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Jill Bergeron

Why Do Teachers Quit? - Liz Riggs - The Atlantic - 0 views

  • Ingersoll extrapolated and then later confirmed that anywhere between 40 and 50 percent of teachers will leave the classroom within their first five years
  • ut, turnover in teaching is about four percent higher than other professions.
  • Why are all these teachers leaving—or not even entering the classroom in the first place?
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  • “Teachers in schools do not call the shots. They have very little say. They’re told what to do; it’s a very disempowered line of work.”
  • if you want to have a family, or you want to have some leisure time, you know, how do you sustain that?”
  • many young teachers soon realize they must do overwhelming amounts of after-hours work. They pour out emotional energy into their work, which breeds quick exhaustion. And they experience the frustrating uphill battle that comes along with teaching—particularly in low-performing schools.
  • What people are asked to do is only the kind of thing that somebody can do for two or three years; you couldn’t sustain that level of intensity throughout a career,” said Thomas Smith, a professor at Vanderbilt University’s education school.
  • Many of them cited “personal reasons,” ranging from individual stress levels to work-life balance struggles.
  • “What many of them working in high-need schools told me, however, was that being successful at school directly conflicted with being successful husbands and fathers. While this is certainly true of any occupation, most occupations don't leave your children asking you, ‘Why do you go to more basketball games of the kids at school than mine?’"
  • Higher pay doesn’t necessarily lead to a better retention rate, though.
  • Most teachers sounded simply frustrated, overworked and underpaid—sentiments that are certainly echoed in the research. 
  • “Those schools that do a far better job of managing and coping with and responding to student behavioral issues have far better teacher retention,”
  • “Respected, well-paid lines of work do not have shortages,”
  • If the overall attractiveness of teaching as a profession gets better, the best teachers will enter the profession, stay, and help increase the effectiveness of schools.
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    Article refers to research on why teachers are apt to quit.
Scott Nancarrow

Revising Your Teaching Philosophy for Distance Learning | Edutopia - 0 views

  • As you revise your teaching philosophy, you might ask yourself the following questions, which are outlined below using the mnemonic CRISIS: Capability: What are the capabilities of your learning platform, yourself, and students? Reliability: Are your plans and software reliable?  Inability: What are you not able to do in this situation? Suitability: Are your plans suitable for the current situation?  Ingenuity: How can you be ingenious and still hold true to your philosophy? Sustainability: Is what you’re doing sustainable in the long term?
Jill Bergeron

