AHDS Annual Conference November 2014 'Teaching Scotland's Future: What you need to know and do.' Scottish Government workshop on local authority/university partnership working presented by David Roy from Scottish Government and John Stodter of ADES.
This document discusses the changes to the administration team and partnerships at a School of Education over multiple shifts. It describes:
1) How the administration team structure changed with careers and placements merging and new roles like partnership managers being created.
2) How partnerships with schools, academic colleagues, internal departments, and trainees evolved as government policies shifted programs to a school-centered model.
3) The lessons learned around nurturing internal partnerships through communication, inclusion, and flexibility being essential to managing changes successfully and continuing to support partnerships externally.
This document discusses Newcastle University's approach to module evaluation as a tool to improve teaching quality. It provides an overview of the university and the context for module evaluations. It describes the process of implementing online module evaluations across the university using a centralized system with common questions. It discusses challenges engaging both staff and students, and strategies used. It concludes by reflecting on lessons learned and plans for continued improvements.
This document discusses using programme surveys to inform educational enhancement. It addresses the purposes and challenges of programme surveys, using survey results as quality indicators, and engaging academic staff. Programme surveys provide partial representations of student experience and should be triangulated with other data sources. Survey results alone do not indicate quality but can help identify areas for improvement when discussed openly among staff, students, and administrators. Engaging all stakeholders is key to effectively utilizing programme surveys for educational enhancement.
The document discusses Leeds Beckett University's process of changing its name from Leeds Metropolitan University. It describes how the university engaged stakeholders in the name change through consultation, communication efforts during the transition process, and addressing concerns. Key aspects included gathering initial name suggestions from stakeholders, a formal consultation period, regular updates for students, staff, and other groups, and prioritizing systems changes. The university believes the name change has helped foster a sense of community and coordination with its brand identity, and that it demonstrated effective project management skills for future initiatives.
Understand the ways in which an effective partnership with your Students' union can enhance the development of your student-focused activities.
Evaluate a range of approaches to partnership working with your students' union.
Assess your current working relationship with your student's' union and plan ways this can be effectively developed.
This document discusses two models of two-year degree programs: one at the University of Buckingham and one at the University of Northampton.
The University of Buckingham model involves four terms per year with 9 weeks of teaching per term and exams held in vacation periods. Students take 180 credits per year. The University of Northampton model involves a mix of on-campus and distance learning, with credits split over years 1 and 2.
The discussion covers benefits and challenges of the two-year model for students, administrative staff, academic staff, and institutions. While a faster pace may benefit some students and employers, it also brings pressures around research time, staff workload, and institutional processes. Adopting the two-
The University of Bath integrated their online unit evaluation tool with their student records system and virtual learning environment to improve the course evaluation experience. This addressed issues like a lack of standardization, duplication, and poor feedback loops. The changes increased core evaluation questions, included individual staff evaluations, improved closing the feedback loop, and increased response rates by 10-12%. Further developments included a mobile-friendly version. The goal was to better inform academic development and promotions while enhancing the student experience.
The document discusses moving from a consumerist model of student feedback to a partnership model where students are engaged as co-creators in the learning process. It advocates for surveys to be embedded within broader student representation and engagement, with students and staff jointly responsible for identifying issues, developing solutions, and implementing changes. Case studies from Gloucestershire and Glasgow universities demonstrate iterative evaluation processes where student feedback directly impacted module improvements. Principles for research emphasize empowering students and staff to work together towards a shared quality agenda through open access to information and ensuring feedback leads to timely actions and solutions developed in partnership.
This document discusses the changes to the administration team and partnerships at a School of Education over multiple shifts. It describes:
1) How the administration team structure changed with careers and placements merging and new roles like partnership managers being created.
2) How partnerships with schools, academic colleagues, internal departments, and trainees evolved as government policies shifted programs to a school-centered model.
3) The lessons learned around nurturing internal partnerships through communication, inclusion, and flexibility being essential to managing changes successfully and continuing to support partnerships externally.
This document discusses Newcastle University's approach to module evaluation as a tool to improve teaching quality. It provides an overview of the university and the context for module evaluations. It describes the process of implementing online module evaluations across the university using a centralized system with common questions. It discusses challenges engaging both staff and students, and strategies used. It concludes by reflecting on lessons learned and plans for continued improvements.
This document discusses using programme surveys to inform educational enhancement. It addresses the purposes and challenges of programme surveys, using survey results as quality indicators, and engaging academic staff. Programme surveys provide partial representations of student experience and should be triangulated with other data sources. Survey results alone do not indicate quality but can help identify areas for improvement when discussed openly among staff, students, and administrators. Engaging all stakeholders is key to effectively utilizing programme surveys for educational enhancement.
The document discusses Leeds Beckett University's process of changing its name from Leeds Metropolitan University. It describes how the university engaged stakeholders in the name change through consultation, communication efforts during the transition process, and addressing concerns. Key aspects included gathering initial name suggestions from stakeholders, a formal consultation period, regular updates for students, staff, and other groups, and prioritizing systems changes. The university believes the name change has helped foster a sense of community and coordination with its brand identity, and that it demonstrated effective project management skills for future initiatives.
Understand the ways in which an effective partnership with your Students' union can enhance the development of your student-focused activities.
Evaluate a range of approaches to partnership working with your students' union.
Assess your current working relationship with your student's' union and plan ways this can be effectively developed.
This document discusses two models of two-year degree programs: one at the University of Buckingham and one at the University of Northampton.
The University of Buckingham model involves four terms per year with 9 weeks of teaching per term and exams held in vacation periods. Students take 180 credits per year. The University of Northampton model involves a mix of on-campus and distance learning, with credits split over years 1 and 2.
