Showing posts with label Teachers. Show all posts
Showing posts with label Teachers. Show all posts

Monday, May 24, 2010

Would you send your child to a "Forest Kindergarten?"

And if you would, I have a backyard for rent!

Preschools in Forests Take Root in the U.S.
Vashon Island, Wash.


When they're outside, the children in Erin Kenny's class don't head for cover if it rains or snows. They stay right where they are — in a private five-acre forest. It's their classroom.

They spend three hours a day, four days a week here, a free-flowing romp through cedar and Douglas fir on Vashon Island in Puget Sound.

The unique "forest kindergarten" at Cedarsong Nature School is among several that have opened in recent years in the U.S., part of movement that originated in Europe to get kids out from in front of televisions and into the natural world.

"American children do not spend much time outdoors anymore," Kenny says. "There's a growing need and an awareness on parents' part that their children really need to do more connecting with nature."

In addition to Kenny's, at least two other schools have been established: one in Portland, Ore., and another in Carbondale, Colo.

Kenny opened Cedarsong's doors in 2008, starting out with five children. She plans to expand the school to five days a week next year. She charges $100 a day, whether it's one day a week or three. Kenny says there's a growing waiting list.

The school is located in the quirky Seattle bedroom community kept artificially rural by the lack of roads, and county land-use policies.

Cedarsong is basically a camp. It has three cabins, one being a library, another for equipment and the last one for a compost bathroom equipped with child seats (although sometimes the kids prefer to just urinate in selected spots in the forest).

The camp also has trails and play spots, such as Fairyhouse Land, where there is a forest hut covered with ferns.


It also has tables to make mud cakes, buckets and rakes to scoop mud, a small drawer to keep the children's discoveries (fiddlehead ferns, feathers, lichen and insect-chewed leaves) and a spot for campfires. A plan for an outdoor kitchen is being drawn as well.

The kids munch on what the forest provides, calling leaf buds "forest candy."

For Kenny, the preschool is a culmination of years of working with children and a love for the outdoors. She used to be a lawyer, but was inspired to start her school after reading Richard Louv's book Last Child in the Woods.

In the book, Louv coined the phrase "nature-deficit disorder" to explain a lack of connection between the country's children and nature. He argues that the decrease in nature dwelling leads to a rise in childhood obesity, attention disorders and depression.

At such a young age, Kenny says, children shouldn't be taught complicated subjects. They shouldn't be force fed math or language. She says she's often asked what children learn at her school. Her reply is that these children are well versed in basic environmental science.

As time goes by, Kenny says, there will be more evidence that these schools are appropriate models for children.

Kenny says children should be left to explore by themselves. She and her assistant teacher use the children's natural curiosity as opportunities to teach. In her school, the children decide what they're going to do each day, not the teachers.

"They tend to retain the information better because they're actually touching and feeling and tasting the lessons," Kenny says.

One of the key lessons taught here however is not for the kids, but for the parents.

To be in this school, parents must know how to appropriately dress their children for all kinds of weather. That's particularly important in this part of Washington, where rain is nearly constant in the winter and showers and sun alternate seemingly minute to minute in the spring.

So, even in May, kids arrive with rain pants, rain coats, mitten, and gloves. If the weather heats up, the layers come off.

Mom Meghan Magonegil says she wasn't sure at first whether an all-outdoor school would work.

"Once we got here, I would pick Finn up and he'd be wet and muddy and smiling and happy and I knew it was perfect," she says of her son.

Since the school opened, only once have the students sought refuge in a small cabin because of the weather, Kenny says proudly. That day, the snow was too deep to walk around.

On a recent schoolday in May, the kids asked questions about leaves and bugs. They already knew which of these leaves were edible. They climbed trees and ran around the property. At one point, they decided to play music and, later in the day, to make cakes out of mud.

In 4-year-old Lorelei Fitterer's opinion, being outdoors is great, especially when it snows.

