AITSL has collaborated with education stakeholders to develop the Australian Teacher Performance and Development Framework. The Framework has been developed based on research, national mapping and analysis of existing practices, advice from national and international experts, and national consultation.
This document outlines a plan to incorporate practical in-class activities and assignments to engage students and improve their learning and focus. It proposes applying concepts directly through activities like group work, discussions, and quizzes. This hands-on approach aims to help students remember 90% of what they learn, as per Dale's Cone of Experience. Experts provided feedback supporting the role of online learning and group activities in developing rural education and students' leadership skills.
Peran Teknologi Pendidikan Dalam Meningkatkan Kualitas Pendidikan di Indonesi...McNakagawa Apin
Educational technology aims to facilitate learning and improve performance through appropriate use of technology. There are five key sectors: design, development, utilization, management, and evaluation. As educational technologists, we can improve quality education in several ways. This includes creating good quality and affordable learning media to engage students, providing teacher training to develop effective teaching skills, conducting research when revising curricula, developing strategic learning approaches, and expanding the use of technology resources like the internet, computers and projectors in the classroom. The overall goal is to design, develop, utilize, manage and evaluate the role of technology in education according to the five sectors of educational technology.
Ali institute of education is a teacher education instituteAli Institute
A distinguished family trust established the Ali Institute of Education in 1992 with the primary goal of providing teachers for schools in Pakistan. This effort was also supported by the UNDP (Sweden), and SIDA (Sweden), in order to improve education quality in Pakistan. We at the Ali Institute of Education believe that. Teacher teaching they are agents of change, and can make a significant impact on the education system of Pakistan. The AIE offers both pre-service and post-service programs to help teachers fulfill their role.
This document summarizes the context and leadership challenges facing a community college in the UK between 2008-2011. It describes how the college had issues with leadership and quality of service in 2008 that led to monitoring by inspectors. A new leader came in and focused on empowering staff, open communication, and celebrating successes. Follow-up inspections in 2010 found that the new culture had enhanced quality and services, with staff now highly committed and welcoming the changes.
The document discusses using a professional learning community (PLC) and information and communication technology (ICT) to support teachers' pedagogical competency. A PLC involves teachers collaborating in learning teams to improve student learning outcomes. The approach involves monthly lesson study cycles with face-to-face and online components, including pre- and post-research lesson seminars, discussions, and a repository of shared resources. Google+ Communities are used to facilitate sharing of videos, articles, photos, and views between the 7 participating primary schools. The goal is to enhance student learning and teachers' pedagogical capacity through this collaborative and technology-supported process.
This document provides context for a problem-based learning project for 5 Year 11 Business students. It outlines details about the small, rural school and class. The project involves developing and testing business ideas through a feasibility study. Students will collaborate using various online tools like wikis and Prezi. The teacher will monitor and guide students, providing support when needed, while students lead tasks and evaluate their progress. Technical support will also be available to help with the multimodal presentation.
Future of CBE: Workforce Development and the Global LeaderMotivis Learning
Today’s modern learners are engaging with the global community as they pursue knowledge and increase their portfolio of marketable skills. Digital badges or micro-credentials are necessary in order to demonstrate skills to potential employers, build identity and reputation within learning communities and create pathways for continued learning and leadership development.
Micro-credentials are inherently competency-based, they can be made available to learners on their own time, they are personalized and sharable. So what are you waiting for? Join us to learn more about designing and delivering a movable, stackable credential that links learners at every stage of the student learning lifecycle with the global community through the power of social media and your institutional website and extended transcript.
The school improvement plan for John H. Castle Elementary School outlines key components such as descriptions of the school, curriculum, assessments, vision and mission statements, goals, parent participation, technology use, safety, cultural competency, student achievement objectives, benchmarks, professional development, and a three-year timeline. The principal and assistant principal authored the plan with input from the PL221 committee. The plan is working well as student test scores have remained above state averages. If she were principal, the reviewer would encourage more faculty involvement in the PL221 committee to strengthen understanding and implementation of the school improvement plan.
This document outlines a plan to incorporate practical in-class activities and assignments to engage students and improve their learning and focus. It proposes applying concepts directly through activities like group work, discussions, and quizzes. This hands-on approach aims to help students remember 90% of what they learn, as per Dale's Cone of Experience. Experts provided feedback supporting the role of online learning and group activities in developing rural education and students' leadership skills.
Peran Teknologi Pendidikan Dalam Meningkatkan Kualitas Pendidikan di Indonesi...McNakagawa Apin
Educational technology aims to facilitate learning and improve performance through appropriate use of technology. There are five key sectors: design, development, utilization, management, and evaluation. As educational technologists, we can improve quality education in several ways. This includes creating good quality and affordable learning media to engage students, providing teacher training to develop effective teaching skills, conducting research when revising curricula, developing strategic learning approaches, and expanding the use of technology resources like the internet, computers and projectors in the classroom. The overall goal is to design, develop, utilize, manage and evaluate the role of technology in education according to the five sectors of educational technology.
Ali institute of education is a teacher education instituteAli Institute
A distinguished family trust established the Ali Institute of Education in 1992 with the primary goal of providing teachers for schools in Pakistan. This effort was also supported by the UNDP (Sweden), and SIDA (Sweden), in order to improve education quality in Pakistan. We at the Ali Institute of Education believe that. Teacher teaching they are agents of change, and can make a significant impact on the education system of Pakistan. The AIE offers both pre-service and post-service programs to help teachers fulfill their role.
This document summarizes the context and leadership challenges facing a community college in the UK between 2008-2011. It describes how the college had issues with leadership and quality of service in 2008 that led to monitoring by inspectors. A new leader came in and focused on empowering staff, open communication, and celebrating successes. Follow-up inspections in 2010 found that the new culture had enhanced quality and services, with staff now highly committed and welcoming the changes.
The document discusses using a professional learning community (PLC) and information and communication technology (ICT) to support teachers' pedagogical competency. A PLC involves teachers collaborating in learning teams to improve student learning outcomes. The approach involves monthly lesson study cycles with face-to-face and online components, including pre- and post-research lesson seminars, discussions, and a repository of shared resources. Google+ Communities are used to facilitate sharing of videos, articles, photos, and views between the 7 participating primary schools. The goal is to enhance student learning and teachers' pedagogical capacity through this collaborative and technology-supported process.
This document provides context for a problem-based learning project for 5 Year 11 Business students. It outlines details about the small, rural school and class. The project involves developing and testing business ideas through a feasibility study. Students will collaborate using various online tools like wikis and Prezi. The teacher will monitor and guide students, providing support when needed, while students lead tasks and evaluate their progress. Technical support will also be available to help with the multimodal presentation.
Future of CBE: Workforce Development and the Global LeaderMotivis Learning
Today’s modern learners are engaging with the global community as they pursue knowledge and increase their portfolio of marketable skills. Digital badges or micro-credentials are necessary in order to demonstrate skills to potential employers, build identity and reputation within learning communities and create pathways for continued learning and leadership development.
Micro-credentials are inherently competency-based, they can be made available to learners on their own time, they are personalized and sharable. So what are you waiting for? Join us to learn more about designing and delivering a movable, stackable credential that links learners at every stage of the student learning lifecycle with the global community through the power of social media and your institutional website and extended transcript.
The school improvement plan for John H. Castle Elementary School outlines key components such as descriptions of the school, curriculum, assessments, vision and mission statements, goals, parent participation, technology use, safety, cultural competency, student achievement objectives, benchmarks, professional development, and a three-year timeline. The principal and assistant principal authored the plan with input from the PL221 committee. The plan is working well as student test scores have remained above state averages. If she were principal, the reviewer would encourage more faculty involvement in the PL221 committee to strengthen understanding and implementation of the school improvement plan.
The document discusses coaching and mentoring at a college. It provides an overview of coaching and mentoring, noting that some academic departments have advisors while others use faculty advisors. The goal is to expand participation. Coaching and mentoring is defined as a collaborative process to help students with educational and career goals through problem-solving and overcoming obstacles. It combines teaching, mentoring, and career counseling.
The college uses a three-stage coaching and mentoring model from admission through graduation. Stage one focuses on pre-enrollment advising. Stage two creates academic/career plans and offers orientation. Stage three provides specific academic and career advice linked to programs of study. Over time, the model aims to have all students
The document discusses learning oriented assessment in higher education. It states that assessment is an integral part of teaching and learning that involves gathering student information to improve learning quality. Learning oriented assessment focuses on learning outcomes rather than teaching, develops student skills and employability, and makes education enjoyable. It involves student involvement through peer and self-assessment, and uses feedback to guide further learning. Assessment methods include observation, written tests, portfolios, presentations and projects.