The discussion covers benefits and challenges of the two-year model for students, administrative staff, academic staff, and institutions. While a faster pace may benefit some students and employers, it also brings pressures around research time, staff workload, and institutional processes. Adopting the two-
The University of Bath integrated their online unit evaluation tool with their student records system and virtual learning environment to improve the course evaluation experience. This addressed issues like a lack of standardization, duplication, and poor feedback loops. The changes increased core evaluation questions, included individual staff evaluations, improved closing the feedback loop, and increased response rates by 10-12%. Further developments included a mobile-friendly version. The goal was to better inform academic development and promotions while enhancing the student experience.
The document discusses moving from a consumerist model of student feedback to a partnership model where students are engaged as co-creators in the learning process. It advocates for surveys to be embedded within broader student representation and engagement, with students and staff jointly responsible for identifying issues, developing solutions, and implementing changes. Case studies from Gloucestershire and Glasgow universities demonstrate iterative evaluation processes where student feedback directly impacted module improvements. Principles for research emphasize empowering students and staff to work together towards a shared quality agenda through open access to information and ensuring feedback leads to timely actions and solutions developed in partnership.
This document discusses ways to improve relationships between central administrative departments and academic schools at universities. It outlines some common tensions between the two groups, including lack of understanding of each other's roles and lack of communication. The University of Kent implemented several initiatives to address this, including creating a new role to facilitate connections, holding professional development events, and implementing job shadowing and coffee meetup programs. While progress has been made, fully bridging gaps between central and local services remains an ongoing challenge that requires long-term commitment.
This document discusses the design and planning process for a new academic building at the University of Kent that would house two schools. The building was designed to foster collaboration through innovative teaching spaces, a welcoming environment, and flexibility. The design brief called for spaces that supported the professional identity of each school while enabling high quality teaching. The document then examines some example spaces like academic offices, postgraduate research areas, and social learning environments. It discusses working within constraints, getting user input, budgets, and other stakeholders. Finally, it emphasizes managing the change process through clear communication and being prepared to explain design decisions.
This document discusses improvements made to module evaluations at the university. It provides insights from students on the changes, which included improved communication about the purpose and importance of evaluations, dedicated class time to complete them, and ensuring students saw the impact of their feedback. The students union felt partnership was key in effectively delivering the evaluations. Overall, the changes led to higher student engagement and participation in the surveys.
The document discusses using student survey data and course evaluations from the University of Greenwich to analyze correlations between student engagement and academic outcomes. It finds that responses to certain survey questions, particularly those related to explaining course material to other students, correlate with higher GPAs. Module-level surveys conducted each term also show some correlations, indicating the potential to use "real-time" survey data to identify students for interventions to improve academic achievement. The analysis was conducted using open-source statistical software to allow other institutions to replicate and expand on the methods.
This session provides an insight into how the AUA’s CPD Framework can be applied to maximum effect at team level. You will have the opportunity to consider case studies and to share ideas, and practical tips and exercises for developing your team that you can adapt to suit your team’s needs.
Professor Helen Marshall, Vice-Chancellor of University of Salford, delivered a keynote focused on delivering a better support of widening participation in Universities. Current agendas that seek to promote “widening participation” and the development of skilled as well as knowledgeable graduates mean that universities need to take a step back to re-examine and challenge traditional curriculum design and delivery models. This paper explores the current landscape and requirements such as modularisation, credits, learning outcomes and levels and how those support and/or constrain curriculum design and delivery that engages and develops students who come from backgrounds that are mixed in terms of previous educational experience, socio-economic class and cultural heritage. The central theme is to challenge perceptions that certain approaches to curriculum design and delivery are not possible because of these requirements.
This document discusses how universities can learn from the UK Apprenticeship Levy. The Apprenticeship Levy requires employers with an annual wage bill over £3 million to contribute 0.5% of their wage bill towards apprenticeship funding. Universities need to be agile and strategic in order to take advantage of opportunities from the levy. They should influence both employers and within their own institutions to develop degree apprenticeship programs that address skills shortages and retain apprentices as future students. Success will require complying with funding rules, strong employer partnerships, and collaboration both within and across universities.
The University of Sheffield Admissions Service underwent a process to go paperless over several years. They harnessed the external pressure of UCAS pushing for paperless applications to gain momentum for the project when facing lack of internal support. The process involved radically changing core admissions procedures without technology, engaging stakeholders at all stages of design, development and implementation, and relying on constant communication. Lessons learned include the importance of planning processes as much as possible, establishing clear rationale, gaining buy-in at all levels, and embracing continuous improvement even after completion.
The Lean pilot at the University of Oxford focused on streamlining processes around acquiring and delivering scholarships. Through workshops and process mapping, inefficiencies were identified and quick wins implemented, such as altering invoicing and automating payment approvals. Longer-term, the pilot precipitated a team merger and redistribution of work. While Lean proved effective for targeted processes, broader change remains challenging due to Oxford's complex organizational structure.
This session focuses on how the AUA Behaviours Framework has been applied to the continuous personal and professional development of Library Services staff; enabling staff to understand and respond fully to the individual needs of an increasingly diverse student body. Students are supported wholeheartedly by staff on their journey from pre-university to alumni. The Library Service has involved students with innovative service developments and works closely with student representatives. Staff and students jointly play their part in the community through active engagement in valuable and mutually beneficial partnerships.
The document discusses a restructuring of the administration structures at the University of Wolverhampton from 8 schools to 4 faculties. Key points:
1) The previous structures had grown randomly and led to inconsistencies, lack of clarity and tensions. A review identified a need for streamlining and greater consistency.
2) Principles of the restructure included achieving consistent structures, improving services, introducing process re-engineering, and creating a "whole university" approach.
3) The restructure involved engaging staff, developing new job descriptions and structures, and a match and slot process to move staff to the new roles.
