Keeping Dr. King’s Dream Alive through Education

Dr. King

As we observe Dr. Martin Luther King, Jr.’s birthday, most people think of his famous I Have a Dream speech, and well they should. It was brilliant, inspiring, and timeless. But part of Dr. King’s dream also recognized the importance of education, believing that an educated society is a key not only to freedom, but to advancement–for all Americans. At the tender age of 18 he wrote about what he called a “true” education:

Dr. King's Dream

The strength of our nation depends on an educated society—a society whose citizens are intellectually curious and who possess the ability to read and think critically.  A truly educated society, however, must also exercise good character and integrity.

Dr. King: Character Matters

Dr. King recognized that simply having a strong command of subject matter doesn’t serve the common good. A mind can be filled with facts and information. However, unless knowledge is coupled with a genuine desire to help others, that knowledge does little good. In fact, it can be quite the opposite:

Dr. King's Dream

 

Keeping Dr. King’s Dream Alive through Education

Entire books could be written about how we can activate Dr. King’s instruction on education. However, here are a few things teachers, parents, students, and community members can do to keep his dream alive:

  • Let’s use our knowledge to positively impact the lives of others–to serve the greater good.
  • We must help our youth to build a solid core of ethics and integrity—an inner compass.
  • Do the right thing even when no one else is looking.

The list of things we as a society can do is endless. It may feel overwhelming, but the important thing is to start somewhere. Start small, and start today. Together, on this special day of remembrance, we can keep Dr. King’s dream alive.

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About the Author: A former public school teacher and college administrator, Dr. Roberta Ross-Fisher provides consultative support to colleges and universities in quality assurance, accreditation, educator preparation and competency-based education. Specialty: Council for the Accreditation of Educator Preparation (CAEP).  She can be reached at: Roberta@globaleducationalconsulting.com

 

Top Graphic Credit: WordPress

Education: One Key to Keeping Dr. King’s Dream Alive

King

As we observe Dr. Martin Luther King, Jr.’s birthday, most people think of his famous I Have a Dream speech, and well they should. It was brilliant, inspiring, and timeless. But part of Dr. King’s dream also recognized the importance of education, believing that an educated society is a key not only to freedom, but to advancement–for all Americans. At the tender age of 18 he wrote about what he called a “true” education:

Dr. King's Dream

The strength of our nation depends on an educated society—a society whose citizens are intellectually curious and who possess the ability to read and think critically.  A truly educated society, however, must also exercise good character and integrity.

Character Matters

Dr. King recognized that simply having a strong command of subject matter doesn’t serve the common good. A mind can be filled with facts and information. However, unless knowledge is coupled with a genuine desire to help others, that knowledge does little good. In fact, it can be quite the opposite:

Dr. King's Dream

 

Keeping Dr. King’s Dream Alive through Education

Entire books could be written about how we can activate Dr. King’s instruction on education. However, here are a few things teachers, parents, students, and community members can do to keep his dream alive:

  • Let’s use our knowledge to positively impact the lives of others–to serve the greater good.
  • We must help our youth to build a solid core of ethics and integrity—an inner compass.
  • Do the right thing even when no one else is looking.

The list of things we as a society can do is endless. It may feel overwhelming, but the important thing is to start somewhere. Start small, and start today. Together, on this special day of remembrance, we can keep Dr. King’s dream alive.

###

 

About the Author: Dr. Roberta Ross-Fisher has expertise in higher education quality assurance, educator preparation, and competency-based education. A former public school teacher and college administrator, Roberta is now an educational consultant specializing in the Council for the Accreditation of Educator Preparation (CAEP). 

Twitter: @RRossFisher

Email: globaleducationalconsulting@gmail.com 

 

Top Graphic Credit: WordPress

The Time Has Come for Competency-Based Education.

