-up to determine if the transferof learning is happening is where assessment-centeredness comes in. Assessments done in theformative stages to check learning and clarify understanding, as well as assessments done at theclose of the training event (summative) to evaluate effectiveness of training. As was statedbefore, a confirmative evaluation plan will be included as part of a full-scope evaluation. This
  28. 28. Final Portfolio 28will do two things: assure that our undergraduate chapters are vital, functional entities and tooffer smoother reporting to the national body when annual reports are due.RUNNING HEAD: HPL Framework
  29. 29. Final Portfolio 29 Assignment 5: HPL Framework Tiffany A. Simmons Dr. Harvey EDU599: Education Capstone February 12, 2012 Educators are challenged with providing quality teaching and learning experiences fortheir learners. They want to connect the learning to the learning experience in a seamless,
  30. 30. Final Portfolio 30effortless way. The HPL (How People Learn) framework is important in the teaching andlearning environment because “understanding how [people] develop and learn, as well as whatthey learned during their early years and continue to learn outside of the school environment, iscritical for effective teaching” (Darling-Hammond & Bransford, 2005). The four components ofthis framework are knowledge-centeredness, learner-centeredness, community-centeredness, andassessment-centeredness. Teachers should consider how learners learn, what they already know, and how whatthey already know can facilitate the learning process. Learning, as the HPL frameworkexplanation suggests, is not a one-time event; it is an ongoing process that happens in manycontexts and scenarios. This learner was asked to place this framework in a specific scenario todemonstrate how it would work. The scenario that this learner has chosen is a training event forundergraduate sorority members. This scenario is based on an event that really happened.Knowledge-Centeredness Knowledge-centeredness concerns itself with content-what is being taught, why it istaught, and how it will be organized for efficiency. The alumnae chapter, who is in charge of theundergraduate sorority chapters in its area, facilitates the trainings. Based on its findings, thetraining needs have been identified as follows: chapter management, which includes officertraining, financial management, and organizational efficiency; sorority image, which includesbehavior and conduct, academic progress, and a lively discussion about sorority stereotypes;event programming, which includes discussion about required programs, specific chapterprograms, and chapter calendars; and membership development, which includes timely topicsabout recruitment and retention. Why were these areas chosen? Alumnae advisors attendundergraduate chapter meetings and, based on their observations, identify areas in which
  31. 31. Final Portfolio 31chapters need additional help and advisement. Additionally, each chapter is surveyed after eachacademic year to identify areas of need. Both sets of information are used to determine whatcontent should be covered. Although the textbook does not cover this area very extensively, and it seems intuitiveand self-explanatory for more readers, it should not be assumed that no discussion is needed.Likewise, the alumnae chapter members should not skip over knowledge-centeredness as itpertains to the training process. Content is what makes the training event happen, and thecontent must reflect current thought and practice, and be relevant to the lives and concerns of thelearners they target for training.Learner-Centeredness For the purposes of this scenario, the learners that are being targeted for this trainingevent are the members of the undergraduate sorority chapters. Their experience levels vary fromno experience to extensive experience. These sorority members have participated on the local,regional, and national level in sorority events, and have held offices in their respective chapters.Having this knowledge is crucial for training because it fosters connection and draws them intothe learning process. Recently, the alumnae chapter recruited new members for one of the undergraduatechapters. These members had no prior sorority experience, other than membership recruitmentactivities, so it was imperative to get them up to speed. The selected content for these memberswas appropriate, since these members would be the ones sustaining the chapter after the olderundergraduate members graduated. For the other chapters in attendance, the training moduleswould target their specific chapter concerns. Of course, these chapters know the specificenvironment in which they operate; however, there are concerns that have come up as part of
  32. 32. Final Portfolio 32observation that training is designed to cover and remedy. More specifically, lack of growth.Membership development modules are designed to target those problems and help chapters comeup with a plan of action for this area. The alumnae chapter made every effort to connect these undergraduate chapters’ pastexperiences and knowledge to the training event, and it is hoped that the effort is successful, andchapter members can take the knowledge gained back to their chapters and build from there.Community-Centeredness Training events would not be successful-especially with numerous chapters inattendance-without community-building. Community-building is an effort to build thriving,effective learning communities that encourages active sharing and inquiry among its members.As it pertains to this training event, the goal for community-building is to build strong coalitionsamong these chapters. Fortunately, they already know each other and are social outside of thetraining event. The next step in the community-building is to encourage collaborative activitiesthat will promote their chapters and the sorority more. The addition of an open forum is the perfect opportunity to build community. Within thisformat, chapter members are encouraged and expected to share their experiences. The goal is tohelp solve problems and strengthen support systems among the chapters. Creating and fosteringcommunity improves the sorority image and strengthens event planning-and the act of seeingsorority women supporting and encouraging one another is an incentive for outsiders to seekmembership in this community, which will solve the problem of membership recruitment andretention. Building a strong, active community, then, is beneficial to the learning processbecause, through it, members can take pride in their sorority and spread that to the largercommunity.