4) The change is intended to provide clearer career opportunities and a flexible structure to
This document provides an overview and introduction to the Postgraduate Experience Project (PEP), a collaborative project funded by HEFCE to analyze expectations, attitudes, experiences, and outcomes for postgraduate taught STEM students in the UK. The project involved 11 universities and aimed to understand barriers to PGT study, inform institutional and national strategies to support and sustain the PGT sector. Key data collection methods are described. The report is organized into 11 chapters covering topics like motivations for PGT study, the application process, finances, learning and teaching experiences, and employability. The conclusions and recommendations are intended to help shape policy and practice around supporting and growing PGT opportunities in STEM fields in the UK.
This document discusses the University of the Highlands and Islands' efforts to create a single operating framework for its diverse higher education programs, including those involving the Scottish Qualifications Authority (SQA). It notes that UHI holds maximum devolvable powers from SQA for key quality assurance functions. The challenges of coordinating SQA programs across 13 academic partners are discussed. Changes made to streamline SQA quality assurance processes and oversight are outlined, such as combining roles, establishing committees, verifying systems, and revising procedures. Improvements to mitigating circumstances policies, core reporting, and network progression boards are also summarized.
Blackboard Analytics for Learn: A recipe for successRichard Stals
So much of the current discussion around Learning Analytics seems to be caught up in the realm of Big Data that informs the top executives and decision makers who are shaping institution-wide strategies. While these kinds of topics need to be explored, truly significant and transformative uses of learning analytics can be had at the grassroots level of the teacher and student.
This session will look at how Edith Cowan University is using Blackboard Analytics for Learn to empower staff and students with their own data, allowing them to make informed and timely decisions in their own teaching and learning journeys.
We will explore how learning analytics data enables staff to do things like identify and support students at risk of disengaging from the course early, monitor how students are actually engaging in their course and collect real evidence on student interactions that informs a continual process of improvement in learning design and resources.
The document discusses strategic challenges facing universities in a competitive environment. It outlines two main challenges: 1) managing supply and demand of students in a capped market with increasing alternative providers, and 2) addressing the perception of students as consumers who evaluate the value of tuition. Universities are responding strategically with investments in student experience, campus redevelopments, and improving employability and satisfaction metrics. The higher education sector is predicted to become more market-driven, competitive, and unpredictable for universities.
This session will be jointly delivered by King’s College London and Pearson, and will reflect on our experience of working together in partnership to deliver online education at scale. Participants will be encouraged to debate the advantages and disadvantages of working with a commercial provider, guided by our own experiences of the challenges we have faced. Participants will gain an insight into what online student support can look like, and will have an opportunity to discuss the applicability and feasibility of providing such personalised, proactive support to on-campus students. We will also discuss other areas of transformation, such as the challenge of changing academic perceptions of online learning and commercial partnerships, and the transformation of our business processes to meet the needs of a different model of delivering education.
The document summarizes a research restructure at Edinburgh Napier University undertaken to support the university's strategic goals of growing its research profile and reputation. A wide consultation was conducted and recommendations were made to consolidate research support functions into a new Directorate of Research and Innovation. Key steps included appointing academic leadership, establishing a Research and Innovation Office, and creating a Research 'College'. The restructure process incorporated regular communications, demonstrated the university's values, and aimed to develop the new research team.
This document discusses course evaluation at a university with over 24,000 students across 19 schools and 9 research institutes. It summarizes the current state of course evaluation, including piloting a new online system, and establishes a working group to review course evaluation practices. The working group identified multiple purposes of course evaluation, from summative reporting to facilitating continuous improvement. They reviewed hundreds of existing evaluation questions and developed a standardized set of 5 core questions, with optional supplementary question sets. The working group aims to provide clearer guidance on the purpose and use of course evaluation to improve both teaching and course design across the university.
The document outlines an all-day toolkit for new professionals. It covers a range of topics to help participants effectively manage their workload, time, and prioritization. It also provides guidance on problem solving, using resources, communication, career development, and working with others. The goal is for participants to leave with practical tools and techniques to apply in their own workplaces. A variety of exercises and group activities are included throughout the day's agenda.
AHDS2013 WS4 Raising aspirations and expectationsAHDScotland
The document discusses a workshop given by Dr. Suzanne Zeedyk from the University of Dundee in November 2013. The workshop explored how neuroscience can help rethink leadership and discussed meeting the needs of learners, particularly in light of brain development in young children. Dr. Zeedyk emphasized the importance of meeting children's emotional needs in order to meet their learning needs and creating environments where children feel safe, secure, and supported.
This document discusses transitions within St John's RC Academy, an all-through school with nursery through secondary students. It outlines the school's approach to supporting smooth transitions between stages, including: joint planning between stages; class visits and sharing of student information; additional induction activities for vulnerable students; and tracking student data and profiles from P7 to S1 and beyond to support progress. The school aims to ensure all students have positive and sustained destinations upon leaving secondary school.
This document discusses ways to improve relationships between central administrative departments and academic schools at universities. It outlines some common tensions between the two groups, including lack of understanding of each other's roles and lack of communication. The University of Kent implemented several initiatives to address this, including creating a new role to facilitate connections, holding professional development events, and implementing job shadowing and coffee meetup programs. While progress has been made, fully bridging gaps between central and local services remains an ongoing challenge that requires long-term commitment.
This document discusses the design and planning process for a new academic building at the University of Kent that would house two schools. The building was designed to foster collaboration through innovative teaching spaces, a welcoming environment, and flexibility. The design brief called for spaces that supported the professional identity of each school while enabling high quality teaching. The document then examines some example spaces like academic offices, postgraduate research areas, and social learning environments. It discusses working within constraints, getting user input, budgets, and other stakeholders. Finally, it emphasizes managing the change process through clear communication and being prepared to explain design decisions.
This document discusses improvements made to module evaluations at the university. It provides insights from students on the changes, which included improved communication about the purpose and importance of evaluations, dedicated class time to complete them, and ensuring students saw the impact of their feedback. The students union felt partnership was key in effectively delivering the evaluations. Overall, the changes led to higher student engagement and participation in the surveys.
