Pedagogue Blog

6 Ways to Create a Culture of Learning

When schools make a positive change in the academic performance of their students, they are often led by highly involved and active school leaders. This doesn’t mean that administrators are in the classrooms putting their skills to use. Surprisingly, research shows that the best way for school leaders to be effective at improving academic performance in students is to create a culture of learning throughout the school environment. Creating a culture of learning is possible for every school. Here are six ways that administrators can foster an educationally enriching environment.

  1. Start with a Mission

The mission of the school as crafted by the administration is the most influential contribution – more than hands on classroom participation or higher level advocacy. That doesn’t just mean creating a mission statement, rather it means an active implementation of that mission statement that shapes the school environment to create a place that fosters learning from every level. A school’s mission is the key tool for administrators in the pursuit of academic excellence. Once a strong mission has been created, then it should be discussed and broken down with every stakeholder in the school community, allowing everyone to realize its importance and to see how it guides the culture of the school environment.

  1. Communicate Effectively

People can’t do what you’re asking of them if they’re not clear on your expectations. In schools that have a culture of learning, administrators clearly express the ways that they want their policies and educational methodologies to be implemented. Of course are still questions, but these are largely clarifications that are based upon the prior information that’s been given to staff. Administration shouldn’t wait until information is requested, but rather should preemptively offer what they find to be most important. In addition, it’s important that when questions and clarifications do come up, that the administration is open to improvement rather than rigid.

  1. Implement Strong Policy

The impact of administration on the outcomes of student learning is a significant one. Administrators shape the school’s vision – the big picture of the educational environment, through the policies that are implemented throughout the school. That means creating policy that fosters rather than inhibits learning in students, and which views everything through the lens of education. Discipline is of value only when it’s part of the educational process. Schedules are structured to promote academic performance. Non-academic activities are recognized for their enriching role in the academic process, and fostered appropriately. When principals are consistent in their articulation AND execution of the school’s objectives, then support their staff in the carrying out of those solidly founded policies, we see students grow academically in meaningful ways.

  1. Be an Active Presence

Administrators who sit in their offices are not able to effectively lead their staff and students. In order to create a culture of learning, administration has to be a visible presence in the hallways and in the classroom, interacting with students and staff in a way that reinforces the mission statement and implemented policies. That means not just walking the halls or performing disciplinary actions, but rather looking to further reinforce educational ideas in meaningful ways.

  1. Provide Resources

In these times of tight budgets, when we think of resources, we tend to immediately think of school supplies. But resources are so much more than that. Administrators themselves are resources, and when they’re highly visible it’s offering something important to students and teachers. Incentives that aren’t tied to the budget can be an important driver for teachers and students, think about school wide competitions or perks that can be provided. Perhaps the biggest resource that administrators can offer is time: instructional time, planning time, down time. There are never enough hours in the school day, but how those hours are structured can make a huge difference in the amount of time that teachers have at their disposal.

  1. Guide Instruction

When school goals are coordinated with curriculum, then it is possible to raise student performance through more codified and effective instruction across the school environment. What’s perhaps most surprising here is that it is NOT hands on implementation of the school’s vision that affords the most value to students. It’s not about administration directly implementing instructional programs, or even directly creating them. Rather it is when administrators create a vision for learning that they then trust their skilled teachers to implement. The framing of educational and academic goals that is the most effective offering of administrators in the pursuit of higher levels of performance in students. Administrators can effectively create positive academic outcomes for students by promoting the mission of the school with academic standards, timetables and academic curricula.

Administrators indirectly influence student learning, though powerfully so. These practices foster academic growth in students across socioeconomic and cultural boundaries. Again, notice that none of these involve hands on classroom interventions on the part of administrators, but all foster a structured environment that’s focused on student learning – a school culture of learning.

7 Things that Schools Can Learn from Entrepreneurs

When school administrators are looking for places to find inspiration, one rich source of knowledge is the world of entrepreneurship. There is so much that can be gleaned from the successful pursuits of entrepreneurs that educators would do well to have a look at the techniques used as they seek innovation and success.

Here are seven things that schools can learn from entrepreneurs.

Drive has been the main focus of many research studies, and has been described as “the will to conquer” and “the joy of creating and of getting things done.” While these phrases accurately describe an entrepreneur’s zeal to succeed, they can also accurately apply to the educational arena, where that same spark of fire to get things done is often at the heart of the mission. Educators are compelled by a deep seeded need to change the world, and school leaders must both feel this same drive themselves and also harness it in their followers.

The need for entrepreneurs to show leadership stems from the fact that they are founders of their ventures and, as such, there are no established standard operating procedures or even organizational structures that they can fall back on while starting from scratch. This is the main difference between entrepreneurs and corporate managers, since the latter often have more well-defined goals, objectives, structures, and work procedures to guide them. Too often, educators fall into the trap of becoming corporate managers and are wary of stepping out into innovation. But innovation is how change happens! If the school environment isn’t working towards the goals of educating its students, then it’s time to make substantive, fresh and exciting changes. Unlike entrepreneurs, educators have to jolt themselves into innovation.