  33. 33. Final Portfolio 33Assessment-Centeredness While observation and surveying are excellent assessment tools, other assessment toolsshould be utilized before, during, and after the event. While planning, the content should beassessed to be sure that it adheres to sorority rules, regulations, and policies. This is a type offormative assessment that ensures that what is taught is current and correct. While the trainingevent is going, more formative assessment should take place-for instance, facilitators shouldcheck understanding at regular intervals (like what the PowerPoint lectures in the Strayerclassroom modules do) to be sure that information presented is understood. Secondly, as part ofsummative assessments, learners should complete an assessment to identify what they havelearned, areas that they need more training in, how they will use the information gained fromtraining, and any recommendations for future training events. This learner has also considered completing a confirmative evaluation at the close of thelast training event, to be completed by the beginning of the next one. This confirmativeevaluation will identify stakeholders-the people who will either participate in the training,whether as a learner or a facilitator, and the people who expect to benefit in some way from thetraining (campus advisors, the Greek Affairs Office, for example)-resource requirements,program objectives, and specific needs of the chapters. The purpose of such an evaluation is toidentify training needs, describe the method and purpose for training, and explain what is neededto execute it successfully. If, in conducting the evaluation, it is determined that the way trainingsis currently being done is no longer effective, or that the learner profile for training shouldchange, then the changes can be made at that point. Assessments drive continuous improvement and are a proactive way of doing so. Thereshould be no reason why assessments should be a one-shot deal, when it can be so much more.
  34. 34. Final Portfolio 34Every effort should be made to ensure that the training event is beneficial, and that learners arelearning and are engaged in the event.Conclusion The training event is a permanent part of the yearly calendar for both alumnae andundergraduate chapters. While the training itself has produced good results and has gottenpositive feedback from attendees, more can be done. The content can be adjusted to targetspecific needs of the chapters; the learner profile could be adjusted to accommodate only thosechapters or members who have identified a specific training need; the community-centerednessof the event can be adjusted to include the alumnae. They can also be cast as learners in order toreach the undergraduate members more effectively. Finally, the assessments can be more all-inclusive to include confirmative evaluations. This step often gets missed in favor of onesummative assessment. By the time the summative evaluation is completed, and problems arespotted, it is often too late to do anything about it. To that end, the training should meet theneeds of all participants through assessments, proper content development based on identifiedneeds, knowledge of learners and their needs, and community-building. When all fourcomponents of the HPL framework are functioning together, the training event will produce theresult it desires. Reference
  35. 35. Final Portfolio 35Darling-Hammond, L. & Bransford, (2005). Preparing teachers for a changing world. San Francisco, CA: Wiley. Artifact 4: Confirmative Evaluation Report
  36. 36. Final Portfolio 36 Teachers have been taught to assess learning through formative and summativeevaluation. Formative evaluations capture understanding as it is being formed, either before orduring the learning event, and summative evaluation captures what is learned after the learningevent has happened. What is not captured is what learners feel they need to learn before, during,and after the event; what is important information to impart to learners; and who will benefitfrom the learning event, whether it is the learner, the teacher, or important others, who arereferred to as “stakeholders.” A confirmative evaluation is designed to capture those points. Itincludes the interests of the learners, the teachers, and other stakeholders who are vested in theoutcomes of the learning event. This learner had never heard of a confirmative evaluation, perhaps because theorganizations that this learner worked for never asked for or considered one in its planning-andmaybe because the time and expense in completing it can be too burdensome. The confirmativeevaluation includes a detailed plan to carry out an effective training event for sorority members.Because the learner recognizes that the target audience may need or want a visual representationof the confirmative evaluation, a summarized version can be accessed here. What this learner discovered through completing a confirmative evaluation are these: 1.It is time-consuming but a worthwhile endeavor; 2. One gets a fuller picture of what is neededfrom all perspectives; 3. It reduces or eliminates redundancies in planning and execution; 4. Aconfirmative evaluation targets exactly what is needed, who needs it, what resources andmaterials are available to meet the needs, and what results and outcomes are expected; and 5.Involving everyone who has a stake in the outcome is beneficial and crucial to the success of thelearning event. This learner feels that a confirmative evaluation would have been useful for atraining event she spearheaded a year ago for sorority members.