The document discusses using student survey data and course evaluations from the University of Greenwich to analyze correlations between student engagement and academic outcomes. It finds that responses to certain survey questions, particularly those related to explaining course material to other students, correlate with higher GPAs. Module-level surveys conducted each term also show some correlations, indicating the potential to use "real-time" survey data to identify students for interventions to improve academic achievement. The analysis was conducted using open-source statistical software to allow other institutions to replicate and expand on the methods.
This session provides an insight into how the AUA’s CPD Framework can be applied to maximum effect at team level. You will have the opportunity to consider case studies and to share ideas, and practical tips and exercises for developing your team that you can adapt to suit your team’s needs.
Professor Helen Marshall, Vice-Chancellor of University of Salford, delivered a keynote focused on delivering a better support of widening participation in Universities. Current agendas that seek to promote “widening participation” and the development of skilled as well as knowledgeable graduates mean that universities need to take a step back to re-examine and challenge traditional curriculum design and delivery models. This paper explores the current landscape and requirements such as modularisation, credits, learning outcomes and levels and how those support and/or constrain curriculum design and delivery that engages and develops students who come from backgrounds that are mixed in terms of previous educational experience, socio-economic class and cultural heritage. The central theme is to challenge perceptions that certain approaches to curriculum design and delivery are not possible because of these requirements.
This document discusses how universities can learn from the UK Apprenticeship Levy. The Apprenticeship Levy requires employers with an annual wage bill over £3 million to contribute 0.5% of their wage bill towards apprenticeship funding. Universities need to be agile and strategic in order to take advantage of opportunities from the levy. They should influence both employers and within their own institutions to develop degree apprenticeship programs that address skills shortages and retain apprentices as future students. Success will require complying with funding rules, strong employer partnerships, and collaboration both within and across universities.
The University of Sheffield Admissions Service underwent a process to go paperless over several years. They harnessed the external pressure of UCAS pushing for paperless applications to gain momentum for the project when facing lack of internal support. The process involved radically changing core admissions procedures without technology, engaging stakeholders at all stages of design, development and implementation, and relying on constant communication. Lessons learned include the importance of planning processes as much as possible, establishing clear rationale, gaining buy-in at all levels, and embracing continuous improvement even after completion.
The Lean pilot at the University of Oxford focused on streamlining processes around acquiring and delivering scholarships. Through workshops and process mapping, inefficiencies were identified and quick wins implemented, such as altering invoicing and automating payment approvals. Longer-term, the pilot precipitated a team merger and redistribution of work. While Lean proved effective for targeted processes, broader change remains challenging due to Oxford's complex organizational structure.
This session focuses on how the AUA Behaviours Framework has been applied to the continuous personal and professional development of Library Services staff; enabling staff to understand and respond fully to the individual needs of an increasingly diverse student body. Students are supported wholeheartedly by staff on their journey from pre-university to alumni. The Library Service has involved students with innovative service developments and works closely with student representatives. Staff and students jointly play their part in the community through active engagement in valuable and mutually beneficial partnerships.
The document discusses a restructuring of the administration structures at the University of Wolverhampton from 8 schools to 4 faculties. Key points:
1) The previous structures had grown randomly and led to inconsistencies, lack of clarity and tensions. A review identified a need for streamlining and greater consistency.
2) Principles of the restructure included achieving consistent structures, improving services, introducing process re-engineering, and creating a "whole university" approach.
3) The restructure involved engaging staff, developing new job descriptions and structures, and a match and slot process to move staff to the new roles.
4) The change is intended to provide clearer career opportunities and a flexible structure to
This document provides an overview and introduction to the Postgraduate Experience Project (PEP), a collaborative project funded by HEFCE to analyze expectations, attitudes, experiences, and outcomes for postgraduate taught STEM students in the UK. The project involved 11 universities and aimed to understand barriers to PGT study, inform institutional and national strategies to support and sustain the PGT sector. Key data collection methods are described. The report is organized into 11 chapters covering topics like motivations for PGT study, the application process, finances, learning and teaching experiences, and employability. The conclusions and recommendations are intended to help shape policy and practice around supporting and growing PGT opportunities in STEM fields in the UK.
This document discusses the University of the Highlands and Islands' efforts to create a single operating framework for its diverse higher education programs, including those involving the Scottish Qualifications Authority (SQA). It notes that UHI holds maximum devolvable powers from SQA for key quality assurance functions. The challenges of coordinating SQA programs across 13 academic partners are discussed. Changes made to streamline SQA quality assurance processes and oversight are outlined, such as combining roles, establishing committees, verifying systems, and revising procedures. Improvements to mitigating circumstances policies, core reporting, and network progression boards are also summarized.
Blackboard Analytics for Learn: A recipe for successRichard Stals
So much of the current discussion around Learning Analytics seems to be caught up in the realm of Big Data that informs the top executives and decision makers who are shaping institution-wide strategies. While these kinds of topics need to be explored, truly significant and transformative uses of learning analytics can be had at the grassroots level of the teacher and student.
This session will look at how Edith Cowan University is using Blackboard Analytics for Learn to empower staff and students with their own data, allowing them to make informed and timely decisions in their own teaching and learning journeys.
We will explore how learning analytics data enables staff to do things like identify and support students at risk of disengaging from the course early, monitor how students are actually engaging in their course and collect real evidence on student interactions that informs a continual process of improvement in learning design and resources.
The document discusses strategic challenges facing universities in a competitive environment. It outlines two main challenges: 1) managing supply and demand of students in a capped market with increasing alternative providers, and 2) addressing the perception of students as consumers who evaluate the value of tuition. Universities are responding strategically with investments in student experience, campus redevelopments, and improving employability and satisfaction metrics. The higher education sector is predicted to become more market-driven, competitive, and unpredictable for universities.