The Marshall Memo Admin - Issues - 0 views

  • In 2009, TNTP reported that teacher evaluation systems didn’t accurately distinguish among teachers with varying levels of proficiency, failed to identify most of the teachers with serious performance problems, and were unhelpful in guiding professional development.
  • The Widget Effect study concluded that “school districts must begin to distinguish great from good, good from fair, and fair from poor.”
  • On average, only 2.7 percent of teachers were rated below Proficient/Exemplary on a 4- or 5-point scale.
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  • The percent of teachers given the top rating ranged from 73 percent in Tennessee to 8 percent in Massachusetts and 3 percent in Georgia.
  • Many districts are drawing important distinctions between good and excellent teaching, but there is less differentiation among good, fair, and poor performance.
  • Why do so few teachers receive below-proficient ratings, despite the fact that school administrators estimate that more than a quarter of their teachers aren’t up to par?
  • The daunting workload involved in giving low ratings
  • Being merciful – Some principals said they were hesitant to give low ratings to rookie teachers out of kindness and a desire not to discourage (or lose) a teacher who had potential for growth.
  • Personal discomfort
  • Principals knew that teachers could lose their jobs as a result of a low rating, and were upset when teachers cried.
  • Her policy: use e-mail for non-urgent questions and texts when time is an issue.
  • 2013 Gates-funded Measures of Effective Teaching (MET) study, which asserted that it’s possible to accurately evaluate teachers by triangulating data from student surveys, value-added scores, and classroom observations.
  • Google, General Electric, and other corporations shifted from rating and ranking employees to providing real-time supervisor and peer feedback and coaching aimed at fostering professional growth to meet stretch goals. This rethinking was inspired by three findings from educational research: -   Performance ratings tend to foster a “fixed” versus a “growth” mindset. -   Numerical grades or ratings lead recipients to ignore detailed feedback. -   Extrinsic rewards can discourage the behaviors they aim to improve.
  • A 2012 initiative in Cincinnati suggests a different approach. Mid-career teachers who were observed four times by peers and given detailed feedback showed marked improvements in performance and student results. The key elements were frequency, credible observers, formative feedback, and a simple, low-stakes process with no direct ties to promotion and retention decisions.
  • Studies point to the following levers for continuous improvement:             • Peer collaboration – Veteran teachers continue to improve their skills if structures are in place that get them working with colleagues in focused, results-oriented instructional teams.             • Teacher evaluation – The key is detailed, valid feedback on classroom practices and support for improvement from knowledgeable and well-trained administrators or peers.             • Tailored on-the-job training – Most PD is ineffective, but intensive coaching focused on the specific needs of individual teachers and sustained over time can make a positive difference.             • Organizational supports – These include an orderly, disciplined school environment, services available to address students’ social and emotional needs, and positive parent engagement. • Leadership – “Hiring principals who have the talent to identify organizational weaknesses, establish schoolwide systems to support teachers and students, and galvanize collective buy-in from teachers is a central lever for improving the teaching and learning environment,” conclude Papay and Kraft.
  • Not having access to books in June, July, and August results in a two-month loss each summer for poor children compared to a one-month gain for more-advantaged children, and that accumulates over the years into a crushing achievement gap. Getting low-SES children reading over the summer is the most effective way to change that dynamic, but what works?
  • a home library is as important as parental education and twice as important as the father’s occupation in predicting educational outcomes;
  • Establish virtual office hours. Tucker tells students at the beginning of the year the dates and times when she’ll be available for a Google chat or Google Hangouts screen-sharing session. She has colleagues who tell students they can e-mail between 4:00 and 6:00 p.m. and any e-mails received after that will be answered the next day.
  • Limit communication channels.