Competency-Based Education

Due to COVID-19, education in the United States has been turned on its ear, and it may be time to seriously consider the competency-based education model for K-12 and collegiate levels. For example: 

  • Students, parents, and school officials have endured sudden school closures as well as a mad scramble to convert to online learning platforms. 
  • Most states have opted to cancel high-stakes K-12 achievement tests. 
  • Several colleges are eliminating the ACT or SAT requirement for entrance in the fall. 
  • Some state departments of education are temporarily forgiving student teaching and licensure examination requirements for pre-service teachers who are slated to graduate from college this year so they can land jobs in the fall as fully certified teachers. 
  • Several schools have decided not to award letter grades of D or F but opted instead for a Credit or No Credit scale. 

Fall 2020 Faces Uncertainty

Higher education institutions such as the University of California and Harvard have already stated they likely won’t reopen the doors in the fall, with many more to decide after June 1. At the K-12 level, school district officials will strive to hold classes onsite, but the reality is that we simply don’t know what the 2020-2021 school year will look like, or for any school years in the near future for that matter. 

Status Quo No Longer Fits

Educators have structured our American way of learning to fit a time-based model. By and large, students attend classes, make passing grades, and then they move on. With a few exceptions, everyone in a class moves forward together at the same pace. Because of COVID-19, educators need to re-think how students learn and how their learning should be measured. The competency-based educational model is worth serious consideration. 

Competency-Based Education: Not Easier, Just Different

Competency-based education isn’t an easier way to learn or to earn a college degree–it’s just different. Rather than just sitting in a class and earning attendance points, learners really have to demonstrate what they know and are able to do through high-quality assessments. That approach doesn’t water-down expectations–in fact, it’s quite the opposite. 

Carefully Built on Solid Curriculum

Competency-based education is standards-based education. A house must have a solid foundation in order to stand over time. Likewise, curriculum must be based on standards. From those standards educators create competencies, learning objectives, and assessments. As industry standards change, school faculty must ensure relevancy and currency.

Competency-based education is carefully planned and developed. It is not a simple matter of schools deciding on a whim to switch to a CBE model. Faculty, administrators, and curriculum directors must give a great deal of thought and planning to the process. Simply put, it is not realistic for administrators to believe one or two faculty members can tackle a project of this magnitude. It requires systemic commitment and long-range strategic planning.

Self-Paced Learning is Essential Right Now

Self-paced learning is a cornerstone of the CBE model. Educators now acknowledge that lockstep teaching and learning does not meet the needs of individuals. This approach neglects the needs of students who are struggling, and it neglects the needs of students who have already mastered those skills and are ready to move on. One of the best aspects of competency-based education is that it is based on a self-paced learner model: Students work at their own pace, taking as much or as little time as they need to understand, apply, and demonstrate their proficiency in the stated competencies and learning objectives. Learners are less frustrated; they feel empowered and more in control of their own progress. Plus, CBE isn’t limited to a particular age group or grade level; it works equally well with elementary students as it does with those working on their doctorate. 

Competency-Based Education and Online Learning

The competency-based model lends itself well to online learning. CBE certainly can work well in traditional face-to-face learning environments. However, it can work equally well in distance learning models. There are different nuances to consider in the planning stage, but educators can build CBE to fit all learning environments. 

Assessment Quality is Paramount

The quality of a competency-based program is heavily reliant upon the quality of its assessments. In a competency-based model, learners demonstrate what they know and are able to do relative to specific learning objectives. They demonstrate this through a variety of high-quality assessments, frequently in the form of internally-created objective examinations, performance assessments, field-based assessments, and proprietary assessments. If the curriculum is the home’s foundation and instruction serves as the walls, then assessments represent the roof. 

Competency-Based Education: It’s Time to Take the Next Step. 

Competency-based education is NOT a shortcut nor an easy fix to serious school challenges during this difficult time. It’s also not a short-term solution but one that requires a long-term commitment. However, if educators design it carefully the CBE model can be a powerful way to increase student learning, achievement, and satisfaction. It’s time for them to take the next step. 

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About the Author: Dr. Roberta Ross-Fisher has expertise in higher education quality assurance, educator preparation, and competency-based education (CBE). A former public school teacher and college administrator, Roberta is now an educational consultant specializing in the Council for the Accreditation of Educator Preparation (CAEP) and CBE. 

