Sentences with phrase «practices in the school improvement»

We promote the best practices in school improvement, as it relates to research, educational assessment, curriculum design, and professional development.

It offers interactive sessions that will allow school and district based participants to share best practices in the school improvement effort.

Not exact matches

He / she and I have clashed over the persistant use of junk food in school classrooms, the practice of bringing in birthday cupcakes to school, the improvement of school lunch standards and more.

«Because we know memory is a crucial cognitive skill for school learning, practice at playing games that challenge memory should, in theory, lead to improvements in classroom behavior and academic skills,» she says.

Chad Boult, MD, MPH, MBA, principal investigator of the Guided Care study and director of the Roger C. Lipitz Center for Integrated Health Care at the Johns Hopkins Bloomberg School of Public Health, accepted the award at the STFM's annual Conference on Practice Improvement, held last week in Kansas City, Missouri.

Kate Copping - Westgarth Primary School, Victoria Using Data to Develop Collaborative Practice and Improve Student Learning Outcomes Dr Bronte Nicholls and Jason Loke, Australian Science and Mathematics School, South Australia Using New Technology for Classroom Assessment: An iPad app to measure learning in dance education Sue Mullane - Sunshine Special Developmental School, Victoria Dr Kim Dunphy - Making Dance Matter, Victoria Effective Differentiation: Changing outcomes in a multi-campus school Yvonne Reilly and Jodie Parsons - Sunshine College, Victoria Improving Numeracy Outcomes: Findings from an intervention program Michaela Epstein - Chaffey Secondary College, Victoria Workshop: Developing Rubrics and Guttman Charts to Target All Students» Zones of Proximal Development Holly Bishop - Westgarth Primary School, Victoria Bree Bishop - Carwatha College P - 12, Victoria Raising the Bar: School Improvement in action Beth Gilligan, Selina Kinne, Andrew Pritchard, Kate Longey and Fred O'Leary - Dominic College, Tasmania Teacher Feedback: Creating a positive culture for reform Peta Ranieri - John Wollaston Anglican Community School, Western AusSchool, Victoria Using Data to Develop Collaborative Practice and Improve Student Learning Outcomes Dr Bronte Nicholls and Jason Loke, Australian Science and Mathematics School, South Australia Using New Technology for Classroom Assessment: An iPad app to measure learning in dance education Sue Mullane - Sunshine Special Developmental School, Victoria Dr Kim Dunphy - Making Dance Matter, Victoria Effective Differentiation: Changing outcomes in a multi-campus school Yvonne Reilly and Jodie Parsons - Sunshine College, Victoria Improving Numeracy Outcomes: Findings from an intervention program Michaela Epstein - Chaffey Secondary College, Victoria Workshop: Developing Rubrics and Guttman Charts to Target All Students» Zones of Proximal Development Holly Bishop - Westgarth Primary School, Victoria Bree Bishop - Carwatha College P - 12, Victoria Raising the Bar: School Improvement in action Beth Gilligan, Selina Kinne, Andrew Pritchard, Kate Longey and Fred O'Leary - Dominic College, Tasmania Teacher Feedback: Creating a positive culture for reform Peta Ranieri - John Wollaston Anglican Community School, Western AusSchool, South Australia Using New Technology for Classroom Assessment: An iPad app to measure learning in dance education Sue Mullane - Sunshine Special Developmental School, Victoria Dr Kim Dunphy - Making Dance Matter, Victoria Effective Differentiation: Changing outcomes in a multi-campus school Yvonne Reilly and Jodie Parsons - Sunshine College, Victoria Improving Numeracy Outcomes: Findings from an intervention program Michaela Epstein - Chaffey Secondary College, Victoria Workshop: Developing Rubrics and Guttman Charts to Target All Students» Zones of Proximal Development Holly Bishop - Westgarth Primary School, Victoria Bree Bishop - Carwatha College P - 12, Victoria Raising the Bar: School Improvement in action Beth Gilligan, Selina Kinne, Andrew Pritchard, Kate Longey and Fred O'Leary - Dominic College, Tasmania Teacher Feedback: Creating a positive culture for reform Peta Ranieri - John Wollaston Anglican Community School, Western AusSchool, Victoria Dr Kim Dunphy - Making Dance Matter, Victoria Effective Differentiation: Changing outcomes in a multi-campus school Yvonne Reilly and Jodie Parsons - Sunshine College, Victoria Improving Numeracy Outcomes: Findings from an intervention program Michaela Epstein - Chaffey Secondary College, Victoria Workshop: Developing Rubrics and Guttman Charts to Target All Students» Zones of Proximal Development Holly Bishop - Westgarth Primary School, Victoria Bree Bishop - Carwatha College P - 12, Victoria Raising the Bar: School Improvement in action Beth Gilligan, Selina Kinne, Andrew Pritchard, Kate Longey and Fred O'Leary - Dominic College, Tasmania Teacher Feedback: Creating a positive culture for reform Peta Ranieri - John Wollaston Anglican Community School, Western Ausschool Yvonne Reilly and Jodie Parsons - Sunshine College, Victoria Improving Numeracy Outcomes: Findings from an intervention program Michaela Epstein - Chaffey Secondary College, Victoria Workshop: Developing Rubrics and Guttman Charts to Target All Students» Zones of Proximal Development Holly Bishop - Westgarth Primary School, Victoria Bree Bishop - Carwatha College P - 12, Victoria Raising the Bar: School Improvement in action Beth Gilligan, Selina Kinne, Andrew Pritchard, Kate Longey and Fred O'Leary - Dominic College, Tasmania Teacher Feedback: Creating a positive culture for reform Peta Ranieri - John Wollaston Anglican Community School, Western AusSchool, Victoria Bree Bishop - Carwatha College P - 12, Victoria Raising the Bar: School Improvement in action Beth Gilligan, Selina Kinne, Andrew Pritchard, Kate Longey and Fred O'Leary - Dominic College, Tasmania Teacher Feedback: Creating a positive culture for reform Peta Ranieri - John Wollaston Anglican Community School, Western AusSchool Improvement in action Beth Gilligan, Selina Kinne, Andrew Pritchard, Kate Longey and Fred O'Leary - Dominic College, Tasmania Teacher Feedback: Creating a positive culture for reform Peta Ranieri - John Wollaston Anglican Community School, Western AusSchool, Western Australia