This session will be jointly delivered by King’s College London and Pearson, and will reflect on our experience of working together in partnership to deliver online education at scale. Participants will be encouraged to debate the advantages and disadvantages of working with a commercial provider, guided by our own experiences of the challenges we have faced. Participants will gain an insight into what online student support can look like, and will have an opportunity to discuss the applicability and feasibility of providing such personalised, proactive support to on-campus students. We will also discuss other areas of transformation, such as the challenge of changing academic perceptions of online learning and commercial partnerships, and the transformation of our business processes to meet the needs of a different model of delivering education.
The document summarizes a research restructure at Edinburgh Napier University undertaken to support the university's strategic goals of growing its research profile and reputation. A wide consultation was conducted and recommendations were made to consolidate research support functions into a new Directorate of Research and Innovation. Key steps included appointing academic leadership, establishing a Research and Innovation Office, and creating a Research 'College'. The restructure process incorporated regular communications, demonstrated the university's values, and aimed to develop the new research team.
This document discusses course evaluation at a university with over 24,000 students across 19 schools and 9 research institutes. It summarizes the current state of course evaluation, including piloting a new online system, and establishes a working group to review course evaluation practices. The working group identified multiple purposes of course evaluation, from summative reporting to facilitating continuous improvement. They reviewed hundreds of existing evaluation questions and developed a standardized set of 5 core questions, with optional supplementary question sets. The working group aims to provide clearer guidance on the purpose and use of course evaluation to improve both teaching and course design across the university.
The document outlines an all-day toolkit for new professionals. It covers a range of topics to help participants effectively manage their workload, time, and prioritization. It also provides guidance on problem solving, using resources, communication, career development, and working with others. The goal is for participants to leave with practical tools and techniques to apply in their own workplaces. A variety of exercises and group activities are included throughout the day's agenda.
AHDS2013 WS4 Raising aspirations and expectationsAHDScotland
The document discusses a workshop given by Dr. Suzanne Zeedyk from the University of Dundee in November 2013. The workshop explored how neuroscience can help rethink leadership and discussed meeting the needs of learners, particularly in light of brain development in young children. Dr. Zeedyk emphasized the importance of meeting children's emotional needs in order to meet their learning needs and creating environments where children feel safe, secure, and supported.
This document discusses transitions within St John's RC Academy, an all-through school with nursery through secondary students. It outlines the school's approach to supporting smooth transitions between stages, including: joint planning between stages; class visits and sharing of student information; additional induction activities for vulnerable students; and tracking student data and profiles from P7 to S1 and beyond to support progress. The school aims to ensure all students have positive and sustained destinations upon leaving secondary school.
AHDS Conference November 2014 - Workshop; Dundee UniversityAHDScotland
AHDS Annual Conference November 2014 'Teaching Scotland's Furture: What you need to know and do.' Workshop by Teresa Moran, Neil Taylor and Derek Robertson from Dundee University on partnership working.
This document discusses mindfulness with young people and its benefits. It describes a youth mindfulness program that teaches lessons on attention, attitude, intention, resilience, kindness, gratitude and more. Research shows mindfulness can reduce aggression, anxiety, stress and behavioral problems while improving emotional regulation, attention, self-acceptance and social/emotional competencies. The program has shown encouraging early results and positive student feedback. The document argues for integrating mindfulness training into education to teach young people skills for living peacefully and harmoniously.
Afternoon session, Skills for Work - Edinburgh, 25.11.15AHDScotland
This document provides information about career education and its importance. It discusses how career education helps students develop career management skills, learn about the world of work, and make informed choices. The document outlines a career education standard and journey from ages 3 to 18. It discusses benefits like improved student outcomes, motivation, and social mobility. Research evidence demonstrates benefits such as higher academic achievement, graduation rates, and economic returns. The document advocates starting career education early and emphasizing partnerships between schools, Skills Development Scotland, parents, employers, and others. It provides an example of career education activities at Preston Street Primary School involving visits, conferences, CV writing, and more.
This document discusses planning approaches for learning, teaching, and assessment. It emphasizes that planning should be focused, selective, and directly linked to assessed learning. Short term daily plans should facilitate the delivery of medium term plans, which are in turn directly linked to learning outcomes. Planning requires understanding principles like progression over mere coverage, and should involve all staff and take learner needs into account. Self-evaluation of planning approaches is also important to ensure appropriate streamlining and support of skills, literacy, numeracy and health and wellbeing.
Joint headships.time to think.2013.10.2AHDScotland
The document discusses joint headship (leadership) between two schools. It notes that joint headship requires a collaborative approach and balancing leadership responsibilities across both schools. Some benefits mentioned include opportunities for staff development, management experience, and collaboration between colleagues at the two schools. However, challenges also exist such as feeling isolated, increased workload, and ensuring clear leadership in any "crisis" situations. The document emphasizes the importance of trust, managing tensions, using flexible leadership styles, and constantly nurturing the collaboration process for shared/joint headships to be successful.
This document discusses developing leadership in education in Scotland. It summarizes key points from the national review "Teaching Scotland's Future" which made 50 recommendations to improve teacher education, leadership, and professional development. The review emphasized that strong teaching and leadership are needed to realize high aspirations for students. It also stressed that leadership requires developing values and habits from the start of one's teaching career. The document discusses models for effective professional development and ways to improve support for educational leaders.
AHDS Conference November 2014 - Workshop; Poverty, Attainment & LeadershipAHDScotland
AHDS Annual Conference 2014 'Teaching Scotland's Future: Whate you need to know and do. Workshop bt Graeme Young, HT at St Bartholomews Primary School and Susan Hannah, Scottish Government
The document discusses developing curriculum, learning, teaching and assessment practices to align with Curriculum for Excellence (CfE) framework in Scotland. It emphasizes building on existing successful practices, focusing on learner skills, attributes and capabilities, using varied evidence to assess progress, and strengthening moderation and partnership through professional dialogue.
AHDS Conference November 2014 - Keynote; Graeme LoganAHDScotland
AHDS Annual Conference November 2014 'Teaching Scotland's Future: What you need to know and do.' Keynote presentation by Graeme Logan, Strategic Director of School Years at Education Scotland.
