The Core Features Of Teacher Professional Development

Guskey (1986) and Hashweh (2004) describe professional development as a systematic attempt to bring about change. Guskey (1986) and Griffin and Barnes (1986) specifically describe the change components: (a) change in the classroom practices of teachers, (b) change in teacher’s beliefs and attitudes, and (c) change in the learning outcomes of students. When developing his model, Guskey (1986) questioned the order of these components.

The differences were connected with a teacher’s original preparation for the teaching profession, licensing in the particular subject area to be taught, strength of the educational experience, and the degree of experience in teaching along with the demonstration of abilities through the National Board Certification, in which all of these facets can be addressed through policy (Darling-Hammond, 2010).America has not produced a national method containing supports and reasons to guarantee that teachers’ are adequately prepared and equipped to teach all children effectively when they first enter into the career of teaching. America also does not have a vast collection of methods available that will maintain the evaluation and continuing development of a teacher’s effectiveness in the classroom, or support decisions about entry into the field of teaching and the continuance in the profession of teaching (Darling-Hammond, 2010). n order to reach the belief that all students will be taught and learn to high standards calls for a makeover in the methods our system of education in order to be a magnet for, train, support or uphold, and cultivate effective teachers in more efficient ways. A makeover that is contingent in a certain degree of how the abilities or skills are comprehended (Darling-Hammond, 2010).In the last few years there has been increasing

Professional Development measures the degree to which teachers value continuous personal development and school-wide improvement.

Area III, Professional Development referenced strengths currently in place across the district: year-round professional development (PD) plan for teachers and administrators, and an effective mentor program for new and resident teachers. Likewise, the TL also noted significant challenges that reduce the effectiveness of staff training: too often, it (professional development) is voluntary or scheduled at inconvenient times, schools lack sufficient time to plan and collaborate around PD initiatives, the limited central office staff cannot provide adequate services, especially in specialty areas, too often, there is no on-going support after training, professional development sessions and initiatives are not carefully evaluated to determine what is effective, and competing initiatives across different offices send mixed messages to schools and teachers. Area IV, Specialty Programs and Other areas noted challenges facing the school district to include the recruitment and retention of highly qualified teachers. The report noted a number of factors have contributed to challenges with recruitment and retention including salary and benefits that may not be competitive enough with surrounding districts, and limited supports available to teachers to implement high quality instruction. Additionally, inconsistent teacher evaluation procedures do not produce useful feedback or data. Based on the initial evidence from focus groups and document reviews, the Teaching and Learning committee members developed twelve key recommendations. A critical recommendation regarding teacher attrition was: (TL 11) assess or clarify the issues around the hiring and retention of highly qualified and high-performing teachers (Dukes et.al). These findings suggest that PGCPS must find better ways of retaining teachers. Prince George’s County Public Schools can no longer afford to be complacent about teachers exiting the

The district beefed up the professional development for new teachers, especially those in the ARL program. Doing so has helped expand teachers capabilities which in turn increases their capacity in the school. In order for a school to be successful in reaching their mission,

This paper explores the Professional Development System of the Volusia County School Districts and how they are implemented. It addresses the unique contributions of Charlotte Danielson and how her Framework for Teachers influenced and aided the Florida Educator Accomplished Practices (FEAPs). This paper also addresses Assessment, Volusia Proficiency Model (VPM) and Problem solving techniques currently used in Volusia County Schools. It concludes with the author’s thoughts on how he would implement the knowledge and skills in each of these areas of Professional Development in the teaching and learning process.

Traditionally, teacher development typically occurs through trial and error in the isolated confinements of each teacher’s classroom with some periodic whole-group professional development (Goddard & Goddard, 2007). Within the past few decades, many schools and districts, including ours, have considered and experimented with Professional Learning Communities (PLC) as an alternative framework in guiding a more efficient development program for their teachers. PLCs are focused on enhancing student learning through developing teacher practices. The concept of PLC relies on using structured collaborative sessions amongst teachers within the school to build internal capacity. Through PLCs, teachers critically reflect on current

The authors’ collaborative research began by exploring the future of education and the teaching profession. Through their research, they swiftly concluded a vast majority of people shared the notion that the most important factor that effects student learning is the quality of the teacher. Andy Hargreaves and Michael Fullan continued to take a closer look at how one can maximize the cumulative effect of many quality teachers over time, and the favorable lasting impact this would have on the education of students for many years to come. The ultimate goal of Professional Capital is to increase human capital or the individual teacher’s talents, skills, and capabilities. However, this human capital needs to be distributed and