"Because I get to paint the snow and stick leaves in it, and I used to even taste it. It was so funny," she says.
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Thursday, March 11, 2010

Genius! N.Y.C. School Built Around Unorthodox Use of Time

Okay, but what's really Genius is the THE SMALL CLASS SIZES! The mantra of teachers nationwide and right here in Delaware.  And this school has found a way of providing the small classes with more support for students and teachers while not exceeding the 180 day work year in teacher contracts nor raising the cost of educating the students who benefit from this program verses the "typical" high school model.

From Education Week:
http://www.edweek.org/ew/articles/2010/03/10/24brooklyn_ep.h29.html?tkn=NM[FDZj%2F%2FXlKQLqb1nWVcd6rdaG9PGXcgZSR&cmp=clp-edweek

Check out the whole article for an education strategy that is built on teacher planning time, student interest, and small class sizes:
Teachers here attribute the collegial atmosphere to the public school’s novel way of differentiating teachers’ roles and staggering their schedules. At Brooklyn Generation, teachers instruct only three classes a day, get two hours of common planning with colleagues each afternoon, and have a highly reduced student load—as few as 14 students per class. Yet the restructured scheduling costs no more to operate than a traditional schedule.
Opened in 2007, Brooklyn Generation now serves about 230 students in grades 9-11, most of whom are black and qualify for federal school-nutrition programs. The school will add a 12th grade next fall and expand to the middle grades over the course of the next few years.
The school’s schedule is both dynamic and flexible. Each morning, one group of educators teaches foundations courses in mathematics and the humanities. In the afternoons, those same teachers take on one studio course—science, the arts, and electives. They are also given daily breaks at the same time as their “instructional team” —colleagues in the same grade and content area—allowing them two hours of common planning time.

Twice a year, these dual-role teachers receive a monthlong reprieve consisting of three weeks of vacation followed by a week of professional development with their instructional teams. A second coterie of educators steps in to teach monthlong “intensives,” focused on aspects of college and career readiness, from internships through the college-entrance process and financial-aid applications.

Class sizes for the foundations and intensive courses are small—around 15 students—and expand to about 25 for studio classes. The staggered schedules mean that students receive 20 additional instructional days, but no teacher actually works longer than the 180 days set in the New York City teachers’ contract.
With the smaller class sizes and more support, the school’s leaders expect teachers to engage each student in the school’s college- and career-bound culture.
Such class sizes, 9th grade math-foundation teacher Dianne Crewe-Shaw says, help her better monitor her students, who tend to have the most challenges with algebra. “The small class size was like heaven,” she said. “With weaker students, I have to dig deeper for activities that will engage them.”

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Saturday, January 23, 2010

"DDOE's Unnecessary Current Positions"

From Delaware's Race to the Top Application:
(A)(2)(i)(e) Using the fiscal, political, and human capital resources of the State to continue after the period of funding has ended


In order to continue providing fiscal support to the reforms initiated through the Race to the Top application, the State will pursue a tiered strategy, including:


1. Continuing the overarching Statewide commitment to reform as outlined above
2. Implementing a consolidated purchasing program among LEAs for select categories of goods and services – this may include a central bidding process for instructional materials
3. Coordinating with the General Assembly to realign existing funding in the Public Education budget for reform efforts
4. Providing greater flexibility to LEAs in the administration of their state funding in order to promote autonomy, innovation and reform. This effort began in the last Delaware General Assembly, specifically with House Bill 119.

Combined, these activities will support reform and promote autonomy, efficiency and innovation in education spending throughout the State. Continued funding coordination and repurposing will involve fiscal responsibility and political will as the DDOE works with the General Assembly to ensure that State and federal education funding is distributed fairly and effectively.


Human capital resources dedicated to reform will also continue after the period of the grant. The Project Management Office and the 9 positions therein will remain in place following the period of the grant. The PMO represents a fundamental reorganization and reorientation of the DDOE to create a culture focused on performance and results. Initially these positions will be funded by Race to the Top, jump-started in the “New DDOE,” but over time the DDOE will reallocate fiscal and human resources from unnecessary current positions to these new offices on a permanent basis. The existing resources of the DDOE will be repurposed to support reform without growing the overall size of the Delaware DOE in the long term.