I coached the early childhood teachers, teaching assistants and specialist from the International School of Hyderabad to become certified Apple Teachers. Now we have about 18 certified Apple Teachers at our school.
This document discusses how schools can support technology use. It identifies the main barriers to implementing technology as administration buy-in, teachers feeling it is unproven or making them uncomfortable, issues with school organization and structure, and a lack of resources and support. It provides suggestions on how administrators can help overcome these barriers such as modeling technology use, providing professional development, promoting benefits to teachers, and ensuring teachers have the necessary support structures in place.
Billa Bong High International School in Thane, India is run by the Citizens Welfare Association charity dedicated to providing quality education. The school's vision is to develop every student as a global citizen through academic, physical, cultural and spiritual growth. Its mission is to become the best quality K12 educational provider in India within 2 years and globally within 5 years. The school follows the ICSE and IGCSE curriculums with a focus on practical and analytical skills beyond exams. It employs qualified teachers who receive annual training and uses smart boards and a student-centered approach to facilitate interactive learning. Students are continuously evaluated using both formative and summative assessments.
1) Home Revise is an education technology company that provides mobile apps, tablets, web/desktop solutions, and hardware to students, teachers, schools, and corporations to enhance the education system in India.
2) It has over 21.5 lakh active students, 43 lakh parents, 2,000 schools, and 15,000 teachers using its personalized and simplified educational content.
3) The company's vision is to be India's most trusted education and learning partner by 2024 in line with the National Education Policy, through innovative solutions that aim to redefine education both before and after the pandemic.
The IFAD KM Self-Assessment Workshop Closing Session identified several priorities for improving knowledge management at IFAD. These included taking a strategic approach to KM, providing leadership and support, building a learning organization, networking and communities, measuring the value of KM, capturing and reapplying knowledge, innovation, and implementing efficiencies in work practices. The closing session was attended by various IFAD participants and facilitators and marked the end of the self-assessment workshop.
CCSD has invested $30 million in technology for classrooms but some teachers lack skills to integrate tools beyond overhead projectors. Teacher technology change management is needed to help teachers use tools to facilitate meaningful learning through exploration, analysis and production. Programs should align with pedagogical beliefs, provide examples of successes emphasizing student outcomes, and support risk-taking to expand definitions of good teaching with technology integration.
CCSD has invested $30 million in technology for classrooms but some teachers lack skills to integrate it effectively into instruction. A solution is teacher technology change management through professional development that aligns with their beliefs, provides examples of successes, supports risk-taking, and expands what constitutes good teaching to include technology integration. This will help teachers identify how technology supports learning goals and have students use tools appropriately.
Classrooms for the Future (CFF) seeks to equip classrooms in Pennsylvania high schools with technology to transform education from a teacher-centered model to a learner-centered one. This transformation recognizes the need for education reform and the role of technology in catalyzing change and the adoption of new practices. The initiative aims not just to provide technology but to change how teachers teach and students learn in order to better prepare students with 21st century skills like creativity, collaboration, problem solving and digital literacy. Coaches play an important role in supporting teachers through this transformation by providing resources, classroom support, facilitating learning, mentoring and helping teachers recognize their skills and needs without being administrators or evaluators.
Cec investor deck (e mail size) [autosaved]khantkhantzaw
This document summarizes information about Classic Education Centre (CEC), a private pre-school in Myanmar. CEC was started in 2012 and currently has one location in Tharkeyta Township, Yangon serving 90 students in its regular pre-school program. The founder has experience in international pre-schools in Singapore and Myanmar. CEC aims to provide affordable yet high-quality education with low student-teacher ratios. It hopes to expand its operations and build a network of pre-schools in Yangon through securing new leases and facilities. The proposal requests investor support to fund this expansion through rental costs, marketing, and developing an international curriculum.
Behavior Management & Intervention refers to software that empowers teachers to work through student performance patterns. Educators have at their fingertips, one of the most comprehensive methods to combat class disruptions. It starts with a reported misbehavior by a student; next, a corrective course of action is determined for the teacher to take; and finally, the student is positively reinforced through interactive software to deter repeat offenses. The process supports teachers in achieving milestones with individual students to ultimately improve lesson time. Part of ScholarChip’s School Safety & Operation System,
Professional development for teachers and educatorsScience Council
Teaching is a demanding job. In between calls to parents and lesson-planning, when can you make time for your own development? Find out in this session.
Presented at SLS Lab Show and Conference, 25 May 2016.
Challenges for Educators in 21st Centaury Skill Education AJAL A J
The document lists the names and contact details of five individuals. It then discusses various 21st century skills that are challenges for educators to develop in students, such as digital literacy, critical thinking, collaboration, accessing and analyzing information, curiosity and imagination, and entrepreneurialism. It outlines specific challenges educators face in helping students develop these skills, including outdated infrastructure, syllabus, teaching methods, and evaluation schemes.
The document outlines the agenda for an upcoming meeting. It includes an icebreaker activity, a discussion of the school's goals for the coming year such as balancing the budget and strategic planning, and a report on reworking faculty meetings. It also discusses goals for improving assessment of student learning, using late-start Thursdays for collaboration, and displaying student work around the school.
The document discusses two international schools in Singapore - the Singapore Japanese School (SJS) and the Global Indian International School (GIIS) - and compares their human resource management practices. It finds that the SJS has less autonomy and communication is mainly face-to-face due to language barriers, while the GIIS is fully autonomous and communication occurs over email and technology. The GIIS offers higher pay and more skills training opportunities for staff compared to the SJS. Both schools integrate local culture through exchange programs.
1. College teachers need to collaborate more with employers to help students transition from school to work.
2. The document proposes three categories of solutions: student/teacher collaborative activities, teacher professional development and workplace collaboration, and orienting the college curriculum to workplace needs.
3. The top three ideas selected are: teachers guiding students to complete design projects for local industries, teachers completing workplace internships, and developing the curriculum to focus on the transition from school to work.
The document discusses several instructional design systems: ADDIE, Dick & Carey, and Smith & Ragan. The ADDIE system is described in the most detail, outlining its five phases - analysis, design, development, implementation, and evaluation. All instructional design systems aim to systematically analyze needs, design instruction, develop materials, implement the lessons, and evaluate outcomes to help ensure successful learning.
Universal Design is a model that aims to create inclusive classrooms that meet the needs of all students. It focuses on students who have been marginalized by traditional curricula aimed at average students, including those with disabilities or gifts. Universal Design has guidelines that provide multiple means of representation, action and expression, and engagement. Teachers who implement Universal Design plan creative, engaging activities; differentiate materials; use technology; evaluate students; and ensure clear communication to meet each student's individual needs.
The Six Thinking Hats method is a tool created by Edward de Bono in 1985 to help individuals and teams think about decisions from different perspectives. It uses six colored hats to represent different directions of thinking - white for facts, red for feelings, black for caution, yellow for benefits, green for creativity, and blue for process control. People discussing an issue each wear the same colored hat at the designated time to explore the topic from that perspective before moving to the next hat. This allows for parallel thinking and keeps egos in check while ensuring all aspects of an issue are considered in a systematic sequence.
The document discusses coaching and mentoring at a college. It provides an overview of coaching and mentoring, noting that some academic departments have advisors while others use faculty advisors. The goal is to expand participation. Coaching and mentoring is defined as a collaborative process to help students with educational and career goals through problem-solving and overcoming obstacles. It combines teaching, mentoring, and career counseling.
The college uses a three-stage coaching and mentoring model from admission through graduation. Stage one focuses on pre-enrollment advising. Stage two creates academic/career plans and offers orientation. Stage three provides specific academic and career advice linked to programs of study. Over time, the model aims to have all students
The document discusses learning oriented assessment in higher education. It states that assessment is an integral part of teaching and learning that involves gathering student information to improve learning quality. Learning oriented assessment focuses on learning outcomes rather than teaching, develops student skills and employability, and makes education enjoyable. It involves student involvement through peer and self-assessment, and uses feedback to guide further learning. Assessment methods include observation, written tests, portfolios, presentations and projects.
I coached the early childhood teachers, teaching assistants and specialist from the International School of Hyderabad to become certified Apple Teachers. Now we have about 18 certified Apple Teachers at our school.