  37. 37. Final Portfolio 37 Each year, the alumnae chapter of this learner’s sorority conducts training for itsundergraduate chapters. Because this learner’s position included training undergraduates, it washer responsibility to ensure that training happened. Using a previous model, she put the trainingtogether. Although the training was moderately successful, it could have been much more so. Aconfirmative evaluation done beforehand could have eliminated training modules that wouldhave limited or no value, targeted the participants who needed to be present for the training, andspecified learning outcomes and objectives to be attained and how they would be monitored andmeasured. Now that this learner has this all-important tool, she plans to use it to help her chapter bemore efficient in planning training events in the future, and she also plans to use it in futurejob/career opportunities that include planning for training events for staff, as well as pass it alongto colleagues. A confirmative evaluation is a much-needed tool to ensure that learning happens.RUNNING HEAD: Final Report
  38. 38. Final Portfolio 38 Final Confirmative Evaluation Report: Alpha Beta Gamma Sorority Tiffany A. Simmons Strayer University August 27, 2011 Table of ContentsExecutive Summary……………………………………………………………………………..3
  39. 39. Final Portfolio 39Part I: Project Description Introduction……………………………………………………………………………..4 Type of Organization……………………………………………………………………4 Description of Training………………………………………………………………….5 Description of Learners………………………………………………………………….5 Instructional/Motivational Methods…………………………………………………...5-6 Next Steps………………………………………………………………………………..6Part II: Confirmative Evaluation Pre-Plan…………………………………………………….6-11Part III: Assessment Tool Introduction……………………………………………………………………………..11 Defining Survey Objectives……………………………………………………….…11-12 Sampling Group……………………………………………………………………...12-13 Writing the Questionnaire……………………………………………………………13-14 Administering the Questionnaire………………………………………………………..15 Interpretation of Results………………………………………………………………...15 Conclusion………………………………………………………………………………16Part IV: Matrix to Focus Plan Data Collection……………………………………………...16-18Closing….………………………………………………………………………………………19References………………………………………………………………………………………20 Executive Summary
  40. 40. Final Portfolio 40Confirmative evaluations are a means to ascertain program effectiveness and current and futureneeds. Often, this step is skipped in favor of formative and summative evaluations which may ormay not offer the information needed to measure overall program health. This is whyconfirmative evaluations are needed along with formative and summative evaluations. Withinthis document is a confirmative evaluation plan that details what will be done and how. The goalis to ensure an effective, healthy program in which participants will obtain optimal learningoutcomes. Part I: Project Description
  41. 41. Final Portfolio 41Introduction Each year, the alumnae chapter devotes considerable time and energy into grooming itsundergraduate chapters. While the need for training and developing these young sorority sistersis needed and valuable, the questions as to what to teach and train them for and the cost-benefitof having done so weigh heavily. With that, those in charge of training have examined the issuefrom as many angles as possible and concluded that every undergraduate sorority member shouldcomplete training in sorority rules, regulations, customs, and operations as a prerequisite toexecuting activities and projects on their campuses and conducting membership drives. Thetraining assures that each member understands the rules, regulations, customs, and operations ofthe sorority and is therefore accountable for following them and communicating them whenappropriate.Type of Organization Alpha Beta Gamma is considered an incorporated non-profit organization under 501(c) 3regulations. Its management style is collaborative and democratic, with each paid, activemember receiving one vote in national, regional, and local officer elections, where applicable.The sorority employs ten full-time staff members at its national headquarters, including anexecutive director and a membership services coordinator. Alpha Beta Gamma is represented inall 50 states and over 20 foreign countries. In the state of Kentucky, Alpha Beta Gamma haseight undergraduate chapters and two alumnae chapters. The local alumnae chapter, based inLexington, KY, is responsible for the training and development of four undergraduate chapters.Description of Training