Another attribute of entrepreneurs is the ability to lead their business and to be able to allocate resources. So too must leaders in education be able to lead their schools and to allocate resources. The difficulty here is that, while entrepreneurs and schools both face the same tight budgets, schools live with the knowledge that there will be always be a baseline of funds available. Again we come to the innovation that entrepreneurs bring to the table, but this time in the light of resource allocation. Educators must be creative with the limited resources at hand, and must be willing to work diligently to figure out how to squeeze each dollar out in the most effective way. They would do well to learn from entrepreneurs who face the loss of a business for failed resource allocation rather than simply waiting another year for new funds from the state.

Entrepreneurs are required to observe and interpret labor market changes to position their enterprises as players in the market. Schools don’t always realize it, but they’re facing those same labor market changes and would do well to make the application and recruitment process as attractive as possible through outreach and communication, just as entrepreneurs must do. For both educators and businesspeople, getting the right people is THE key to success.

Research has shown that the information and communication strategies within a business are strong determinants of service quality and the organizational culture. Entrepreneurial leaders therefore have to carefully conceptualize and implement practical channels and instruments of communication if they are to achieve meaningful results. This same thing is true for educators. Accurate and effective communication are essential factors in employee retention and happiness, and can help schools to keep those good staff members around.

It has been proven again and again that satisfied employees in business enterprises increase customer satisfaction. In education, satisfied teachers and staff increase educational outcomes for students. This is why leadership tasks should include workplace design and implementation of some sort of reward and incentive scheme that is geared toward improving teacher’s service. Administrators have their hands tied in the case of monetary compensation, but there are other opportunities for educators to create effective incentives for staff through innovation and partnership. Empowerment for educators comes from their sense that they are heard and valued members of their school community.

A school setting with a traditional top-down, heavy-handed approach to management does not generally have the structures in place to listen to new ideas. An entrepreneur is on the other hand open to all new ideas, regardless of how out of the box they might seem. The biggest threat facing any company is the failure to open the doors to the creativity that’s right there in house. The same is true for a school environment. Instituting a policy of being open to any and all ideas, no matter how far afield they might be, is perhaps the greatest lesson that schools can learn from the entrepreneurial world.

The entrepreneurial spirit and the educational spirit are two sides of the same coin, with each having the same necessity of innovation, creativity and open mindedness in order to create success.

The Eight Principles of Ethical Leadership in Education

While there has always been a requirement for ethics in leadership, the last hundred years have seen a shift in the paradigm of leadership ethics. Leadership for the 21st century is grounded in moral and ethical virtues, but the challenge is to define what exactly moral and ethical virtues are and how they should be measured and implemented. What qualifies as ethical in the educational context? What character traits are associated with ethical leadership? What is the application of leadership ethics within the U.S. school setting?

George Marshall’s Eight Principles of Ethical Leadership offer a strong scaffold for administrators who seek guidance on how to implement ethical practices in their schools. These principles add to the significant conversation about ethical leadership happening within the educational community, and in fact across the public domain. Ethics are a key domain in public administration, in particular, the school setting thanks to the vast number of schools in the United States, their community integration, and their importance for society as a whole.

Read on to learn about how the Eight Principles of Ethical Leadership can be effectively applied to the school environment.

  1. Personal Courage – While it seems that the challenges that schools are facing increase by the day, it’s still the case that in order to create a positive educational environment, administrators must be willing to stand up against policies that they feel are not helpful for their students, rising against both local, state and national interests as needed. Dissenting opinions are must essentially be expressed, even in the face of the administrators own superiors.
  2. Public Interest Ahead of Self – What is best for students and staff must be placed ahead of the needs of the individual leader. In this case the public interest is understood to be the interest of the school community, and the stakeholders therein. Their opinions and needs should always precede the self interests of the school leader.
  3. Self Control, Self Discipline and Integrity – All types of leadership essentially include these three traits in order to be considered ethical . Followers in the wider community look to leaders in all capacities, and as such, it’s necessary for leaders to be a positive role model and force in the lives of the stakeholders. Relationships between leaders and followers should not rely too heavily on trust, but rather should be built on mutual respect and ethical actions.
  4. Task and Employee Centeredness – School leaders must create a foundation of success that draws from the strengths of the teachers and staff who interact with students. Successful school leaders focus on both the needs of students and the needs of staff when they make decisions. The key is balancing energy between the current task while also creating unity by building on the varied needs of students and teachers.
  5. Recognizing Talent – Ethical leaders recognize the talent of their followers. This means that administrators identify both staff and students who display the qualities of excellence and then go on to recognize and promote those individuals in ways that create goodwill among all of the members of the school community. The other side of recognizing talent is maximizing it – so placing people where they’re talents are most useful to everyone. This affords opportunities to both individuals and to the organization as a whole.
  6. Requiring High Ethics From Everyone – Administrators need not only concern themselves with their own ethical standards but also with the ethical standards of others in their organization. That includes not only teachers and staff, but extends to students and parents. These standards must be communicated clearly and enforced without exception in order to be effective.
  7. Sensitivity and Understanding – This applies to the political, social and economic environment of the stakeholders in the school settings. Sensitivity and understanding are necessary in order to practice equity among members of the school community. One of the most challenging areas of the ethical picture, this practice must be implemented through educational as well as institutional policies.
  8. Inclusiveness – A sense of belonging is key to gaining trust within an organization, and trust a driving factor in success in any context but most especially within the educational context. Inclusiveness requires that all stakeholders be brought into process of making and implementing decisions. Consideration of, and respect for, members of the organization has been shown to motivate followers and lift morale, thereby increasing school performance and effectiveness.