To rise to the challenge of raising equity in schools, teachers, policy makers, parents, researchers, administrators, and parents have begun to confront inequity from many angles. One effective way to create more equitable schools focuses on improving teacher quality through concentrated professional development efforts (Baskin, 2013; Battey, Kafai, Nixon, & Kao, 2007; HAMM, 2013; Patton, 2011). This report will examine recent recommendations for offering professional development with an equity lens and give an overview of how specific school

Chapter four will provide an analysis of teacher and administrator perception of professional development based on the results of the Standards Assessment Inventory 2. While many studies have been completed analyzing perception of professional development, there is a lack of data specifically related to STEM teachers. In addition, little data exist that compare STEM educator perception of professional development to administrator perception of professional development or analysis of perception according to certification pathway. This research sought to answer the following research questions: is there a difference between STEM teacher perception and administrator perception, and are there differences in perception of professional

The focus of this paper is to analyze the supervision and evaluation of teachers at my Catholic school, and suggest a model program that better meets the needs of all teachers, regardless of their years in service. My experience teaching at the same school over the last 15 years indicates that supervision and evaluation of teachers is either a perfunctory task, or designed as a “gotcha” activity. In either case, there is never the expectation that the teacher and the administrator will collaborate to ensure teacher professional development, and no one would call it a meaningful process. Research shows that teachers do not become better teachers based on passive participation in an evaluation process they do not value. Charlotte Danielson (2010) argues that professional growth occurs only when teachers engage in “self-assessment, reflection on practice and professional conversation.” (p. 38).

Teachers and educators need to take professional development more seriously as they are the only means by which they will be able to be updated, enriched and to keep up with changes occurring in the educational world and to keep up with new developments. Bell and Gilbert (1996) found that effective professional development needs to meet teachers’ professional, personal and social needs. They also argue that professional development programs need to provide teachers with new teaching ideas, new resources and equipment to improve the learning of their students. The advisory group for Professional Learning and Development (PLD) in their report (June, 2014) saw the need for change in PLD and therefore put forward six principles that frame a new approach for PLD. One of these six principles is Disciplined Inquiry (DI). I strongly believe that DI is central to PLD and will aid in the transforming of schools in Tonga since it provides teachers with opportunities to improve their teaching skills, arouse students’ curiosity and cause motivation which will accelerate valued students’ outcomes. In addition this enables teachers to develop their expertise, initiate collective responsibility based on evidence, deepen their subjects’ knowledge, while also being responsive to the diversity of leaders’ and teachers’ learning needs. Timperly and Parr (2010) state that

Being a teacher is not an easy task as many people could think. To be a teacher does not only imply to know the subject to be taught, it also includes being willing to constantly improve oneself integrally, as much as updating the resources and materials one uses in teaching. Reflecting and analyzing over and over again the best way to teach to learn and how to make students to extend what has been learned. The many hours spend in the classroom will never be enough to plan lessons, prepare materials, review pupils tasks and exams, as well, all the administrative requirements one has to cover for whatever institution we work. Besides all this a good teacher, a professional one, will have to find the time to keep preparing to improve

This reflection paper addresses as a student and counseling professional how I feel as though I have been readily prepared to teach in higher education and areas, concepts, strategies, and thoughts on how I have evolved through this course. This course has made me think more into how the most powerful, durable, and effective agents of educational change are not the policy makers, the curriculum developers or even the education authorities themselves; they are the teachers. It further contends that the quality of the educational changes that teachers have the skills and opportunities to effect will only be as reliable and proficient as the teachers’ individual capacities for reflective practice and the development of self-knowledge (Stepien, 1999). These aspects of teacher development have, historically, been largely overlooked in the preparation and promotion of effective teachers. The emphasis has been more explicitly focused on the development and demonstration of teachers’ understanding of content knowledge and the associated pedagogies and in their capacities to understand their students as individual constructors of knowledge in diverse social contexts (Bosworth, 1999).

This report is concerned with the effects of teacher professionalization on elementary and secondary teachers in the United States(Clabaugh and Rozycki, 1986).