  • Other reasons – These included racial concerns (for example, if a disproportionate number of minority teachers might receive low ratings); burdensome dismissal procedures; principals making deals in which teachers agreed to leave the school in exchange for a higher rating; and concern about ineffective replacement teachers.
  • Make information available online.
  • Set up a space where students can connect online. Tucker has a private Google+ community where students can share information, ask questions, and support one another.
  • Protect unplugged time at home.
  • Not every disagreement is a call to arms.
  • How and when I use my voice matters. “As I see it,” says Gannon, “my job requires that I advocate for both faculty members and students, and for both teaching and learning. Sometimes that means speaking truth to power; other times it means speaking truth to colleagues.” This is especially important with issues of gender, race, and bullying.
  • Don’t be afraid to ask for help
  • “It’s all too easy to let the minutiae detract from the larger goal… I’m not useful to anyone I serve if I’m overcommitted.”
  • Support, affirmation, and collegiality are more important. For me, leadership has become a matter of knowing and respecting my colleagues all over the campus, appreciating the work they do, and letting them know it… There’s no daily quota on thank you’s.”
  • At their best, they promote academic achievement, stronger student connections to education, and improved initiative, teamwork, and social skills.
  • Has a well-thought-out coaching philosophy aligned with the school’s educational, athletic, and programmatic goals – Winning isn’t the main goal, says Gould. Rather, “coaches work hard to help student-athletes learn important life lessons from their sport experiences.”
  • Shares decision-making with students and provides rationales for coaching actions
  • effective coaches meet their athletes’ need for autonomy, competence, and relatedness in an atmosphere where students feel they belong.
  • Builds strong coach-athlete relationships in a caring, supportive climate – Each athlete is known as an individual, made to feel welcome, and knows that bullying and belittling others isn’t tolerated on or off the field.
  • Is a knowledgeable and effective teacher – “Research reveals that coaches who give positive versus degrading and punitive feedback or no feedback at all have athletes who are more motivated, feel better about themselves, and achieve more positive developmental outcomes from sports participation,” says Gould.
  • Is intentional in fostering positive youth development – This includes attention to leadership, teamwork, and a work ethic.
  • What these parents didn’t understand, says Jones, is that “You are either consistent, or you are inconsistent. There is nothing in between.”
  • “The irony of consistency,” says Jones, “is that the closer you come to being consistent before you fail, the worse off you are. If the parent cracks easily, the child does not need to be a world-class yammerer in order to succeed. But, if the parent does not crack easily, the child must learn to play hardball.”
  • How does this apply to classrooms? Teachers must set clear, reasonable expectations, says Jones, and then be absolutely consistent in enforcing them.
  • Never make a rule that you are not willing to enforce every time.
  • If you are consistent, you can use smaller and smaller consequences to govern misbehavior. But if you are inconsistent, you must use larger and larger consequences to govern misbehavior.
  • “it’s extremely unlikely you can greatly improve your reading speed without missing out on a lot of meaning…
  • “If you want to improve your reading speed, your best bet – as old-fashioned as it sounds – is to read a wide variety of written material and expand your vocabulary.”
  • you can’t take in words you don’t see, and you have a set-point for processing language that can be changed only by long-term improvements in vocabulary and knowledge.
  • when it comes to reading for deep comprehension or enjoyment, there are no shortcuts.
  •   1. Why is it so difficult to improve the teacher-evaluation process?   2. Another look at the Measures of Effective Teaching study   3. Conditions for the continuous improvement of teaching   4. Counteracting summer reading loss   5. Using Reading Recovery techniques in guided reading groups   6. Keeping our technology use under control   7. Advice for leaders   8. The qualities of an effective high-school athletic coach   9. Consistency with classroom discipline 10. Are speed reading courses effective? 11. Short items: (a) World population growth animated; (b) Two centuries of U.S. immigration animated; (c) Common Core math sequence; (d) Survey on teacher evaluation
Jill Bergeron

