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student learning

Keeping Students Engaged Systematically Using the Instructional Planning Resource

May 4, 2021 by Stu Ervay

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Virtual teaching is a challenge. Many teachers were not ready to conduct instruction using the internet. Much had to be learned to make the new medium work for students AND teachers.

And if that challenge was not enough, teachers were also asked to use what is known as a hybrid model. A term that means teaching occurs in BOTH classroom and virtual settings.

Back and forth.

Which is hard, especially when teachers learn students do not have computers or are not connected to the internet. Or both. And when parents do not allow their children to attend school for fear of catching the virus.

Meeting such overwhelming challenges has resulted in major disruptions in the continuum of student learning. Chances are good that conditions, while not as bad as the first stages of the pandemic, will be unsettled for months or years.

Therefore, contingency planning by curriculum councils should be vigorous and ongoing. Subject area committees, operating under the auspices of councils, should stay ready for any eventuality. The old idea that we can depend on a single medium for teaching public school students is no longer valid.

Client districts using CLI’s Instructional Planning Resource (IPR) can connect contingency planning to intentional forms of instruction. The IPR does not overcome the lack of personal computers, home-based internet availability, or willingness of parents to risk their children getting sick. But it does give structure to how teachers plan for variable instructional settings.

The IPR contains everything necessary for thinking-through and planning instruction, virtual or not. In clear and specific phrases, it includes the mastery purpose of the course, well-constructed unit outcomes, and their components. It provides information on how to formatively assess student performance. It describes teaching methods, student activities and resources to be used. Alternative or “differentiated” instructional techniques are inserted.

And the summative assessment is not just a one-off pencil and paper test, but a clearly described method to determine if students have indeed met criteria in each component.

Client districts using the IPR model know it to be challenging to create for teachers accustomed to writing and using daily lesson plans. It requires training wordsmith intentions for student learning accurately and comprehensively, and considerable imagination to project all possible variations as to possible methods, student activities, and resources to use.

But developing skills to write IPRs is worth the effort on many levels, not the least of which is a teacher’s cognitive engagement with the curriculum to be taught.

First, the IPR can be saved in a digital databank and used repeatedly. Because it is saved in a computer, it can be modified any time conditions require.  Portions of it can be shared virtually with students or on a classroom screen.

Second, an IPR eliminates the need to create elaborate daily lesson plans. Teachers can keep track of where they are in the margins. They can also code the IPR for use in pacing guides or individualized instruction.

Third, the IPR provides a quick glance at the amount of curriculum to be covered in a standard classroom setting, thereby giving teachers a clear indication of how much seat time is necessary. If the class is being taught virtually, the teacher can get a sense of how quickly students are progressing.

If instructional conditions are poor because of the medium being used, as in virtual formats, the teacher may need to delete part of an intended curriculum. Having to skip parts of an intended curriculum inadvertently happens now. The difference when using an IPR is that the portion deleted can be done intentionally instead of just “running out of time.” Having that option available is important for two reasons: (1) a deleted portion may be selected because it is the least essential element, and (2) knowing what was deleted can be revisited later when more time and opportunity are available.

The pandemic has taught us to be ready for almost anything. In addition, it is teaching us that virtual or hybrid forms of instruction do not need to be inadequate stopgap measures. They may not be perfect but, as with many other things in this “new normal,” those instructional settings can work if we plan ahead more thoroughly and precisely.

Filed Under: Instruction Tagged With: COVID-19, instructional planning resource, IPRs, online learning, student engagement, student learning, teaching during coronavirus

Changes in Professional Development Due to ESSA Requirements and Title Funding

August 6, 2018 by cliweb

ESSA, PD, and FundingThe Every Student Succeeds Act (ESSA) recently completed a year of full implementation.  While the law is authorized to continue programs from the Elementary and Secondary Schools Act until 2020, there is speculation that funding amounts could change or even be eliminated due to priorities in the annual budget.  Even though educators must play the waiting game in order to plan, it is still important to know the features of the law as there have been some key changes.

Title Funding

Formulas for Title II funds have been and will continue to be adjusted until 2020.  The past formula rewarded districts with larger populations of students. The new formulas show a gradual increase in order to place a stronger emphasis on funding for districts serving children living in poverty.

Movement of money between specific Title programs is expanded to allow support for other activities.  One hundred percent of Title II and Title IV funds (21st Century Schools) can be transferred into Title I funds to improve basic programs and ensure economically and socially disadvantaged students. Title II and Title IV programs can also have transfers between them.  However, no money can be transferred out of Title I to another Title program.

Professional Development

Use of Title II funding for professional development has been expanded beyond teachers of “core academic subjects.” All teachers, counselors, librarians, and paraprofessionals are now included as well as support for principals, superintendents, and teacher leaders.

ESSA also recognizes the importance of staff collaboration and job embedded skills.  Immediate application of those new skills has a greater impact on instruction which transfers to an increase in student learning.

Another point that has been emphasized is that professional development must be data driven, show results, and have follow-up. One-shot training without accountability is discouraged.

According to ESSA, funded programs must be evidence-based.  This may include any activity, strategy, approach, or intervention that shows a statistically significant effect on student learning.

Professional development should be customized to the needs of a district.  One size does not fit all when meeting the needs of any learning community.

Find Funding, Get Creative

“Educators need to be encouraged to choose PD that challenges them and gives them a hard-earned sense of accomplishment.” 
~ Debbie Silver, Former Louisiana Teacher of the Year

It may be hard to predict what happens in the future with Title funding at the national level, but local leaders have to continue to provide opportunities for teacher growth as that will directly affect student learning.  If Title funding is unavailable, the general fund and grants from private organizations may be the best options.

Utilize neighboring districts to pool your resources together.  Create a small learning consortium while sharing skills of teachers and dollars.

If possible, offer choices for learning.  Allow teachers to participate in a local professional development day where they can select their topic.  It will require more planning but positive results and use of the new skills are more likely to happen. Utilize local educators as experts as well as those outside the district.  It is empowering to the presenters, establishes professional respect for their expertise in content and skills, and promotes the development of leadership capacity throughout the district.

Getting Experienced Help

For more than 25 years, the Curriculum Leadership Institute (CLI) has provided challenging and quality professional development through partnerships with over 85 school districts across the United States.  The continuous follow-up allows for a customized approach to meet a district’s needs while building leadership capacity throughout a district.  The systems approach is evidence-based.  Collaboration is not only encouraged, it is required for success. Teachers, principals, superintendents, board members, and parent representativesfrom across the district meet regularly to discuss academic issues and make recommendations for student learning, school improvement, and accreditation requirements.  It is easy to see how CLI meets the ESSA expectations for professional development. If you need or would like assistance, please give us a call at 620.794.1431 or email us at info@cliweb.org.  We would love the opportunity to visit with you, establish a partnership, and help put you on the map!

Filed Under: Governance & Leadership Tagged With: collaboration, ESSA, evidence-based, funding, professional development, student learning

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