  42. 42. Final Portfolio 42 The annual Undergraduate Training Seminar is held each September. The undergraduatechapters rotate locations so that each chapter has the opportunity to be hostesses of the event.The training covers chapter management (officer duties/responsibilities, record-keeping, annualreporting), sorority image (appropriate attire for sorority events, acceptable behavior in thecampus environment), and membership requirements (inducting new members, monitoringcurrent membership activity). The goals and objectives of this training are the following:sorority members will manage their chapters in an orderly, professional manner at all times;sorority members will project positive images on their respective campuses at all times; andsorority members will communicate and enforce membership requirements at all times. Thesetraining modules are part of a complete curriculum on undergraduate training, and allundergraduate sorority members are required to attend.Description of learners The learners present at the training seminar are female college students who are in non-management positions; however, they may or may not currently hold an office within theirchapters. They will have 0 to 3 years of experience in the sorority and little knowledge toextensive knowledge of sorority rules, regulations, customs, and operations. The average agerange of the learners is 18 to 22 years old, with some learners preparing for graduation or willhave graduated and are looking to transfer into an alumnae chapter at a later date.Instructional and/or Motivational Methods The trainer/facilitator used the following motivational methods to influence learning inthe training sessions: she focused on creating an inclusive learning environment withicebreakers and introductions. Once the icebreakers and introductions were complete, thefacilitator explained the purpose of the training in order to create the right attitude toward
  43. 43. Final Portfolio 43learning. Thirdly, the facilitator, along with other alumnae chapters members in attendance,enhanced meaning by engaging the undergraduate learners, allowing them to share theirexperiences and express their concerns (Wlodkowski, 2008, p. 114). These three motivationalmethods were used to draw the learners in, determine where they were in the learning process,and what they needed in order to get to the next level in their sorority membership.Next Steps The next steps in this training would be to solicit feedback from the learners to see if alloutcomes and objectives were achieved. An online survey will be used for that purpose.Secondly, a confirmative evaluation will be conducted prior to the next training. The feedbackfrom this evaluation will assist the trainer in determine if more targeted training is needed,whether some members should be exempt from attendance, and whether some modules can beeliminated. It must be noted that previous trainings did not include evaluations as part of theprocess. To that end, evaluation will become an integral part of the training so that continuousimprovement can take place, and the undergraduates can continue to benefit from the trainings. Part II: Confirmative Evaluation Pre-Plan Alumnae sorority chapters are responsible for the overall well-being of its localundergraduate chapters. To assure that they are operating within the rules and regulations of thesorority and the universities the sorority is represented, the alumnae chapter sponsorsundergraduate training programs each year. The undergraduate trainings cover a variety oftopics, from financial management techniques to membership recruitment. New members, aswell as more seasoned members, attend this training. Alumnae chapter members lend their timeand expertise to the event to ensure that each attendee is receiving the best, most up-to-date
  44. 44. Final Portfolio 44information available. Confirmative evaluation is needed to keep the quality of membershiphigh and the integrity of the organization intact. The intended program duration is expected to be one year-especially for those who arenew members. The program goals and objectives are clear and well-defined, are achievable,align with business goals, and are critical to meeting organizational goals (Dessinger & Moseley,2004). The needs of the training audience have been identified and are well-defined for thetraining. The budget for this event is not very large, as many of the chapter members own someof the resources required to stage it. Alumnae chapter members are in discussions to determinehow to acquire additional funds (i.e. submitting grant proposal form to the national sorority,requesting training voucher funds from the universities where the sorority chapters arerepresented). Although the chapter budget to stage the training is not very large, the trainingaudience is. Recently, one of the undergraduate chapters inducted seven new members, andanother inducted three. Altogether, the training audience totals thirty undergraduate sororitymembers. Because many of them are new, the alumnae chapter sees this as an opportunity to notonly educate them but to re-instill a sense of pride and ownership that being a member of thesorority would entail. The alumnae chapter has committed itself to conducting a confirmativeevaluation to assure that the need for training exists or that training should be modified forparticular chapters or circumstances. Management is very interested in evaluating the programto ensure that the undergraduate chapters are receiving the best training opportunities possible. All stakeholders have been duly identified, and their concerns and needs have beenconsidered in this evaluation. The undergraduate chapter members have expressed a need tolearn more about the sorority’s rules, regulations, and customs so that they can represent thesorority better on their campuses and in their communities. They believe that this will improve
