Latest news with #studentoutcomes
Yahoo
02-08-2025
- Politics
- Yahoo
Gov. Cox appoints Erin Longacre to Utah State Board of Education vacancy
SALT LAKE CITY () — Governor Cox filled the vacant seat on the state board of education this week by appointing Erin Longacre to represent District 7, which covers the southeast portion of Salt Lake County, the seat left vacant when Dr. Molly Hart was chosen as the state superintendent. Longacre was appointed on Tuesday, July 29, the Governor's office told and they said that they typically do not announce when they fill a vacancy. Longacre was one of three finalists chosen by the Republican Party's State Central Committee (SCC) over a month ago, on June 21, and submitted to the Governor for him to appoint. Since outgoing member Dr. Hart was a Republican, state law outlines that the SCC — the party's governing body — submit three names to the Governor. Lt. Gov. Henderson sends DOJ public voter info after letter questions maintenance of voter registration rolls 'She brings experience in education and a focus on student outcomes and parent engagement,' said Rob Caroll, Communications Director for Governor Spencer Cox. 'Two areas that continue to be priorities for the Governor.' Longacre, along with her two fellow Republican candidates, Kris Kimball and Glen Burton, were all backed by Natalie Cline and her organization, Higher Ground, which she co-runs with Monica Wilbur. Cline is the former highly controversial school board member who was censured by both the legislature and the governor and stripped of her school board duties by USBE after she falsely and publicly accused a student of being transgender. Higher Ground labeled Longacre, Kimball, and Burton as their 'three top picks' and 'solidly conservative.' They listed their support for Longacre because they say she has extensive experience in Social Emotional Learning (SEL) and Diversity, Equity, and Inclusion (DEI) in schools — two issues that Cline and Wilbur rallied against having in Utah's schools. 'It takes extraordinary courage for anybody going into the USBE's Great and Spacious Building to resist the pressure and deceptions that its entire transformative Global Education agenda depends on,' Wilbur wrote on social media. 'Pray for Erin very hard, she will need all the help she can get.' In 2022, Longacre also ran against Incumbent Amanda Oaks in the general election for Canyons School District, District 6 in November 2022, but lost that year. Longacre will serve the remainder of Hart's term until 2026, when voters will weigh in during that year's election. has reached out to Longacre for comment and is waiting to hear back. Latest headlines: One dead after rollover crash at Kyhv Peak on Friday morning Gov. Cox appoints Erin Longacre to Utah State Board of Education vacancy 85% of parents worry about tariffs affecting back-to-school cost: Survey Woman charged in connection with massage studio that offered 'illicit' services, documents say Ohio couple welcomes baby from embryo frozen over 30 years, a new record: report Copyright 2025 Nexstar Media, Inc. All rights reserved. This material may not be published, broadcast, rewritten, or redistributed. Solve the daily Crossword
RNZ News
16-07-2025
- Politics
- RNZ News
Watch: Minister Erica Stanford makes education announcement
Education Minister Erica Stanford has announced that the government will not build any new open-plan classrooms. She said all new classrooms would be designed in a flexible way to ensure better student outcomes. Stanford said she had received overwhelming feedback from schools that open-plan classrooms were not meeting the needs of students. "While open-plan designs were originally intended to foster collaboration, they have often created challenges for schools, particularly around noise and managing student behaviour," she said. In many cases, open-plan classrooms reduced rather than enhanced flexibility, she said. All new classrooms would be built using standard designs that prioritised flexibility over open-plan layouts, she said. Stanford said glass sliding doors could be used so that classes "could be open when classes collaborate but can also close for focused learning". ... More to come Sign up for Ngā Pitopito Kōrero , a daily newsletter curated by our editors and delivered straight to your inbox every weekday.