Twitter: @RRossFisher

Email: globaleducationalconsulting@gmail.com 

            

 

Top Graphic Credit: Annie Spratt

 

Educational Leaders Promote Academic Excellence

Educational Leaders

We know that effective educational leaders play a vital role in a school’s success. Both the academic community and the public make judgments about schools when we look at key factors including student enrollment, attendance, retention, satisfaction, and achievement. We also look at the quality of teachers, and how long those teachers stay in the school. If we pay close attention, we can spot effective educational leaders pretty quickly. 

Educational Leaders

 

The Primary Role of Educational Leaders

Most of the time, when we think of academic leaders we think about cutting edge curriculum and instructional methods. We think about a well-stocked technology lab or about the latest press release about an innovative program. However, educational educational leaders play a different primary role. 

An educational leader motivates and inspires others. He or she models research-based methods and consistently uses ethics and integrity when making decisions. A real leader consciously works to facilitate leadership development in others. In addition, true educational leaders work with faculty and other staff to create a vision for the future, develop a strategic plan, and set high but attainable expectations. 

Leadership vs. Management

There’s a difference between management and leadership. Typically, managers oversee a specific department, or a specific project. It’s the manager’s responsibility to make sure that department or that project is successful.  Managers are accountable to a leader. In the case of P-12 schools, examples of managers would be a science department chair or a technology coordinator. In higher education, managers often carry the title of department chair, online learning director, and the like. 

A leader must be an effective manager, but from a macro level. A leader is the point person to drive the institution’s vision, mission, and strategic goals. He or she is often the “face” of the school, meeting with the public, potential donors, the press, or politicians. A leader must be able to see the big picture while at the same time have a working knowledge of the details. However, delving too much into the weeds of a project can cause unexpected problems. When leaders micromanage departments or projects, it signals a lack of trust to managers; it breeds confusion and suspicion and ultimately reduces efficiency and success. Leaders hire the right people and then trust them to get the job done.

The Absolutes: 8 Essential Skills All Effective Educational Leaders Must Have

 

All educational leaders must have some essential skills in order to be successful: 

The 4 Cs

  1. An effective leader must be truly committed to academic excellence. By setting high expectations for ethical practice and academic outcomes, a leader can inspire others to achieve great things.
  2. An effective leader must be an exceptional communicator, both verbally and in written form. It’s not enough to have great ideas—one must be able to communicate them to others to have those ideas come to fruition.
  3. An effective leader must be competent. We cannot all be experts in everything, but if we are to lead others, we must have a solid command of the subject matter or the field. Educational leaders must stay current with relevant literature, research, patterns, and trends.
  4. An effective leader must have confidence. It’s difficult to lead others when we don’t communicate that we truly believe the path being taken is the right one.

The Last 4: No Catchy Title, But Just As Important

  1. An effective leader must be an exceptional listener. When one person is doing all the talking, he or she rarely learns much from others in the room. By actively and purposefully listening to others, a leader shows respect to others; gains a better understanding of a given issue; receives suggestions for tackling a problem; and builds a stronger sense of trust.
  2. An effective leader must ensure proper recognition of managers and other team members for their contributions, particularly in the context of a significant or particularly challenging project. It’s necessary to motivate and inspire, but we must also show appreciation and recognition.
  3. An effective leader must be fair. Showing favoritism, even the suggestion of it, can quickly diminish team morale and motivation. A leader must treat all members of the team equally.
  4. An effective leader must be prepared to make tough decisions. There are times when institutions must face difficult budget shortfalls and steps must be taken to reduce expenditures. A prime example is the COVID-19 crisis we’re living through right now. There are also times when one or more staff members are not performing up to expectations. An effective leader must be willing and able to make the tough decisions that may not always be popular.  However, when leaders fail to make those tough decisions, they’re not doing the job they were hired to do.

The Bottom Line

Whether we’re talking about P-12 schools or higher education, success depends on leadership. We must have powerhouse educational leaders who are committed to academic excellence. In times like these it’s essential to our nation’s future. 

