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Offers school leaders guidance for designing and implementing a sustainable professional growth process, demonstrates how participants can develop individual action plans, and helps redefine school improvement efforts.
Even under ideal conditions, teaching is tough work. Facing unrelenting pressure from administrators and parents and caught in a race against time to improve student outcomes, educators can easily become discouraged (or worse, burn out completely) without a robust coaching system in place to support them. For more than 20 years, perfecting such a system has been the paramount objective of best-selling author and coaching guru Jim Knight and his team of researchers at the Instructional Coaching Group (ICG). In The Definitive Guide to Instructional Coaching, Knight offers a blueprint for establishing, administering, and assessing an instructional coaching program laser-focused on every educator's ultimate goal: the academic success of students. Organized around ICG's seven "Success Factors" for great instructional coaching, this book offers * An in-depth guide to the Impact Cycle, ICG's research-based and field-tested model for coaching teachers through issues that matter most to them; * Detailed guidance on how to create a "playbook" of instructional strategies to share with collaborating teachers—and how to model those strategies under different conditions; * Practical advice on preparing for and engaging in substantive, reflective, and teacher-centered coaching conversations; * Best practices for gathering, analyzing, and responding to data for improved teaching and learning; and * Real-life anecdotes and testimonies from educators and coaches who have reaped the benefits of the Impact Cycle in a diverse array of schools. In addition, each chapter of the book contains a learning map to help orient you and a list of valuable additional resources to complement the text. Whether you're new to coaching or well versed in the practice, The Definitive Guide to Instructional Coaching will no doubt prove a cornerstone of your coaching library for years to come.
Recently there has been renewed interest in the field for developing school leaders with the knowledge, skills and abilities for the supervision of instruction and teacher evaluation. Supervision and evaluation are two distinct aspects of educational administration, requiring different skills, knowledge, and actions from school leaders as well as the development of different relationships between administrators and teachers. The focus of this research is teacher professional growth plans, a non-evaluative program involving administrators and teachers. The question that is posed in the research asks educators to give their perceptions on the leadership factors that promote the development of teacher growth plans. This was a qualitative study, using a case-study approach. The case involved teachers and administrators in one school district who were involved in the development of teacher professional growth plans between 2002 and 2004. All teachers who had developed a growth plan during that time period and all administrators were surveyed. Interviews were conducted involving twenty educators. The teacher professional growth plan guide was reviewed and individual teacher growth plan documents were analysed for coherence. Hodgkinson's dimensions of leadership were used to construct the statements for the survey and to formulate the questions for the interviews. The dimensions of leadership included: consideration, situation, production and value. The study found that teachers and administrators perceive leadership consideration for supporting the development of teacher growth plans as an important leadership factor, along with situational factors such as school culture. The study also found that educators reported dissatisfaction with the outcomes of growth plans, or production, and with the value ascribed to both the outcomes of individual growth plans and the growth plan process. The study concludes with recommendations for review and deliberation on the current teacher growth plan program, both at the school district and provincial level, as well as suggestions for policy development and further qualitative, comparative research.
Aimed at the growing number of educators who are looking to move beyond covering the curriculum, Designing Authentic Performance Tasks and Projects provides a comprehensive guide to ensuring students' deeper learning—in which they can transfer their knowledge, skills, and understandings to the world beyond the classroom. Readers will learn how to * Create authentic tasks and projects to address both academic standards and 21st century skills. * Apply task frames to design performance tasks that allow voice and choice for students. * Design and use criterion-based evaluation tools and rubrics for assessment, including those for students to use in self-assessment and peer assessment. * Incorporate performance-based instructional strategies needed to prepare students for authentic performance. * Differentiate tasks and projects for all students, including those needing additional support or challenge. * Effectively manage the logistics of a performance-based classroom. * Use project management approaches to facilitate successful implementation of tasks and projects. * Develop performance-based curriculum at the program, school, and district levels. Authors Jay McTighe, Kristina J. Doubet, and Eric M. Carbaugh provide examples and resources across all grade levels and subject areas. Teachers can use this practical guidance to transform their classrooms into vibrant centers of learning, where students are motivated and engaged and see relevance in the work they are doing.
Explains how to better evaluate professional development in order to ensure that it increases student learning, providing questions for accurate measurement of professional development and showing how to demonstrate results and accountability.
The best-selling First Year Teacher's Survival Kit gives new teachers a wide variety of tested strategies, activities, and tools for creating a positive and dynamic learning environment while meeting the challenges of each school day. Packed with valuable tips, the book helps new teachers with everything from becoming effective team players and connecting with students to handling behavior problems and working within diverse classrooms. The new edition is fully revised and updated to cover changes in the K-12 classroom over the past five years. Updates to the second edition include: • New ways teachers can meet the professional development requirements of the No Child Left Behind Act • Entirely new section on helping struggling readers, to address the declining literacy rate among today’s students • Expanded coverage of helpful technology solutions for the classroom • Expanded information on teaching English Language Learners • Greater coverage of the issues/challenges facing elementary teachers • More emphasis on how to reach and teach students of poverty • Updated study techniques that have proven successful with at-risk students • Tips on working effectively within a non-traditional school year schedule • The latest strategies for using graphic organizers • More emphasis on setting goals to help students to succeed • More information on intervening with students who are capable but choose not to work • Updated information on teachers’ rights and responsibilities regarding discipline issues • Fully revised Resources appendix including the latest educational Web sites and software
As a field, education has largely failed to learn from experience. Time after time, promising education reforms fall short of their goals and are abandoned as other promising ideas take their place. In Learning to Improve, the authors argue for a new approach. Rather than “implementing fast and learning slow,” they believe educators should adopt a more rigorous approach to improvement that allows the field to “learn fast to implement well.” Using ideas borrowed from improvement science, the authors show how a process of disciplined inquiry can be combined with the use of networks to identify, adapt, and successfully scale up promising interventions in education. Organized around six core principles, the book shows how “networked improvement communities” can bring together researchers and practitioners to accelerate learning in key areas of education. Examples include efforts to address the high rates of failure among students in community college remedial math courses and strategies for improving feedback to novice teachers. Learning to Improve offers a new paradigm for research and development in education that promises to be a powerful driver of improvement for the nation’s schools and colleges.
What makes a powerful and results-driven Professional Learning Community (PLC)? The answer is collaborative work that expands the emphasis on student learning and leverages individual teacher efficacy into collective teacher efficacy. PLC+: Better Decisions and Greater Impact by Design calls for strong and effective PLCs plus—and that plus is YOU. Until now, the PLC movement has been focused almost exclusively on students and what they were or were not learning. But keeping student learning at the forefront requires that we also recognize the vital role that you play in the equation of teaching and learning. This means that PLCs must take on two additional challenges: maximizing your individual expertise, while harnessing the power of the collaborative expertise you can develop with your peers. PLC+ is grounded in four cross-cutting themes—a focus on equity of access and opportunity, high expectations for all students, a commitment to building individual self-efficacy and the collective efficacy of the professional learning community and effective team activation and facilitation to move from discussion to action. The PLC+ framework supports educators in considering five essential questions as they work together to improve student learning: Where are we going? Where are we now? How do we move learning forward? What did we learn today? Who benefited and who did not benefit? The PLC+ framework leads educators to question practices as well as outcomes. It broadens the focus on student learning to encompass educational equity and teaching efficacy, and, in doing so, it leads educators to plan and implement learning communities that maximize individual expertise while harnessing the power of collaborative efficacy.