Tag: transformed

  • How professional learning transformed our teachers

    How professional learning transformed our teachers

    Key points:

    When you walk into a math classroom in Charleston County School District, you can feel the difference. Students aren’t just memorizing steps–they’re reasoning through problems, explaining their thinking, and debating solutions with their peers. Teachers aren’t rushing to cover content, because their clear understanding of students’ natural learning progressions allows them to spend more time exploring the why behind the math.

    This cultural shift didn’t come from adopting a new curriculum or collecting more data. Instead, we transformed math education by investing deeply in our educators through OGAP (The Ongoing Assessment Project) professional learning–an approach that has reshaped not only instruction, but the confidence and professional identity of our teachers.

    Why we needed a change

    Charleston County serves more than 50,000 students across more than 80 schools. For years, math achievement saw small gains, but not the leaps we hoped for. Our teachers were dedicated, and we had high-quality instructional materials, but something was missing.

    The gap wasn’t our teacher’s effort. It was their insight–understanding the content they taught flexibly and deeply.

    Too often, instruction focused on procedures rather than understanding. Teachers could identify whether a student got a problem right or wrong, but not always why they responded the way they did. To truly help students grow, we needed a way to uncover their thinking and guide next steps more intentionally.

    What makes this professional learning different

    Unlike traditional PD that delivers a set of strategies to “try on Monday,” this learning model takes educators deep into how students develop mathematical ideas over time.

    Across four intensive days, teachers explore research-based learning progressions in additive, multiplicative, fractional, and proportional reasoning. They examine real student work to understand how misconceptions form and what those misconceptions reveal about a learner’s thought process. It is also focused on expanding and deepening teachers’ understanding of the content they teach so they are more flexible in their thinking. Teachers appreciate that the training isn’t abstract; it’s rooted in everyday classroom realities, making it immediately meaningful.

    Instead of sorting responses into right and wrong, teachers ask a more powerful question: What does this show me about how the student is reasoning?

    That shift changes everything. Teachers leave with:

    • A stronger grasp of content
    • The ability to recognize error patterns
    • Insight into students’ conceptual gaps
    • Renewed confidence in their instructional decisions

    The power of understanding the “why”

    Our district uses conceptual math curricula, including Eureka Math², Reveal Math, and Math Nation. These “HQIM” programs emphasize reasoning, discourse, and models–exactly the kind of instruction our students need.

    But conceptual materials only work when teachers understand the purpose behind them.

    Before this professional learning, teachers sometimes felt unsure about lesson sequencing and the lesson intent, including cognitive complexity. Now, they understand why lessons appear in a specific order and how models support deeper understanding. It’s common to hear teachers say: “Oh, now I get why it’s written that way!” They are also much more likely to engage deeply with the mathematical models in the programs when they understand the math education research behind the learning progressions that curriculum developers use to design the content.

    That insight helps them stay committed to conceptual instruction even when students struggle, shifting the focus from “Did they get it?” to “How are they thinking about it?”

    Transforming district culture

    The changes go far beyond individual classrooms.

    We run multiple sessions of this professional learning each year, and they fill within days. Teachers return to their PLCs energized, bringing exit tickets, student work, and new questions to analyze together.

    We also invite instructional coaches and principals to attend. This builds a shared professional language and strengthens communication across the system. The consistency it creates is particularly powerful for new teachers who are still building confidence in their instructional decision-making.

    The result?

    • Teachers now invite feedback.
    • Coaches feel like instructional partners, not evaluators.
    • Everyone is rowing in the same direction.

    This shared understanding has become one of the most transformative parts of our district’s math journey.

    Results we can see

    In the past five years, Charleston County’s math scores have climbed roughly 10 percentage points. But the most meaningful growth is happening inside classrooms:

    • Students are reasoning more deeply.
    • Teachers demonstrate stronger content knowledge and efficacy in using math models.
    • PLC conversations focus on evidence of student thinking.
    • Instruction is more intentional and responsive.

    Teachers are also the first to tell you whether PD is worth their time…and our teachers are asking for more. Many return to complete a second or third strand, and sometimes all four. We even have educators take the same strand more than once just to pick up on something they may have missed the first time. The desire to deepen their expertise shows just how impactful this learning has been. Participants also find it powerful to engage in a room where the collective experience spans multiple grade levels. This structure supports our goal of strengthening vertical alignment across the district.

    Prioritizing professional learning that works

    When professional learning builds teacher expertise rather than compliance, everything changes. This approach doesn’t tell teachers what to teach; it helps them understand how students learn.