This document discusses succession planning at AHDS 2013. It provides an overview of recognizing new talent, looking for evidence of taking on responsibility, and evaluating the impact of succession planning. The document also discusses providing practical preparation for young managers and a toolkit for effective succession planning. It includes a video clip of listening to leaders and contact information for questions.
This document discusses outdoor learning and global citizenship education. It includes information about a satellite tracking project monitoring an osprey named Fearna in Africa. It also mentions presentations given at the school by Roy Dennis about ospreys and visits from the countryside ranger Duncan. Global citizenship is highlighted as an important part of the curriculum that allows students to learn about worldwide issues and better understand the future. Useful websites for outdoor learning and global education are provided.
AHDS Conference November 2014 - Keynote by Gillian HamiltonAHDScotland
AHDS Annual Conference November 2014 'Teaching Scotland's Future: What you need to know and do.' Keynote Speaker, Gillian Hamilton, chief executive of the Scottish College for Educational Leadership (SCEL)
AHDS Conference November 2014 - Workshop; TB: Reporting and ProfilingAHDScotland
This document discusses assessment, profiling, and reporting in Scottish education. It provides guidance on several key points:
1. Assessment should be integral to learning and teaching, involve learners and stakeholders, and use a variety of approaches to generate evidence of learning.
2. Profiles and reports should provide information on learners' achievements and next steps, reflect their uniqueness, and be written in partnership between learners and teachers.
3. The reporting process needs to be manageable for teachers while still informing parents on how they can support their child's learning and progress. Both ongoing communication and annual written reports are recommended.
This document contains the slides from a presentation given by Dr. Suzanne Zeedyk in November 2013 at the AHDS Cumbernauld. The presentation discusses meeting the emotional and learning needs of children, including those who are confident, anxious, terrified, or angry. It also discusses brain development in early childhood and its implications. Additionally, it references the GIRFEC wellbeing indicators and a talk by Sir Ken Robinson on creativity in schools. Overall, the presentation focuses on the importance of meeting children's emotional needs for healthy development and learning.
Tb.session3.assessing progress and achievementAHDScotland
This document provides an overview of the Professional Learning Resource developed by Education Scotland to support assessing progress and achievement within the broad general education. It outlines the suite of resources which includes overarching papers, curriculum area papers, progression frameworks, and annotated exemplars. The resources are intended to support teachers in planning for assessment, understanding significant aspects of learning, monitoring progress, and making holistic judgements about achieving curriculum levels. The focus is on evidence-based, manageable approaches to assessment within the Curriculum for Excellence.
Tb.session4.monitoring and tracking achievementAHDScotland
The document discusses monitoring and tracking processes to support teaching and learning without creating unnecessary bureaucracy. It recommends that systems for planning, monitoring and reporting be fit-for-purpose to maximize time spent on teaching while supporting professional dialogue. Key information to track includes learners' progress in aspects of learning, professional judgements, and summaries of progress towards personal goals and levels. Tracking should involve learners and teacher-learner dialogue based on learning goals and evidence. Moderation among staff helps ensure reliable information and judgements of progress.
AHDS Annual Conference November 2014 'Teaching Scotland's Future: What you need to know and do.' Workshop by Dr Deirdre Torrance and Dr Ann Rae from Edinburgh University on partnership working
The document discusses essential elements of successful educational partnerships including equal collaboration, shared goals that benefit both students and partners, and measuring progress. It outlines benefits for schools, students, teachers, businesses and the community from partnerships which can provide expertise, resources and real-world relevance. The document then provides guidance on finding partners through personal and professional networks, formalizing partnerships through written agreements and targeted outcomes, and working with partners through advisory boards, mentorship programs, work-based learning experiences and resource support.
This document outlines the vision and goals for a school district to become world-class. It discusses defining academic rigor, writing, and planning through professional learning communities. Data is presented showing the importance of postsecondary education for future careers. Teachers engage in an activity to define what a world-class school system means for students, families, teachers, and the community. The document discusses building teacher collaboration and data-driven instruction through professional learning communities to increase student achievement and ensure all students learn.
CCCOER OER Degree Research with Achieving the Dream, SRI Education, and rpk G...Una Daly
The document summarizes a presentation about research being conducted on the impact of open educational resource (OER) degrees. The research is examining student outcomes and costs across multiple colleges participating in an OER degree initiative. The evaluation includes quasi-experimental studies comparing academic results of students in OER degree programs versus traditional programs, as well as analysis of cost savings and sustainability. Preliminary findings suggest OER degrees improve student progress and reduce financial burden.
Halsey rogers financing teaching__mexico ttf conference presentationKevin L. Fowler
The document discusses considerations for financing teaching and teacher development to achieve the Sustainable Development Goals (SDGs). It summarizes the upcoming World Development Report on education and emphasizes the importance of an evidence-based and systemic approach. It provides examples of how to apply the report's principles to financing goals related to attracting teachers, supporting teacher improvement, and motivating teachers, focusing on using evidence to identify weaknesses and impacts and ensuring solutions can work at scale and in combination. The document stresses that financing discussions should be oriented toward long-term goals and screen policies and programs based on whether they are evidence-based and can contribute to systemic improvements in effective teaching and learning.
This document outlines plans for a school district to become world-class. It discusses defining academic rigor, the need for post-secondary education for future jobs, and the superintendent's vision. Teachers analyze student performance data and set goals. Collaboration between teachers and high expectations for all students are emphasized. The district aims to provide endless opportunities and empower students through education. Becoming world-class requires ongoing improvement, shared accountability, and ensuring all students learn.
This document outlines Miami-Dade County Public Schools' Teacher LEADership Academy, which aims to develop teacher leaders. It discusses selecting teachers for leadership roles like instructional coaching and supporting new teachers. Teachers participate in professional development sessions to strengthen skills in areas like digital innovation, collaborative culture, and student achievement. The goals are to empower teachers as leaders, retain effective staff, and improve instructional quality throughout M-DCPS. Common challenges addressed include recruiting teachers for hard-to-staff schools and retaining early career educators. The Academy provides pathways for teacher leadership and supports developing teacher expertise.