  45. 45. Final Portfolio 45how they market the organization. Their needs are critical to achieving organizational goals, asone of the organization’s goals is to increase membership by 10% by the end of the sorority year.This will be the benchmark by which progress will be measured, and if necessary, be carriedover to the next sorority year for further evaluation. The alumnae chapter advisors areresponsible for the governance of the undergraduate chapters, and their information needs wouldcenter on chapter management. They want to see if the information presented in the trainingprogram will improve the overall organization and management of the chapters of which they arein charge. The alumnae chapter president wants to know if the benefit of the training justifiesthe cost. The value of the training must be evident when undergraduate chapter members canoperate their chapters in a self-sufficient and sustainable way. Finally, the on-campus advisorneeds to know if there are other training needs that will improve the reputation of the chapter oncampus, as well as result in improved chapter operations. A confirmative evaluation would address the needs of all stakeholders and look for waysto provide greater value to everyone involved. It is hoped that the results of this evaluation willimprove how future training programs are designed, developed, implemented, and evaluated.The sorority is committed to developing the leadership potential of each member, and thetraining programs are one way of assuring that members receive what they need to reach theirgoals.
  46. 46. Final Portfolio 46 4=Very true 3=True 2=Not always true 1=UntrueName of Training Program: Undergraduate Training Program for Alpha Beta GammaTraining Program Intended Duration RatingIntended program duration is one to five or more 4yearsIntended program duration is less than one year, 1but certification or licensing requirementsmandate a confirmative evaluationIntended program duration is less than one year, 1but stakeholder requests an extensionOrganization-Specific CriteriaProgram goals and objectives are well-defined 4Program goals and objectives are achievable 4Program goals and objectives align with business 4goalsProgram goals are critical to meeting 4organizational goalsProgram goals and objectives are consistent with 4organizational or business goals and objectivesPriority needs of training audience are well- 4definedTraining program development and 1implementation budget is largeSize of training audience is large 3Training audience represents a critical business 4area or areaTraining program is very visible internally or 4externallyOrganization has the resource capability (time, 3expertise, technology, money, and so forth) tosupport a confirmative evaluationManagement is very interested in evaluating the 4training programStakeholder-Information NeedsAll stakeholders are identified 4All stakeholders provided input 4Stakeholder information needs are identified 4Stakeholder needs are critical to achieving work 4group goalsStakeholder needs are critical to achieving 4business and organization goals
  47. 47. Final Portfolio 47Stakeholder information needs are evaluable 4(clear, useful, and measurable).Evaluation outcomes are well defined 4Evaluation outcomes are evaluable (clear, useful, 4measurable)Stakeholders will use evaluation outcomes to 4improve performanceSupport from Existing Data (ReactivePlanning Only)Existing formative and summative evaluationdata assess current organization-specific criteriaExisting formative and summative evaluationdata meet all of the stakeholders’ informationneedsData are missing, but it is possible to assessorganization-specific criteria without the missingdataData are missing, but it is possible to meetstakeholder information needs without themissing dataMissing data are retrievableWe can collect missing data through confirmativeevaluationWe do not need to assess the organization-specific criteria not covered by the existing dataWe can adjust stakeholder needs to adjust formissing dataStakeholder Information Evaluation Outcome Confirmative EvaluationNeed QuestionLocal chapter(s) Effectiveness: sorority rules, Do chapter membersundergraduate members: Need regulations, and customs are understand sorority rules,to find out whether training understood by all members regulations, and customs inimproved understanding of and availability of additional order to communicate themsorority rules, regulations, and resources effectively?customs.Undergraduate chapter Impact: chapter organization Are chapters functioning moreadvisors: Need to find out if and management has effectively and efficiently as athe training improved chapter improved as a result of better result of the training?organization and management understandingAlumnae chapter president: Value: what was taught and Do the results justify the cost?Need to find out if the training learned resulted in greater How?justified the cost valueOn-campus advisor: Need to Impact and Value: improved How is the sorority