    And once teachers gain that insight, classrooms shift. Conversations deepen. Confidence grows. Students stop memorizing math and start truly understanding it.

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  • Transform or be transformed: why digital strategy is now central to university survival

    Transform or be transformed: why digital strategy is now central to university survival

    This blog was kindly authored by Professor Amanda Broderick, Vice-Chancellor & President of the University of East London.

    Across higher education, there is a growing realisation that no cavalry is coming over the hill. Government support arrives with one hand while being withdrawn with the other, and universities are being asked to do more, for more people, with fewer resources. The choice facing the sector is stark: we must transform, or be transformed.

    At the University of East London (UEL), we have been on this journey for some time. In many ways, it was almost serendipitous that the University reached a point of existential pressure years before similar headwinds struck the rest of the sector. That early crisis forced us to confront difficult truths, make bold decisions, and learn quickly what genuinely works. As we approach the final quarter of our ten-year strategy, Vision 2028, our transformation is evident. We have seen a 25 percentage point improvement in positive graduate outcomes (the largest in England), an unparalleled rise in NSS rankings, a move from 90th to 2nd in the country for annual student start-ups, and a financial sustainability strategy which now places us as one of only 15 universities in the country without any external borrowing, whilst delivering a £350m investment programme.

    One area underpins each of these elements of our transformation: digital.

    When we launched Vision 2028, digital transformation sat at its core – not as a technology programme, but as a strategic enabler. Our ‘Digital First’ approach was designed to ensure that the entire UEL community has the tools, confidence and freedom to innovate and develop continuously. That philosophy has shaped everything we have done since.

    We have migrated from on-premises data centres to a cloud infrastructure, becoming the first UK university to be fully cloud-based in 2019. This has improved resilience, reduced environmental impact, and transformed how we use big data, from student retention predictive modelling to generative AI personal learning assistance to business intelligence and management information. We have invested in innovation spaces that allow students to build their own compute environments, redesigned our website to offer a more personalised browsing experience, and strengthened our digital architecture to mitigate downtime.

    Sustainability has been a constant consideration – reducing data centre usage and re-using compatible hardware wherever possible. We have also made key software available anytime, anywhere, and consolidated multiple CRM-type environments into a single solution.

    But digital transformation only matters if it serves a purpose. At UEL, that purpose is careers.

    How can we prepare students for future careers if we do not embed digital skills throughout their education? That question underpins our Mental Wealth and Professional Fitness curriculum, co-designed with employers to ensure students develop future-ready digital capabilities alongside cultural capital, confidence and professional inter-personal behaviours. Introductory modules are paired with sector-specific specialisation depending on course, with Level 3 and 4 modules already covering AI and digital tools for industry, digital identity and professional networks, data literacy, visualisation, and data ethics. Employability is not an add-on at UEL; it is embedded throughout the learner journey – which means that in-demand digital skills are too.

    Our ambition extends beyond our enrolled students. We want to spread transformation across our communities so that opportunity is not confined to campus. Click Start, delivered by Be the Business and the University of East London in partnership with the Institute of Coding, is a powerful example. This four-week course equips young Londoners aged 18–30 with digital marketing and data analysis skills, delivering more than 90 hours of teaching alongside industry-recognised certificates from Google and Microsoft. Since June 2023, more than 230 young people have completed the programme – 41% women, 88% from ethnic minority backgrounds, and 70% from East London. Graduates have progressed into jobs, apprenticeships and further study, with some joining UEL itself and others using the programme as a springboard to transform their lives elsewhere.

    This ethos of applied, inclusive innovation is reflected across our courses and underpinned by active research centres and innovation hubs, from our UK Centre for AI in the Public Sector and Centre for FinTech, to our Child Online Harms Policy Think Tank and Intelligent Technologies Research Group. Alongside our industry partnerships, this cutting-edge research ensures that what students learn remains relevant, responsible, and future-focussed.

    When a student’s whole experience is designed as digital first, technology stops being a blocker and becomes an enabler. It supports our shift from a ‘university-ready student’ model to becoming a ‘student-ready university’. UEL’s Track My Future app exemplifies this approach, bringing academic, careers, and support services into a single personalised platform. Putting students’ own data into their own hands and providing a digital route-map to university life, daily active use regularly exceeds 40,000 interactions – clear evidence that digital tools can strengthen engagement and belonging.

    Compared with when I joined UEL in 2018, the scale of the digital transformation today is unmistakable. This is what purposeful digital transformation looks like: not technology for its own sake, but a platform for inclusion, resilience and impact. In a sector facing relentless pressure, that is not optional – it is essential.