This document discusses how schools can support technology use. It identifies the main barriers to implementing technology as administration buy-in, teachers feeling it is unproven or making them uncomfortable, issues with school organization and structure, and a lack of resources and support. It provides suggestions on how administrators can help overcome these barriers such as modeling technology use, providing professional development, promoting benefits to teachers, and ensuring teachers have the necessary support structures in place.
Billa Bong High International School in Thane, India is run by the Citizens Welfare Association charity dedicated to providing quality education. The school's vision is to develop every student as a global citizen through academic, physical, cultural and spiritual growth. Its mission is to become the best quality K12 educational provider in India within 2 years and globally within 5 years. The school follows the ICSE and IGCSE curriculums with a focus on practical and analytical skills beyond exams. It employs qualified teachers who receive annual training and uses smart boards and a student-centered approach to facilitate interactive learning. Students are continuously evaluated using both formative and summative assessments.
1) Home Revise is an education technology company that provides mobile apps, tablets, web/desktop solutions, and hardware to students, teachers, schools, and corporations to enhance the education system in India.
2) It has over 21.5 lakh active students, 43 lakh parents, 2,000 schools, and 15,000 teachers using its personalized and simplified educational content.
3) The company's vision is to be India's most trusted education and learning partner by 2024 in line with the National Education Policy, through innovative solutions that aim to redefine education both before and after the pandemic.
The IFAD KM Self-Assessment Workshop Closing Session identified several priorities for improving knowledge management at IFAD. These included taking a strategic approach to KM, providing leadership and support, building a learning organization, networking and communities, measuring the value of KM, capturing and reapplying knowledge, innovation, and implementing efficiencies in work practices. The closing session was attended by various IFAD participants and facilitators and marked the end of the self-assessment workshop.
CCSD has invested $30 million in technology for classrooms but some teachers lack skills to integrate tools beyond overhead projectors. Teacher technology change management is needed to help teachers use tools to facilitate meaningful learning through exploration, analysis and production. Programs should align with pedagogical beliefs, provide examples of successes emphasizing student outcomes, and support risk-taking to expand definitions of good teaching with technology integration.
CCSD has invested $30 million in technology for classrooms but some teachers lack skills to integrate it effectively into instruction. A solution is teacher technology change management through professional development that aligns with their beliefs, provides examples of successes, supports risk-taking, and expands what constitutes good teaching to include technology integration. This will help teachers identify how technology supports learning goals and have students use tools appropriately.
Classrooms for the Future (CFF) seeks to equip classrooms in Pennsylvania high schools with technology to transform education from a teacher-centered model to a learner-centered one. This transformation recognizes the need for education reform and the role of technology in catalyzing change and the adoption of new practices. The initiative aims not just to provide technology but to change how teachers teach and students learn in order to better prepare students with 21st century skills like creativity, collaboration, problem solving and digital literacy. Coaches play an important role in supporting teachers through this transformation by providing resources, classroom support, facilitating learning, mentoring and helping teachers recognize their skills and needs without being administrators or evaluators.
Cec investor deck (e mail size) [autosaved]khantkhantzaw
This document summarizes information about Classic Education Centre (CEC), a private pre-school in Myanmar. CEC was started in 2012 and currently has one location in Tharkeyta Township, Yangon serving 90 students in its regular pre-school program. The founder has experience in international pre-schools in Singapore and Myanmar. CEC aims to provide affordable yet high-quality education with low student-teacher ratios. It hopes to expand its operations and build a network of pre-schools in Yangon through securing new leases and facilities. The proposal requests investor support to fund this expansion through rental costs, marketing, and developing an international curriculum.
Behavior Management & Intervention refers to software that empowers teachers to work through student performance patterns. Educators have at their fingertips, one of the most comprehensive methods to combat class disruptions. It starts with a reported misbehavior by a student; next, a corrective course of action is determined for the teacher to take; and finally, the student is positively reinforced through interactive software to deter repeat offenses. The process supports teachers in achieving milestones with individual students to ultimately improve lesson time. Part of ScholarChip’s School Safety & Operation System,
Professional development for teachers and educatorsScience Council
Teaching is a demanding job. In between calls to parents and lesson-planning, when can you make time for your own development? Find out in this session.
Presented at SLS Lab Show and Conference, 25 May 2016.
Challenges for Educators in 21st Centaury Skill Education AJAL A J
The document lists the names and contact details of five individuals. It then discusses various 21st century skills that are challenges for educators to develop in students, such as digital literacy, critical thinking, collaboration, accessing and analyzing information, curiosity and imagination, and entrepreneurialism. It outlines specific challenges educators face in helping students develop these skills, including outdated infrastructure, syllabus, teaching methods, and evaluation schemes.
The document outlines the agenda for an upcoming meeting. It includes an icebreaker activity, a discussion of the school's goals for the coming year such as balancing the budget and strategic planning, and a report on reworking faculty meetings. It also discusses goals for improving assessment of student learning, using late-start Thursdays for collaboration, and displaying student work around the school.
The document discusses two international schools in Singapore - the Singapore Japanese School (SJS) and the Global Indian International School (GIIS) - and compares their human resource management practices. It finds that the SJS has less autonomy and communication is mainly face-to-face due to language barriers, while the GIIS is fully autonomous and communication occurs over email and technology. The GIIS offers higher pay and more skills training opportunities for staff compared to the SJS. Both schools integrate local culture through exchange programs.
1. College teachers need to collaborate more with employers to help students transition from school to work.
2. The document proposes three categories of solutions: student/teacher collaborative activities, teacher professional development and workplace collaboration, and orienting the college curriculum to workplace needs.
3. The top three ideas selected are: teachers guiding students to complete design projects for local industries, teachers completing workplace internships, and developing the curriculum to focus on the transition from school to work.
The document discusses several instructional design systems: ADDIE, Dick & Carey, and Smith & Ragan. The ADDIE system is described in the most detail, outlining its five phases - analysis, design, development, implementation, and evaluation. All instructional design systems aim to systematically analyze needs, design instruction, develop materials, implement the lessons, and evaluate outcomes to help ensure successful learning.
Universal Design is a model that aims to create inclusive classrooms that meet the needs of all students. It focuses on students who have been marginalized by traditional curricula aimed at average students, including those with disabilities or gifts. Universal Design has guidelines that provide multiple means of representation, action and expression, and engagement. Teachers who implement Universal Design plan creative, engaging activities; differentiate materials; use technology; evaluate students; and ensure clear communication to meet each student's individual needs.
The Six Thinking Hats method is a tool created by Edward de Bono in 1985 to help individuals and teams think about decisions from different perspectives. It uses six colored hats to represent different directions of thinking - white for facts, red for feelings, black for caution, yellow for benefits, green for creativity, and blue for process control. People discussing an issue each wear the same colored hat at the designated time to explore the topic from that perspective before moving to the next hat. This allows for parallel thinking and keeps egos in check while ensuring all aspects of an issue are considered in a systematic sequence.
The document summarizes that P.D. Tucker stated in 2001 that every administrator committed to excellence in their school should provide assistance to struggling teachers. It then provides guidance on developing performance improvement plans for teachers, including identifying deficiencies, rating teachers, addressing performance standards and deficiencies, setting expectations for improvement, providing resources and activities, and monitoring progress through follow-ups.
Effective teaching strategies involve 6 keys: 1) arousing student interest and making connections between old and new concepts, 2) showing concern and respect for students to help them feel they can master subjects, 3) using various assessment methods and feedback to motivate learning rather than just memorization, 4) setting clear and high goals and intellectual challenges for students, 5) promoting student independence, control, and active engagement through appropriate tasks, and 6) learning from students by collecting evidence of teaching effectiveness and modifying instruction accordingly.
This document provides an overview of Bloom's Taxonomy, which classifies learning objectives into six levels: Knowledge, Comprehension, Application, Analysis, Synthesis, and Evaluation. Each level is defined and examples of learning objectives for that level are given. The document also discusses using Bloom's Taxonomy to design classroom lectures and assessments that target different cognitive abilities.
This document discusses various teaching methods and strategies. It categorizes methods as either direct or indirect approaches. Direct approaches include deductive, showing, expository, demonstration, concept teaching, and reporting methods. These are teacher-centered and aim for mastery of skills and content. Indirect approaches are learner-centered and generate knowledge through experience with teacher guidance. Specific steps and techniques are outlined for each method.
This document discusses teaching methods, including traditional and modern approaches. It provides details on the lecture method. Some key points:
- It defines teaching as an art and science that involves imparting knowledge through a systematic process based on educational objectives.