My biggest objection to Race to the Top, aside from the fact that the reform models are not proven, was the committment required by LEAs to continue funding for successful reforms after the seed money has been depleted. 

This section of the grant application begins to address these post-mortem requirements.  DDOE has committed to "Coordinating with the General Assembly to realign existing funding in the Public Education budget for reform efforts." Well it's about time!  (sarcasm) Shame it took the incentive of $75 Million to get everyone on the same page. 

"The Project Management Office and the 9 positions therein will remain in place following the period of the grant. "  Oh, so much for smaller class sizes, more teachers, and text books ...  We're going to use RttT to create a New DDOE  and eliminate "unnecessary current positions."  Well, let me say it -- IF WE HAVE UNNECESSARY CURRENT POSITIONS IN DDOE, THEY NEED TO BE ELIMINATED NOW!  Why are we wasting money paying for unnecessary human capital?  To ensure that the body count stays the same in Dover?  To prevent the attrition of a position to the Consolidation of State Government? Come on!  I have waivers to permit my schools to operate outside the maximum class size regulations, and DOE has unnecessary current positions.  Down-size now and send me a teacher!

The existing resources of the DDOE will be repurposed to support reform without growing the overall size of the Delaware DOE in the long term.  Oh, I get it, now!  We are going to use RttT to re-train the same people who have stood by while our public school system floundered and failed. It would be my guess, based upon the Delaware Way, that DDOE has a tank of employees who have filled their positions for decades and are within arms reach of retirement and pension.  Let's keep them in place long enough to get them to their full pension because that is certainly the smartest and best way to use our education dollars.

Since taking this unpaid job, I find myself slamming my head into the wall more and more.  What's broken in our schools didn't start in our schools.  It started in the beauracracy crafted around our schools.  RttT leads me to believe that the state thinks we need millions of dollars to undo that before we can begin reaching our failing students.  We have to stop investing in the latest reform, trend, and curriculum and get back to the basics.  Education needs to be about our children, not the adults.  And right now, the conversation really seems to be about the adults. 


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"Delaware Will Become a Laboratory for Reform for the Nation"

From Delaware's Race to the Top Grant Application:

Delaware’s newly-defined regulatory framework for school turnaround gives the State the authority to intervene directly in failing schools and requires schools to demonstrate results by achieving AYP within two years. It also requires both strict adherence to the school intervention models defined in the Race to the Top guidance, and negotiation of collective bargaining agreement carve outs to secure the staffing and operational flexibility necessary for successful implementation. In cases where negotiations fail, the State has the authority to break a stalemate. This collaborative, yet robust approach will be complemented with central supports from the State and will allow the DDOE to affect change at the local level.

Beyond these strengths, Delaware brings another advantage to its reform – its size. With just 126,800 students, 19 districts, and 18 charters, Delaware is small enough to make true statewide reform achievable. In Delaware, reform will be managed face-to-face, not via a remote bureaucracy, allowing the State to act quickly in response to challenges and opportunities. By proving that reform is possible with the same complex conditions that other states face (e.g. diverse stakeholders, limited funding, complex governance), and doing it quickly, Delaware will become a laboratory for reform for the nation.


My Take:
1) Delaware's students will be expected to make AYP in 2 years.  Statistically speaking, this requirement fails to take into consideration the divserse learning styles and curve of each child.  

2) The Reform will be managed face-to-face?  Between who?  School Boards, nor Delaware's School Board Association, were not brought into a collaborative relationship to assist in creation of the State's Application.  We have been repeatedly marginalized.  In scanning the Application, there are multiple instances of the reiteration of stakeholders and school boards are repeatedly left off that list.  DOE did not reach out to school boards until the deadline was imminent and they needed a signature, at which time we were told that DOE's reforms would happen anyway and if we wanted any money, it was sign or be left behind.  Hands Tied.  Period. 