When school leaders follow these eight points of ethical consideration, they are far more likely to gain a higher degree of success in their school environment. Schools are uniquely charged with not only affecting the people who walk through their doors every day, but the transitory nature of the population means that administrators and staff have that much more of a responsibility to execute their jobs ethically. Solid ethical practices are inspiring to followers, earning respect for instructional authority and leading by example.

Insights from a strategic district realignment: Doing right by all students

By Javier Baca and Pam Betten

In Sunnyside Unified School District (SUSD), located near Tucson, AZ, we serve nearly 18,000 students.  In the fall of 2013, our administration was faced with some tough decisions, because  additional funding didn’t pass in an override election. Our student population is comprised of 91% Hispanic Students, an 86% free and reduced lunch population, and a highly mobile population. We had to ask ourselves the question, how do we maintain the high quality programs offered in each of our schools with less money?

It was determined that the district would have to make several potentially difficult changes including the temporary closing of one of our middle schools, and the permanent closure of another which would inevitably lead to the realignment of various school boundaries within SUSD.  While all programs in each of our schools are standardized, meaning students have the same core programs across all campuses, the questions of how we serve our student population best, with the fewest changes possible still remained.

The proposed changes represented a major enrollment shift that would affect nine elementary and four middle school buildings, impacting over 50% of our student body.  We knew our approach to each of these changes needed to be thoughtful, strategic, and more importantly, we needed to ensure transparency in the process so all stakeholders, students and parents included, were informed and had a voice in the decisions being made.

Creating a Communications Plan

We began the process by conducting extensive research to ensure that we had the right information to build a strategic and comprehensive communication plan, making certain stakeholders were accurately informed of any and all proposed changes.  With so many proposed changes affecting so many of our students, we needed everyone to know what we were doing, why the changes were happening, what the benefits were and who would be impacted.  We recognized these changes could be disruptive to student’s families as well as our staff, inasmuch, focus was put on the needs of students, families and staff first and foremost, while still meeting financial obligations.

We believe that there is no such thing as over communicating!  We held multiple meetings on various, critical topics crucial to the success of the proposed changes: Governing Board meetings, Town Halls that were open to the public, face to face meetings with students and their families as well as with staff at each building affected.  It was important to us that we had meetings at the buildings, especially those receiving the new students in order to answer questions, meet with principals and set a welcoming tone.  This type of change needed to be strategic, student centered and community-focused, not just operationally driven.

Increased class size was the overwhelming concern for all families within the district.  It was important to us that this was addressed immediately; communicating to families that class size would remain the same in the face of any proposed change.

Deploying the Right Technology Tools 

The hard decisions that we had to make were inevitable; however we did have a choice about how we approached these changes.  By enlisting the help of various tech tools, we were able to navigate the process more efficiently, accurately and with more clarity.

Our administrative team had made the decision to implement GuideK12, a geovisual analytic software solution, with the knowledge that it would be instrumental in scenario planning for each individual change being proposed.  The platform gave us the ability to visualize student data mapped against existing and changing school boundaries; allowing for better understanding of potential impact, real-time scenario analysis, and scenario comparisons. During our meetings with families, at board meetings and more, we were able to take these scenario-maps and visually show the impact of proposed changes, highlighting details that could very well be lost in spreadsheets.

Understanding Needs of All Stakeholders

SUSD used the platform to determine projected enrollment and school boundary changes, allowing us to assess staffing levels and specialties currently in each school as they determined the impact due to building closures.  The ability to understand individual student needs geographically was vital throughout the creation of a comprehensive plan.

We were very careful to determine the needs of special populations programs, their proximity to new buildings and the capacity of new buildings to receive the programs. This information was instrumental to determine the best location for each location based on district and individual school resources.

When making large changes that affect so many of your students, you need to be comfortable with the process being a little messy, in order to minimize the disruption for students, families and staff in our community. Looking solely at the numbers may be easier, but does not automatically result in what is best for students.   By moving thoughtfully, strategically, having a strong understanding of your community’s needs, as well as utilizing a strong communication plan you too will see a much smoother transition with minimal disruption!

From start to finish, we were able to gain approval and make all necessary changes in just five months.

Insights from Experience

Advice to other districts:

  1. Create a cross-functional team of people (PR, Operations, Curriculum and Instruction, IT, Transportation, etc.).
  2. Include people on the team who understand the culture of the community you serve.
  3. Create a communication plan to clearly communicate and address the concerns of each group of stakeholders and address them early and throughout the process!
  4. Clearly define the what, why, and who of your strategic plan and determine the benefits and risks.
  5. Be sure you have solid data and excellent systems to analyze data and make decisions.
  6. Think through all affected areas: Food Service, Transportation, HR, Academic Performance, Special Ed., etc.
  7. Communicate frequently and clearly about “why” the changes are needed to parents, students, school board, faculty, community, and all affected stakeholders.
  8. Enable the organization to work as a team, break down any silos.
  9. Most importantly, Keep students, staff and learning front and center!