 

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About the Author: Dr. Roberta Ross-Fisher has expertise in higher education quality assurance, educator preparation, and competency-based education. A former public school teacher and college administrator, Roberta is now an educational consultant specializing in the Council for the Accreditation of Educator Preparation (CAEP). 

Twitter: @RRossFisher

Email: globaleducationalconsulting@gmail.com 

      

 

 

Top Graphic Credit: topleadersinc.com

 

Educational Leaders Through the Lens of Academic Excellence

Educational leaders play a vital role in areas such as student graduation rates, teacher retention, and standardized test scores. What does it mean to lead an institution? Is leading the same as managing? What skills are essential to becoming a successful leader, and can those skills be taught?

The Primary Role of a Leader

In addition to creating a vision for the future, developing a strategic plan, and setting high but attainable expectations, the role of a leader in education is to motivate and inspire others; to model effective and ethical practice; and to facilitate leadership development in other team members.

Leadership vs. Management

Depending on the type of educational institution, it is common to see managers, leaders, and a combination of both. For example, a small elementary school may only have one building principal who may be responsible not only for leading the faculty and staff, but also to manage all major projects and initiatives. A large university, on the other hand, will typically employ multiple staff to serve in management and leadership roles, often focusing on a particular specialty area. However, a few general statements can be made regarding the two:

Although they are intertwined on many levels, there is a difference between management and leadership in an educational environment. Successful management of projects or departments is one piece of advancing the institution’s mission. Typically, a manager is assigned to oversee a specific department, or a specific project within that department to meet a defined goal or need. It is his or her responsibility to ensure success with direct accountability to a leader–often a superintendent, dean, provost, or president.

A leader must be an effective manager, but from a macro level. A leader is the point person to drive the institution’s vision, mission, and strategic goals. He or she is often the “face” of the school, meeting with the public, potential donors, the press, or politicians. A leader must be able to see the big picture while at the same time have a working knowledge of the details. However, delving too much into the weeds of a project can cause unexpected problems. When leaders micromanage departments or projects, it signals a lack of trust to managers; it breeds confusion and suspicion and ultimately reduces efficiency and success. So, it is incumbent upon a leader to hire the right people, and then trust them to get the job done.

Essential Skills All Effective Leaders Must Have

There are some skills that all educational leaders must have in order to be successful:

  • An effective leader must be truly committed to academic excellence. By setting high expectations for ethical practice and academic outcomes, a leader can inspire others to achieve great things.
  • An effective leader must be an exceptional communicator, both verbally and in written form. It’s not enough to have great ideas—one must be able to communicate them to others to have those ideas come to fruition.
  • An effective leader must be an exceptional listener. When one person is doing all the talking, he or she rarely learns much from others in the room. By actively and purposefully listening to others, a leader shows respect to others; gains a better understanding of a given issue; receives suggestions for tackling a problem; and builds a stronger sense of trust.
  • An effective leader must be competent. We cannot all be experts in everything, but if we are to lead others, we must have a solid command of the subject matter or the field. Educational leaders must stay current with relevant literature, research, patterns, and trends.
  • An effective leader must have confidence. It is difficult to lead others when we don’t communicate that we truly believe the path being taken is the right one.
  • An effective leader must ensure proper recognition of managers and other team members for their contributions, particularly in the context of a significant or particularly challenging project. It’s necessary to motivate and inspire, but we must also show appreciation and recognition.
  • An effective leader must be fair. Showing favoritism, even the suggestion of it, can quickly diminish team morale and motivation. A leader must make it clear that all members of the team will be treated equally.
  • An effective leader must be prepared to make tough decisions. There are times when institutions must face difficult budget shortfalls and steps must be taken to reduce expenditures. There are also times when one or more staff members are not performing up to expectations. An effective leader must be willing and able to make the decisions necessary to ensure the overall quality and well-being of a program, a department, or an entire institution. Decisions may not always be popular, but they are necessary, and if a leader fails to make them he or she simply is not doing the job that individual was hired to do.

Can Leadership Skills be Developed?