This document discusses frameworks for measuring the quality of university staff teaching, specifically the UK Professional Standards Framework (UKPSF). It provides an overview of the UKPSF, including its aims to support professional development, foster innovation in teaching, and demonstrate professionalism. Both benefits and challenges of the UKPSF are mentioned, such as recognizing teaching expertise but also potential compliance issues. Reflections from faculty acknowledge value in having their teaching recognized officially, while others note tensions between teaching and research expectations.
The document discusses challenges with teacher recruitment and retention. It provides context about the school's philosophy and culture which aims to reduce unnecessary workload and focus on development. Data is presented showing declining applicant numbers for certain subject areas. Possible reasons for recruitment issues and different training routes are examined. Suggestions for improving recruitment include sorting training routes, regional analysis, and loan repayment incentives. Ideas for retention include advanced training without leaving the classroom, better pay, recognition programs, and providing more flexibility and planning time.
This presentation formed part of the HEA-funded workshop 'Research methods for teacher education'.
This event brought together academic experts in educational research methods with school leaders, to debate, share and determine how student teachers and teachers on part-time Masters-level programmes can best be taught to use research methods to better understand and ultimately, improve the quality of their teaching and improve educational outcomes for pupils and schools.
This presentation forms part of a blog post which can be accessed via: http://bit.ly/1m8vkEW
For further details of HEA Social Sciences work relating to teaching research methods in the Social Sciences please see http://bit.ly/15go0mh
This document summarizes a presentation about university-school partnerships, specifically Professional Development Schools (PDS). It defines PDS and partner schools as collaborative institutions formed through partnerships between university education programs and pre-K-12 schools. The presentation covers defining PDS, the background and philosophy of PDS, how to begin and maintain partnerships, the value of partnerships, and examples of what occurs in school settings with PDS partnerships. Standards for successful PDS partnerships are also outlined, focusing on learning communities, accountability, collaboration, diversity and equity, and governance structures.
Learn the process of developing Literacy Leadership Teams in secondary schools. Information is based upon research and the experiences of two high school literacy coaches who developed multiple school-based teams.
Can we do it without school principals’ commitment? Exploring the complex imp...Frederic Fovet
There has been a growing interest for Universal Design for Learning (UDL) as a framework for inclusion in both the K-12 and post-secondary sectors over the last decade, and this momentum has been noticeable globally. The body of literature which evidences the pedagogical benefits of UDL implementation for the inclusion of diverse learners is now broad and diversified. There is also growing interest in examining UDL implementation from a leadership and administrative perspective, examining it as a management of change process. In the K-12 sector, this scholarship is not as developed as it could be if it is going to effectively support and guide the efforts of teachers as they attempt to scale up their initiatives and achieve sustainable integration across schools. There are many variables teachers seeking to adopt UDL have to battle with, and the roles and positions of school principal is a factor often cited.
This presentation will explore in an interactive format the much under-researched impact of the know-how, disposition, and commitment of school principals towards UDL integration. An awareness of this variable and its impact is crucial when designing future blueprints for the effective growth of UDL across schools. The session will be run in a workshop format that will encourage participants to share their experiences authentically and to build on some of the frustrations that will be expressed about the frequent ambivalence of school leaders in the process of UDL growth. The anticipated outcomes are as follows. Participants will:
- Reflect on the impact of school leadership on the success of UDL implementation
- Examine the resources and training school principals are in need of to more effectively support UDL initiatives
- Explore the challenges faced by school principals when trying to support UDL projects, within a wider landscape of neoliberal pressures
1. The document discusses key factors ("presage", "process", and "product" variables) that predict quality in higher education based on literature. Resources and selectivity predict some outcomes but not learning gains. Quality of teaching predicts performance and gains.
2. It also examines how universities have responded to teaching performance indicators (PIs) by improving feedback and using programs like TESTA, with increased student engagement and satisfaction. However, modular structures can negatively impact coherence.
3. The key implications are paying attention to pedagogy through changing students' and teachers' approaches, social learning, and program-level assessment, as well as using PIs to drive quality improvements through change processes.
This document outlines the process and activities involved in a Management, Leadership and Learning (MLL) inspection conducted by the inspectorate in Irish schools. It discusses the purpose of MLL inspections in identifying good practices, areas for improvement, and facilitating school self-evaluation. The timeline and activities of the inspection process are then described, including pre-inspection documentation review, in-school activities like lesson observations and meetings over multiple days, and post-inspection feedback. Key areas examined by inspectors are then outlined, such as leadership, teaching and learning, student support structures, and engagement with parents and stakeholders.
Essential Role of Adjuncts Role of Adjuncts in OER Adoption and DegreesUna Daly
Faculty involvement is critical to the sustainability of OER adoption and degree pathways. More than half of courses at community colleges taught by adjunct faculty and institutional reliance on this faculty pool is growing. It is essential to devise scalable strategies for integrating adjuncts into this transformative work to improve student success.
Join us for this webinar to hear how adjunct faculty can participate and be acknowledged for the essential role that they are playing in developing OER degree pathways at many colleges. Findings and emerging strategies from Achieving the Dream’s Engaging Adjunct Faculty program will be explored with the program director. Dean of Information Technology and an adjunct faculty member at Broward College, an OER Degree Initiative grantee, will share how adjunct faculty have been involved in the development and teaching of their Business Administration OER degree pathway.
When: Wednesday, Dec 6th 11am PT/ 2pm ET
Featured Speakers:
Jon Iuzzini: Associate Director, Adjunct Faculty Initiative, Achieving the Dream
Tom Ayers: Dean of Information Technology, Broward College
Claudine Dulaney: Adjunct Business Faculty, Broward College
The document discusses the essential role that guiding coalitions play in developing a professional learning community (PLC) culture. It covers defining what a PLC is, examining the role of guiding coalitions, assessing a school's current PLC status, and strategies for the upcoming year including organizing teachers into collaborative teams, using data to provide interventions, and supporting team development.