 

Read all of our posts about EdTech and Innovation by clicking here. 

_____

About the authors:

Javier Baca is the Executive Director of Information Technologies at Sunnyside USD, he oversees more than 10,000 devices and a 35-member team. He can be reached via email at [email protected]

Pam Betten is the Director of Middle Schools and One-to-One at Sunnyside USD, she can be reached via email at [email protected]

The district’s twitter handle is @sunnysideusd

3 Critical Questions We Must Ask about the K-12 Online Learning Trend

Online learning is more than a fad. The facts are staggering: According to the International Association for K-12 Online Learning, there are nearly 1.9 million K-12 enrollments in online courses every school year, up from under 50,000 in 2000. The current number does not even include students enrolled in primarily online schools. Thirty-one states have full-time online schools that serve on a statewide basis.

But is this trend, quickly becoming a permanent feature of our education, a positive one? Here are three questions to ask to determine whether online learning is changing the quality of education for the better or for the worse.

  1. Do online courses really adequately prepare you for college? The top reason that districts give for offering online options is for credit recovery, with 81 percent of urban schools citing this reason. Are online courses really equal to ones in the classroom though? It really depends who you ask. Recent news reports out of California show that high school graduation rates are at an all-time high of 78 percent, with even higher numbers in areas like San Francisco and San Jose. While some educators use these numbers to point to student success, critics say the rise in graduation numbers does not necessarily mean that students are college ready. The rise of online courses as a means to “make up” failed or incomplete classes are part of the reason more kids graduate – but do they know what they should?
  2. How rigorous are online courses? This is likely a cloudy area for those of us who grew up before the Internet forever changed the face of distance education. On a basic level, if a student reads the material, and is able to give correct answers on a test, that means he or she has “learned” the content. When an educator takes into account other influential factors like learning style, intelligence and work ethic, that basic definition becomes murky. The general consensus in the education community seems to be that even though online courses have merit, they are less rigorous than classroom settings.
  3. Is making online learning mandatory in high school a good thing? Then there is the issue of online learning as an overarching ideology. Embracing the inevitability that online learning is a very real part of the average college education, the state of Florida began requiring in 2011 that high school students in the 24-credit graduation option to take at least one online course. The public, Internet-based Florida Virtual School leads the way in this innovation and is considered a national leader in the e-Learning model. So in this example, Florida is not simply offering online courses as a backup; the state mandates that students on a college prep path get early exposure to the type of learning they are likely to see in college.

Simply put, there are two very different ways to look at online courses in K-12 education. On one hand, there is educational merit, though that education is debatable as to the actual extent of its effectiveness. On the other hand, there is the practicality aspect of exposing students to online learning long before the college years. The second point paints online learning as a life skill of sorts – something for kids to understand before entering the real world as adults, much like balancing a bank account or learning how to create a resume.

Regardless of the limitations of online learning, those who oppose K-12 online courses are just wasting their breath. The momentum of online learning is gaining speed. Educators can best spend their time looking for ways to enhance the content of what is offered in virtual courses and making the most of what classroom time is available.

Read all of our posts about EdTech and Innovation by clicking here. 

8 Ways to Rescue Public School Libraries from Becoming Obsolete

Public school libraries have always served an admirable purpose in education. In an indirect way, K-12 libraries have given students support in learning endeavors and been a go-to spot for information. With that being said, as the first Internet-generation rises through the public school ranks, libraries need big changes to remain relevant. It is not enough to simply “be there;” school libraries need to reach out to students and pull them in with helpful resources that combine traditional and contemporary theories in literacy.

Many school libraries are already making strides to capture and maintain the interest of students, while others seem to always be trailing just a few steps behind. Programs like the YOUmedia initiative housed at Chicago’s Harold Washington Library incorporate student-led publishing, music as a form of literacy and encouragement in academic pursuits to keep K-12 kids interested in what the library can do for them. Though YOUmedia does not take place in a public school, the open access to urban students and push towards literacy through technology are applicable to school settings.

Public school libraries need to grab the ever-divided attention of these youth. Here is what they need to achieve just that:

  1. Unbiased, and unlimited, access to information. This is at the core of every K-12 library’s purpose. All students have a level playing field when it comes to obtaining information and learning.
  2. Catalyst for social change. In their own quiet ways, school libraries have provided progressive thought through the materials they have provided over the years. Long before Internet search engines reigned supreme, students were able to research what they wanted in private, without fear of retaliation. Providing access to a wide variety of information has made school libraries an important piece in forward thinking.
  3. Safe oasis. School libraries have always afforded students a quiet, safe place for extracurricular meetings and studies. They have also given teachers a place to escape or quietly prepare for classes without unnecessary distractions. Students and teachers do not have to answer for themselves in a library setting, but can take some quiet time to get ready for what comes next.
  4. Community space. Most school libraries have several areas that can serve numerous purposes. Extracurricular clubs, planning committees or just friends who want to study together can meet in school libraries and have the space needed to accomplish tasks.
  5. Digital access. Instead of blocking websites or banning mobile devices from within library walls, schools should be finding ways to take part in the digital side of students’ lives. This goes beyond e-book offerings and extends to things like mobile apps and permission-based email reminders of upcoming school library events.
  6. Remote access. Students should have the ability to tap into school library resources off campus. The most basic necessity is an online card catalogue that is browser-based so students can look for what they need any time of day and from any location. Remote access may also mean digitizing archival photos and documents so students can access them from home and use the information in reports and other assignments. There is certainly something to be said of visiting the physical library for learning purposes, but without instant, remote options, students will bypass any help the school library provides in favor of a more convenient route.
  7. Life skills development. Libraries should not simply hand out books, but should take a vested interest in what the information contained means for long-term student success. School libraries should not just act as a support system to other life skills initiatives, but should create their own opportunities to guide students.
  8. Live events. A great way to earn the attention of contemporary students is to engage them in literacy in a live, personal way. This might mean inviting an author for a book reading or bringing in a local celebrity to discuss a book or media trend. School library staff should not be intimidated by geography; technology has made it possible to host these live events via Skype or other video software.

Libraries of the Future:

Experts agree that a blend of foundational values and access through technology are paramount to school library success. Library expert Doug Johnson says that all libraries have three primary responsibilities in the coming decade: providing “high touch environments in a high tech world;” offering virtual services; and standing ground as uber information hubs. Rolf Erikson is the author of Designing a School Library Media Center for the Future and he says that he is very “wary” of tradition because he feels it has kept administrators and library faculty from embracing innovation in the past. He believes that especially at the elementary school level, future libraries need to look beyond mere text materials to provide a learning space, not simply a “warehouse space.”

There is really no reason why school libraries should fear competing sources of information. With the right adjustments, K-12 libraries can work alongside the rest of the data that students access on a daily basis. Remaining relevant is simply a matter of carrying foundational ideals forward and adapting to an ever-changing information culture.

Read all of our posts about EdTech and Innovation by clicking here. 

4 Ways to Find (and Keep) the Best Teachers

When it comes to school reform, we often think of getting rid of bad teachers. However, an issue that is possibly more pressing is hiring, training the best teachers. School districts continuously engage in the complementary processes of recruiting and retaining teachers. The strain on school budgets impacts the ability of school districts to hire and sometimes to retain high quality teachers. There are steps that every school and district can take, however, to strengthen its staff no matter what the financial situation. We will soon discuss a few ways to do this, but first, let’s look at why teachers leave their profession.

Why do teachers give up?

The highest proportion of new teachers in any given year is female, with White women accounting for higher numbers than women in ethnic minority groups. There is evidence, however, that in the early 1990s the number of new minority educators increased. No matter what their gender or ethnicity, teachers show a similar trend in high turnover and drop-out rates, both in their early years of teaching and when nearing retirement, producing a pattern related to age or experience.

Higher attrition rates have been noted in Whites and females in the fields of science and mathematics, and in those who have higher measured academic ability. Location of teaching position also impacts mobility and attrition rates. Most studies show that suburban and rural school districts have lower attrition rates than urban districts. Public schools, on average, actually have higher teacher retention rates than private schools.

Teachers are looking for increased salaries, greater rewards, and improved working conditions. Educators tend to transfer to teaching or even non-teaching positions that meet desired criteria. These findings suggest teacher recruitment and retention is dependent on the desirability of the teaching profession in relation to other opportunities. The inherent appeal of teaching depends on “total compensation” which compares the total reward from teaching, both extrinsic and intrinsic, with possible rewards determined through other activities.

Schools with high percentages of minority students and urban schools are harder to staff, and teachers tend to leave these schools when more attractive opportunities become available. Certain factors, which can apparently be influenced by policy change, may affect individuals’ decisions to enter teaching, as well as teachers’ decisions to transfer within or leave the profession.

Now, with all that explained, let’s look at four ways to find and keep the best teachers in schools in an era when teacher turnover is high:

  1. Pay more, and pay ethically. This is pretty simple. Not surprisingly, higher salaries are associated with lower teacher attrition, while dissatisfaction with salary is associated with higher attrition and a waning commitment to teaching.

The traditional system, whereby teachers are paid based solely on their years of experience and level of education, has caused many critics to claim that it does not promote good teaching, or is not as fair as other systems that pay based on performance, ability in certain skills, or willingness to teach in areas of high need. On the other hand, proponents of the traditional system argue that teachers’ experience and education are crucial indicators of their performance, and that because of its open and fair assessment it is the only logical choice. To reach an optimum balance, educators and policymakers have created numerous methods for revising how teachers are compensated, each seeking to adjust teacher incentives differently.

As the scientific evidence on these methods’ effectiveness is extremely limited, it is difficult to choose among them. Historically, implementing any pay reform, let alone directing a critical study of one, has been a demanding issue. A number of ambitious and interesting reforms have folded, often within a few years, under opposing political pressure or from fiscal restrictions. Attempts to study the few surviving reforms have yielded little usable data to date.