The short answer is yes. While there are certainly personality traits that we are born with that lend themselves well to taking on a role of leadership, specific skill sets must be developed, honed, and practice. In fact, the National Education Association (NEA) has identified a set of core competencies that are designed to equip educators with the knowledge and skills they need to become effective leaders. In addition, the Educational Leadership Constituent Council (ELCC) holds schools of education accountable for how well they prepare future school leaders under the umbrella of seven professional standards. It is extremely important for educational leaders to develop a strong base of content knowledge and to gain practice in applying that knowledge in variety of educational settings. Moreover, the importance of mentoring support and ongoing professional development cannot be over-emphasized.

The Bottom Line

The success of an educational institution will be directly impacted by the quality of its leadership. As a community of educators we must be committed to preparing, selecting, and supporting our educational leaders through the lens of academic excellence.

 

Dr. Roberta Ross-Fisher is a national leader in quality assurance, educator preparation, and empowerment-based learning. She supports educational institutions and non-profit agencies in areas such as accreditation, competency-based education, and teacher/school leader prep programs design.  Roberta also writes about academic excellence and can be contacted for consultations, webinars, and on-site workshops through her site (www.robertarossfisher.com). 

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Supporting Learners in a Competency-Based Education Classroom

This is the fourth installment in a series of blog posts on the topic of competency-based education. Previous posts included: There IS a Better Way to Teach; What’s Under the Hood; and The Basics of CBE Curriculum Development.

How we teach is just as important as what we teach. In other words, instructional methods are just as vital to the learning process as the content being taught. Very few students learn by simply reading or absorbing material—if they did, we really wouldn’t need teachers.

Just as with traditional learning models, there are many ways P-12 and higher education faculty can instruct students within the competency-based education (CBE) model. However, the key here is to provide academic support in a way that helps learners attain essential content and ultimately demonstrate what they know and are able to do. Facilitation, as opposed to direct instruction, has been proven to be an effective way of providing this type of academic support primarily because by its very nature the CBE model creates a space for flexibility for instructors as well as for learners. Of course, face-to-face and online learning environments may require use of different facilitation models, but some good options to consider include:

 

Regardless of the facilitation model chosen, learning should be constant, and not time-dependent in a competency-based learning environment. In other words, learners should be actively engaged at all times but should not be forced to move in lockstep fashion with all other students. They should have the freedom and flexibility to learn at their own pace and in their own way—which is one reason why CBE is commonly referred to as personalized learning, although the two terms are not completely synonymous.

In the next blog installment, we will dive more deeply into the teacher’s role within a competency-based learning environment.

 

–rrf

 

Dr. Roberta Ross-Fisher is a national leader in educator preparation, accreditation, online learning, and academic quality assurance. An accomplished presenter, writer, and educator, she currently supports higher education and P-12 schools in areas such as competency-based education, teacher preparation, distance learning, and accreditation through her company, Global Educational Consulting, LLC.  

 

The Drive-Thru Approach to Teacher Preparation

The Drive-Thru Approach to Teacher Preparation

I read yet another article about national teacher shortages; this one was entitled Teacher Shortages Spur a Nationwide Hiring Scramble (Credentials Optional). As a result of their desperation to staff classrooms, school district officials are putting pressure on states to relax teacher licensure requirements. In some cases, this has led to the watering down of standards and expectations. Some are taking advantage of the current climate, smelling the sweet aroma of serious revenue by offering what is essentially a drive-thru teacher preparation program: The “customer” arrives at the window, attracted by the bright lights and yummy-looking food pics. Enrollment counselors take their order and send them on. Worker bees behind the scenes serve up a program that may be of questionable or untested quality and the customer is on their way in record time. They don’t know that their fries were cold or there was no straw until they are miles down the road. Programs know such a model is cheap to build and cheap to operate; it’s easy money and there are so many students rolling through the drive-thru lane that they can afford to have some unhappy customers and still turn a profit.