The Marshall Memo Admin - Issues - 0 views

  • “It’s not just effort, but strategy. Students need to know that if they’re stuck, they don’t need just effort. You don’t want them redoubling their efforts with the same ineffective strategies. You want them to know when to ask for help and when to use resources that are available.”
  • the key to schools succeeding with all students is prioritizing – isolating and focusing on “only the most vital, game-changing actions that ensure significant improvement in teaching and learning” and then sustaining a disciplined, laser-like focus for a significant amount of time.
  • Teachers should have clear, specific direction on which skills and concepts to teach – the what and when – with discretion on the how to and some room each week for teachable moments and personal passions.
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  • Of paramount importance is ongoing checking for student understanding (minute by minute, day by day, week by week) and adjusting instruction based on assessment insights. This is especially important for project- and problem-based learning.
  • “To succeed, students simply need vastly more time to purposefully read, discuss, and write about worthy, substantive literature and nonfiction across the curriculum (as often as possible, in the interpretive and argumentative mode)
  • “this should occur in a climate that emphasizes helpfulness and growth, rather than evaluation.”
  • “Nobody has a growth mindset in everything all the time,” says Dweck. “Everyone is a mixture of fixed and growth mindsets.
  • When students fail, teachers and parents should say things like, “Okay, what is this teaching us? Where should we go next?”
  • With praise, focus on the process that led to success – hard work, good strategies, effective use of resources. “Be matter-of-fact,” advises Dweck, “with not too strong or too passive a reaction… Effective teachers who actually have classrooms full of children with a growth mindset are always supporting children’s learning strategies and showing how strategies created that success.”
  • U.S. elementary teachers spend an average of about 32 hours a week with their students, secondary teachers about 30 hours, out of a 38-hour contractual week. Daily planning time ranges from 12 to 80 minutes for elementary teachers, from 30 to 96 minutes at the secondary level. The paucity of contractual planning time in most schools pushes a lot of teachers’ work into late afternoons, evenings, and weekends; including that time, the typical teacher’s work week is about 52 hours.
  • Teachers need two types of planning time, Merritt believes: (a) Individual time every day to prepare materials for upcoming lessons, assess student work, and communicate with specialists and parents about their students; and (b) common planning time once or twice a week with same-grade/same-subject colleagues to plan, implement, reflect on, and modify instruction.
  • The 30-32 hours U.S. teachers spend with their students each week compares to about 20-21 hours in other countries.
  • Shorter days for students
  • No-student days embedded within the school year
  • The number of such days ranges from two to 18 per school year.
  • Increased staffing – Core subject teachers can be given more planning time within the school day if their students go out to additional physical education, art, music, science, environmental education, and other specialty subjects – and also by increasing supervised recess and using instructional assistants and parent volunteers.
  • “we should trust teachers who are asking for more time, and make planning time a high priority in budgeting decisions. Instead of implementing costly interventions that yield minimal results in schools, we should pay more attention to the repeated requests from teachers about how to support them in their daily work… They need more time to identify problems they see in their schools or classrooms and work individually and collectively on solutions.”
  • Using inquiry protocols, they asked each other What do we want students to get out of the curriculum? and How can we get them there? -   They collaboratively developed model curriculum units and adapted them as needed; -   They used a fishbowl approach to observe colleagues teaching new curriculum materials; -   They watched outside curriculum experts modeling appropriate classroom strategies. -   They looked together at student work as students grappled with the new expectations and thought about the implications for unit and lesson planning; -   They jointly figured out ways to support students in material that at first seemed too hard.
  • Meaningful data – Static assessment results from benchmark assessments are not enough. To have truly high-quality discussions about their work, teachers need (a) open-ended assessment items from their ongoing instruction to identify student strategies and uncover their mathematical reasoning; (b) feedback from classroom observations; and (c) video clips of their own instruction and that of colleagues.             • Supportive tools – These include classroom observations and videos and having a facilitator with deep pedagogical content knowledge. It’s also crucial that the PLC sinks its teeth into one or two substantive and actionable math concepts or strategies.
  • • Supportive colleagues – Dissonance is not enough, say the authors. To truly improve instruction, teachers also need a collegial group that will hold their hands as they deal with their students’ struggles and criticism from observers:
  • “It is likely,” say the authors, “that repeated video recording and written feedback motivated Ms. Walker and other teachers to try out new instructional strategies and continuously  assess and refine them so that they could demonstrate improvement in subsequent observed lessons.”
  • -   Within-class grouping (teachers differentiating instruction among several small groups) had moderately positive effects.
  • -   Cross-grade grouping (students from different grade levels brought together to learn a particular subject or unit – e.g., the Joplin Plan for reading) had small-to-moderate benefits.
  • -   These two forms of grouping benefited students with high, medium, and low achievement.
  • -   Special grouping for gifted students (pullout or honors programs) was very helpful for those students.
  • -   Acceleration (students skipping a grade or taking courses at a younger age than their peers) was the most beneficial of all.
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    "1. Mike Schmoker on three focus areas 2. Carol Dweck on fine-tuning the growth mindset 3. Maximizing high-quality teacher planning time 4. Effective and ineffective teacher teamwork in the Common Core 5. What gets professional learning communities working well? 6. Research findings on ability grouping and acceleration"
Jill Bergeron

