Closed Position: Senior Advisor, Professional Learning

DESCRIPTION

Under the direction of the Executive Director and Deputy Executive Director, the position of Senior Advisor, Professional Learning within the California Collaborative for Educational Excellence (CCEE) provides planning and organizational leadership of the operations, activities, educational services, and support functions of the California Collaborative for Educational Excellence (CCEE). The Senior Advisor serves as the main strategist and project manager for the agency around professional learning initiatives as outlined in Assembly/Senate Bill 86, passed in March 2021. The Senior Advisor will be responsible for the development, implementation, and evaluation of activities to support these identified areas of focus. The Senior Advisor will serve as part of CCEE’s Executive Team to set clear direction for CCEE, provide regular updates to CCEE’s Governing Board, and act as a representative of the agency in relevant contexts. The Senior Advisor reports to the Deputy Executive Director.

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Professional Development: An Investment in Yourself

California’s System of Support would not be complete without an investment in the professional development (PD) of educators who work directly with the students we serve. In a time when educators may feel lost in a storm of competing initiatives, the California Coalition for Inclusive Literacy (CCIL) provides shelter under the umbrella of the Universal Design for Learning (UDL) framework.

In the same way that the UDL framework provides multiple options to meet the needs of a wide range of learners, the free resources developed by CCIL strive to meet the many needs of educators who, every day, must address a range of demands such as accelerating learning and nurturing the social-emotional resiliency of students. 

“Amazing. I haven’t heard UDL spoken like this ever. You truly understand the struggles we teachers feel daily. Thank you so much for what you are teaching us today.”

With empathy toward these pulls on educators’ stamina and time, CCIL provides Four Ways to Engage with inclusive literacy and UDL in thematically-linked packages every month. 

Got a Minute?

Understanding that time is an educator’s kryptonite, these flexible learning modules offer teachers, coaches, administrators, and staff with options to engage independently or collaboratively during a staff meeting or from the comfort of their home in 10-, 20-, and 45-minute increments.

Monthly Webinar Series: Universal Design for Inclusive Literacy

Literacy is an act of power and freedom. It includes making meaning from text but also encompasses the ability to critique the thinking of others and advocate for oneself. Literacy and content-area knowledge are intertwined and must be fostered in inclusive environments.

This 9-part series is especially relevant as we welcome students back to classrooms. Educators grappling with accelerating learning in the face of pronounced barriers and student variability will find this series timely and relevant. Learn how to support literacy for all students in inclusive and equitable learning environments through the lens of the UDL framework.

Top Tips!

Aligned with the monthly theme, this one-page document offers strategic support at your fingertips. Top Tips is designed to jog thinking, spark conversation, and encourage deeper learning.

Featured Resource from Learning Designed

CAST, Inc.—the creators of UDL—hosts this online community platform, which includes a curated library of more than 500 vetted resources related to universal design. Each month, CCIL highlights a high-leverage, quality resource for educators who are interested in Learning Designed, but might not have the time to peruse or navigate all the resources. Check out this month’s featured resource—The Assessment Playbook!

These supports, provided by the California Department of Education’s (CDE) $4.9M Educator Workforce Investment Grant (EWIG), are a venture and testament to the value of those in the field supporting students. Taking the time to grow yourself is an act of self-care. As teachers nourish the love of learning in students, they must also nourish that love for themselves. We hope you find a source of support in these resources, as described by a recent PD attendee: “Amazing. I haven’t heard UDL spoken like this ever. You truly understand the struggles we teachers feel daily. Thank you so much for what you are teaching us today.”

Click here to contact or learn more about the CCIL Team.

AUTHOR

Elise Yerkey,
Implementation Specialist,
CAST

Shifting Our Efforts from Remediation to Acceleration

All throughout the previous year, we held our collective breaths in hope for a “return to normal,” while recognizing that whatever we returned to would look very different. As school starts this fall, after a year of interrupted learning imposed by the COVID-19 pandemic, our return to school is one that is overshadowed by the learning gaps that our students are experiencing. The stresses and inconsistencies of remote and hybrid learning have increased the demands placed on families and students during the learning process, and our students are returning with greater gaps in learning acquisition than ever.

study released by PACE earlier this year examined learning loss across the state as a result of the pandemic. While students overall experienced a loss of learning when compared with a year of typical in-person learning, the impact on learning is greater in the earlier grades, and for certain student groups, including English learners and low-income students. The disproportionately greater learning loss for students of color and low-income students as a result of COVID are were also found in a national study conducted by McKinsey, which compared actual learning with expected learning gains from full-time, in-person learning. The team found that while white students experienced the equivalent of three months of lost learning in math and four months in reading on average, Latinx and Black students lost between five to six months. The picture for students with low-income backgrounds is even grimmer, with a predicted seven months’ loss of learning.

