Practical strategies for school administrators will help ensure that coaches are able to work most effectively.

This guide summarizes information and procedures from recent research on staff development and provides examples of staff development practices in Georgia school systems. Section 1 describes a new vision for staff development, with a focus on student development as a strategy for organizational change. Section 2 looks at the expanding role of the…

In the Vallejo City Unified School District (California), the Professional Development Center represents a districtwide effort to support and build the skills that make up good teaching. (Author/JM)

A model staff development program used at Bristol Eastern High School, Connecticut, suggests a role for principals to play in promoting and maintaining a professional development program with significant faculty involvement. It involves opportunities for teachers to interact with one another via sharing sessions, peer observations, and committee…

Results are reported from a study of Wisconsin teachers and principals who were surveyed to identify factors which motivate teachers and principals to engage in continuing professional development. The study also examined the school principal's role in supporting teachers' continuing professional development. (IAH)

A successful program for staff development focused on moral development will view teachers as growing adults who will become more professional and successful as they are provided with a work environment that demands choice, automony, dialogue, and reflection. Such a working environment comes from the close collaboration of the administrator, the…

Governing boards or their Trustee Committees should identify, cultivate, and recruit prospective trustees; annually evaluate the board and its members; and nominate officers and other committee members. A model form that can be used to evaluate individual trustees is offered. (Author/JMD)

Noting that staff guidance is an integral part of successful program administration, child- and youth-care administrators should understand the developmental level of the workers within the setting, note that workers' behavior may be attributed to individual traits or developmental characteristics, and understand that their reactions to workers'…

Outcomes of two leadership programs designed to increase achievement and participation for all students are reviewed in this paper, which addresses educational disparity. The first program, the Gender/Ethnic Expectations and Students Achievement (GESA) program, has four goals: to reduce the disparity in the frequency and quality of student/teacher…

A cooperative staff development project, between three school districts and Texas Christian University, to change teachers' instructional behaviors and improve student achievement in mathematics, is described in this report. Part 1 outlines the operational nature of the project and part 2 focuses on the changing roles of teachers, administrators,…

Describes a job-embedded staff development program that has provided training and ongoing support in implementing cooperative learning and other teaching strategies in one Iowa school district. Job embedded means that leaders teach others and view their role as staff developers as important. (SM)

The demand, supply, sponsorship, and need for staff development and training activities for middle level college administrators is examined through interviews with nearly 200 administrators and faculty at 20 colleges and universities, and a review of the literature. It is explained that middle level staff serve three functions--as liaison with…

The Association of Governing Boards of Universities and Colleges (AGB) offers members the AGB Board Mentor Service to assist trustees and their chief executives in conducting a workshop to assess and improve board performance. The service is one-time, maximum-impact, and designed to encourage boards to continue improving. (JMD)

Describes members' responsibilities within effective middle school interdisciplinary teams. States that principals are responsible for hiring, orientation, teacher empowerment, and staff development, while existing team members help new members by building a new team identity and developing collaborative relationships. Asserts that new teachers…

A summary of the Select Seminar II for the development of innovative practically implemented teacher evaluation practices is provided in this report. Two central concerns are linking teacher evaluation to professional growth, and establishing collegial relationships. Discussion topics include: the relationship between teacher evaluation and…