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Collaborative Approaches to 14-19 Provision - Communities and ...

Collaborative Approaches to 14-19 Provision - Communities and ...

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<strong>14</strong>-<strong>19</strong> PATHFINDERS: THE SECOND YEARGovernance Forum which oversees the Knowsley Collegiate, which is the main vehicle forthe strategic planning of the pathfinder. However, company involvement goes far deeperthan that. A senior company manager also sits on the Executive Group which is a keydecision-making <strong>and</strong> implementation body. Further depth is added by company involvementin the development <strong>and</strong> teaching of a GCSE Engineering course. The course is jointly taughtby company <strong>and</strong> college staff <strong>and</strong> involves sessions both at college <strong>and</strong> at the companytraining centre.87. Teachers, lecturers <strong>and</strong> training provider staff were also involved in different ways.They might be drawn in mainly as ‘deliverers’ of courses which were introduced as a resul<strong>to</strong>f decisions taken at strategic levels e.g. in response <strong>to</strong> skills gaps analyses. This approachmight involve staff development activities <strong>to</strong> support teachers in taking on new courses orgroups of students. Alternatively, they might be involved in shaping the pathfinder throughcurriculum development activities, piloting new pedagogical approaches <strong>and</strong> developing newapproaches <strong>to</strong> assessment.88. The South Gloucestershire pathfinder was particularly strong in its involvement ofteachers through its seven Teacher Learner Groups which have met for half a day fortnightlyfor each year of the pathfinder. Each group has been lead by a Development Manager whohave become leaders in their respective fields of enquiry, e.g. e-learning, unified guidance.89. Coordina<strong>to</strong>rs were asked <strong>to</strong> assess progress in staff development. The results areshown below:More than expected As expected Less than expected Not applicable11 16 1 3These survey findings reinforce those from the case studies <strong>and</strong> show that pathfinders havebeen investing increasing efforts in staff development as they move from initial planning <strong>and</strong>setting up in<strong>to</strong> detailed planning <strong>and</strong> implementation. Coordina<strong>to</strong>rs gave examples of a verywide range of collaborative staff development which evidenced the growing depth <strong>and</strong>30

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