- Teaching methods refer to the ways teachers deliver content to students. It lists some traditional methods like lectures and discussions, and modern methods such as problem-solving and field trips.
- When selecting a method, teachers should consider factors like class level, subject nature, resources available and time.
- The lecture method involves an oral presentation by the teacher to present information. It is one of the oldest methods but can be effective if the teacher engages students through
The 6 Thinking Hats technique developed by Edward De Bono separates critical thinking into 6 colored "hats" representing different perspectives or modes of thinking. The main idea is for a group to consider a problem or topic while only "wearing" one hat's perspective at a time. The hats are White (facts), Red (emotions), Black (caution), Yellow (optimism), Green (creativity), and Blue (process). Various hat sequences can be used - for example, Yellow then Black to evaluate an idea by considering positives then negatives. The document provides examples of hat activities and thinking sequences to structure discussions and problem solving.
1. The document discusses various types of thinking including critical thinking, creative thinking, linear thinking, and random thinking.
2. It contrasts critical thinking and creative thinking, noting that critical thinking involves analysis and judgment while creative thinking is expansive, non-judgmental, and focuses on developing unique ideas.
3. The document presents models for thinking including the kayak with two paddles representing critical and creative thinking, and the six thinking hats method which categorizes different types of thinking into white, red, black, yellow, green, and blue hats.
This document discusses interactive teaching strategies to engage learners of all styles. It identifies the main learning styles as visual, auditory, and kinesthetic. Interactive teaching involves both the facilitator and learners, with questions and hands-on activities to stimulate discussion. Group work is highlighted as an effective strategy, as learners retain more when they discuss and apply the material. A variety of interactive techniques should be used to maintain interest, assess understanding, and make the session participatory.
This document discusses effective teaching strategies for training adult learners. It recommends applying principles of adult learning theory, which recognizes that adults learn best when they are actively engaged. Adults are autonomous, goal-oriented, and draw from life experiences. Effective teaching strategies include involving learners, relating topics to their goals and experiences, and showing relevance to their jobs. A variety of active learning methods, such as group activities, games, role-playing and problem-solving, should be used over traditional lecturing to improve retention.
This document provides guidance on effectively implementing professional learning communities (PLCs) in schools. It defines a PLC as a group of educators committed to collaborating to improve student learning. Key aspects of effective PLCs include having a shared focus on learning, working interdependently in teams to achieve goals, engaging in collective inquiry to improve practices, and being oriented toward achieving continuous improvement. The document outlines that the goal of PLCs is to ensure high levels of learning for all students and describes structures and commitments needed to function as an effective PLC, including clarifying what students must learn, monitoring learning, and providing support for students.
This document discusses a presentation about preparing for the introduction of the 2012 Common Inspection Framework (CIF) in the UK. The presentation covers:
1) Interpreting the 2012 CIF and its focus on evaluating teaching, learning, and assessment as well as leadership and management.
2) Exploring concepts of excellence in teaching and learning, and factors that impact quality.
3) Reviewing approaches to observation, feedback, and action planning to improve teaching, learning, assessment, and learner outcomes.
The document emphasizes that the new CIF will focus more sharply on teaching and learning quality and leadership effectiveness to improve learner outcomes.
The document outlines the agenda for a team building meeting for educators. The agenda includes items like devotion, team building activities, sharing excellence, analyzing school factors, and addressing emotional intelligence. It also discusses preparing for greatness, building partnerships, and moving forward by enhancing communication and professional development. The document provides information on the Ministry of Education's strategic objectives and the National Education Inspectorate's role in assessing school standards and student performance. It shares keys to creating a successful school like having a shared vision, high expectations, and home-school partnerships. The presentation aims to motivate the team to work together to achieve their mission.
The document discusses the Master Educator role in DCPS-TNTP IMPACT. Master Educators are a select group of expert teachers who evaluate and support other teachers across the district. Their responsibilities include conducting observations of teachers and providing feedback. DCPS invests significant resources into recruiting, selecting, training and supporting Master Educators to fulfill this important instructional leadership role.
'Professionalism in Teaching' (National Education Conference, 28 May 2009)GTC Scotland
This workshop explored a range of approaches to improving professionalism at all levels in education, drawing on recent inspection information. Specific reference was made to the general strengths in Scottish education and how the need for further and faster improvement has grown in response to the changing context within which education operates in an increasingly competitive world.
Kamlesh Chandra has over 20 years of experience in the education field, working as a director, trainer, facilitator, coach, and mentor. He focuses on data-driven school improvement, setting goals, and monitoring progress to increase student achievement. Some of his strengths include shaping visions of success, cultivating leadership in others, and improving organizational and instructional effectiveness through managing resources, people, and processes.
Presentation by Dr Lawrence Ingvarson, ACER and Ed Roper, Brisbane Grammar School at the 2015 ACER Excellence in Professional Practice Conference.
The ACER Professional Community Framework describes the five domains that characterise schools with strong professional culture, as defined by the Australian Performance and Development Framework, together with key elements, indicators and rubrics. The Professional Community Questionnaire provides a confidential online survey of all teaching staff in a school, based on the framework. Initial trials indicate that the questionnaire has high levels of internal reliability.
School leaders can use the framework and questionnaire to identify key areas for action and measure changes over time. Participating schools receive a comprehensive report
based on the survey results. This session will report on the results of administering the Professional Community Questionnaire in one school.
This two-day conference focused on evaluating teacher and principal performance to spur innovation and change in K-12 education. Day 1 covered creating a culture of performance, understanding performance measurement requirements from the federal government, developing meaningful measures and metrics, and managing performance. Day 2 featured a case study on a high-performing school and understanding federal and private grant opportunities available under new Elementary and Secondary Education Act requirements. Performance measures would be used to evaluate eligibility for incentive-based funding and competitive monetary rewards.
Raising the standards of the teaching workforce through effective professiona...Ofsted
Delivering outstanding professional development for teaching
Sean Harford HMI, National Director, Education gave this presentation at the 'Raising the standards of teaching through professional development' conference, Manchester, 21 September 2016.
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#HelpSean
The document provides an overview and self-assessment results from Elbert County School District's accreditation process using AdvancED standards. It summarizes the district's mission, vision, beliefs, and the structure of its accreditation steering committee. For each standard, it identifies strengths, challenges, and recommendations. Key points include the district maintaining high expectations for learning, focusing on improving instructional practices, and developing a strategic plan. It also notes strengths in curriculum, leadership, teaching, and resources, while identifying areas for enhancing teaching and learning support.
The document discusses instructional supervision, which aims to improve teacher competence through guidance and development activities. It describes the goals of instructional supervision as providing objective feedback, diagnosing and solving teaching problems, helping teachers develop strategies and skills, and maintaining a positive attitude. Approaches to instructional supervision include directive, collaborative, and self-directed supervision. Challenges include selecting supervisors and excessive workloads.
The document discusses the roles and competencies of school heads, including their responsibilities as instructional and administrative leaders. It outlines the National Competency-Based Standards for School Heads (NCBSSH) which defines the competency standards that school heads are expected to demonstrate. The document also discusses domains and competencies for school heads in Southeast Asia, focusing on instructional leadership, administrative leadership, and strengthening relationships between schools and communities.
This document provides guidance for schools on conducting self-evaluation of teaching and learning as part of a school improvement process. It describes school self-evaluation as a collaborative and reflective process whereby schools evaluate their work, identify strengths and areas for improvement. The key aspects of the process include gathering and analyzing evidence on outcomes, learning and teaching; drawing conclusions; developing an improvement plan; and implementing and monitoring the plan. Schools are advised to start by focusing on a specific area like literacy or numeracy, and to involve teachers, students, parents and leadership in the self-evaluation.
An introduction-to-school-self-evaluation-of-teaching-and-learning-in-post-pr...Martin Brown
School self-evaluation (SSE) is a collaborative process where a school evaluates aspects of its work, particularly teaching and learning. It involves gathering evidence from sources like student outcomes and surveys. This evidence is then analyzed against evaluation criteria to identify strengths and areas for development. The school writes a self-evaluation report and improvement plan focusing on developing areas. The plan is implemented and monitored to improve teaching and learning in the school. SSE should involve all teachers and be led by the principal to enhance practice and benefit students.
The document outlines a midterm project to develop mission, vision, value, and goal statements for a school district. It provides examples of statements for the mission, vision, curriculum and instruction, staff and personnel, climate, community, and values and goals of the School District of Elmbrook. The strategic plan includes targets in three key areas: student learning, fiscal responsibility, and connected learning community. References are also provided.
