Using technology in the classroom

Sunday, 22 January 2012

A happy school

Nothing gives a school purpose and energy like an enthusiastic and motivated staff. However, there are so many things that can wear teachers down and this can put a dampener on any prospect of improvement, let along keeping momentum going. As a leader, there are many sound and simple ways for you to keep teachers motivated, enthusiastic and engaged. Here are a few:
  1. Recognise and celebrate passion. Simply put, nobody gets in to teaching for money or fame. Even if they’re tired, unhappy or bitter, every teacher got in to their job because they were passionate about sharing their love of a subject and about helping young people learn and develop in to wonderful adults. Even at the toughest times it is a good idea to ask your staff to recall their career highs and treasured  by informededucationmemories, and demonstrate in your actions that you genuinely want them to have more lessons that they love delivering. The best lessons need to have outstanding learning, and should be enjoyable for students and staff. No student ever got enthused by an unhappy teacher. Even at the moments of greatest frustration with a colleague, remember that they got in to this profession for the right reasons.
  2. Start with the positive, and enthuse. Make it a rule that you notice the wonderful things that are going on in your school. Ask people to tell you about their best lessons that day, week, or term, and really listen to them. Be receptive and enthuse with your words and body language. Show that you are happy for them. Ask what you could do to help them have more moments like that. (Leaders who do this actually feel better about themselves.)
  3. Collaborate. Encourage teachers to work together. Offer training in giving positive, useful, constructive advice. Give them the time, space and resources to jointly plan lessons, observe each other and offer supportive feedback. Encourage everyone to share good ideas on staffroom walls, mailing lists and in online forums.
  4. Give time. Scrutinise every new initiative incredibly carefully, and realise that every five minutes spent on paperwork is five minutes less spent on creating quality learning, assessing student work, and meeting students one-to-one. Every initiative has value, but is it really more important than delivering quality teaching and learning? Is there a way of achieving the same outcomes with a much lower impact on time?
  5. Be pro-actively receptive. Having an open-door policy is a great start, although many people won’t feel brave enough to come to you unless a problem has got pretty big. Get out and about, engage, listen, offer help. Sit down with middle managers and staff and ask how they are doing.
  6. Share the bad times. If there’s something that you know isn’t going to go down too well, make sure you’re seen to be suffering at least as much. About to introduce a new requirement in lessons? Make sure senior leaders have to implement it first, and leave it optional for everyone else for a while. Need to ramp up the performance observations? Invite other staff in to observe and constructively support senior leaders’ teaching before you impose your observations on them.
  7. Recognise the key stress times. Ends of terms, report-writing and exam-marking times are really tough, especially for colleagues with lots of classes. Avoid new initiatives and stresses during these times, and if you can be seen to offer to lend a hand with lessons, planning, and duties at these times it will go down a treat!
  8. Be flexible. You need to be accommodating when staff ask for time off. If a colleague has an outside interest then be as flexible as you can. A decision to refuse someone a day off for their championship cycle race will only show you don’t care about them as a person, and will plant the seed of the idea that they need to leave in order to grow and develop their interests.
  9. Develop their CVs. Offer as many opportunities for growth as you can within the school. If there isn’t an opportunity going, you could offer temporary secondments to middle or senior leaderships roles, or you could try arrange a few placements in other schools where they shadow someone in a role they aspire to. Actively develop opportunities for teachers to work on their CVs, and develop a reputation as a school where the enthusiastic teachers can come and grow.
  10. Give credit. Never miss any opportunity to praise staff at your school and give them credit for the success of the school. Praise them to parents, in newsletters, to the media and to students. Praise individuals quietly behind their backs, and praise them to their faces.
What other examples can you give where leaders have created an enthusiastic school?

Sunday, 15 January 2012

Key Education updates and associated links

Thought some people might find this useful.

Further key dates can be found on DfE timeline.
Nov/Dec
Summary of National Curriculum


Framework for National Curriculum

National curriculum reform – Summary report of the call for evidence

Framework for school inspection

Subject-specific guidance for inspections













Jan 2012
Information available on which qualifications will be included in the headline indicators for the 2014 Key Stage 4 performance tables.

Ofqual confirms changes to GCSE’s

Frequently asked questions on the changes to GCSEs in England

Timeline of changes to GCSEs





















Framework, evaluation schedule and supporting guidance published.


The Young People’s Learning Agency will announce how academies can apply for Capital Maintenance Funding for 2012-13.


Draft funding calculations sent to academies by YPLA and LACSEG rates published.

January - March - Schools interested in converting to academy status in time for new school year - register their interest.

1st Feb
School meal deals (set by school or local authority, depending on whether catering is devolved) will be allowed to boost the uptake of school lunches and to tackle obesity.
Feb
Launch of application process for academies Capital Maintenance Fund 2012-13.

1st March
All admission authorities must have determined their admission arrangements for September 2013 intake, following a minimum of eight weeks consultation.
March
Final confirmation of any newly accredited qualifications that will be included in the headline indicators for the 2014 Key Stage 4 performance tables.
April
Schools will be able to search pupils for a wider range of items without their consent.
September
Bidding opens for School Direct places for 2013/14 (a new scheme that allows schools, or groups of schools, to apply to the TDA/Teaching Agency to offer an Initial Teacher Training place, which they then work with an accredited ITT provider to deliver).

September
All external examinations in two year GCSE courses - linear

September
New regulations and accompanying guidance on induction for Newly Qualified Teachers come into force.