  1. Create a support system for new teachers. Lower turnover rates among beginning teachers are found in schools with induction and mentoring programs, and particularly those related to collegial support. Teachers given greater autonomy and administrative support show lower rates of attrition and migration. Aside from higher salaries, better working conditions and intrinsic rewards are the most important factors for teachers.
  2. Recruit teacher candidates from alternative teacher education programs as well as traditional teacher training programs. Literature on the influence of preservice policies on teacher recruitment and retention are limited, however there are two important points that should command attention of school districts. One of the recommendations of the National Commission on Teaching and America’s Future in its report, What Matters Most: Teaching for America’s Future was that teachers be licensed based on demonstration of knowledge and skills.

This edict led states and teacher education programs to require teachers to pass a battery of tests before they exited teacher education programs and/or before they were licensed by states. These actions resulted in a reduction of the number of minority students entering and completing teacher education programs. Therefore school districts seeking more diverse teaching staffs will see a limited number of minority candidates available for recruitment.

A second pre-service teacher policy districts should look at is the difference between candidates completing traditional teacher education programs and those completing alternative route programs. Teacher candidates completing alternative route teacher education programs tend to be older and more diverse. Further, they tend to have higher retention rates than candidates completing traditional programs. Recruiting teacher candidates from these programs could address both the needs for more diverse teaching staffs and the desire to retain good teachers.

  1. Districts: pay attention to what teachers want.

Districts wanting to retain their best teachers should strongly consider what matters to teachers who remain in their teaching positions. Mentoring and induction programs tend to matter to in-service teaches, as does class size, autonomy, and administrative support. It is also interesting to note that state accountability practices also impact teachers’ decisions to remain in their positions.

Financial circumstances notwithstanding, districts have control over some of these issues. They should consider publicizing situations favorable to in-service teachers, as a tool for both recruitment and retention. As districts develop their reform agenda, they should put at the forefront a vision for the type of teaching force needed to support their plans for reform, and use empirical studies as a guide to recruit and retain teachers.

Do LGBTQ students feel safe on college campuses?

According to AmericanProgress.org, over 70 percent of LGBTQ students “reported experiencing sexual harassment, compared with 61 percent of non-LGBT students.”

To compound the issue, many college campuses are still in the slow process of growing to become more inclusive regarding the needs of students who identify as LGBTQ.

The report featured on AmericanProgress.org also suggests that some college campuses “may not include certain sexual acts in their definitions of rape” because “the perpetrator is of the same gender as the survivor.”

What an awful feeling knowing that the college that one attends is insensitive to the needs of its students, specifically those within the LGBTQ community.

It’s vital that students have a sense of safety while on campus. It’s supposed to be a place of freedom, a space for creativity, and an educational asylum. When those protections are removed or never placed at all, students are left vulnerable.

LGBTQ students looking for colleges to attend that make safety paramount should look to AffordableCollegesOnline.org‘s new guide, “LGBTQ Resource for College Students.”

The guide features an array of resources for students to utilize, but also offers a way for students to find supportive campuses that are “more welcoming and supportive.”

There are two diversity experts featured in the guide and both are interviewed on the subject of student safety, recommendations for LGBTQ students, and much more.

In essence, it is a total resource of comfort for LGBTQ students to utilize when looking for the school that closely fits their wants and needs.

For more information on the LGBTQ Resource for College Students,” please visit www.AffordableCollegesOnline.org.

Do LGBTQ students feel safe on college campuses?

According to AmericanProgress.org, over 70 percent of LGBTQ students “reported experiencing sexual harassment, compared with 61 percent of non-LGBT students.”

To compound the issue, many college campuses are still in the slow process of growing to become more inclusive regarding the needs of students who identify as LGBTQ.

The report featured on AmericanProgress.org also suggests that some college campuses “may not include certain sexual acts in their definitions of rape” because “the perpetrator is of the same gender as the survivor.”

What an awful feeling knowing that the college that one attends is insensitive to the needs of its students, specifically those within the LGBTQ community.

It’s vital that students have a sense of safety while on campus. It’s supposed to be a place of freedom, a space for creativity, and an educational asylum. When those protections are removed or never placed at all, students are left vulnerable.

LGBTQ students looking for colleges to attend that make safety paramount should look to AffordableCollegesOnline.org‘s new guide, “LGBTQ Resource for College Students.”

The guide features an array of resources for students to utilize, but also offers a way for students to find supportive campuses that are “more welcoming and supportive.”

There are two diversity experts featured in the guide and both are interviewed on the subject of student safety, recommendations for LGBTQ students, and much more.

In essence, it is a total resource of comfort for LGBTQ students to utilize when looking for the school that closely fits their wants and needs.

For more information on the LGBTQ Resource for College Students,” please visit www.AffordableCollegesOnline.org.

The Role of Public Schools in the Advancement of the Communities

Public schools can play a significant role in the general improvement of their respective communities, and can operate as a major platform for enhancing child welfare in the community. Social reformers, politicians, and educational leaders have utilized various initiatives in the past to strengthen the relationship between schools and communities to achieve the common purpose of improving child welfare, and learning conditions for all children.