This document discusses the National Education Association's framework for transforming teacher evaluation systems. It argues that current systems often fail to improve teaching or support growth. The NEA advocates for a comprehensive system with two components: ongoing formative assessments to support growth, and periodic summative evaluations to guide employment decisions. Formative assessments should be non-punitive and involve self-reflection, peer feedback, and professional development. Summative evaluations must be based on clear standards and allow time for teachers to improve, with due process before removal. Overall the goal is continuous professional learning to enhance teaching and student learning.
EDUCARNIVAL 2016 at IIT DELHI - Presentation by Madhav RaoEduexcellence
The document discusses teacher evaluation and its purpose of improving teaching quality. It notes that top teachers can help students gain over a year of learning while poor teachers achieve half a year. Effective evaluation focuses on continuous teacher growth, improved instruction, and setting development goals. When done well with support and feedback, evaluation positively influences teachers' satisfaction, practice, and students' outcomes. The goal is to scaffold all teachers to succeed.
The document discusses assessment for learning, which is using assessment to help students learn. It involves setting clear learning intentions and success criteria for students, strategic questioning by teachers to identify gaps and misunderstandings, and providing feedback to students on what they have done well and how to improve. The feedback should focus on the success criteria and suggest next steps for students. Peer assessment is also discussed as a way for students to provide each other with feedback.
The document provides an overview of a seminar for post-primary school principals on school self-evaluation (SSE). The seminar consists of 3 sessions that: 1) introduce the SSE guidelines and process; 2) illustrate the 6-step SSE process through a literacy example and provide guidance on target setting; and 3) focus on SSE through numeracy. Key messages are that the primary purpose of SSE is to improve learner outcomes through an internal reflective review process using evidence to inform improvement planning. The seminar outlines the SSE process and guidelines to help schools evaluate aspects of teaching and learning over a 4-year period to improve student outcomes.
The Australian Institute for Teaching and School Leadership is offering school leaders opportunities to participate in international study and travel programs in 2014 focusing on high performing school systems. One program examines leadership and innovation in schools in Hong Kong and South Korea over 12 days. The other explores school autonomy through the experience of schools in Wellington and Auckland, New Zealand over 5 days. Limited spaces are available and registration including deposit payment is required.
This document summarizes an agenda and activities for a workshop evaluating the implementation of teaching standards. The workshop was led by a team from the University of Melbourne and involved representatives from AITSL and jurisdictions. The agenda included an introduction to the evaluation, jurisdictional context, presentations on standards and evaluation, and three group activities: 1) Mapping initiatives by organization, 2) Defining implementation success, and 3) Assessing implementation success using a rubric. The purpose of the evaluation was to determine the usefulness, effectiveness and impact of implementing the standards on improving teacher quality.
Tuesday 25 June 2013 - AITSL presents an exciting opportunity for school leaders and/or leadership teams to work with internationally regarded researcher & writer Professor Louise Stoll, Institute of Education, University of London. Louise’s expertise in the field of professional learning communities will be the focus of the day’s session, Developing creative professional learning communities within and between schools.
The Australian Institute for Teaching and School Leadership (AITSL) has a role to establish a shared and agreed platform from which the quality of teaching and school leadership can continue to grow.
The Australian Professional Standards for Teachers were developed by the Australian Institute for Teaching and School Leadership to both improve teacher practice and guide career progression. The Standards map teacher development across four career stages from Graduate to Lead teacher and are organized by domains, practice illustrations, and focus areas to provide clarity on performance expectations. The Standards aim to improve teaching quality and provide a common language for ongoing professional learning and career advancement.
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Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
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it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
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5. Melbourne Declaration on Educational Goals for Young Australians,
2008
> Goal 1: Australian schooling promotes equity and excellence
> Goal 2: All young Australians become:
– successful learners
– confident and creative individuals
– active and informed citizens
7. > Quality of teaching
> Improvement in student outcomes
> Significant in-school factor
> Better appraisal and feedback
> Targeted development
8. The foundation
Studies show that more
effective teachers are The motivation
the key to producing
Australian teachers
higher performing
report that they do not
students.
always get the feedback
B Jensen, Better teacher appraisal and
feedback, Grattan Institute, 2011 they need to improve
10. After reading the Goal 1 statement, use the worksheet to
respond to the following questions…
> In what ways does your school community demonstrate
its commitment to promoting equity and excellence?
> What further steps could be taken?
12. Focuses all schools on:
> a creation of culture
> improving teaching
> improving student outcomes
> teachers receiving frequent feedback
> providing access to high quality support, and
> promoting genuine professional conversations.
13. > A culture of performance and
development
> Performance and development cycle
including essential elements
> Importance of implementation
14. > Focus on student outcomes
> A clear understanding of
effective teaching
> Leadership
> Flexibility
> Coherence
15. > Reflection and goal setting
> Feedback and review
> Professional practice
and learning
16. All teachers…
> Set performance and development goals
> Supported in working towards their goals
> Collect evidence to reflect on and evaluate
> Receive feedback, including formal review
17.
18. > Dual purpose:
- Improvement
- Accountability
> Maps progression across career
stages:
- Graduate
- Proficient
- Highly Accomplished
- Lead
19.
20. How closely do the
professional learning
cultures of schools and
practices of teachers and
school leaders currently
align with the purpose and
key features of the Charter?
Editor's Notes
PurposeFamiliarise the Australian education community with the Australian Teacher Performance and Development Framework Convey a consistent message to the education community Speak to the need for a shared national approach to effective teacher performance and developmentKey points to shareAITSL has collaborated with education stakeholders to develop the Australian Teacher Performance and Development Framework. The Framework has been developed based on research, national mapping and analysis of existing practices, advice from national and international experts, and national consultation. Through national consultation on implementation examples of existing best practices have been uncovered, and the national conversation in education has begun to build ground swell on teachers performance and development creating a national culture that values the performance and development of teachers, and generation of a genuine and effective environment for the implementation of effective teacher performance and development practices across the nation. Expected outcomesBuild a shared understanding of effective approaches to teacher performance and development to improve outcomes for all young Australians Materials required The presentation will be enhanced if participants have access to the following documentation:Australian Teacher Performance and Development Framework (the Framework) The Framework Frequently Asked Questions The Framework Fact Sheet National Professional Standards for Teachers (the Standards) National Professional Standard for Principals (the Standard) Australian Charter for the Professional Learning of Teachers and School Leaders (the Charter)
Purpose Give participants an overview of the role of AITSLKey points to share The Australian Institute for Teaching and School Leadership (AITSL) was established on 1 January 2010 to provide national leadership for the Commonwealth, state and territory governments in promoting excellence in the profession of teaching and school leadership. The Ministerial Council agreed at its meeting on 14 October 2011 thatAITSL collaborate with education stakeholders to develop a national framework for teacher development and performance. AITSL work with the education community to:Set and maintain standards for excellence in teaching and school leadershipLead and influence excellence in teaching and school leadershipSupport and recognise excellence in teaching and school leadershipAITSL do not: act as a regulator, produce educational resources for use by children, employ teachers or formulate the national curriculum
Purpose To demonstrate that there is a collective responsibility for this important work – it is ambition around this that will take the education profession forwardKey points to share Quote from the slide: In today’s global economy, countries need high-quality education systems that will teach their citizens the skills necessary to meet the challenges of tomorrow The video provides insight into approaches taken internationally, to stimulate discussion about priorities for Australia Featuring in this video are Brazil, Singapore and Ontario however a suite of full length videos can be found at the address on the slideMaterials requiredPreview the OECDStrong Performers and Successful Reformers in Education videoBackground researchGlobalisation and technological change are placing greater demands on education and skill development in Australia and the nature of jobs available to young Australians is changing faster than ever. Skilled jobs now dominate jobs growth and people with university or vocational education and training qualifications fare much better in the employment market than early school leavers. To maximise their opportunities for healthy, productive and rewarding futures, Australia’s young people must be encouraged not only to complete secondary education, but also to proceed intofurther training and education. (Melbourne Declaration on Educational Goals for Young Australians can be found at: http://www.mceecdya.edu.au/verve/_resources/National_Declaration_on_the_Educational_Goals_for_Young_Australians.pdf )
Purpose Highlight to participants that Australia is positioning itself to be a world leader in educationKey points to shareAustralia holds an enviable position globally. Not only do we have National Professional Standards for Teachers and Principals developed and endorsed by the profession, we can now also take pride in a national vision for teacher performance that is firmly grounded in development and learning. The national education reform agenda has resulted in the following policies which demonstrate a consistent approach in all jurisdictions for all teachers across the country:National Professional Standards for Teachers National Professional Standard for Principals Nationally consistent approach to the accreditation of initial teacher education programs Nationally consistent approach to teacher registration Australian Teacher Performance and Development Framework Australian Charter for the Professional Learning of Teachers and School LeadersAdditional researchOver the next decade Australia should aspire to improve outcomes for all young Australians to become second to none amongst the world’s best school systems.Together, all Australian governments commit to working with all school sectors and the broader community to achieve the educational goals for young Australians.(Melbourne Declaration on Educational Goals for Young Australians can be found at: http://www.mceecdya.edu.au/verve/_resources/National_Declaration_on_the_Educational_Goals_for_Young_Australians.pdf )
