The Overall Evaluation / Research Strategy Or Design?

The process of embedding culturally relevant teaching skills in faculty development should be an ongoing process (Haviland and Rodriguez-Kiino, 2009). The excitement about learning new material and the importance of cultural awareness can lose its momentum if it is not reinforced throughout the school year (Boyle et al., 2005). One dose of training is not a cure-all for instilling a new method of teaching.

Another major issue that is addressed in the article is with the teachers and their teaching styles. The method in which most teachers teach their

A research design can be understood as the planning of any scientific research from the first to the last step. In this sense it is a program to guide the researcher in collecting, analyzing, and interpreting facts (Bless and Higson-Smith, 1995:63).

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,

In her book, Kopp (2011) rights that “one of the most dramatic changes in our organization was in our organizational culture.” (p. 143) She describes the upward spiral of Teach for America and the goal setting process she implemented with all senior level managers. She attributes these goals and the continual feedback process to the staff’s greater responsibility for the organizations

The West Fargo Public School system is not only the fastest growing school district in the State of North Dakota, it is also one of the most innovative and creative. The district’s Mission is “Educating today’s learners for tomorrow’s world”. Teachers employed by the district take this Mission statement to heart and live it in their own lives. To them, education is a lifelong process, not just something everyone experiences between the ages of 5-17. Evidence of this can be seen in the fact that this past summer 20 elementary and secondary teachers began a 20 month educational journey by enrolling in West Fargo’s second Teacher Leadership Academy (TLA). The Academy is a collaborative effort between West Fargo Public Schools and North Dakota State University’s Educational Leadership Program. The 20 teachers began their journey this summer and will be meeting during the school year every-other Wednesday after school. At the end of five semesters they will be awarded the Masters of Education (M. Ed.) degree. Some of the unique features of the Teacher Leadership Academy are: a) rather than traveling to campus for their coursework, Academy students are taught at the district’s Leidal Education Center, b) classes are facilitated by not only university professors, but the district’s two assistant superintendents [Dr. Allen Burgad and Mrs. Beth Slette], and c) course assignments are focused around the district’s initiatives and strategic plan.

Phase 3. In phase 3, participants either affirmed themselves as teachers or leave teaching. For those who remained in the profession, there are new concerns and challenges. This is the first phase teachers typically feels the boredom of routine for the first time (Huberman, 1989). Once a basic level of classroom mastery was achieved, Huberman found that there was a need for refinement and diversity. Those affirming their practices started to see they could achieve better results by diversifying their materials and modes of classroom management. Huberman found that diversification of materials often led participants to increased collaboration outside their own classrooms. Career-sequences after

Bill Payne, as a new administrator had come inherited a school environment, complete with a faculty every administrator would dream of. Experience and innovations were known aspects of the campus. Mr. Payne expected these veteran teachers to be fully accepting of mentoring an training of new teachers. However, what he found, was a group of veteran teachers who were reluctant to share their craft.

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

METHOD The study is descriptive, qualitative research on teachers as they attempted to meet new standards. Specifically it is a case study of an elementary school faculty, done in an attempt to

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).

A study design is the procedure that guides a researcher on how to collect, analyze and interpret observations. It is a logical model that guides the investigator while he navigates through the various stages of the research. Study types can be classified severally depending on the research strategy employed. A study type can be non-interventional that is ‘observational’ where a researcher just observes and analyses researchable objects or situations without intervening. Non-interventional study designs can be exploratory, descriptive or comparative. A study can also be

The above objective is fulfilled by initiating an exact design required for performing the research process. The research design illustrates the basic understanding about the research (NLP) and various features.

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).