There is an expectation among the school staff that they practice a culture of continuous improvement and risk - taking based on a cycle of conversations, classroom observations, constructive feedback, and planning and implementing strategies that aim to directly make a difference to classroom practices in line with the priorities identified for school improvement.

A school improvement plan makes explicit the changes in practice a school intends to make.

What I found is that schools that exceed expectations — as well as those that are making significant improvement from a base of overall poor performance — engage in the extensive practice of six research - informed instructional strategies and develop a culture that communicates high expectations and support for all students.

These were peer mentoring of teachers in growth mindset teaching practices and the revision of the school's assessment policy to encompass continual measurement of student improvement.

Collaboration is the key word at this year's Excellence in Professional Practice Conference, as members of the education community share their stories of school - based improvement projects.

Other initiatives in their school improvement plan (PDF) included Positive Behavioral Interventions and Supports (PBIS), an operational framework for implementing practices and interventions to improve academic and behavioral outcomes, and Advancement Via Individual Determination (AVID), a college readiness system with research - based methods for elementary through postsecondary students.

Each of these programs address a particular problem of practice — using data, observing and analyzing teaching and learning in the classroom, engaging families meaningfully — and provides proven tools, protocols, and approaches for educators to practice and implement together for school and system - wide improvement efforts.

It is clear that localities are under - investing in professional development for teachers and administrations and in the development of new pedagogical and administrative practices associated with school improvement.

At New American Schools, it has always been our practice to cooperate with — even to initiate — in - depth review that leads to improvement.

The goal of Leading 21st Century High Schools — being held on campus June 23 — 27 — is to help leaders cultivate effective teaching practices, enhance social dynamics, and implement innovative leadership approaches as key levers in the overall improvement of contemporary high sSchools — being held on campus June 23 — 27 — is to help leaders cultivate effective teaching practices, enhance social dynamics, and implement innovative leadership approaches as key levers in the overall improvement of contemporary high schoolsschools.

Specifically, he developed a strong conviction that schools and school systems ought to be structured in a way to facilitate continuous improvement, foster innovation, and empower talented people to be entrepreneurial in order to continually improve practice.

Fortunately, findings from two generations of school improvement efforts, lessons from similar work in other industries, and a budding practice among reform - minded superintendents are pointing to a promising alternative.

One of NIUSI's primary missions is to support the expansion and improvement of inclusive practices in those schools.