While summer learning loss is always a factor in our back-to-school planning, this year, it is imperative that we define a concrete plan to assess the needs of our students and identify appropriate strategies to ensure that each child has the supports they need to feel safe and connected, and the skills they need to access grade-level content and learning. As discussed in Restarting and Reinventing School report published by the Learning Policy Institute, we have a deep body of research on the science of learning to help reshape the way that we might structure classrooms and schools to better address the needs of students as they return this fall. To address the learning gaps our students are returning with, we need to first start with the environment they are returning to, focusing on what we know about the best conditions for learning

  • Developing positive relationships and attachments; ensuring that students feel  safe, affirmed, and deeply engaged within a supportive community of learners
  • Creating real-world connections between what children already know and what they are learning
  • Opportunities for physical activity, joy, and opportunities for self-expression
  • Cultivating motivation through confidence; focusing on readiness rather than competition or shame

We also need to build on these conditions and rethink the way in which we support students’ learning recovery as they start school this year. The traditional way we have approached this in schools has been to remediate—focusing on mastery of skills and concepts missed from the prior year(s). But research such as Bellwether’s national study of NAEP performance continue to show that students who start below grade level rarely catch up. Students become stuck in a cycle of remediation—constantly working to catch up to grade level work and often falling further behind. The question we should be asking is, how do we accelerate the pace of learning in order to help our students access grade level content? This doesn’t mean running through all of the missed skills and concepts in less time. Instead, the concept of accelerating learning asks us to identify and support the acquisition of key concepts and skills that are needed to access grade level content.

Educators have always experienced and stepped up to the challenge of how to best tailor instruction to achieve the best possible outcomes for students. With our partners at Copernicus Solutions, CCEE is proud to launch our Playbook for Accelerating Learning (PAL), our latest resource in our series of playbooks to support instructional teams plan for, implement, and refine their strategies to ensure student success in schools. The PAL: 

  • reviews current research on how best to improve student outcomes, 
  • lays out models that practitioners can use to accelerate learning in their systems, 
  • proposes ways in which they can plan with their teams in the pursuit of such goals, 
  • envisions how their efforts may take place during and beyond the school day, and 
  • suggests ways in which LEAs can leverage community-based organizations and engage families as partners in the work. 

By making these resources available in a concise and actionable format, CCEE hopes to assist instructional leaders in California shorten their preparation period for accelerating learning and promoting the joyful and successful future we envision and deem possible for all our students.

LAUNCH CCEE’S PLAYBOOK FOR ACCELERATING LEARNING 

AUTHOR

Sujie Shin, Deputy Executive Director, CCEE

Closed Position: Program Specialist, Data Analytics & Fiscal Support

DESCRIPTION

The Program Specialist, Data Analytics &  Fiscal Support position will be responsible for supporting the project management of CCEEs initiatives, in particular, CCEE’s data-driven initiatives and service delivery for local educational agencies. The primary responsibilities will include but are not limited to analysis of CCEEs survey data and evaluation projects, and will develop, monitor, and report out on cross-agency analysis of business-critical insights and programs. Day to day responsibilities will include: Support project management of data analysis and evaluation. Ideally, this person will be positioned to support business critical insights and analyses across agency goals and support LEAs with understanding the impact of fiscal investments. The Program Specialist may report to any member of the CCEE leadership team, as assigned.

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Closed Position: Program Specialist, Communications & Strategic Engagement

DESCRIPTION

The Program Specialist, Communications & Strategic Engagement position will be responsible for supporting the project management of CCEEs initiatives, in particular, CCEE’s internal and external communications. The primary responsibilities will include but are not limited to ongoing web content and development, social media content creation and dissemination, data and graphic visualization and researching data analytics to determine the effectiveness of communication and engagement initiatives. Day to day responsibilities will include: supporting project management of website; will contribute to larger communications, such as newsletter, updates to the board, and social media outreach; coordination of strategic engagement distribution and regular communication with stakeholders, reviewing and uploading resources to website and coordination of content across all agency goals. The Program Specialist may report to any member of the CCEE leadership team, as assigned.

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Closed Position: Deputy Executive Director

DESCRIPTION

Under the direction of the Executive Director, the Deputy Executive Director supports the Executive Director in setting strategic goals for the California Collaborative for Educational Excellence (CCEE) and the overall operation of administration and all programs and systems within the CCEE to ensure that actions and resource requirements are properly aligned in order to meet these goals. This position develops and administers the implementation of technical assistance activities for the agency, ensuring the development and application of rigorous, evidence-based measures for evaluating CCEE’s impact in their direct technical assistance supports and initiatives.

APPLICATION DEADLINE: Open until filled. Review of applications will begin on July 23, 2021.

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Summer of Creative Possibilities Through Arts Learning

Students, educators, and families alike wish for this summer to be filled with memory-making, joyful arts experiences that offer the foundation needed to reengage students and prepare us for the coming year. By thoughtfully and strategically leveraging available resources, educators can design a student-centered, standards-based approach to arts instruction that equitably attends to social and emotional considerations. The joy of arts learning offers a summer infused with creative possibilities!

Students thrive when learning environments nurture respectful relationships and link learning to the learner. Students engage in the learning process when the content harnesses their curiosity, connects to their lives, and amplifies their voice. These are the environments of arts learning. The arts disciplines (dance, media arts, music, theatre, and visual arts) provide creative opportunities for students to foster positive social-emotional relationships, connect with their teachers and peers, and actively engage in the artistic processes of creating, performing/presenting/producing, responding, and connecting. These cognitive and physical actions of arts learning promote students’ artistic literacy and skill development. Educators’ careful attention to the creative processes, content area standards, learning environments, and students’ needs when planning summer arts instruction sets the foundation for students to thrive.

