Train administrators around how to lead 21st century skills initiatives

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Train administrators around how to lead 21st century skills initiatives da Mind Map: Train administrators around how to lead 21st century skills initiatives

1. Here's an example of a training group designed to help with a 1-2 day workshop(s), "for administrators to vision and map goals for technology use". The also help them create their own PLN so that they can stay up to date with things going in the 21st century education world and also network with others in the Education world.

1.1. Headquarters in STL!

1.2. Collaborators from around the world and across the nation!

1.3. Educational Collaborators is a Google Certified Training Organization with one of the largest teams of Google Education Trainers in the industry!

2. The MILE Guide lists: 1. North Carolina’s Middle School Literacy Coaches are specially selected teachers charged with coaching other teachers in the delivery of 21st century instruction and embedding best practices into the school culture. 2. The West Virginia Institute for 21st Century Leadership prepares the state’s principals to develop and lead 21st century schools by providing in-depth professional development and support for school leaders, and expands the leadership knowledge and skills of principals to the application level of 21st century leadership.

3. In an article written on Edutopia by Ken Kay, the CEO of EdLeader21, this video describes what they initiatives and responsibilities of administrators should be in order to create a 21st century learning environment in our schools.

3.1. Step 1: Adopt Your Vision

3.2. Step 2: Create Community Consensus Around the 4Cs

3.3. Step 3: Align Your System to the 4Cs

3.4. Step 4: Use the 4Cs to Build Professional Compacitty

3.5. Step 5: Embed the 4Cs in Curriculum and Assessment

3.6. Step 6: Use the 4Cs to Support Teachers

3.7. Step 7: Improve and Innovate-- Create a 4Cs Organization

4. Promising Practices

5. Professional Development

6. Professional Development

7. An article published of Creative Educator discusses how administrators should be supporting their teachers in a 21st century learning environment by asking themselves a few simple questions to, "ensure that instructional needs, the expertise of teachers, and the ultimate needs of students are considered." This article also refers to the P21 program and states that they, "offer ideas and strategies for modifying core subjects to include 21st century themes, such as global literacy and environmental literacy, and recommend that we include skills like creativity and innovation, leadership and responsibility, and communication and collaboration in the discussion as we determine new academic outcomes."

7.1. What outcomes do we want to accomplish in the classroom?

7.2. What available tools and resources can and will support teachers in helping their students meet these outcomes?

7.3. What preparation do we need to ensure teachers and students appropriately utilize tools and resources?

7.4. How will we measure the effectiveness of these tools to gauge how well they support and improve teaching and learning?

8. Here is a link to a Slide Share slideshow that I found to be interesting, not because it dealt with Professional Development, but beause it addressed many standards and lists of qualities our 21st century administratos need to have. I found myself making note of all of the things my school and administrators currently do for our staff,

8.1. Has a vision of the changing world in the 21st century.

8.2. Adapts to change and considers new ways to accomplish tasks.

8.3. Facilitates collaboration among staff and challenges them to be reflective.

8.4. Creates processes for identifying, bench marking and providing students access to a variety of 21st century instructional tools and best practices for meeting diverse student needs.

8.5. Ensures that the district is a Professional Learning Community with processes and systems in place that result in the recruitment, induction, support, evaluation, development and retention of high-performing, diverse staff.