In Kelly School, which is discussed in the book, these characteristics were built through a set of interrelated organizational routines including close monitoring of each student's academic progress, an explicit link between students» outcomes and teachers» practices, weekly 90 - minute professional development meetings focused on instructional improvement, and the cultivation of a formal and informal discourse emphasizing high expectations, cultural responsiveness, and teachers» responsibility for student learninIn Kelly School, which is discussed in the book, these characteristics were built through a set of interrelated organizational routines including close monitoring of each student's academic progress, an explicit link between students» outcomes and teachers» practices, weekly 90 - minute professional development meetings focused on instructional improvement, and the cultivation of a formal and informal discourse emphasizing high expectations, cultural responsiveness, and teachers» responsibility for student learninin the book, these characteristics were built through a set of interrelated organizational routines including close monitoring of each student's academic progress, an explicit link between students» outcomes and teachers» practices, weekly 90 - minute professional development meetings focused on instructional improvement, and the cultivation of a formal and informal discourse emphasizing high expectations, cultural responsiveness, and teachers» responsibility for student learning.

Douglas Harris and Whitney Bross showed how smart charter - authorizing practices contributed to the huge improvements in New Orleans» schools post-Katrina.

This practice has confused the public, demoralized teachers, and tied up funds that could have been more precisely targeted on the schools and districts that are most in need of improvement.

A number of schools showed significant improvements in at least some areas of their practice, sometimes within as little as twelve months.

This article has been adapted from a presentation «Senior Secondary Re-imagined: Improving Practice at the Noosa Pengari Steiner school» given at the 2014 ACER Excellence in Professional Practice Conference entitled Teachers Driving School Improvschool» given at the 2014 ACER Excellence in Professional Practice Conference entitled Teachers Driving School ImprovSchool Improvement.

School leaders reported that the review process was most helpful in bringing staff together around a shared improvement agenda and in promoting conversations about practice that may not otherwise have occurred.

Feedback from schools revealed that, although schools sometimes found the results of the review confronting, it was valuable in identifying areas of practice requiring attention and in designing whole - school improvement plans.

The NSIT was built on research into the practices of highly effective schools, defined as schools that make rapid improvements in student performance over time or that perform unusually well given the socioeconomic backgrounds of their student intakes.

In such schools there is a strong commitment to a culture of learning and continuous improvement and an ongoing search for information and knowledge that can be used to improve on current practice.

Instructional leadership (practices that involve the planning, evaluation and improvement of teaching and learning) and distributed leadership (a reflection of leadership being shown by the principal, but also of others acting as leaders in school) are seen as conducive to student learning.

School leaders should participate in ongoing training in using data to inform school improvement and instructional decision making and in motivating their staff to engage in these pracSchool leaders should participate in ongoing training in using data to inform school improvement and instructional decision making and in motivating their staff to engage in these pracschool improvement and instructional decision making and in motivating their staff to engage in these practices.

Sometimes some of your school improvement agenda is quite big and you need then to bring it back into really streamlined ways to do it that will actually improve the practice in the classroom.

Principals understand the practice and theory of contemporary leadership and apply that knowledge in school improvement.

School improvement involves leadership, teachers, culture, resources, pedagogy and the broader school community all working in unison to change school practices in ways that lead to better student outSchool improvement involves leadership, teachers, culture, resources, pedagogy and the broader school community all working in unison to change school practices in ways that lead to better student outschool community all working in unison to change school practices in ways that lead to better student outschool practices in ways that lead to better student outcomes.

By using the NSIT in the process of developing a School Improvement plan, schools can ensure they are adopting the practices displayed by highly effective schools and school leaders, and are supporting the development of their school improvement objectives with a solid base of evidence and resSchool Improvement plan, schools can ensure they are adopting the practices displayed by highly effective schools and school leaders, and are supporting the development of their school improvement objectives with a solid base of evidence anImprovement plan, schools can ensure they are adopting the practices displayed by highly effective schools and school leaders, and are supporting the development of their school improvement objectives with a solid base of evidence and resschool leaders, and are supporting the development of their school improvement objectives with a solid base of evidence and resschool improvement objectives with a solid base of evidence animprovement objectives with a solid base of evidence and research.

Previously, Ben worked alongside K - 12 educators in schools, providing both professional development and analytical support related to the effective use of data to enhance instructional practice and support school improvement.