In the short term, school districts are happy because they have a less difficult time hiring teachers, and program completers are happy because they’ve gotten through their program at break-neck speed and haven’t had to “waste” their time on courses they perceive as useless. However, in the long term, a host of new cyclical problems are revealed, including:

  • Individuals are admitted to the programs who really shouldn’t be—they sometimes lack the academic preparation or the professional dispositions necessary for success in the classroom.
  • Program completers are often ill-prepared to enter the classroom; they require a great deal of on-site training by the school district.
  • Many new teachers quickly become disillusioned and leave the profession because they didn’t know how challenging teaching really can be. Some leave in the middle of a school year.
  • Students often suffer due to constant turnover and lack of consistency.
  • Test scores lag and fall behind state averages; impact outcomes tend to be dismal.

 

Not all for-profit alternative certification programs are of poor quality, but many are. While accrediting bodies have recently come under greater scrutiny for their standards and expectations, many of these programs fly under the radar and are not regionally accredited*, which is the foundational accreditation any legitimate institution of higher education should attain. Some are taking the easy path to accreditation through bodies that focus mostly on career schools** such as beauty schools, truck driving schools, at-home hypnosis training, etc. just to state on their program’s website that they are accredited. These programs use “sleight of hand” language with the lay public, saying they are “accreditation eligible” which in reality means nothing but it sounds very convincing to those who are not well versed in the lingo.  Make no mistake: The drive-thru teacher preparation model is very real, and it is having a very real impact on our P-12 schools. The question is: Are we going to accept it as the new normal, or are we finally going to draw a line in the sand and insist on academic excellence for our children?

Dr. Roberta Ross-Fisher is a national leader in quality assurance, educator preparation, and empowerment-based learning. She supports educational institutions in areas such as accreditation, institutional effectiveness, competency-based education, and virtual teaching & learning.  Roberta can be contacted for consultations, webinars, and on-site workshops through her site (www.robertarossfisher.com). 

 

*The regional accreditation bodies in the United States include: (1) Higher Learning Commission (HLC); (2) Middle States Commission on Higher Education (MSCHE); (3) New England Association of Schools and Colleges (NEASC-CIHE) Commission on Institutions of Higher Education; (4) Southern Association of Colleges and Schools Commission on Colleges (SACSCOC); and (5) WASC Senior College and University Commission (WSCUC).

**The Distance Education Accrediting Commission (DEAC) awards accreditation to degree-granting, high school, military, and post-secondary schools. A search of accredited post-secondary schools, which would apply to alternative teacher certification programs, includes the Hypnosis Motivation Institute, At-Home Professions, and the Modern Gun School, to name a few.

Accelerating the Pathway to Initial Teacher Certification

In an attempt to ease the shortage of more than 33,000 mathematics teachers over the next decade, the California Commission on Teacher Credentialing has given four state universities $250,000 each to create new preparation programs that will cut the normal time to earn math credentials and a degree from five and a half years to four. Cal State Los Angeles, San Jose State, San Diego State and Fresno State were selected to create curriculum and design accelerated (compacted) programs to encourage individuals pursuing a bachelor’s degree to consider becoming middle school or high school math teachers.

While this may sound good on the surface, I just don’t think it’s enough to really address the shortage in the long run—these prospective teachers will still have to jump through a lot of hoops just to earn their teaching credential, including all the requirements to earn a four-year bachelor’s degree.

I haven’t seen any emphasis on truly innovative training, or on measuring the longitudinal impact of graduates on their students’ learning—nor did I read anything about intensive mentoring support from the employing school district or the home university in the first two or three years following program completion. All those things, plus many more, are necessary for a teacher to be truly ready for the classroom. Otherwise, the likelihood of them being successful or of them staying for more than a year or two is greatly reduced. And—this grant program only focuses on mathematics—what about the critical shortages in sciences, special education, English language learning, and the like? And—why was this initiative focused only on those earning their bachelor’s degree? We mustn’t forget those who have already demonstrated a propensity for success in the classroom as well as strong ties in the school—those paraprofessionals and substitute teachers—many of whom already have a bachelor’s degree but just need their teaching credential.

I have built a preparation framework designed for this latter group. It’s innovative. It’s unique. It’s research-based. And it’s 10 months long. Care to learn more, California Commission on Teacher Credentialing?