The Marshall Memo Admin - Issues - 2 views

  • 1. What makes a team effective? 2. A new perspective on closing the achievement gap 3. Project-based learning 101 4. A school network experiments with high tech and student choice 5. Opening up a daily 40-minute block in a North Carolina high school 6. How to hold onto high-quality new teachers 7. The effect of reading about the struggles of accomplished scientists
  • Project Aristotle, as it was dubbed, found that some team characteristics that seemed intuitively important – members sharing interests and hobbies, having similar educational backgrounds, socializing after hours – didn’t correlate with team success.
  • The ‘who’ part of the equation didn’t seem to matter.”
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  • Then Project Aristotle began looking at group norms – the culture of unwritten rules that guide people when they collaborate – and hit pay dirt. It turned out that two group norms were shared by virtually all of Google’s most effective teams: -   Equal air time – In teams that got the best results, members participated roughly the same amount during meetings. “As long as everyone got a chance to talk, the team did well,” said Google researcher Anita Woolley. “But if only one person or a small group spoke all the time, the collective intelligence declined.” -   Interpersonal sensitivity – Effective team members had the ability to intuit how colleagues felt by their tone of voice, facial expressions, and other nonverbal cues. The members of less-effective teams were less tuned in to their teammates’ feelings.
  • The behaviors that create psychological safety – conversational turn-taking and empathy – are part of the same unwritten rules we often turn to, as individuals, when we need to establish a bond. And those human bonds matter as much at work as anywhere else. In fact, they sometimes matter more.”
  • In the best teams, members listen to one another and show sensitivity to feelings and needs.”
  • He believes there are two “ubiquitous features of conventional school environments” that trigger and reinforce the psychological factors noted above, augment the disadvantages with which minority students enter school, and feed the peer pressures to disengage from schooling – all of which creates a self-reinforcing downward spiral of achievement. The two features are: -   Students being given work that is too difficult for their current academic level; -   Students getting low grades on their work rather than frequent, individualized, objective feedback.
  • “The hypothesis,” say Yeh, “is that the conventional school system is inadvertently structured in a way that fosters disengagement, thereby reducing effort, which depresses achievement and grades, causing demoralization, which further reduces engagement and achievement.” The process kicks in around third grade, when struggling students begin to view themselves as intellectually inferior because their grades are lower than their classmates’, contributing to decreased self-efficacy and increasing passivity; it accelerates in middle school, at which point low grades strongly correlate with eventually dropping out.
  • What is to be done? Yeh’s theory is that by flipping the two pernicious factors, schools can turn the downward spiral into a virtuous upward cycle of achievement. That involves: -   Adjusting task difficulty for low-performing students to an appropriate level of challenge so that if they apply effective effort, they will be successful. -   Rapid performance feedback with respect to a standard, not other students.
  • He cites positive research on two programs using this approach – Reading Assessment and Math Assessment – and reports on a systematic study comparing different interventions aimed at closing the achievement gap – charter schools, voucher programs, an additional year of school, various high-quality pre-school programs, full-day kindergarten, class size reduction, value-added assessment, summer school, teacher salary incentives, teacher experience, teacher PD, longer school day, computer instruction, tutoring, and school reform. Rapid assessment is dramatically more successful at raising student achievement than any of the others.
  • by far the most powerful and cost-effective intervention is to adjust task difficulty and provide students with prompt, objective feedback on their efforts.
  • “When students engage in project-based learning over the course of their time in school,” says John Larmer (Buck Institute for Education) in this article in Educational Leadership, “there’s an accumulating effect. They feel empowered. They see that they can make a difference.” In addition, they’re more likely to acquire the skills, knowledge, and dispositions needed for college and career success.
  • the key elements of project-based learning, carefully planned and skillfully managed by the teacher:
  • A challenging problem or question
  • Sustained inquiry
  • Authenticity
  • Student voice and choice
  • Reflection
  • Critique and revision
  • Public product
  • four ways that project-based learning can go off the rails and not fulfill its potential: -   Mistake #1: Using materials that aren’t truly project-based; beware of PBL-lite! -   Mistake #2: Providing inadequate training and support for teachers; one-shot workshops are not enough. -   Mistake #3: Over-using projects in the curriculum; basic skills can still be taught in a more conventional format. -   Mistake #4: Implementing project-based learning on an ad hoc basis; to get the long-term effect, students need to engage in high-quality projects on a regular basis through their school years.
  • AltSchools encourage students to dive into topics they’re passionate about, with teachers tracking everything they do using classroom video cameras and elaborate K-8 databases. The schools make a point of shaping diverse student bodies by giving scholarships to students whose parents can’t afford the $30,000-a-year tuition.
  • We are raising a generation that will have the sum of human knowledge at their fingertips, for every minute of their life, so clearly education needs to change to accommodate that.”
  • “Basically, what we have told teachers is we have hired you for your creative teacher brains, and anytime you are doing something that doesn’t require your creative teacher brain that a computer could be doing as well as or better than you, then a computer should do it.”
  • To a computer measuring keystrokes, a student zoning out because he’s bored is indistinguishable from one who is moved by her book to imagine a world of her own.”
  • “People are very focused on the algorithm. But equally important is the quality of the materials” – the clarity of the math questions and the worthiness of the readings being presented on students’ computer screens. Willingham also notes that teachers in high-tech classrooms often have to prepare two lesson plans – one that uses the technology and one for when the technology breaks down.
  • Hire capable, well-matched teachers. Detailed advertisements and postings are important to giving candidates a clear idea of each position, says Clement. She also recommends longer interviews with more candidates, enlisting experienced teachers to take part in interviews, and gathering information on candidates from multiple sources.
  • Provide continuous professional development. This should include induction that eases new teachers into the demands of the full job – orientation before classes begin, well-matched mentors through the first five years, and ongoing PD specific to rookies’ needs.
  • Use colleagues to provide feedback. Traditional “gotcha” teacher evaluation has rarely been helpful in supporting new teachers, says Clement. Trained mentors can provide non-evaluative feedback that really makes a difference, perhaps with a firewall between their observations and the formal evaluation process. Of course it’s important that incoming teachers know the district’s criteria for effective teaching and are familiar with how administrators will assess their work.
  • Understand millennials. “This generation of teachers wants to network and have input,” says Clement. Most have a strong preference for electronic interaction, and administrators and colleagues should meet young teachers where they are tech-wise and provide strong online resources.
  • • Provide leadership opportunities. “While many new teachers are just surviving, others actively seek an avenue to truly make a difference,” says Clement. To find fulfillment in teaching and stay in the profession, they need to get involved in meaningful roles outside their classrooms. Some possibilities: speaking at induction ceremonies and serving on a welcome committee for the newest hires; leading book study groups; taking part in social service organizations on campus; and serving on curriculum committees
  • students who read about scientists’ struggles, whether intellectual or personal, got better grades in science after reading the texts. The positive effect was most pronounced among students whose science grades were low before the experiment.
  • Another finding: both before and after reading the texts, students who had a “growth” mindset (effort, not innate talent, determines success) tended to do better in science classes than students with a “fixed” mindset.
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    This week's articles cover PBL, differentiation, effective teams, tech integration, teacher retention and science teaching and learning.
Jill Bergeron