3) Delaware will become a laboratory for Reform for the Nation:  This is perhaps the most frightening statement I've read today.  Delaware's children are not lab rats.  I want our kids to succeed.  But, I believe acheivement is better accomplished by small class sizes and the re-construction of Delaware's Education Funding Mechanisms.  We need more classrooms and more teachers.  We need to eliminate waivers, compel payment by the state for their share of full-day Kindergarten, and stick to what we know works.  Teachers will tell you that they are most effective when they have smaller classes and can work with each and every child at their level in a consistent manner.  We need to take the adults (Politician, and Businessmen) out of the equation and state focusing on the children!


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Thursday, September 3, 2009

Philly Superintendent Looks to Overhaul Teacher Contracts

Later this year, CSD will enter into contract negotiations with its own teachers.

Will Christina take the "radical" approach? Or will it be business as usual? I don't know the answer to that question and with our own new Superintendent at the helm, the only response I can offer is time will tell.

From Education Week - A look into the plans of Philadephia's one year young Superintendent, Arlene C. Ackerman.

Leader in Philly Seeks Change in Teacher Rules

Arlene C. Ackerman, who took the helm of Philadelphia’s public schools a little more than a year ago, is pushing for changes that would upend how teachers are paid and assigned to schools.

The veteran urban superintendent is battling tradition in the 167,000-student system, but insists that increasing the effectiveness of the city’s nearly 10,700 teachers is a central goal of her leadership. Her administration is currently negotiating a new, multiyear contract with the Philadelphia Federation of Teachers.

“The kinds of things I am talking about are radical,” Ms. Ackerman said. “I want teachers who will come to Philadelphia and work in our neediest schools, and who see themselves as experts at educating children in the most challenging communities.”

While the changes would be major for Philadelphia, most have been put in place in other large districts, including New York and Chicago. Ms. Ackerman’s decision to tackle the touchy issue underscores the prominence of teacher effectiveness on the national school reform agenda.

President Barack Obama and U.S. Secretary of Education Arne Duncan have made teacher policy a centerpiece of the Race to the Top competition, the $4.35 billion grant program that is part of the federal stimulus package pledged for public schools.

More than 20 advocacy groups in Philadelphia also have rallied around teacher quality and are calling for many of the same policy changes Ms. Ackerman is seeking. Their campaign is called “Effective Teaching for All Children: What It Will Take.” And a recent settlement of Philadelphia’s 40-year-old desegregation case requires the district to take steps to ensure the neediest schools are staffed with more experienced teachers.

In fact, the settlement agreement gives Ms. Ackerman the authority to impose many of the changes she is seeking in 85 of the city’s neediest schools, but she said she prefers to collaborate with the union. The School Reform Commission, which has governed the district since a state takeover in 2002, also has the authority to impose such provisions, but has never opted to do so.

“We have the hammer, but I’d much rather work with them than ram this down their throats,” Ms. Ackerman said of members of the Philadelphia Federation of Teachers.

The superintendent has substantial political capital and legal backing to push the PFT to agree to measures the union has previously rejected, said one education scholar who has done research on the city’s teaching corps.

“There’s a convergence of many important factors here that give the superintendent tremendous backup,” said Betsey Useem, a researcher for the Philadelphia-based Research for Action. “She also benefits from just a torrent of national research now on the whole issue of teacher quality and student learning gains. This is really in the water supply now of education reform.”

New Evaluation System?
The school district is seeking to assign teachers with track records of raising achievement to the city’s hardest-to-staff schools and to offer incentives—both monetary and nonmonetary—to keep them there for at least five years. Also on the agenda are scrapping all seniority-based transfer rights and giving principals and school hiring teams the authority to hire every teacher for their campuses, and raising teachers’ base salaries and using a tiered system to pay those with certain areas of expertise and proven results even more.

One major obstacle, Ms. Useem pointed out, is the unresolved Pennsylvania state budget, which so far has kept the district and union from being able to hash out any final agreements on salaries and benefits.

A one-year contract between the district and the PFT was set to expire Aug. 31, but district and union leaders, who have been meeting twice a week for much of the summer, agreed to extend it to Oct. 31 in the hope that the state budget will be final by then.