    Kortext is a HEPI Partner. Professor Amanda Broderick is speaking at Kortext LIVE on 11 February 2026 in London. Find out more and secure your seat here.

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  • How an AI-generated song transformed my ELL classroom

    How an AI-generated song transformed my ELL classroom

    Key points:

    A trending AI song went viral, but in my classroom, it did something even more powerful: it unlocked student voice.

    When teachers discuss AI in education, the conversation often focuses on risk: plagiarism, misinformation, or over-reliance on tools. But in my English Language Learners (ELL) classroom, a simple AI-generated song unexpectedly became the catalyst for one of the most joyful, culturally rich, and academically productive lessons of the year.

    It began with a trending headline about an AI-created song that topped a music chart metric. The story was interesting, but what truly captured my attention was its potential as a learning moment: music, identity, language, culture, creativity, and critical thinking–all wrapped in one accessible trend.

    What followed was a powerful reminder that when we honor students’ voices and languages, motivation flourishes, confidence grows, and even the shyest learners can find their space to shine.

    Why music works for ELLs

    Music has always been a powerful tool for language development. Research consistently shows that rhythm, repetition, and melody support vocabulary acquisition, pronunciation, and memory (Schön et al., 2008). For multilingual learners, songs are more than entertainment–they are cultural artifacts and linguistic resources.

    But AI-generated songs add a new dimension. According to UNESCO’s Guidance for Generative AI in Education and Research (2023), AI trends can serve as “entry points for student-centered learning” when used as prompts for analysis, creativity, and discussion rather than passive consumption.

    In this lesson, AI wasn’t the final product; it was the spark. It was neutral, playful, and contemporary–a topic students were naturally curious about. This lowered the affective filter (Krashen, 1982), making students more willing to take risks with language and participate actively.

    From AI trend to multilingual dialogue

    Phase 1: Listening and critical analysis

    We listened to the AI-generated song as a group. Students were immediately intrigued, posing questions such as:

    “How does the computer make a song?”

    “Does it copy another singer?”

    “Why does it sound real?”

    These sparked critical thinking naturally aligned with Bloom’s Taxonomy:

    • Understanding: What is the song about?
    • Analyzing: How does it compare to a human-written song?
    • Evaluating: Is AI music truly ‘creative’?

    Students analyzed the lyrics, identifying figurative language, tone, and structure. Even lower-proficiency learners contributed by highlighting repeated phrases or simple vocabulary.

    Phase 2: The power of translanguaging

    The turning point came when I invited students to choose a song from their home language and bring a short excerpt to share. The classroom transformed instantly.

    Students became cultural guides and storytellers. They explained why a song mattered, translated its meaning into English, discussed metaphors from their cultures, or described musical traditions from home.

    This is translanguaging–using the full linguistic repertoire to make meaning, an approach strongly supported by García & Li (2014) and widely encouraged in TESOL practice.

    Phase 3: Shy learners found their voices

    What surprised me most was the participation of my shyest learners.

    A student who had not spoken aloud all week read translated lyrics from a Kurdish lullaby. Two Yemeni students, usually quiet, collaborated to explain a line of poetry.

    This aligns with research showing that culturally familiar content reduces performance anxiety and increases willingness to communicate (MacIntyre, 2007). When students feel emotionally connected to the material, participation becomes safer and joyful.

    One student said, “This feels like home.”

    By the end of the lesson, every student participated, whether by sharing a song, translating a line, or contributing to analysis.

    Embedding digital and ethical literacy

    Beyond cultural sharing, students engaged in deeper reflection essential for digital literacy (OECD, 2021):

    • Who owns creativity if AI can produce songs?
    • Should AI songs compete with human artists?
    • Does language lose meaning when generated artificially?

    Students debated respectfully, used sentence starters, and justified their opinions, developing both critical reasoning and AI literacy.

    Exit tickets: Evidence of deeper learning

    Students completed exit tickets:

    • One thing I learned about AI-generated music
    • One thing I learned from someone else’s culture
    • One question I still have

    Their responses showed genuine depth:

    • “AI makes us think about what creativity means.”
    • “My friend’s song made me understand his country better.”
    • “I didn’t know Kurdish has words that don’t translate, you need feeling to explain it.”

    The research behind the impact

    This lesson’s success is grounded in research:

    • Translanguaging Enhances Cognition (García & Li, 2014): allowing all languages improves comprehension and expression.
    • Self-Determination Theory (Deci & Ryan, 2000): the lesson fostered autonomy, competence, and relatedness.
    • Lowering the Affective Filter (Krashen, 1982): familiar music reduced anxiety.
    • Digital Literacy Matters (UNESCO, 2023; OECD, 2021): students must analyze AI, not just use it.