Teach Kids to Use the Four-Letter Word | Edutopia - 0 views

  • Today's classrooms are notorious for handing students the basic skills to live in the world while denying them the strength of character to transform it.
  • Angela Duckworth (1), an associate professor of psychology at the University of Pennsylvania, studied (among others) the performance of West Point cadets during basic training. She discovered that the most powerful predictor of success -- acceptance into the academy -- was grit. Duckworth calls grit "the tendency to sustain interest in and effort toward very long-term goals."
  • Duckworth’s research is heir to the work of Stanford psychologist Carol Dweck (2) on mindsets. Believing that we can succeed even after suffering repeated setbacks (what Dweck calls a "growth mindset") can actually re-wire our brains -- and rewrite our fortunes.
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  • By shifting the focus of our feedback to effort as opposed to outcome, we leave students with the feeling that their best is yet to come.
  • Every Friday, my students cap a week of learning with self-rating journal entries like "Something New I Learned" or "This Week's Memorable Moment." To test their grit, I've added a new prompt: "Something I Struggled With."
  • Finally, create a forum for class-wide discussion about grit at community meetings. These are scheduled, relaxed opportunities for students to sound off on issues affecting their class and their world
Jill Bergeron

Age of Distraction: Why It's Crucial for Students to Learn to Focus | MindShift - 0 views

  • “The real message is because attention is under siege more than it has ever been in human history, we have more distractions than ever before, we have to be more focused on cultivating the skills of attention,”
  • If young students don’t build up the neural circuitry that focused attention requires, they could have problems controlling their emotions and being empathetic.
  • “The circuitry for paying attention is identical for the circuits for managing distressing emotion,”
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  • The ability to concentrate was the strongest predictor of success.
  • He advocates for a “digital sabbath” everyday, some time when kids aren’t being distracted by devices at all. He’d also like to see schools building exercises that strengthen attention, like mindfulness practices, into the curriculum.
  • Perhaps the most well known study on concentration is a longitudinal study conducted with over 1,000 children in New Zealand by Terrie Moffitt and Avshalom Caspi, psychology and neuroscience professors at Duke University.
  • “The attentional circuitry needs to have the experience of sustained episodes of concentration — reading the text, understanding and listening to what the teacher is saying — in order to build the mental models that create someone who is well educated,” Goleman said.
  • “This ability is more important than IQ or the socio economic status of the family you grew up in for determining career success, financial success and health,” Goleman said.
  • These are signs that educators may need to start paying attention to the act of attention itself. Digital natives may need help cultivating what was once an innate part of growing up.
  • “There’s a need now to teach kids concentration abilities as part of the school curriculum,” Goleman said. “The more children and teens are natural focusers, the better able they’ll be to use the digital tool for what they have to get done and then to use it in ways that they enjoy.”
  • the idea of multitasking is a myth, Goleman said. When people say they’re  “multitasking,” what they are really doing is something called “continuous partial attention,” where the brain switches back and forth quickly between tasks.
  • “I don’t think the enemy is digital devices,” Goleman said. “What we need to do is be sure that the current generation of children has the attentional capacities that other generations had naturally before the distractions of digital devices. It’s about using the devices smartly but having the capacity to concentrate as you need to, when you want to.”
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    Great article on the need to help students better learn to concentrate given the distractions that digital devices provide.
Jill Bergeron

Homework, Sleep, and the Student Brain | Edutopia - 0 views

  • Are you able to stay up with your son or daughter until he or she finishes those assignments? If the answer is no, then too much homework is being assigned, and you both need more of the sleep that, according to Daniel T. Willingham (3), is crucial to memory consolidation.
  • we see moderate advantages of no more than two hours of homework for high school students. For younger students, the correlation is even smaller. Homework does teach other important, non-cognitive skills such as time management, sustained attention, and rule following, but let us not mask that as learning the content and skills that most assignments are supposed to teach
  • A scientific approach to tackling their homework can actually lead to deepened learning in less time.
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  • Delaying gratification is an important non-cognitive skill and one that research has shown enhances life outcomes
  • But it takes teachers to design better homework (which can include no homework at all on some nights), parents to not see hours of homework as a measure of school quality, and students to reflect on their current homework strategies while applying new, research-backed ones.
Jill Bergeron