Jerry T. Jordan, the president of the 16,000-member PFT, declined to comment on the superintendent’s goal of improving teacher quality. He emphasized that the union is focused on its long-standing priorities: safe and orderly classrooms, reduced class sizes, and more resources and supplies in classrooms.

“Having good working conditions for teachers will make the biggest impact on our students,” Mr. Jordan said.

To make her case for an overhaul of the contract, Ms. Ackerman points to several things.

One is the district’s evaluation system for teachers, which rates them as either satisfactory or unsatisfactory based on a single observation each year by a principal for a tenured teacher, and two observations for those with less than three years’ experience.

“Before this last year, we only had 13 teachers who were rated as unsatisfactory, and only five lost their jobs because they failed to perform,” Ms. Ackerman said. “That says a lot.”

The superintendent said she wants to set a series of specific standards for principals to use to evaluate teachers. She also plans to create a professional-development program to train teachers to meet and maintain those standards.

Using student-achievement data as part of evaluations is “something that is important and should be part of the evaluation,” Ms. Ackerman said, but is not something she is pushing for in this contract.

Mr. Jordan said nothing in previous contracts has precluded principals from writing more-nuanced evaluations of teachers and suggesting ways for them to improve. But he said the union is “open to talking about changes to the current system.”

‘Strategic Compensation’
While Ms. Ackerman declined to share details in a recent interview, she is also advocating what she calls “strategic compensation” that would pay teachers who have specialized training and credentials in high-need areas more money. If those same teachers agree to work in a high-need school, they should receive even more, she said.

To tackle the difficult problem of attracting the strongest teachers to the weakest schools and keeping them there, Ms. Ackerman also wants to offer nonmonetary incentives. One approach she wants to try—at the suggestion of several teachers she has met with—is placing cohorts of five or six teachers in the toughest schools so they “don’t have to go alone” and may find it more palatable to stay.

Another top priority for Ms. Ackerman—and a major sticking point for the union—is eliminating the role of seniority when teachers transfer schools and empowering principals and school-based hiring committees to select all teachers. In Philadelphia, principals now are able to fill only half their teaching vacancies with hires that they choose; the other half are reserved for seniority transfers.

The city’s advocacy groups fought hard for such a provision in the 2004 contract, and were disappointed when the district and the union struck the deal to keep some teaching vacancies subject to seniority.

“We know that full site selection in and of itself is not a panacea,” said Brian Armstead, the director of civic engagement for the Philadelphia Education Fund, one of the groups behind the effective-teaching campaign. “But the teachers’ union response to doing this has been an automatic rejection.

“What we are saying is that it has to be done in a way where teachers feel empowered,” he said, “and where the committees aren’t stacked with people who always agree with the principal.”

Establishing site-based hiring that includes decisionmakers other than the principal is a “really sound proposal,” said Sandi Jacobs, the vice president for policy at the National Council on Teacher Quality, a Washington-based research and advocacy organization for improvement of the teaching profession.

"We think that mutual-consent hiring practices are one of the most important things districts can do," Ms. Jacobs said. "It means that a teacher doesn't end up in a position that he or she doesn't want, and principals don't end up with teachers he or she doesn't want."

Coverage of leadership is supported in part by a grant from the Wallace Foundation.
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Friday, July 10, 2009

A Thoughtful Solution for Social Promotion by Steve Peha

Thank You, Steve, for you thorough response!

Cleary the practice of social promotion causes many problems. Whether it’s an officially sanctioned process, or one that teachers have merely become accustomed to, social promotion undermines student achievement and teacher morale.

But now let’s look at the situation from where a principal or superintendent might sit. What would happen if we instantly combined high expectations and more rigorous curriculum with accurate grading in low-achieving schools? Over 3-5 year’s time we’d see over-crowded elementary schools and near-empty high schools. Logistically, this is a non-starter. Hence, the culture of social promotion has a practical, albeit pernicious, aspect.

Now, logistical reasons are no excuse for such a heinous practice. But this conundrum does bring to mind a very serious and important issue: we can’t structure out way out of reform. Testing, standards, charters, vouchers, and merit pay are all structural reforms. But school, being the slippery beast that it is, defies restructuring.