September
Changes to teachers standards come into force
September
Subject to the outcome of the consultation on managing teacher performance, schools can begin to use new model policy on appraisal and capability.

September
Pupils will have access to independent, impartial careers guidance in Years 9-11. Subject to consultation, the age range will be extended to include pupils in Year 8 and young people aged 16-18 studying in schools and colleges.
September
Maintained schools no longer required to produce an annual prospectus or curriculum policy, but must provide key information online instead (subject to Regulations being made).
September
Schools are required to publish online information about how they have used the Pupil premium.

November
November - Information available on which qualifications will be included in the headline indicators for the 2015 KS4 performance tables.




Sunday, 1 January 2012

CPD - benefits, status and effectiveness but what about e-learning


One way to judge the benefits, status and effectiveness of CPD is to look at this from teachers’ perspectives, with a focus on different aspects of their classroom-based learning.  Teachers place most value on approaches to learning that involved experimenting with classroom practices and adapting what they do in the light of feedback from their pupils and colleagues, and in the light of their own reflections and self-evaluation. This is a stable pattern irrespective of school and teacher characteristics.  The lesson learnt from this is that part of what it means to be a teacher, whatever the context, is to be experimental and adaptive. Teachers do not need to be persuaded of the importance of professional learning for supporting their pupils’ learning.

Research-informed and collaborative approaches to CPD are two characteristics of effective CPD. However, these approaches are not significant features of learning for most categories of teachers in England. Teachers do not tend either to collaborate or to engage with research-informed ideas in their CPD. ASTs, excellent teachers and headteachers are exceptions to this trend. Teachers need to be supported at schools to develop more collaborative and research informed approaches to their CPD. PLN’s make this activity so much easier but this is underused as a tool in schools CPD programmes.  

Another way to understand the benefits of CPD and therefore planning was by considering why teachers decided to take part in CPD. This allows you to understand your school context and which benefits of CPD were important enough for your teachers, to persuade them to attend CPD. Teachers identified a wide range of benefits of CPD, including:

working with other colleagues
improving their professional abilities
addressing immediate school needs
gaining more information
having a positive impact on pupils’ learning
improving academic achievement
following up previous learning
addressing immediate classroom needs, and
gaining a better understanding of National Curriculum requirements.

Surprisingly, gaining accreditation is not an important benefit of CPD for teachers.
The benefits of CPD vary significantly by school and teacher characteristics. However, the main patterns of difference are between the benefits identified by secondary and primary school teachers. Primary teachers believe the collective benefits of CPD to be more important than do secondary teachers – including addressing immediate school needs, working with colleagues and improving pupils’ learning. Secondary teachers’ responses are noteworthy for identifying benefits that are not important, rather than benefits that are important in their decisions to participate in CPD.

It is clear that teachers at different career stages, with different levels of experience and responsibility, vary in the benefits of CPD that they see as being more important than others. The lesson learnt from this analysis is that the benefits of CPD are not universal; rather, teachers’ perceptions of the benefits of CPD activity are strongly associated with their individual contexts.
The final way of understanding the benefits of CPD is to consider which CPD practices school leaders consider to offer value for money.  Generally, school leaders believe that school-based and classroom-based CPD activities provide better value for money and therefore more benefit than non-school-based CPD activities. For example, in-school workshops, mentoring and teacher networks were rated highly. Similarly, school leaders rated highly CPD activities that focused directly on learning or learning process.

CPD activities that teachers describe in the survey tend not to reflect the TDA characteristics of effectiveness. The CPD activities undertaken by teachers do enable them to develop skills and knowledge – this is the impact most often identified by teachers as a result of their CPD. However, few of the other impacts identified would indicate that learning occurs beyond this personal, superficial level: teachers rarely identified school-level impacts or impacts on the beliefs or practices of other teachers or pupils. Thus, there is little indication that CPD is currently seen as having an impact on raising standards or narrowing achievement gaps.

When teachers take part in CPD, they are mainly learning through lectures, presentations and discussion. Few teachers reported taking part in CPD using active forms of learning such as extended problem solving or demonstrating a lesson.  Also, these activities are not sustained, continuous or embedded over time. The CPD described by teachers also lacks a coherent focus. Teachers most often identified more than one focus for the activity in which they spent the most time. This most likely suggests that CPD is not often tied to professional development plans or collective decisions. Further, the activities were rarely evaluated. There are, of course, some teachers and some schools that participate in more effective forms of CPD than others and have a lot to offer in way of advice for school to school CPD.

The most used forms of CPD currently are descending order of participation.
  • Listened to a lecture or presentation
  • Participated in a small-group discussion
  • Collaborated as a colleague with other teachers
  • Participated in a whole-group discussion
  • Assessed pupil work
  • Developed or reviewed materials
  • Used technology (computers, calculators, whiteboards, etc)
  • Reviewed pupil work
  • Observed a demonstration of a lesson or unit
  • Practised the use of pupil materials
  • Produced a paper, report or plan
  • Formal post-activity evaluation of the learning
  • Led a small-group discussion
  • Engaged in extended problem solving
  • Completed paper and pencil problems or exercises
  • Gave a lecture or presentation
  • Led a whole-group discussion
  • Conducted a demonstration lesson, unit or skill
  • Assessed fellow participants’ knowledge or skills
No mention of Twitter/blogging/e-learning -  The question why needs to be asked by school leaders?
Anyone making use of e-learning in a structured approach to whole school CPD?


Extracts taken from Schools and continuing professional development (CPD) in England – State of the Nation research project