    Conclusion: A small trend with big impact

    An AI-generated song might seem trivial, but when transformed thoughtfully, it became a bridge, between languages, cultures, abilities, and levels of confidence.

    In a time when schools are still asking how to use AI meaningfully, this lesson showed that the true power of AI lies not in replacing learning, but in opening doors for every learner to express who they are.

    I encourage educators to try this activity–not to teach AI, but rather to teach humanity.

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  • Opening doors: how the University of Nottingham transformed access for care leavers

    Opening doors: how the University of Nottingham transformed access for care leavers

    This blog was kindly authored by Vikki Welch, Associate Director Student Living, University of Nottingham.

    It is the second blog in HEPI’s series with The Unite Foundation on how to best support care experienced and estranged students. You can find the first blog here.

    When the University of Nottingham (UoN) launched its Care Leaver and Estranged Student support package in 2022, the ambition was clear: to remove financial barriers and create a genuine sense of belonging for students who often arrive without the safety net of family support. Today, it provides a comprehensive wraparound system, anchored by a one-year accommodation bursary that has changed lives.

    Why accommodation matters

    For care-experienced and estranged students, the cost of living on campus can be a major obstacle. UoN’s analysis revealed that these students were disproportionately opting for cheaper, off-campus housing – often in poorer conditions and far from academic spaces. This not only isolated them from student life but also correlated with lower degree outcomes compared to peers who lived on campus.

    The solution was bold: cover 365 days of accommodation costs for the first year of study, whether in catered halls or self-catered options. By partnering with third-party providers and embedding strong support mechanisms, we were able to develop a comprehensive package of support for care experienced and estranged students. Critical to this was ensuring that the bursary was non-competitive and universally available to eligible students – we wanted to create the opportunity to welcome all care experienced and estranged students who met our eligibility criteria and wanted to study at the University of Nottingham. The goal was not just financial relief but a holistic transition into university life – setting our students up for success.

    Beyond the bursary

    The scheme goes far beyond paying rent. From pre-entry needs assessments and liaising with local authorities to welcome events and starter packs, we designed a programme that recognises the emotional and practical challenges care experienced and estranged students face. Initiatives like “NottingHome for the Holidays” during winter vacation and solidarity events during Estranged Student Week foster community and belonging.

    Support continues throughout the year: exam preparation, wellbeing interventions, and help with second-year housing – including covering costs for guarantor services. The summer BBQ for care experienced and estranged students is a joyful and emotionally rewarding event to see a cohort come together to celebrate their first year.

    This is underpinned by staff who really care and want the best for these students. None of this would be possible without such incredible people. The UoN models puts our people in theposition to make a difference.

    Impact on recruitment and retention

    The results speak volumes. Applications from care-experienced students have risen since the bursary’s introduction, and enrolment rates have improved significantly. Living on campus has been shown, through regression analysis by UoN’s Digital Research Service, to increase the likelihood of degree completion among bursary recipients. With a 92% increase in care experienced and estranged students choosing on campus accommodation we are confident in the success outcomes of these students once they graduate.  This mirrors findings from the Unite Foundation scholarship programme, reinforcing the transformative power of secure, inclusive accommodation.

    Financial stress remains a critical issue for care experienced and estranged students nationally – this was something we heard consistently in focus groups with this group of students. The recent analysis of HEPI’s Student Academic Experience Survey shows that this group of students work at least 2+hours more in paid work than their peers. At Nottingham, 98% of respondents said the bursary was essential to continuing their studies.

    One first-year student summed it up:

    I don’t have to worry about getting a job on top of my studies this year because of my accommodation bursary.

    Wellbeing and belonging

    The impact goes beyond numbers. Students report feeling part of campus life, joining societies, using sports facilities and building friendships. Reduced working hours mean more time for study and social engagement, which in turn supports mental health and academic success. UoN’s commitment was recognised with the NNECL Quality Mark, awarded “Exceptional” for both pre-enrolment support and student wellbeing.

    Lessons for the sector

    What can other universities learn from Nottingham’s approach? First, that accommodation is not a luxury – it’s a foundation for success. Second, that financial support must be paired with pastoral care and community-building. Finally, that schemes should be flexible, extending help to students who become estranged after enrolment.

    As higher education grapples with cost-of-living pressures, Nottingham’s model offers a template and example for meaningful change. By investing in accommodation and wraparound support, universities can turn access into success for some of the most vulnerable students in our system.