Our only hope is to teach our way out.

But we can be even more thoughtful than that. If we acknowledge that literacy is the foundation of academic success, and if we acknowledge the brain window for language learning, and if we acknowledge the traditions of elementary school teaching and the natural separation of instructional styles that seems to occur after 3rd grade, we can make simple plans for solid interventions early enough in kids’ lives that strategies like social promotion would be unnecessary.

There are two key places to intervene in a young student’s learning life: at the beginning of 1st grade and at the end of 3rd. It is perfectly reasonable to get kids extra help in the first half of first grade if they are not yet reading and writing independently. And it is perfectly reasonable to retain less successful 3rd graders for an additional year if they have not yet become confident chapter book readers and conventional writers of multi-paragraph essays.

At the same time, we can do several things that make intervention and retention much less likely. First of all, we could concentrate professional development in literacy at the primary grades. Bringing teachers of young children up to speed with the latest and best methods like Reader’s and Writer’s Workshop would improve outcomes tremendously. Second, we can move our most successful teachers to first and third grade. And finally, we can employ the use of high quality early interventions like Reading Recovery for kids who are struggling out of the gate.

The root cause of social promotion is not poor kids, it’s poor teaching. Until we recognize the connection here and actually do something about it, schools with many under-performing children have no logistically sound approach but to pass kids along year after year. This reality does not excuse what is surely a detestable behavior but seeing it for what it is and why it exists should heighten for all of us the importance of making sure our teaching – especially in literacy at the early grades – needs a serious overhaul.
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Wednesday, April 22, 2009

4/21 CSD Board Meeting

When Teacher's Unite:
Last night, Keene Elementary School's Educators showed out in force for their school counselor who learned earlier in the week that she was among CSD personnel to be RIF'd (layed-off by Reduction In Force) come the completion of her contract in June.

For more than an hour they presented statements from parents, students, and school and district staff in support of keeping stand-out employee. They left victorious, managing to defer the vote to next month's Board Meeting. But, this fight is far from over and while the Keene Supporters are trying to keep Dawn Hagan, there are 10 other names (or rather numbers) on the list for terminations.


Where to Start? I have far more questions than answers on this one:

1) When 10% of the school population, 100 students, at Shue-Medill is absent daily, how can we as district justify laying off guidance counselors?

2) When both Shue and Kirk have failed to make Academic Yearly Progress, AYP, and both schools have disproportionately high rates of out-of-school suspensions, how can we even consider RIFing counseling staff?

3) When our guidance staff members play integral roles, serving as their school's steward, in the Response to Intervention Program, RIT, the model currently being utilized by CSD to match student need with resources, how can we even contemplate cutting this staff?

4) With our high school students bring guns to school and our drop-out rate through the roof, how will we even begin to reach these students with limited to no access to mental health professionals.

Our school psychologists cannot be in the schools every hour, nor every day. It is our counselors who are in the battle field, dealing with children of divorce, abuse, neglect, homelessness, children who are bullies and those tormented by them, they reach out during tragedies such as house fires and deaths of family and friends, national moments of sadness such as 9/11 and Columbine. They teach our children the right way to respond to stresses, reaffirm identity and teach self-esteem.

I could go on and on about the value of counselors, but I shouldn't have to.

When a teacher who's never attended one of these meetings and facing an 8-10% pay cut stands before your school board and says both my wife and I educators in the CSD and we will gladly take an additional pay cut to keep this school counselor you have to take notice.

In this day, when we as a business community outsource so many functions, we are all aware that that you can seldom outsource caring with success. When your counselor is employed by your school, your district, they have a vested interest in your community. When they are outside contractors visiting your building for a couple hours a week, you are just one portion of their caseload. Our children are students, not cases. Our counselors are a part of our district family, valued, needed. They are not disposable.

Our educators have my vote! Do they have yours? Take a stand for yoru teacher and let your board members know that it is unacceptable to RIF these important members of our school communities! http://www.christina.k12.de.us/SchoolBoard/Members.htm










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