Yahoo
14-06-2025
- Business
- Yahoo
Audit of Milwaukee Public Schools; Gov. Evers proposes instructional changes
The Brief The second of two independent audits of Milwaukee Public Schools was released on Friday, June 13. A February audit offered 29 recommendations, such as restructuring the MPS central office and preventing retaliation. This latest audit proposes "recommendations for systemic instructional changes at MPS." MADISON, Wis. - Gov. Tony Evers released on Friday, June 13, the second of two independent audits of Milwaukee Public Schools (MPS). The first was released in February. With this latest audit, the governor is proposing "nearly 40 actionable recommendations for systemic instructional changes at MPS to accelerate student outcomes and well-being," a news release says. What we know The governor announced in 2024 that he would be providing the necessary resources to conduct two outside, independent audits of MPS. Evers directed $5.5 million to support both efforts. FREE DOWNLOAD: Get breaking news alerts in the FOX LOCAL Mobile app for iOS or Android The first audit was released in mid-February. It identified three goals for the district to achieve in the short and long term. It also offered 29 recommendations, such as restructuring the MPS central office and preventing retaliation. The latest audit report was released publicly on Friday. It relates to the instructional policies and methodologies at MPS, including classroom learning environments, efforts to support educators and their work in the classroom, professional development and coaching policies to provide more opportunities for educator and staff growth, and addressing external factors affecting classroom learning, among other areas. Dig deeper The second audit identifies 38 actionable recommendations for MPS: Establish a focused vision for teaching and learning for MPS; Create clear expectations, measurable goals, and an action plan aligned with the district's vision; discontinue any initiatives that do not align; Restructure central office roles to explicitly support the newly established vision and create robust structures for collaboration aligned to goals and action items; Clarify how specialized school structures fit into the district vision and align systems and supports to maximize their impact; Consolidate the number of grade configurations to allow for increased focus and collaboration across schools; Set clear expectations for instructional leadership and hold principals accountable consistently across the district; Restructure the principal supervision to ensure that support is focused on improving teaching and learning and cultivating an exceptional student experience; Re-envision professional development for principals to prioritize instructional leadership and alignment with the district's vision; Implement a strategic staffing process to ensure that high-need and specialized schools have principals whose skill sets match school needs; Consider procedures and incentives that ensure the highest-need schools are staffed and supported appropriately by highly qualified teachers; Utilize data on student performance, implementation of evidence-based practices, and stakeholders' experience to make staffing decisions; Create a professional development plan that is clearly and narrowly focused on the implementation of the district's vision and goals; Prioritize job-embedded support over districtwide professional learning sessions where possible to allow for customization and ensure that professional development time is meaningful and directly applicable to teacher practice; Create and protect space in teachers' schedules for authentic, structured collaboration at least weekly and provide robust training and coaching on the Professional Learning Communities (PLC) process; Generate buy-in from teachers by emphasizing the rationale and research behind key district-adopted materials; Create concrete guidance for how to implement district-adopted resources, including curriculum maps, pacing guides, and clarity on the appropriate use of supplemental programs; Create a realistic plan for the implementation of new curricula, including all training and support, even if that means slowing down adoption and implementation processes; Implement a lesson internalization process embedded within PLCs; Require all teachers, school leaders, and district leaders to complete comprehensive training in Structured Literacy; Create clear guidance for schools and teachers to implement Structured Literacy, including timing, pacing, use of resources, and guidance for tier I, tier II, and tier III instruction; Align systems to support the implementation of Structured Literacy, including modeling and coaching, walkthrough protocols, PLCs using Aimsweb data, and intervention structures; Create systems at the district level to hold all schools accountable to high expectations that are clearly aligned to the district vision; Create systems for communication, including clear norms for how and when information is shared, from senior leadership to school-based staff, that empower staff and promote collaboration; Systematically identify, celebrate, and analyze successes so that best practices can be shared across the district; Revisit enrollment procedures for schools that offer specialized opportunities (e.g., Montessori, Bilingual Dual Language, IB, STEM, Fine Arts, etc.) to ensure equitable access for all students; Reprioritize funding and/or partner with community organizations to supplement extracurricular opportunities in schools that do not currently have robust options for their students; Create a districtwide vision for positive student culture and evidence-based disciplinary practices; Support all staff in collectively implementing foundational routines and strategies for proactive classroom and school management; Collaborate with school staff about the process for addressing serious behavior incidents and clearly communicate the rationale for consequences that are aligned with the district vision; Consider structural and policy changes at the district level to address disparities in suspensions, including grade configuration and resource allocation; Create a vision and set measurable goals for family partnership and advocacy in MPS that are aligned with evidence-based best practices; Clarify the Parent Coordinator role and set clear expectations for their work; Provide training for staff aligned to the district's vision and focused on evidence-based strategies for family engagement; Build systems to seek authentic feedback from families on focused topics and clearly communicate how feedback is implemented; Fully leverage Parent Engagement Organizations and the District Advisory Council in strategic planning; Provide training and guidance for teachers focused on building relationships with families and fostering two-way communication; Set clear, measurable goals for family engagement at the school and district level and collect data to monitor progress and identify successes; and Create a PLC structure for Parent Coordinators to monitor school goals, brainstorm solutions to tough challenges, and amplify strategies that are proven to be effective. SIGN UP TODAY: Get daily headlines, breaking news emails from FOX6 News What we know MGT Impact Solutions LLC conducted the independent audit of MPS. The Source The information in this post was provided in a news release from the office of Wisconsin Gov. Tony Evers.