With the Leading Educational Innovation and Improvement Micromasters we are supporting teachers and school leaders in improving educational practice through a stackable, modular and portable offering that can lead to a certificate, advance their career and accelerate their progress through the master's program upon admission into the School of Educschool leaders in improving educational practice through a stackable, modular and portable offering that can lead to a certificate, advance their career and accelerate their progress through the master's program upon admission into the School of EducSchool of Education.

Frequent topics include school improvement, leadership, standards, accountability, the achievement gap, classroom practice, professional development, teacher education, research, technology and innovations in teaching and learning, state and federal policy, and education and the global economy.

«We also find that «F» - graded schools engaged in systematically different changes in instructional policies and practices as a consequence of school accountability pressure, and that these policy changes may explain a significant share of the test score improvements (in some subject areas) associated with «F» - grade receipt.»

These results suggest that the improvements in test scores after charter school entry could reflect changes in school practices, such as improving student engagement.

In particular, rich data on SIG schools in one of the studies shows that schools improved both by differentially retaining their most experienced teachers and by providing teachers with increased supports for instructional improvement such as opportunities to visit each other's classrooms and to receive meaningful feedback on their teaching practice from school leaderIn particular, rich data on SIG schools in one of the studies shows that schools improved both by differentially retaining their most experienced teachers and by providing teachers with increased supports for instructional improvement such as opportunities to visit each other's classrooms and to receive meaningful feedback on their teaching practice from school leaderin one of the studies shows that schools improved both by differentially retaining their most experienced teachers and by providing teachers with increased supports for instructional improvement such as opportunities to visit each other's classrooms and to receive meaningful feedback on their teaching practice from school leaders.

With that additional money in hand, it seems obvious that schools below the cutoff would be doing more improvements than schools above the cutoff, such as using different instructional approaches, different hiring practices, developing teachers and principals and so on.

By the end of two years, the goal is for each state and district team to have well - trained leaders who have had extensive practice in effective problem - solving approaches and to apply them in ways that result in significant improvements in education leadership practices and student learning at the state, district, and school levels.

They work collaboratively with colleagues to identify, implement, and monitor the effects of instructional practices; share responsibility for making changes and promoting risk taking and innovation to achieve positive student outcomes; use their expertise productively to engage in problem solving; and contribute to a positive school culture by encouraging commitment to continuous improvement, developing trusting relationships, and fostering communication.

If differences exist, what implications do they have for the role of local school leaders and other stakeholders who have legitimate interests in shaping policies and practices that might foster improvement in teaching and learning?

If teachers have more influence in decision making and practice shared leadership, they believe parents are also more likely to have influence and be involved actively in school improvement efforts.167 Since other research has confirmed this relationship, we kept both constructs in the remaining analyses.

In particular, principals in more disadvantaged school settings are likely to need more professional development and support in their efforts to sustain practices and behaviors that will increase the involvement of others — teachers and parents — in the work of improvemenIn particular, principals in more disadvantaged school settings are likely to need more professional development and support in their efforts to sustain practices and behaviors that will increase the involvement of others — teachers and parents — in the work of improvemenin more disadvantaged school settings are likely to need more professional development and support in their efforts to sustain practices and behaviors that will increase the involvement of others — teachers and parents — in the work of improvemenin their efforts to sustain practices and behaviors that will increase the involvement of others — teachers and parents — in the work of improvemenin the work of improvement.

This required focusing on specific areas of leadership practice separately (e.g., methods of clinical supervision, school - improvement planning, classroom walk - throughs, uses of student performance data), or within comprehensive guidelines or frameworks for leadership practice.240 In one of the higher - performing urban districts in our sample, district officials organized a three - year principaldevelopment program based on Marzano «s balanced leadership prograIn one of the higher - performing urban districts in our sample, district officials organized a three - year principaldevelopment program based on Marzano «s balanced leadership prograin our sample, district officials organized a three - year principaldevelopment program based on Marzano «s balanced leadership program.

And because the Effective Schools model is grounded in research and proven practices, it has evolved to incorporate the latest thinking on leadership, systems theory, and total quality management to become a multifaceted, integrated approach to continuous school improvement and the leadership that is more relevant to today than ever.

360 Edition (INSPIRE - 360)-- This instrument enables the educational leadership preparation program to document leadership practices and school improvement and organizational indicators in the schools where program graduates work from the perspective of subordinate teachers and superordinate district leader (s).

The data presented analyzes and compares the 2013 - 14 school discipline data for every district in the state that helped uncover promising practices and examples of effective educational accountability while at the same time highlighting the numerous areas for improvement and the deeper systemic issues that still need to be addressed.