–rrf

 

Dr. Roberta Ross-Fisher is a national leader in educator preparation, accreditation and academic quality assurance. She currently supports higher education and P-12 schools in areas such as competency-based education, teacher licensure, distance learning, and accreditation through her company, Global Educational Consulting, LLC.  

 

 

Source: California colleges address math teacher shortage by accelerating pathway to credentials | Education Dive

What’s Under the Hood: Major Components of Competency-Based Educational Programs

This is the second installment in a series of blog posts on the topic of competency-based education. In the first blog, I provided a basic overview of what competency-based education is, why I started using it with my own students, and other terms it’s frequently known by. Feel free to reach out to me if you have additional questions or need support implementing CBE in your school.

Regardless of whether you work in a P-12 school or at a higher education institution, there are six major pillars that anchor a solid competency-based education program:

  • Curriculum
  • Instruction
  • Assessment
  • Faculty Training & Support
  • Parent/Caregiver Orientation & Support (for P-12 Schools)
  • Student Orientation & Support (for all learner levels)

 

A strong, healthy CBE program must be built on these pillars, which makes preparation, planning, and collaboration extremely important. All six should be tied directly to the school’s mission and vision, and they should all be connected to each other to avoid a disjointed program.

I recommend using a backwards design model when developing your own competency-based education program—in other words, create a well-defined “picture” of what you want to accomplish—what is your final goal? What does success look like in your school? How would that be defined? Once you and your team know what you want to accomplish, you can start working backward from there and build out each of those six components.

Installment #3 of this series will focus on developing curriculum in a competency-based education program.

 

–rrf

 

Dr. Roberta Ross-Fisher is a national leader in educator preparation, accreditation and academic quality assurance. She currently supports higher education and P-12 schools in areas such as competency-based education, teacher licensure, distance learning, and accreditation through her company, Global Educational Consulting, LLC.  

 

 

There IS a Better Way to Teach & Learn: It’s Competency-Based Education

I was a teacher for many years (elementary, middle, secondary) and while I loved working with my students, I sometimes felt as though I was constantly walking around in a darkened room looking for the light switch. I was completely committed to helping my students learn and to achieve their goals—I just wasn’t completely sure how to go about it. I found myself trying all sorts of methods with mixed levels of success, and what made it even harder was that there was never another teacher or principal in my building who could mentor and guide me to a better way of teaching. I knew creating a single lesson plan and teaching to the middle wasn’t effective—even though it was the way I was taught, and it was the way I was trained in my teaching prep program. Under that approach, I felt as though I was throwing spaghetti on the wall hoping something would stick, at least for those students in the middle of the bulls eye. Unless I got really lucky with my aim, those learning at the lowest and highest ends of the continuum rarely had their needs met. It’s not easy to admit, but it’s the truth. I experimented with my own version of individualized learning, but it was so limited in scope that I saw only limited results. However, despite the additional work and time required on my part, I felt excited and encouraged because I could see the impact those efforts were having on my students.

Later I tried project-based learning, and liked it. I enjoyed the notion of students being able to select their own topics of personal interest and to a certain extent driving their own learning. I used this primarily with gifted students but after three years concluded that individualized, project-based learning should be provided to students of all ability levels. It was only in the past few years that I was able to put a name with the approach I came to believe in and adopt as my personal teaching philosophy—it was competency-based education (CBE), which I’ve learned is also frequently referred to as: personalized learning, proficiency learning, performance-based learning, mastery learning, outcomes-based learning, or authentic learning.

 

CBE in a Classroom Setting

While it may be implemented in a variety of ways, there are some common characteristics of every competency-based classroom:

  • Students demonstrate what they know and are able to do through a variety of high-quality formative and summative assessments.
  • Expectations are measurable & clearly defined. In other words, learners know what target they must reach in order to demonstrate competency or proficiency of specific standards-based key concepts or skills.
  • What students learn is more important than seat time.
  • Teachers serve as mentors or learning coaches to support student learning, thereby empowering learners to work at their own pace and in their own way.
  • Instructional decisions are data-driven.