PurposeDraw participants attention to the Melbourne Declaration on Educational Goals for Young Australians which is the policy driven for the national education reforms taking placeKey points to share The Melbourne Declaration on Educational Goals for Young Australians makes clear that Australia aspires not to be among the best in the world, but to be the best. It acknowledges the challenges and opportunities of the 21st century and provides two simple, but powerful, goals to guide Australian education – see slide This speaks to the unequivocal evidence that the quality of teaching is the most significant in-school factor affecting student outcomes In the 21st century Australia’s capacity to provide a high quality of life for all will depend on the ability to compete in the global economy on knowledge and innovation. Education equipsyoung people with the knowledge, understanding, skills and values to take advantage of opportunity and to face the challenges of this era with confidence. Schools play a vital role in promoting the intellectual, physical, social, emotional, moral, spiritual and aesthetic development and wellbeing of young Australians, and in ensuring the nation’s ongoing economic prosperity and social cohesion. Schools share this responsibility with students, parents, carers, families, the community, business and other education and training providers. In recognition of this collective responsibility, this declaration, in contrast to earlier declarations on schooling, has a broader frame and sets out educational goals for young Australians.Materials required The Melbourne Declaration on Educational Goals for Young Australians can be found at: http://www.mceecdya.edu.au/verve/_resources/National_Declaration_on_the_Educational_Goals_for_Young_Australians.pdf Background researchThe teachers and leaders who work in Australia’s schools and educate young people are of fundamental importance to achieving these educational goals for young Australians. Excellent teachers have the capacity to transform the lives of students and to inspire and nurture their development as learners, individuals and citizens. They provide an additional source of encouragement, advice and support for students outside the home, shaping teaching around the ways different students learn and nurturing the unique talents of every student.(Melbourne Declaration on Educational Goals for Young Australians can be found at: http://www.mceecdya.edu.au/verve/_resources/National_Declaration_on_the_Educational_Goals_for_Young_Australians.pdf )
Purpose This question hopes to elicit references to the schools’ mission / vision / strategic plan / reflect elements of the school’s profile and capture their hopes and dreams for the futureExpected outcomes A shared vision as to how to move forward as a team and acknowledgement of and focus on the schools priorities Duration10 – 15 minutesMaterials required The‘Vision’ worksheet (the best size is A3 to allow the facilitator to collate the ideas from the groups to then display them) Please note: This question may need to be altered to fit the context for the group with which you are working – i.e. If all participants are not from the same schoolWork as a table group to brainstorm your responses
Purpose Place an emphasis on the effect of quality teaching and importance of appraisal and feedback, and that appraisal and feedback is not currently happening for all Australian teachersKey points to shareInternationally, there is unequivocal evidence that the quality of teaching is the most significant in-school factor affecting student outcomes There is also strong evidence that better appraisal and feedback leading to targeted development can improve teacher performance Positive message:teachers want effective feedbackteachers want support to develop and improve (both newly qualified and experienced teachers) Although Australian teachers, according to OECD research, are not receiving the effective feedback they require, Australia is not alone in this – most OECD countries are the same, although there are pockets of excellence across sectors (Talis, 2009)Teachers are telling us that they work in systems that do not develop their skills or address weaknesses in their schools. They are bearing the burden of systems that fail to recognise effectiveness and therefore reward ineffectiveness. Change is clearly needed if we are to revitalise our school education system. We will lose our best teachers if change does not occur and we will continue to fail to attract the best and brightest into teaching. And the greatest impact will be on students. Students gain the greatest benefit from effective teaching and they lose the most from ineffective teaching. (Grattan, 2010)Teachers who do receive appraisal and feedback view it positively: they want both to help them develop their practices. The vast majority of teachers (83%) agree that the appraisal and feedback they have received are fair (83%) and helpful in the development of their work (79%). Expected outcomesParticipants to see the need for a national FrameworkAdditional researchSpecifically, teacher performance has been shown to improve when the following conditions are present:- opportunities for teacher self-reflection and objective setting (including methods for self-assessment);- regular classroom observation and the provision of constructive feedback from both their school leader or manager, as well as their peers;- frequent feedback on classroom performance as an ongoing dialogue, not a once a year discussion;- shadowing, coaching and mentoring from peers and leaders;opportunities to contribute to and engage in teamwork, collaboration and action learning with other teachers to obtain the best possible outcomes for students.(Hay Group 2012, Growing our potential: Hay Group’s view on implementing an effective performance improvement and development framework for teachers)Teachers who do receive appraisal and feedback view it positively: they want both to help them develop their practices. The vast majority of teachers (83%) agree that the appraisal and feedback they have received are fair (83%) and helpful in the development of their work (79%).OECD, Teaching in Focus 2012/01 (May)Teachers are the most important resource in Australian schools. Differences in teacher effectiveness account for a large proportion of differences in student outcomes – far larger than differences between schools. In fact, outside of family background, teacher effectiveness is the largest factor influencing student outcomes. (B Jensen, Better teacher appraisal and feedback, Grattan Institute, 2011)
PurposeTo have participants understand that this is being asked for by Australian teachers and the education community across the nation Key points to shareConservative estimates suggest that students with a highly effective teacher learn twice as much as students with a less effective teacher. Emphasis needs to be placed not on the figures but on the needs being expressed by the teachers – more focused feedback and more targeted support. 63% of teachers believe that appraisals of their work are done purely to meet administrative requirements 61% of teachers report that teacher appraisal has little impact on the way they teach in the classroom and provides them with little or no idea of how to improve their performance (OECD Reviews of evaluation and assessment in education: Australia, 2009) Australian teachers regularly express dissatisfaction with the external delivery professional development model because whilst it heightens their awareness that change or improvement is needed it doesn’t enable them to implement and sustain improved teaching practices once they return to their school (P Cole, IARTV paper, 2004)Expected outcomesBuilding a shared excitement for effective professional dialogue across the nationMaterials required OECD link for further information - http://www.oecd.org/dataoecd/1/44/48519807.pdf Peter Cole link for further information - http://local37.teachers.ab.ca/SiteCollectionDocuments/Local37/2009-2010/Notices%20and%20registration%20forms/Rpt%20-%20Joint%20PD%20Framework%20Attachment%20X.pdfAdditional researchAll studies show that the key to higher performing students is the effectiveness of their teachers. Conservative estimates suggest that students with a highly effective teacher learn twice as much as students with a less effective teacher. Systems of teacher appraisal and feedback that are directly linked to improved classroom teaching and student performance can increase teacher effectiveness by as much as 20 to 30%. This would lift the performance of Australia’s students to the best in the world.(B Jensen, Better teacher appraisal and feedback, Grattan Institute, 2011)
PurposeGet participants to delve into and begin to understand the Melbourne Declaration Key points to share This speaks to the unequivocal evidence that the quality of teaching is the most significant in-school factor affecting student outcomes Presenter may like to enlarge on the following extracts from the Melbourne Declaration pages 4 – 5. “In the 21st century Australia’s capacity to provide a high quality of life for all will depend on the ability to compete in the global economy on knowledge and innovation. Education equips young people with the knowledge, understandings, skills and values to take advantage of opportunity and to face the challenges of this era with confidence.” As a nation Australia values the central role of education in building a democratic, equitable and just society that is prosperous, cohesive and culturally diverse, and that values Australia’s Indigenous cultures as a key part of the nation’s history, present and future.” “The Melbourne Declaration acknowledges major changes in the world that are placing new demands on Australian education.Global integration and international mobility have increased rapidly in the past decade.India, China and other Asian nations are growing and their influence on the world is increasing.Globalisation and technological change are placing greater demands on education and skill development in Australia.Complex environmental, social and economic pressures such as climate change that extend beyond national borders pose unprecedented challenges, requiring countries to work together in new ways.Rapid and continuing advances in information and communication technologies (ICT) are changing the ways people share, use, develop and process information and technology.Materials required The Melbourne Declaration on Educational Goals for Young Australians (the Melbourne Declaration) can be found at: http://www.mceecdya.edu.au/verve/_resources/National_Declaration_on_the_Educational_Goals_for_Young_Australians.pdf
PurposeGet participants to focus on what quality teachers aim to achieve Key points to share “In striving for both equity and excellence, there are several areas in which Australian school education needs to make significant improvement. First, Australia has failed to improve educational outcomes for many Indigenous Australians and addressing this issue must be a key priority over the next decade. Second, by comparison with the world’s highest performing school systems, Australian students from low socioeconomic backgrounds are under-represented among high achievers and over represented among low achievers. Third, there is room for improvement in Australia’s rate of Year 12 completion or equivalent.” After reading the Goal 1 statement use the worksheet to respond to the questionsExpected outcomes Working towards building a shared vision of where the school is at currently and what they may choose to focus on in the futureDuration 20 minutes Materials required ACTIVITY sheet: Australian schooling promotes equity and excellence worksheet from the Facilitators pack (the best size is A3 to allow the facilitator to collate and display ideas from the groups)