  48. 48. Final Portfolio 48find out if chapter is chapter operations, functioning on campus?complying with university relationships with universityregulations staff and fellow studentsChart template taken from:Dessinger, J. C. and Moseley, J. L. (2004). Confirmative evaluation: practical strategies for valuing continuous improvement. San Francisco, CA: Wiley. Part III: Assessment ToolIntroduction“Questionnaires are an inexpensive way to gather data from a potentially large number ofrespondents” (Stasko, 1997). In the case of the surveys for the Alpha Beta Gamma trainingevent, the data will come from two sets of respondents-a total of thirty-seven women altogetherwho will offer feedback on the effectiveness of the training event and any suggestions forimprovement. Although questionnaires are easy and inexpensive to administer, there are stepsthat had to be followed to assure that the questionnaires were valid and reliable, and the resultswere accurately reflected among the respondents. These steps are: defining survey objectives,identifying the sampling group, writing the questionnaire, administering the questionnaire, andinterpreting the results (Stasko, 1997). These steps are necessary to ensure a survey instrumentthat was clear and understandable to all (Stasko, 1997).Defining Survey Objectives The objectives of the questionnaire are to determine if training objectives werecommunicated clearly and met learning needs. This objective would correspond withundergraduate participants’ learning needs. Additionally, the questionnaire will gauge the levelof satisfaction with the training, suggest areas of improvement for future training sessions, and to
  49. 49. Final Portfolio 49diagnose further training needs for individuals and/or chapters. These objectives will enable thequestionnaire designer to receive effective feedback from participants and respond accordingly. There will also be a questionnaire for the alumnae chapter, who will determine if trainingwas effective from a cost and time standpoint. Although the undergraduate chapters should betrained in sorority business, the alumnae chapter must measure value in terms of informationtransfer-whether chapters are actively implementing what is learned-and improved chapteroperations-the chapters are operating in a sustainable and self-sufficient manner consistent withsorority rules, regulations, and standard operating procedures.The Sampling Group For the questionnaire design, there will be two groups sampled, with two different datasets to be examined. The undergraduate chapter members will be administered a survey beforethe training to determine chapter and individual learning needs, as well as any questions that theymay have about the content being presented. After the training, they will be administered apost-training survey to evaluate whether the training met their needs and any areas thatindividual members and chapters need further assistance. The objectives with both surveys areto help the undergraduates improve their learning and the alumnae target the training to specificareas to maximize the learning experience. The alumnae chapter will have a separate set of questions. They will be administered asurvey to determine what needs the undergraduate chapters need, what the alumnae chapterresources exist to meet the needs, and whether training is needed or possible at the current time.Sometimes, time constraints make it impossible to conduct a proper training; therefore, that mustbe addressed in a questionnaire in order to agree to an appropriate time to conduct the training.Finally, at the close of the training-and perhaps up to three months after-alumnae advisors will
  50. 50. Final Portfolio 50assess whether the skills learned in training are transferred to chapter management andoperations and whether additional training needs are evident. Both groups are being surveyed because they have distinct needs that should beaddressed. The undergraduate chapter members need to improve their understanding of rules,regulations, and operations, and the alumnae chapter members (especially advisors andpresident) need to find out if the training has transferred to improved chapter operations andmanagement and whether the benefits of training justify the cost.Writing the Questionnaire The questionnaire will include five questions for each group, specifically touching on theissues and concerns that impact them. The surveys begin with objective questions, with twosubjective questions at the end. The subjective questions are easy to measure, as the informationbeing asked for is easy to quantify. The possible answers range from 5-strongly agree to 1-strongly disagree. A response of four would indicate that the respondent agreed; a three isneutral; and a two, disagree.For the undergraduates, the following questions will be asked: • This training helped me understand sorority rules, regulations, and operations better. 5 4 3 2 1 • This training helped me find additional resources to improve chapter operations. 5 4 3 2 1 • The objectives for training were communicated clearly. 5 4 3 2 1 • My learning needs were met or exceeded with today’s training.