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Suzanne Zeedyk Leading Edge Keynote April 2017AHDScotland
This document summarizes a presentation by Dr. Suzanne Zeedyk on how emotional trauma impacts children's attainment and development. Some key points discussed include:
- How secure emotional attachment and nurturing in early childhood shapes brain development.
- Studies showing strong links between early social-emotional development and later life outcomes like education, employment, and mental health.
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AHDS Annual Conference 2016 - Karin ChenowethAHDScotland
This document discusses the beliefs and practices of leaders in "unexpected schools" - schools that significantly outperform expectations given their student demographics. It finds that these leaders share a core set of beliefs: that all students can achieve high standards, that teachers and schools have the power to help students excel, and that this work must be a priority. The leaders institutionalize these beliefs through celebrating progress, highlighting success stories, maintaining high expectations, and challenging popular narratives about limitations. They model continuous improvement and focus on factors within the school's control. Instilling these beliefs in staff is seen as crucial to creating a culture of excellence.
AHDS Annual Conference 2016 - Mark PriestleyAHDScotland
This document summarizes a presentation by Professor Mark Priestley on school-based curriculum development. It discusses different approaches to curriculum development, including content-led, outcomes-based, and process-based curricula. It notes tensions that can arise between policy intentions and school implementation. Barriers to change are addressed, including physical, structural, attitudinal and cultural barriers. The importance of clarity of purpose, knowledge selection, and appropriate pedagogical methods are emphasized. Overall it promotes an approach where curriculum development starts from broad educational goals and purposes, then determines appropriate knowledge and teaching strategies to achieve those goals.
The document discusses transforming lives through learning and focuses on the curriculum, tracking and monitoring, pedagogy, and literacy. It notes that schools will be expected to have clear strategies to reduce achievement gaps across the curriculum. Examples of curriculum rationale, assessment information, and questions to consider about shared understanding of curriculum goals and tracking/monitoring processes are provided. The presentation aims to share ideas and examples of transforming learning through a literacy-rich curriculum.
The document discusses priorities for Scottish primary schools, including improving consistency in teacher judgement of CfE levels, closing attainment gaps, and the importance of school leadership and parental engagement in achieving excellence and equity for all students. Standardized assessments and moderation within and across schools are seen as important ways to improve consistency, while literacy interventions and developing student self-belief are highlighted as means of reducing attainment gaps.
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1) Logan discusses progress made so far in Scotland's Attainment Challenge to close attainment gaps, and emerging practices that are proving effective.
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This document provides an agenda and summary for a conference on "Skills for Work: A practical approach for school leaders" held on March 16, 2016 at the Park Hotel in Kilmarnock. The morning sessions included welcome remarks, keynote speeches on developing skills for work from Education Scotland and the General Teaching Council Scotland. Participants then engaged in roundtable discussions. The afternoon featured presentations from local primary schools on their skills for work programs, followed by more roundtable discussions. The goal of the event was to give school leaders practical ideas for implementing skills for work curricula to better prepare students for future careers or education.
1. The document discusses leadership strategies for creating inclusive schools. It emphasizes that effective equity leaders can articulate a school's legal responsibilities and use inclusive language.
2. It also discusses the Queensland Equity Leadership training program which aims to strengthen equity leadership skills, embed inclusive practices into school planning, and coach leadership teams.
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This document discusses developing skills for work through the primary curriculum. It outlines an event on developing skills for work with a primary and early years focus. The event seeks to explain the implications of the Developing Scotland's Young Workforce report for primary and nursery schools. It will help school leaders think about next steps in focusing on skills for work and employability through the curriculum. The document provides information on the vision and recommendations of the report and how they can be implemented through Curriculum for Excellence.
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This presentation was provided by Racquel Jemison, Ph.D., Christina MacLaughlin, Ph.D., and Paulomi Majumder. Ph.D., all of the American Chemical Society, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
2. Purpose
• Coherent early phase of teacher education
• Seamless relationship between ITE and
probationary year
• Increased emphasis on improved learning
opportunities for established teachers.
• Opportunities for you to shape developments
and involve your school.
3. LA/University Partnerships
•8 partnerships now in place centered on universities
providing ITE
•All 32 authorities in partnership with at least one
university
•Different models in place with different governing
structures
•All in receipt of SG grants to develop partnerships
and most now have dedicated staff in place
4. Work in progress
•STEC/ADES survey highlighted issues:
• Much of the work dependent on a small number
of key staff
• Fragility due to reduced capacity within LAs
• Universities developing as senior partner –
reciprocity not achieved?
• Realism required in relation to the speed of
change
5. Next Steps
• Education Scotland Aspect Review 2015/16
• TSF Conference plus satellite events spring 2015
• Focus on:
• Sustainability
• Coherence
• Quality opportunities for all
6. What does this mean for you?
• Your school is in professional learning partnership with
one or more university
• Students and probationers ‘products’ of partnership
working – teacher educators based in some schools
• Possibility of more sophisticated, locally driven, workforce
planning
• Opportunities for staff at all stages of their career –
enhanced mentoring roles within schools
• LA learning opportunities up-graded in time – more
masters level learning
7. As school leaders you should…
• Find out more about what is happening locally
• Engage yourself and your staff in partnership work
• Develop a relationship with university teams – beyond
education?
• Identify learning needs and pitch ideas to LA
• Be open to staff doing small pieces of work (e.g.
assessment/research) with the university.
• Negotiate fees………
8. GROUP DISCUSSION
•Question 1 – How would you like to see the
partnerships develop? How can you influence this?
•Question 2 – What sorts of opportunities would
benefit both yourself and your staff?
•Question 3 – What challenges remain? What would
success look like?