NAIS - The Truth About Making Real Change for Racial Justice - 0 views

  • To look at ourselves honestly means to ask: Why are our schools here? The raison d’être of independent schools has been, and continues to be, that of advancing the interests of those who already have privilege—to provide a return on investment (ROI) to those who have sufficient disposable income to afford independent school. To put it differently, our main job is to preserve the social status quo or reproduce the elite; this class-bound purpose results in a hierarchical view of the world in which our students are destined for leadership. In our mission statements, the idea that we are creating leaders is almost universal. On their face, these statements provide a binary and hierarchical understanding of society, one in which there are leaders and followers, and we are teaching the leaders.
  • noblesse oblige, a worldview that accepts and perpetuates existing social hierarchies while promoting social good.
  • When we look at our schools’ service programs, the idea of “giving back” is ubiquitous. Yet we fail to discuss or even question how much taking is appropriate.
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  • Families send their kids to our schools, and we must prove that we are better than local public or other school options. In other words, we ask the majority of our families to give us financial support so that their kids can get more—not necessarily different—than what their taxes pay for; the “more” is the ROI.
  • Furthermore, this hierarchical worldview permeates our practices—from grading to sports, we promote hierarchies cemented on ability, access, and popularity, among other things. By viewing race problems in our schools in purely cultural terms, we are articulating our hope that we will promote some hierarchies while erasing other hierarchies based on race, gender, and sexual orientation. But as we know, hierarchies intersect and sustain each other.
  • the demand that our teachers get better or different professional development, that we hire and admit more people of color, and that we collectively become culturally competent is a way to deal with the symptoms of racism, not with a system of racism.
  • Why would those who have privilege, and want to keep it by paying for a special pathway for their children, want to give it up? Anyone familiar with the college admission process knows the tensions that emerge around race and class. If our students and families are happy to embrace the language of inclusion, such superficial pretense often evaporates when college admission lists appear. It is then that we see the hard limits of our inclusivity.   The families in our communities are essentially good people who want to share, but they don’t want to be left out.
  • They like the idea of “giving back” but do not want to take less.
  • many of our enrollment challenges derive from the fact that millennial families are looking for meaning and value—not access. We need to stop worrying about providing an illusory ROI and ensure that we help our students develop lives of meaning and purpose; we need to stop worrying exclusively about leadership and prepare them for ethical and active citizenship. It is only when we can talk to our students about the need to take less so that others can have their fair share that we will be able to honestly talk about race.
Jill Bergeron

NAIS - NAIS Research: Budget Considerations for the 2021-2022 School Year - 0 views

  • Data from the NAIS Snapshot surveys of varying groups of independent school leaders reveal that 61% of schools have increased their expense budgets for the 2020-2021 fiscal year, while 58% are projecting a loss for the same time period.
  • Determining what motivates your parents can help your school focus its offerings and rein in expenses, helping you focus on what matters most to families.
  • Sixty-seven percent of schools have already implemented revenue-increasing strategies, and 76% plan to do the same in 2021-2022. Schools most commonly plan to rely on summer programs, with 67% already offering them and 79% likely to for the next summer.
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  • 74% of schools increased their technology budgets.[6] Thirty-six percent expect IT expenses to increase further in 2021-2022.[7] Other schools appear to be angling to attract and retain staff despite the cost: 43% increased salaries (compared to 21% who cut them), and 74% hired additional staff (though data from a different sample of NAIS members found that 30% had implemented a hiring freeze, while 19% instituted layoffs).[8] Additionally, 38% of schools have increased their general financial aid budgets, with 31% increasing it by more than 5%. Fifty-four percent have established a separate emergency grant fund for students needing additional assistance.
  • Despite the need for additional teacher training in online and hybrid learning, professional development budgets have frequently been cut to make up for additional spending elsewhere, with 41% of the schools decreasing the amount allocated (and 26% decreasing it by more than 16%).[10] Thirty-nine percent of schools are likely to continue to reduce professional development in 2021-2022, and 22% may freeze it altogether.
  • adding new degree programs was a common and successful tactic for boosting enrollment during the Great Recession and one that was also popular with faculty.
  • A parallel tactic for independent schools in markets that have seen increased demand for their programs, whether in-person or online, would be to add a part-time or afterschool component for parents worried about learning loss for their public school students.
  • 49% of schools experienced a decrease in enrollment for the 2020-2021 school year, with 33% seeing a decrease of greater than 5%. At the same time, 47% of schools reduced their fundraising goals from the previous year.[2] Tuition revenue will only help fill the gap at some schools: 49% increased their tuition, while 41% kept it the same and just 5% of schools reduced it.[3] However, 70% do expect to raise tuition in 2021-2022.[4]
  • Fifty-five percent of independent schools lost teachers this year due to COVID-19 concerns, and 8% lost 5% or more of their teaching staff, according to NAIS Snapshot surveys.[21] All of this has led to a nationwide shortage in both dedicated substitutes and, more broadly, people who can just watch over a classroom when the teacher isn’t physically present.
  • The goal of financial sustainability seems to have been superseded by the reality of teaching during a global pandemic
  • To address the substitute shortage in South Dakota, for example, one public school district partnered with a local university’s college of education. Teaching candidates are able to get the field experience hours required for their degree by substitute teaching in various classrooms.
  • After all, the job market for recent graduates has shrunk dramatically during the pandemic, with unemployment during the third quarter of 2020 particularly high among young people—almost 18% of 18- to 19-year-olds were unemployed as were about 15% of 20- to 24-year-olds.
  • One-time revenue shortfall (with expected rapid recovery): This scenario is optimistic during the pandemic, but schools that were unable to hold a large revenue-earning event in 2020, such as an auction, community fair, or summer camp, but expect to be able to do so in 2021 can rely on endowment funds for the time being. One-time or short-term expenses: Schools may need endowment funds to repair the campus after natural disasters or offer emergency financial aid grants for families facing hardship. Short-term expense for long-term savings: Schools that haven’t already done so, or haven’t done so to as full an extent as they would like, can use endowment funds to upgrade technology or PPE infrastructures in order to attract and retain students in the long-term.
  • When making financial decisions, school leaders need to be honest about the challenges affecting their final choice.
Jill Bergeron