  51. 51. Final Portfolio 51 5 4 3 2 1 • Two things that I did not know before training that I know now: _________________________________________________________________ _________________________________________________________________ __ • Additional comments: _________________________________________________________________ _________________________________________________________________ __For the alumnae chapter, the following questions will be asked: • Participants were engaged in the training. 5 4 3 2 1 • Alumnae chapter members were knowledgeable about the material being presented. 5 4 3 2 1 • Alumnae chapter provided adequate resources to facilitate learning. 5 4 3 2 1 • Participants are able to transfer training to chapter operations. 5 4 3 2 1 • Additional training needs that were not addressed during training:
  52. 52. Final Portfolio 52 _________________________________________________________________ _________________________________________________________________ __ • Comments: _________________________________________________________________ _________________________________________________________________ __Administering the Questionnaire The above questionnaires will be administered post-training online. This is done so thatparticipants’ responses can truly be their own. Sitting in a training room to answer surveyquestions after the fact can lead to discussion about how to answer the questions and couldpossibly skew the results. So that everyone has the opportunity to answer the questions in theway that best captures their own experience, an online survey tool is the best route to go. Allparticipants, both undergraduates and alumnae, will have seven days after the survey is availableto submit their responses. Afterward, the survey will be analyzes and results communicated toeach group.Interpretation of the Results Seven days after the survey closes for responses, the results will be communicated. Whatdoes this mean for both groups. This will mean that their responses will tell the evaluatorwhether training met the needs of both groups, if there are additional needs that training did notaddress, if there are suggestions for improvements or new training programs, or if the training
  53. 53. Final Portfolio 53should stop altogether. In any case, the decision about what to do about future training will reston the data and not the gut feeling of any one member or group of members.Conclusion The questionnaires are a means to help research the effectiveness of the undergraduatechapters in representing the sorority on their respective campuses. In order for the questionnaireto do what it is supposed to do, the evaluator must plan the objectives for the training that wouldsupport the questionnaire. This step must not be forgotten (Stasko, 1997). Questionnaires areeasy to implement and can capture a large sampling of participants (in this case, thirtyundergraduate and seven alumnae chapter members), but they can be ineffective if they are notfocused on what they are supposed to be focused on. For that reason, great care was taken toensure that each stakeholders’ needs and concerns were acknowledged and included in thesurvey. This way, each stakeholder can effectively respond to the survey. Part IV: Matrix to Focus and Plan Data Collection The matrix to focus and plan data collection is an important part of the confirmativeevaluation plan because it “helps the data collector stay focused on the intended evaluationoutcome and evaluation question and is also helpful for communicating with stakeholders”(Dessinger & Moseley, 2004). The plan helps everyone understand where and how everythingfits and what the intended results should look like. For the Alpha Beta Gamma sorority trainingevent, the matrix to focus and plan data collection will enable the evaluator to communicatemore clearly and confidently with the trainees and the sponsoring alumnae chapter. Together,everyone involved will understand their part in the plan and what is needed in order foreverything to work.
  54. 54. Final Portfolio 54 The first part of the matrix involves the undergraduate members. The evaluator plans tosurvey and interview members of each chapter in order to determine what they need out of thetraining event. The survey will be conducted online. Each member will be able to complete thesurvey confidentially, and the results will be viewed and analyzed by the evaluator and discussedwith the alumnae chapter. The online survey results will be exported to an Excel file and a copyforwarded to the alumnae chapter secretary to be stored in the chapter’s data files. In addition tothe survey, the evaluator or a designee will conduct interviews with select members. Theinterviews serve as an additional data source and a qualitative measure of what chapter membersreally care about and want to see happen in their chapters. These interviews will be saved to aWord file and a copy forwarded to the alumnae chapter secretary for storage. The second part of the matrix involves the alumnae chapter advisors and the GreekAffairs Office. The alumnae chapter advisors, who are appointed advisors to the undergraduatechapters, are responsible for ensuring that each chapter is adhering to rules, regulations, andpolicies. They are responsible for identifying chapter needs and reporting the status of thechapter in monthly alumnae chapter meetings. These reports will help to identify potentialtraining needs. In addition, the annual reports will also identify training needs and trouble spotsin reporting. Together with reports from the campus Greek Affairs Office, the advisor reports,the annual reports and the Greek Affairs Office reports will aid the alumnae chapter in providingthe most effective training available. So that everything goes according to plan, the matrix to focus and plan data collectionwill help the evaluator organize all the elements of data collection. Each element fits into thewhole to assure integrity of the data and adherence to the objectives of the confirmativeevaluation plan. Once this collection plan is completed, the data collection will begin.