PurposeKey points to shareAITSL has collaborated with education stakeholders to develop the Australian Teacher Performance and Development Framework. The Framework has been developed based on research, national mapping and analysis of existing practices, advice from national and international experts, and national consultation. Through national consultation on implementation examples of existing best practices have been uncovered, and the national conversation in education has begun to build ground swell on teachers performance and development creating a national culture that values the performance and development of teachers, and generation of a genuine and effective environment for the implementation of effective teacher performance and development practices across the nation. The Framework highlights what is required to build a comprehensive and effective approach to high performance and development. It outlines the characteristics of a successful system and the culture that needs to be in place for sustained improvements to occur in schools – this focuses on each of the components. It describes the characteristics of an effective performance and development cycle, including the elements of the cycle that are essential for success and should be implemented in all Australian schools. The Framework will provide a structure for appraising, developing and improving teaching practice as well as recognising the entitlement of teachers to meaningful feedback and support.Expected outcomesDurationMaterials required
Purpose Introduction of the Framework Key points to shareCalls for the creation of a culture in all schools:with a clear focus on improving teachingas the means of improving student outcomesand requires that teachers;know what is expected of themreceive frequent feedback and have access to high quality support Aims to promote genuine professional conversationsThe Framework highlights what is required to build a comprehensive and effective approach to high performance and development. It outlines the characteristics of a successful system and the culture that needs to be in place for sustained improvements to occur in schools. It describes the characteristics of an effective performance and development cycle, including the elements of the cycle that are essential for success and should be implemented in all Australian schools. The Framework will provide a structure for appraising, developing and improving teaching practice as well as recognising the entitlement of teachers to meaningful feedback and support.Materials required Read page 2 of the FrameworkAdditional researchUltimately, culture and leadership are going to be reinforced by successful outcomes. Where a robust framework is supported by enabling factors and strong local leadership in a conducive culture, it is likely that performance and development discussion will lead to growth, development and improvement in teachers and in turn to improving student learning. (Hay Group 2012, Growing our potential: Hay Group’s view on implementing an effective performance improvement and development framework for teachers)For teachers who report receiving appraisal and feedback, many report changes in their teaching practices, especially on their emphasis on improving student test scores, student discipline, and classroom management(OECD, Teaching in Focus 2012/01 (May))
Purpose Highlight the four areas of the Framework document Key points to shareThe Framework highlights what is required to build a comprehensive and effective approach to high performance and development. It outlines the characteristics of a successful system and the culture that needs to be in place for sustained improvements to occur in schools. It describes the characteristics of an effective performance and development cycle, including the elements of the cycle that are essential for success and should be implemented in all Australian schools. The Framework will provide a structure for appraising, developing and improving teaching practice as well as recognising the entitlement of teachers to meaningful feedback and support.
Purpose Have participants focus on the need for all these factors to be in place for supportive culture to flourish in schoolsKey points to share The Framework highlights what is required to build a comprehensive and effective approach to high performance and development. It outlines the characteristics of a successful system and the culture that needs to be in place for sustained improvements to occur in schools. Detail on the culture components:A focus on student outcomes -Improving teaching is not an end in itself. It is directed at improving outcomes for students. Itis important that this focus infuses any approach to teacher performance and development. This is not an argument for simplistic approaches that tie evaluation of teaching directly to single outcome measures. It is, however, a call for everything thatteachers do, and that is done to support them, to be linked to increasing the positive impact of teaching on students. This Framework defines student outcomes broadly to include student learning, engagement in learning and wellbeing, and acknowledges that these can be measured in a variety of ways.A clear understanding of effective teaching – to focus on improving teaching, it is necessary to have a clear vision of what effective teaching looks like. TheNational Professional Standards for Teachers outline what teachers should know and be able to do at four career stages. These Standards present a comprehensive picture of the elements of effective teaching covering the three domains of professional knowledge, professional practice and professional engagement. The Standards provide a broad picture of the work of teachers. Schools, and individual teachers within them, are unlikely to be focusing on all areas of the Standards at once. Rather, the Standards should be seen as providing the basis and a common language for coming to a shared understanding of what effective teaching looks like in the context of a particular school at a particular time. This understanding of effective teaching will be shaped by the school’s context and priorities. Leadership - research is clear not only on the importance of school leadership in improving school performance, but also on the critical role of leaders in creating a culture of performance and development. The National Professional Standard for Principalsmakes clear the role of the principal in leading teaching and learning, developing him or herself and others, and leading improvement in a school. All these elements are central to a performance and development culture. While it is acknowledged that principals have a central role, a performance and development culture cannot be driven by one person alone. Leadership must come from all levels, from those with and without formal leadership positions. A truly effective approach is characterised by a shared commitment to improvement and an acceptance that teachers have a powerful role to play in each others’ development, as well as their own. Flexibility - all schools are different, and need to respond to their unique contexts and histories. Schools vary widely in their existing approaches to teacher performance and development. It is clear that effective implementation takes into account starting points, and that the sequencing of change will be different in different situations. This draft Framework describes the elements of an effective approach to teacher performance and development, but acknowledges that these elements will look different in each school. Coherence – it is important that performance and development processes in a school fit with other arrangements in which schools, teachers and school leaders are involved. Performance and development processes and teacher goals should reflect the overall approach to teaching and learning within a school, and should be consistent with the school plans. It is important that teachers and school leaders experience performance and development as something that ties together the various activities they are engaged in, rather than a separate and additional process. Alignment to school plans and school-wide approaches to professional learning are particularly important.Performance and development culture – research is unambiguous in showing that a successful approach to effective performance and development relies on creating a strong and supportive culture in a school. Formal performance and development procedures are important but excessive attention to process is a common feature of less successful approaches. It is therefore important to focus on the factors that need to be in place for a performance and development culture to flourish.Additional researchTo introduce and sustain an effective school-based P&D system, a culture must exist among school leaders and teachers that is open to feedback and serious about performance and development—that is, a culture that sees performance management as much more than ticking boxes and development as much more than gaining credentials. The need for such a culture to exist makes it very difficult simply to impose a P&D system from the centre, however close such a system might be to 'best practice'.(The Boston Consulting Group, Delivering Real Change in the Approach to Performance and Development in Schools)Our research suggests that human resources–such as openness to improvement, trust and respect, teachers having knowledge and skills, supportive leadership and socialization–are more critical to the development of professional community than structural conditions. (Kruse, S, Louis, K & A Bryk 1994, Building professional community in schools, Issues in restructuring schools)
Purpose Introduce the components of an effective performance & development cycleKey points to share The cycle describes the characteristics of an effective performance and development cycle, including the elements of the cycle that are essential for success and should be implemented in all Australian schools. The Framework will provide a structure for appraising, developing and improving teaching practice as well as recognising the entitlement of teachers to meaningful feedback and support. Performance and development occurs in a cycle which provides a focus for appraising, developing and refining teaching and recognising the entitlements of teachers to receive feedback and support Elements of the cycle are interwoven, will not necessarily occur in order and may take more or less time depending on circumstances However, the cycle provides a useful way of thinking about the process, and assists in identifying its important elementsMaterials required For further information read pages5 - 7 of the FrameworkBackground research3.1 TALIS – teachers aren’t getting effective appraisalDespite the importance of teacher appraisal and feedback, the majority of teachers are not getting it. An OECD survey of lower secondary teachers showed that, in Australia, current systems of teacher evaluation are largely seen as bureaucratic exercises, not linked to teacher development or improved classroom teaching: • 63% of Australian teachers report that appraisal of their work is largely done simply to fulfil administrative requirements; and• 61% report that appraisal of their work has little impact on the way they teach in the classroom. The current systems of teacher appraisal and feedback do not identify nor recognise effective or innovative teaching in schools:• 91% of teachers report that in their school, the most effective teachers do not receive the greatest recognition;• 92% report that if they improved the quality of their teaching they would not receive any recognition in their school; and• 91% report that if they were more innovative in their teaching they would not receive any recognition in their school. TALIS is the OECD’s Teaching and Learning International Survey. See OECD(2009); Jensen (2010).