NAIS - Affirming the Well-Being of Black Teachers - 0 views

  • the necessity of emotional support in our schools through affinity groups and the need for culturally responsive professional development opportunities similar to ones offered at the NAIS People of Color Conference (PoCC).
  • In her book, Why Are All the Black Kids Sitting Together in the Cafeteria? Beverly Tatum outlines a familiar circumstance that many Black faculty face when working in PWIs. “Particularly in work settings, where people of color are isolated and often in the extreme minority, the opportunities to connect with peers of color are few and far between. White people are often unaware of how stressful such a situation can be.”
  • As confirmed in my research findings, affinity groups are one of the few places in PWIs where Black faculty and staff expressed a genuine sense of recognition and appreciation. Affinity groups provide teachers who share a common identity at our school the opportunity to meet, connect, and support each other. The Black affinity group gatherings at our school can range from informal check-ins to more structured and facilitated conversations about stress management and teaching practices. As important as these meetings are, they are unfortunately infrequent.    
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  • Another participant described affinity groups as “a space where I can say the things I need to say, you know, and be who I am and not have to couch it.” This kind of comfort can be a critical emotional lifeline for Black teachers.
  • If leadership at PWIs hopes to stem the tide of attrition among Black faculty, they need to invest in a consistent approach to professional development that is not reactionary.
  • I’ve established healthy boundaries, such as acknowledging that it’s not always my responsibility to coach my white colleagues through their misconceptions about race or Black folks.
  • It can be inefficient and, at times, ineffective to wait for our institutions to “make time” for us, so I had to find and build a support system at my school. Casual meetings for lunch, BIPOC group chats, and guidance from more experienced Black faculty and school leaders have helped me find a balance.
  • I hope school leaders will make it a priority to improve the teaching experience of their Black faculty by intentionally budgeting more time for supportive gatherings like affinity groups and providing more culturally responsive professional development opportunities to sustain teachers throughout the year.
Scott Nancarrow

Telling Your Child They Have a Learning Disability Is Critical - 0 views

  • Many parents are afraid that “labeling” a child as having a learning disability will make him feel broken, left out, or less willing to try. In fact, the opposite is true: giving your child an understanding of the nature of his learning disabilities will comfort him — and motivate him to push through his challenges.
  • The knowledge that he has an identifiable, common, measurable, and treatable condition often comes as great comfort to the youngster. Without this information, the child is likely to believe the taunts of his classmates and feel that he indeed is a dummy.
  • If a child does not have a basic understanding of the nature of his learning challenges, it is unlikely that he will be able to sustain his motivation in the classroom.
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  • During these discussions, emphasize her strengths and affinities, and do not simply focus on her weaknesses and difficulties. Express optimism about her development and her future.
  • Remind your child that she can indeed learn, but that she learns in a unique way that requires her to work hard and participate in classes and activities that are different from those of her peers and siblings.
  • Draw on learning struggles and challenges that you faced and outline the strategies you used.
  • Print Facebook Twitter Instagram Pinterest A parent once called my special education school to request an admissions visit for her and her son, who was struggling mightily in school. She asked a strange question in her initial phone call: “Does the school have any signs or posters displayed that identify the program as a school for kids with learning disabilities?” I asked her why she wished to know this. She replied, “My son doesn’t know that he has a learning disability, and we don’t want him to know.” He knows, Mom. Believe me, he knows.
  • Demystify your child’s daily struggles.
  • Look for and take advantage of teachable moments.
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