  55. 55. Final Portfolio 55 Matrix to Focus and Plan Data CollectionTraining program: Alpha Beta Gamma Sorority Undergraduate TrainingIntended evaluation outcome: Improved chapter management and operationsEvaluation question: Will training on sorority operations and management improve how chaptersoperate on their respective campuses?Type of data: Quantitative and qualitative data on undergraduate chapter operations andmanagement, alumnae chapter advisor reports.Data collector: Tiffany SimmonsDate: August 2011-June 2012
  56. 56. Final Portfolio 56 Where will we How will we collect the How will we store the data? find the data? data (techniques and tools)?Undergraduate surveys, Online survey tools Export survey results to Excel fileUndergraduate chapters Interviews with and distribute to alumnae chapter as undergraduate members a password-protected document. Interview transcripts will be stored in a Word file and be distributed to alumnae chapter members as a password-protected document. Both documents will be stored on a flash drive by the alumnae chapter secretaryAlumnae chapter advisors Monthly advisor reports Monthly advisor reports will beAnnual reports Request copies of reports available at monthly meetings.Greek Affairs Office through advisor and Greek Copies of annual reports and Greek Affairs Office Affairs reports will be forwarded to alumnae chapter secretary for storage.Matrix to Focus and Plan Data Collection taken fromDessinger, J. C. and Moseley, J. L. (2004). Confirmative evaluation: practical strategies for valuing continuous improvement. San Francisco, CA: Wiley. Closing Confirmative evaluations are a means to assess the overall health and strength ofan organization’s programs and services. As such, they will be intricate and take time to collectinformation and implement solutions. For that reason, this step is often omitted in the interest oftime and effort required to carry it out. However, a confirmative evaluation is necessary for afull-scope evaluation that will foster improvement and garner better results. Alpha Beta Gammais committed to being the leading sorority for women on its campus, and a confirmativeevaluation is a way to help the sorority’s members meet that goal.
  57. 57. Final Portfolio 57 ReferencesDessinger, J. C. and Moseley, J. L. (2004). Confirmative evaluation: practical strategies for valuing continuous improvement. San Francisco, CA: Wiley.Stasko, J. (1997, Winter). Questionnaire Design. Georgia Tech College of Computing. Retrieved from design/Wlodkowski, R. J. (2008). Enhancing adult motivation to learn: a comprehensive guide for teaching all adults (3rd ed). San Francisco, CA: Wiley.
  58. 58. Final Portfolio 58 Artifact 5: Instructional Plan The learners have been identified, the content and context decided upon, and the resourceand materials needed to carry out instruction have been identified and secured. The instructionalplan comes next. This plan gives a course overview and a course plan. This learner originallyused the sorority training event as a scenario, but this time, she is using a job search course as thefocus. One can easily use the course overview and the course plan for the sorority training eventand still maintain the intent of the instructional plan template. The instructional plan helps the teacher/trainer/instructor determine what will be taught,whom it will be taught to, and when and where it will be taught. All of that information is now a
  59. 59. Final Portfolio 59written plan, a commitment to teaching/training/instructing. This is what makes this differentthan the previous artifacts. Instead of being strictly a planning document, this artifact is asummary of what will be taught-and could be part of a pre-approval process. The instructionalplan, while a skeleton document, will help this learner stay on-task and committed to teachingthe content in an orderly way, and to assist in formulating goals and objectives that will fit theconditions and contexts of learning that the instructional plan offers.RUNNING HEAD: Instructional Plan Instructional Plan for a Multicultural Classroom Tiffany A. Simmons Strayer University
  60. 60. Final Portfolio 60 September 4, 2011Section I: Course Overview In today’s economy, people want a smarter, more effective way to apply for and obtainjobs. The strategies that used to work do not work anymore. Job seekers have to figure out howto stand out among the crowds of others in their predicament. Unfortunately, many job seekersdo not know how to do that. They rely upon old strategies to fit into a new scheme. To helpthem get up to date on new strategies and obtain a job, a job search class is necessary. This job search class will be offered as part of a community education course at thecommunity education center each Thursday evening, or another weeknight compatible withparticipants’ schedules and/or the community center’s schedule of events, for two hours. Eachclass is designed to groom each participant for the job market. When learners complete all the