These initiatives suffer obstructions similar to those experienced by schools when they are focused on the work of educating. Detrimental poverty, racial and ethnic differences, socioeconomic differences, inactive families, low or no parental involvement, and insufficient political willingness and support for improvement all impact the efforts to advance the welfare of children. Any of these factors may obstruct the learning process of a child, and also may make it difficult to enhance the child’s overall well-being.

Historically, schools have played a significant role in helping communities evaluate issues concerning child welfare and eliminating situations that impede children’s progress. During the Great Migration of 1880–1924, a huge number of impoverished children moved into the schools of American cities. The majority of immigrants were poor and undereducated.

Social reformers and policy makers pressured public schools to work toward improving children’s lives. Many schools devoted themselves not only to educating poor children, but also to providing them with proper nutrition and other amenities required for healthy living. Teachers devoted their time to teaching English to immigrant students. Many schools offered non-academic services, including school nurses, gyms, playgrounds, and mid-time meals or lunches for poor students.

Some schools also started offering night classes for parents to help them learn English and other important parental skills that could assist them in caring for their children. Many schools encouraged teachers to improve school-parental ties by visiting students’ homes and instructing parents on how to offer a better learning environment for children at home. However, such initiatives faced a certain degree of opposition from parents who were not ready to leave their ethnic and racial identities.

A major hurdle was the economic impracticability of sustaining such child welfare activities. Most of these initiatives were criticized as “socialistic,” but many children enjoyed the benefits of programs intended to improve the overall situations of children and their families. Children not only experienced better living conditions; they also gained many opportunities to rise out of poverty. As a result, more immigrant children started coming to school regularly.

Ever-increasing fiscal burdens on schools created by child well-being initiatives caused political opposition and social criticism. In order to reduce costs, many state governments withdrew funding for social services offered by public schools. As a result, the upsurge of underprivileged children in the late 1980s and early 1990s was met with reduced and nonexistent services emanating from schools.

The depressed socioeconomic conditions of underprivileged families were responsible for undermining the learning process and academic achievement of many children. Teachers again tried to find innovative ways to help students and tried to support their local public school systems by assisting in improving social conditions and creating better learning opportunities.

Social reformers began making better use of schools to improve socioeconomic situations in different communities. Many full-service school programs were introduced to bolster the relationship between schools and communities, with the main objective to improve situations and provide better environments for children, their parents, and the community overall.

Most of these experimental policies for child welfare and social reform suggested that the efficiency of school-community relationships and their positive impact could be maximized by increasing parental involvement in schools. By encouraging parents to take an active role in the education system, policymakers tried to improve school services by making schools more accessible to parents. This also helped schools improve their relationship with parents, and helped them improve students’ performance.

Many researchers set out to substantiate analytically that parental involvement strengthened the school-community relationship by improving social conditions of students. Educational researchers suggested that parental involvement could positively improve the academic achievement of children. Studies revealed that those students whose parents were involved with their learning process were performing better, attended classes more regularly, and scored higher on school examinations than students who were lacking parental support and involvement in their learning.

Studies also suggested that low-performing schools could help failing students by trying to engage parents in the educational process of students. Researchers confirmed that schools could help students who have learning disabilities, or who belong to families from low socioeconomic backgrounds by interacting with and training their parents how to help these students with their learning and schooling processes.

In order to increase parental involvement, many schools use strategies such as inviting parents for open meetings with other parents, arranging social programs, asking parents to volunteer during school social and sports events,  issuing regular newsletters, connecting with parents through phone calls, and arranging for parent and teacher conferences.  These strategies may seem manipulative, and often fail to involve parents in the educational system. Still, school administrators and teachers may use these types of initiatives to increase parental involvement, while excluding parents from serious decision-making processes.

Often school administrations do not allow parents to raise their concerns about ineffective administrative policies, substandard teaching, and faulty grading systems. Regulated initiatives by schools to involve parents in the learning process of their kids often remain lopsided and ineffective because such activities restrict parents from interacting with the education system in a meaningful way.

School administrators and teachers often exploit regular parent-school collaboration methods by providing limited and biased information. They rely on parents being unquestioning and passive, and believe that only education professionals can truly improve student learning. Often they ignore the rights and abilities of parents to make decisions, as well as the ability of parents to contribute information and suggestions for improving the schooling process. Additionally, some administrators are unwilling to make accommodations for parents unable to take part in regular parent-teacher meetings and similar activities because of their work schedules.

Many schools do not engage in unprincipled measures to restrict parental involvement. Most genuinely value the input parents potentially provide. In order to improve parent-teacher collaboration, many have experimented with innovative ideas and have open door policies which allow individuals to observe school processes. Parents can visit at any time to scrutinize teaching methods, and how their children perform within the school structure. Such initiatives demand a flexible structural bureaucracy that allows parents to play a meaningful part in the decision-making process.

Are charter schools working in New Orleans?

Doesn’t seem like its been 10 years, but Hurricane Katrina changed the landscape and lives of so many when it made landfall in New Orleans a short decade ago.

When talking about Katrina, it’s nearly impossible to do so without nuance. To be singular when mentioning a storm that caused over 7,000 teachers to lose their jobs and the creation of an all charter school system in New Orleans is almost dangerous.