Purpose Provide participants with an overview of the essential elements for effective teacher performance and development Key points to shareThe essential elements are derived from research and existing effective practice:Reflection and goal settingAll teachers have a set of documented and regularly reviewed goals related to both performance and development, and ways of measuring progress towards them, that are agreed with the principal or delegate. Professional practice and learningAll teachers are supported in working towards their goals, including through access to high quality professional learning.Evidence used to reflect on and evaluate teacher performance, including through the full review described below, should come from multiple sources and include as a minimum: data showing impact on student outcomes; information based on direct observation of teaching; and evidence of collaboration with colleagues. Feedback and reviewAll teachers receive regular formal and informal feedback on their performance. This includes a formal review against their performance and development goals at least annually, with verbal and written feedback being provided to the teacher.Materials required Familiarity with the essential elementsin the Framework – pages 5 – 7
PurposeDemonstrate the connection between processes that teachers undertake as part of their professional growth Key points to share The diagram shows that the Australian Teacher Performance and Development Framework is supported by the National Professional Standards for Teachers, the National Professional Standard for Principals and the Australian Charter for the Professional Learning of Teachers and School Leaders This means that the Framework is consistent with registration and renewal of registration, certification as a Highly Accomplished or Lead teacher, and can be used to support those aiming for career progressionFurther detail The Ministerial Council agreed at its meeting on 14 October 2011 that AITSL collaborate with education stakeholders to develop a national framework for teacher development and performance. The Teacher Standards:AITSL consulted broadly in the development/finalisation of the Standards [Implementation Focus Group; Focus Group of the Profession; Specialist advisors on ATSI, rural/remote, low SES; and Teacher Standards Quality Assurance Committee] Endorsed by MCEECDYA in December 2010 Launched by AITSL in February 2011Aims of the Teacher Standards:Inform the development of professional learning goals Provide a framework by which teachers can judge the success of their learning Assist in self-reflection and self-assessmentThe Principal Standards:Endorsed by MCEECDYA in July 2011Aim of the Principal Standards: A public statement which sets out what principals are expected to know, understand and do to achieve in their work Provides a framework for professional learning A basis to inform strategies for attracting, preparing and developing principals for leading 21st Century Schools Guide to self-reflection, self-assessment and development Guide to inform the management of self and othersMaterials required Become familiar with the diagram – read page 8 of theFramework
PurposeProvide participants with some information about the Australian Charter for the Professional Learning of Teachers and School LeadersKey points to share Affirms the central importance of professional learning to teacher quality and student learning Recognises the importance of culture and context Articulates the expectation that professionals actively engage in professional learning throughout their careers Describes three key characteristics of professional learning:relevantcollaborativefuture focused The Charter calls on teachers, school leaders and system leaders to take actionFurther detail on the Charter The Charter describes 3 key characteristics of effective professional learning:effective professional learning is relevant because improving student outcomes is the ultimate goal of all teachers and school leaders, and of the professional learning they undertake. Professional learning will be most engaging for adult learners and have the greatest impacts on practice when it assists teachers and school leaders to address and adapt to the challenges they face in improving student learning, engagement and wellbeing learning is a collaborative process. Collaboration has a powerful effect in magnifying and spreading the benefits of professional learning and adds a new and valuable dimension to the learning undertaken by individuals. It connects teacher and leaders to their colleagues within and across schools and to external experts. Effective collaboration demands a disciplined and purposeful approach to collaborating to solve the challenges that are most important to improving student outcomesa future focused approach to professional learning seeks to develop teachers and school leaders who are adaptable and able to deal with new and unexpected challenges. It exposes teachers to new and emerging practices and the theories that underpin them. It should focus not simply on improving existing practice, but also on assisting teachers and school leaders to understand the theory behind what practices work in different situations, and when and how to apply a broad repertoire of strategies. There is clear evidence that purposeful professional learning for teachers and school leaders is one of the most effective strategies for improving student outcomes in our schools. The professional learning undertaken will vary to suit the context and priorities of teachers, leaders, schools, systems and sectors but the imperative to engage actively in high quality professional learning remains the same. The Charter defines effective professional learning as a shared responsibility that must be taken up at all levels of the education system – by teachers, school leaders, system leaders and policy makers. Changing culture and professional practices is not easy and will require sustained effort.Additional research Australian teachers regularly express dissatisfaction with the external delivery professional development model because whilst it heightens their awareness that change or improvement is needed it doesn’t enable them to implement and sustain improved teaching practices once they return to their school (P Cole, IARTV paper, 2004)Student outcomesFocusing on student learning needs helped teachers to identify what they needed to learn to improve outcomes for students and gave them a compelling reason to engage in research. The most powerful element of the process was checking whether any changes in practice were having the desired impact on valued student outcomes. (Bell, Cordingley, Isham and Davis, 2010)Seven themes for professional learning that has an impact on student outcomes: (Timperley, Wilson, Barrar and Fung, 2007) Learning opportunities for teachers occurred over an extended period of time Involvement of external experts was more related to success than within school initiatives Important to deepen teachers knowledge and extend their skills in ways that improved student outcomes Challenge teachers’ prevailing discourse and conceptions about learning Teachers talking to teachers about teaching When school leadership supported opportunities to learn Funding, release time, and whether involvement was voluntary or compulsory was unrelated to influences on student outcomes“nearly 60 percent of a school’s impact on student achievement is attributable to principal and teacher effectiveness. These are the most important in-school factors driving school success, with principals accounting for 25 percent and teachers 33 percent of a school’s total impact on achievement.” This statement may even understate the potential impact of effective school leadership, because leadership is itself one of the main drivers of the quality of teaching. (Barber, Whelan and Clark, 2010)RelevantTeacher development needs to be linked with wider goals of school and system development, and with appraisal and feedback practices and school evaluation. (OECD, 2011)CollaborativeCollaborative practice is all about teachers and school leaders working together to develop effective instructional practices, studying what works well in classroom, and doing so both with rigorous attention to detail and with a commitment to improving not only one’s own practice but that of others. (Cordingley, Bell, Thomason and Firth, 2005)Future focusedThe majority of the interventions which practitioners implemented as part of their research activity in education were applied interventions. That is they went beyond knowledge acquisition into the development of the pedagogical understanding and skills needed to change practice. They involved the application of new or different approaches to teaching and learning, including (in a small number of academic studies) the application of research to the development of subject knowledge or curriculum development. (Bell, Cordingley, Isham and Davis, 2010)
PurposeGet participants to focus on what quality teachers aim to achieve Key points to share “In striving for both equity and excellence, there are several areas in which Australian school education needs to make significant improvement. First, Australia has failed to improve educational outcomes for many Indigenous Australians and addressing this issue must be a key priority over the next decade. Second, by comparison with the world’s highest performing school systems, Australian students from low socioeconomic backgrounds are under-represented among high achievers and over represented among low achievers. Third, there is room for improvement in Australia’s rate of Year 12 completion or equivalent.” After reading the Goal 1 statement use the worksheet to respond to the questionsExpected outcomes Working towards building a shared vision of where the school is at currently and what they may choose to focus on in the futureDuration 20 minutes Materials required ACTIVITY sheet: Australian schooling promotes equity and excellence worksheet from the Facilitators pack (the best size is A3 to allow the facilitator to collate and display ideas from the groups)
Purpose Closing key point to refocus participants on why we as a nation are focusing on improving the teaching professionKey messageAs students are the future of our nation, it is the responsibility of all Australians to ensure that all young people receive the best education they can access, and that means having the best teachers in all classrooms in our schools. To support our education system to rise and become the best in the world, we must support our teachers to continually grow and develop as professionals in the 21st century.