National Post
05-06-2025
- Business
- National Post
Watermark Launches AI-Powered Instructor Insights, Honors Institutions Driving Student Success Fueled by Innovation
Article content WASHINGTON — Watermark Insights' annual Engage conference brought together higher education and accreditation leaders in Washington, D.C. This year's theme, 'Tell Your Story,' recognized colleges and universities facing increasing pressure to demonstrate clear impact in a complex environment. The conference reinforced Watermark's commitment to helping institutions showcase their achievements, driving student and institutional success. Article content Representatives from national accreditors explored the evolving role of accreditation and the importance of continuous improvement. Panelists emphasized that institutions that combine strong data practices with compelling framing are well positioned to demonstrate their achievements, contributions and drive ongoing improvement. Article content Article content Watermark unveiled several new enhancements designed to drive faculty professional growth, simplify cumbersome tasks through system integration, and make institutional outcomes easier to see and share. Some of these enhancements include: Article content The first of its kind in course evaluation and survey solutions, this capability, powered by AI, transforms student feedback into clear, actionable insights helping instructors quickly identify strengths and areas for growth. Article content New connections with D2L and Council for Advancement of Standards (CAS) streamline assessment workflows, making it easier to measure outcomes and demonstrate institutional effectiveness in one place. Article content A refreshed and modern interface and interactive CV view improve the way faculty track achievements and navigate reviews, spending more time on student initiatives and less on administrative burden. Article content Engage award winners announced Article content At this year's Engage Conference, Watermark honored three institutions that are driving innovation and delivering meaningful results on campus. Article content Texas State University was honored for its exceptional use of data to inform strategic decisions and improve outcomes. By making assessment and student feedback data more accessible and actionable, the university has empowered faculty and staff to better support student success. This work is supported by Watermark solutions including Faculty Success, Student Learning & Licensure, the SL&L Data Export Service, and Course Evaluations & Surveys. Article content Mohawk Valley Community College received the Innovation Award for achieving full campus adoption of a centralized planning and assessment process in just six months. Its bold leadership and collaborative approach were supported by the creative use of Watermark's Planning & Self-Study solution. Article content Harris-Stowe State University was recognized for achieving measurable improvements in student outcomes, faculty support, and operational efficiency. The university moved from fragmented processes to a unified and data-informed approach using Watermark's suite of solutions. Article content 'Every year at Engage, I'm reminded of the heart and purpose behind the work happening on campuses,' said Erin Shy, CEO of Watermark. 'Our customers are meeting complex challenges with creativity and care, and we're here to make sure our technology helps them do it better.' Article content Watermark gives higher education institutions the tools they need to easily track, manage, and examine their data. For over twenty years, colleges and universities have used Watermark solutions to complete assessment and accreditation requirements, capture and analyze student feedback, showcase faculty accomplishments, and improve student engagement. Watermark's Educational Impact Suite (EIS) puts data into context so faculty and staff can focus on what really matters: institutional and student success. Learn why Watermark is trusted by over 1,700 colleges and universities to support continuous improvement at Article content Article content Article content Article content