The statewide network of The California Arts Project (TCAP) supports educators in designing such instruction, summer or year-round. By tapping into these standards-based resources, student interests, and their own imagination, educators are equipped to design a memory-making summer of powerful and transformative arts learning to usher in the new school year.

California has developed guidance resources to support students’ artistic literacy development and advance social-emotional learning. The new 2020 California Arts Education Framework’s core themes of equity, access, and inclusion articulate a contemporary vision for arts learning that conveys the vital role arts education has in students’ artistic literacy, cognitive, social, cultural, and emotional development. The 2019 California Arts Education Standards encompass authentic arts processes and approaches in each arts discipline to promote students’ artistic literacy development and social and emotional growth. These discipline-specific, process-oriented, grade-appropriate, and inquiry-based standards build students’ capacities in developing social and emotional connections, such as setting and achieving positive goals, feeling and showing empathy for others, building relationships, understanding and managing of emotions, and developing ethical responsibility. Educators can find additional social and emotional learning resources on the California Department of Education webpage.

AUTHOR

Kristine Alexander, Executive Director, The California Arts Project

Closed Position: Senior Manager, Research and Policy Analysis

DESCRIPTION

Under the direction of the Assistant Director, Business, Operations, Strategic Engagement (AD), the Senior Manager, Research and Policy Analysis (SM) conducts research, policy review and creation, and program support. The SM provides research and program evaluation support for various initiatives managed by the CCEE and leads various aspects of research, including developing data collection instruments; collecting, cleaning, and managing large data sets, conducting complex analyses, preparing reports and presentations based on results, and making recommendations across a variety of internal and external projects.

This position works closely with internal staff, consultants, and with other statewide agency partners, including the State Board of Education, the California Department of Education, and the lead agencies to support various statewide initiatives; develop and lead cycles of data-based inquiry; build and foster positive working relationships; ensure effective dissemination of information and resources, and manage ongoing evaluation, progress monitoring, and implementation activities.

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Reversing the “Summer Slide”

study conducted by Johns Hopkins University researchers estimates that as much as two-thirds of the achievement gap in the elementary grades can be directly traced to learning loss in the summer, or what we call the “summer slide.” With the significant loss of in-person learning over the past 14 months, learning gaps have widened even further as evidenced by the findings shared by PACE and NWEA. Summer 2021 is an opportunity for school districts to expand access to summer learning, when the need has never been greater or more important!

As districts plan for the learning that will take place over the summer, they may be faced with pressures and demands to “think outside of the box” or to reimagine schools in the form of new models for learning. In some ways, this creates unrealistic expectations and can distract from what we know has been effective in promoting student success. Quick fixes, such as programs designed to educate children in a simpler way or off-the-shelf curriculum that pledge large gains for students, are unrealistic. Rather, a balanced approach that includes a blend of academics, social interaction, and enrichment is key to engaging students, increasing their sense of belonging, and unlocking their curiosity and passion for learning.

Summer learning provides a renewed opportunity to invite various stakeholders to the table, including teachers, parents, and community partners, to collaborate as key designers of student learning. Student data should serve as a key factor to identify targeted supports to address inequities. To ensure that the learning over the summer is not a one-off, districts will need to align summer learning to what students will be assessed in in the fall when they are back within the confines of a classroom. Consider leveraging the resources and expertise of key partners like the YMCA, county-wide recreation programs, churches, advocacy groups, social services, and other community-based organizations to expand access to both academic and mental health supports available to students. 

Traditional summer school, often enrichment-based, will fall short if academic interventions are not embedded in summer learning opportunities to accelerate learning. Focused on collective efficacy and true collaboration, district teams must design extended learning opportunities that implement high-quality curriculum with fidelity and are aligned to metrics for formative assessments. Highly trained staff with experience and knowledge of the grade-level content must be at the forefront of these summer learning opportunities to accelerate learning and prevent further “summer slide,” as students prepare to return to in-person instruction in the fall. High-dosage tutoring, mental health resources, nutrition programs, high-quality early education, project-based learning, STEM, and research-based credit recovery programs will be key to the success of students this summer. To ensure that these summer learning programs serve students who can most benefit, student outreach will need to be personalized to target and recruit specific groups of students.

Districts will need to take on this new and real challenge, embracing the summer as an opportunity to reengage students, assess their needs, and begin closing the learning gaps that will likely be evident in the new school year. Recognizing that there are no quick fixes, this begins with what we’ve always known works for students – learning and relationships are entwined; advancing student learning begins with grade-level content and support; high expectations and relevant course content increase student engagement; and needs of adults must be addressed to provide safe and supportive learning environments for students. 

To support districts in this ever-challenging opportunity, this month’s newsletter will feature tools, strategies, and resources to design summer learning programs that provide the necessary settings to accelerate learning, while advancing equity for our most vulnerable student groups. 

AUTHOR

Tom Armelino, Executive Director, CCEE