But focusing on one issue may not be.

Education in New Orleans isn’t what it used to be pre-Katrina. Thousands of teachers who helped lead the former school system were let go after the storm. They were, as described by Salon.com, the backbone of the city’s middle class.

Now that the school choice movement has completely enveloped New Orleans, the leaders of it are attempting to tout how successful its been. They celebrate higher test scores and stricter disciplinary measures.

It is a model that many are attempting to sell across the country.

Yet we’re still left to wonder how well it’s actually working.

Salon.com has a piece that delves into the waters of the new New Orleans educational system. While slanted, it still gives great depth into what students, parents, and leaders are going through in an effort to create more change or at least sustain what’s been created.

From the looks of it, the Recovery School District that is laced with charter schools are ostensibly autonomous. Each school is led by the theory of singular creation but ultimately falls under the dressing of formality.

A strong emphasis on test scores is made for each school, and if one or a few schools start to lag behind, they face being consolidated under the wing of another, more successful school.

It’s also worth noting that most of the city’s educational leaders are white. Prior to the storm, the leadership closely represented the make-up of the community and students.

New Orleans is 65% black.

Whether it is a production of the storm due to displacement or a planned theory, the city has certainly taken on a different hue and form since Katrina.

Nuance deserves a place when speaking about New Orleans pre and post Katrina. And the city’s educational system most definitely should be talked about in layers.

Still–recognizing how damaging, or may successful, school choice has been for one area doesn’t mean the carbon copy of it may work for the next region.

6 Ways Teachers can Foster Cultural Awareness in the Classroom

A multicultural society is best served by a culturally responsive curriculum.  Schools that acknowledge the diversity of their student population understand the importance of promoting cultural awareness.  Teachers who are interested in fostering a cultural awareness in their classroom should actively demonstrate to their students that they genuinely care about their cultural, emotional, and intellectual needs.  To this end, there are several strategies that you can use to build trusting relationships with diverse students. To incorporate cultural awareness into your classroom curriculum, you should:

1.  Express interest in the ethnic background of your students.  Encourage your students to research and share information about their ethnic background as a means of fostering a trusting relationship with fellow classmates.  Analyze and celebrate differences in traditions, beliefs, and social behaviors.  It is of note that this task helps European-American students realize that their beliefs and traditions constitute a culture as well, which is a necessary breakthrough in the development of a truly culturally responsive classroom.  Also, take the time to learn the proper pronunciation of student names and express interest in the etymology of interesting and diverse names.

2.  Redirect your role in the classroom from instructor to facilitator.  Another important requirement for creating a nurturing environment for students is reducing the power differential between the instructor and students.  Students in an authoritarian classroom may sometimes display negative behaviors as a result of a perceived sense of social injustice; in the culturally diverse classroom, the teacher thus acts more like a facilitator than an instructor.  Providing students with questionnaires about what they find to be interesting or important provides them with a measure of power over what they get to learn and provides them with greater intrinsic motivation and connectedness to the material.  Allowing students to bring in their own reading material and present it to the class provides them with an opportunity to both interact with and share stories, thoughts, and ideas that are important to their cultural and social perspective.

3.  Maintain a strict level of sensitivity to language concerns.  In traditional classrooms, students who are not native English speakers often feel marginalized, lost, and pressured into discarding their original language in favor of English.  In a culturally responsive classroom, diversity of language is celebrated and the level of instructional materials provided to non-native speakers are tailored to their level of English fluency.  Accompanying materials should be provided in the student’s primary language and the student should be encouraged to master English.

4.  Maintain high expectations for student performance.  Given that culturally responsive instruction is a student-centered philosophy, it should come as no surprise that expectations for achievement are determined and assigned individually for each student.  Students don’t receive lavish praise for simple tasks but do receive praise in proportion to their accomplishments. If a student is not completing her work, then one should engage the student positively and help guide the student toward explaining how to complete the initial steps that need to be done to complete a given assignment or task.

5.  Incorporate methods for self-testing.  Another potent method for helping students become active participants in learning is to reframe the concept of testing.  While testing is usually associated with grades (and therefore stress) in traditional classrooms, in a culturally responsive classroom frequent non-graded tests can be used to provide progress checks and ensure that students don’t fall behind on required material. Teaching students to self-test while learning new information will help them better remember and use what they’ve learned in class and will help them realize on their own when they need to study a topic in greater depth.

6.  Maintain an “inclusive” curriculum that remains respectful of differences.  A culturally responsive curriculum is both inclusive in that it ensures that all students are included within all aspects of the school and it acknowledges the unique differences students may possess. A culturally responsive curriculum also encourages teachers’ understanding and recognition of each student’s non-school cultural life and background, and provides a means for them to incorporate this information into the curriculum, thus promoting inclusion.

Schools have the responsibility to teach all students how to synthesize cultural differences into their knowledge base, in order to facilitate students’ personal and professional success in a diverse world.  A culturally responsive curriculum helps students from a minority ethnic/racial background develop a sense of identity as individuals, as well as proudly identify with their particular culture group. Teachers can play a big role in helping these students succeed through the establishment of culturally responsive classrooms.

Latest Posts