    You can find out more about accommodation scholarships and wider support for care experienced and estranged students through the Unite Foundation’s Blueprint framework – supporting your institution to in building a safe and stable home for care experienced and estranged students, improving retention and attainment outcomes.  

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  • Redefining active learning in a digitally transformed higher education landscape

    Redefining active learning in a digitally transformed higher education landscape

    Join HEPI for a webinar on Thursday 11 December 2025 from 10am to 11am to discuss how universities can strengthen the student voice in governance to mark the launch of our upcoming report, Rethinking the Student Voice. Sign up now to hear our speakers explore the key questions.

    This blog was kindly authored by Dr Andrew Woon, Senior Lecturer in the Department of Management, Monash University Malaysia.

    After teaching in the UK for nearly five years, I returned to Malaysia and joined Monash University. There I noticed a  striking difference in the approach to teaching and learning methodologies.

    Many universities have been grappling with low student attendance, a trend particularly acute since the onset of COVID-19. Additionally, the increasingly diverse student body (including a higher proportion of students from low socioeconomic backgrounds, mature-age learners and those studying with disabilities) requires greater flexibility in learning modes to accommodate their varied responsibilities and commitments. These pressures have significantly altered the traditional image of a bustling university campus filled with students, prompting institutions to rethink how education is delivered and experienced.

    Some universities have taken dramatic steps to address these challenges, Adelaide University decided to discontinue face-to-face lectures, and many other major Australian universities have redefined their course delivery formats to incorporate digital content and self-paced modules.

    Monash University has implemented both asynchronous and synchronous learning approaches as part of its transformative teaching and learning initiatives, aligned with the Impact 2030 strategic plan. At Monash, we view the Moodle learning platform not merely as a content repository, but as a dynamic “classroom” space. It serves as an interactive environment where educators can engage students through structured modules, collaborative activities, and timely feedback – going beyond simply sharing materials and resources.

    At Monash, we have transitioned lectures to an asynchronous format, which we refer to as “own-time learning.” This allows students to engage with content at their convenience. Our tutorials, which represent the synchronous component of learning, are designed to be interactive and focused on higher-order thinking and practical application.

    The goal is to redefine active learning across both asynchronous and synchronous learning spaces to empower students to take ownership of their educational journey. With the rapid advancement of AI fundamentally reshaping the educational landscape, it is high time for bold, intentional changes in how we design, support, deliver, and assess learning.

    In an era where information and knowledge are readily accessible, we have reimagined passive lecturing by breaking it down into microlearning blocks. Traditional lectures are now delivered as short, topic-specific videos accompanied by thought-provoking questions and scaffolded learning activities. This structure prepares students for synchronous sessions by stimulating curiosity, promoting cognitive engagement, and cultivating practical skills.

    Of course, this method is not without its challenges. Many educators rightly raise concerns about how many students actually complete the pre-session “own-time learning” and how effectively they engage with the material before attending tutorials. Yet, this very concern also applies to traditional live, large lecture sessions, where passive attendance does not necessarily equate to meaningful engagement or preparation. The shift to asynchronous formats simply makes this issue more visible and measurable, prompting us to rethink how we scaffold, motivate, and support student learning across modalities.

    This transformation not only responds to the diverse needs of our student population (including those balancing work, caregiving, or accessibility challenges), but also enables more effective utilisation of physical classroom spaces. Traditional lecture theatres can be reimagined as interactive, collaborative learning environments that foster deeper engagement, peer dialogue, and practical application.

    In addition, shifting classroom activities to online spaces enables students to better plan their timetables, reducing scheduling conflicts and long gaps between classes. This flexibility not only supports time management but also cultivates essential skills in online collaboration, digital communication, and self-directed learning — competencies that are increasingly vital in both academic and professional spheres.

    The shift to asynchronous lectures represents a significant cultural change in learning, requiring adaptation from both students and educators. As educators, we must evolve from being mere content deliverers to becoming facilitators who thoughtfully design learning activities that promote engagement, critical thinking, and autonomy. This pedagogical shift challenges us to create meaningful learning experiences that guide students through inquiry, application, and reflection, rather than relying on the passive delivery of content typical of large lecture formats.

    As a result, I do not see asynchronous lectures as a lesser form of teaching or an intellectual compromise, but rather as a strategic shift that empowers students to learn at their own pace, revisit complex concepts, and prepare more meaningfully for interactive sessions. When thoughtfully designed, asynchronous learning fosters autonomy, deepens engagement, and complements synchronous tutorials in cultivating higher-order thinking and practical skills.

    I believe UK institutions should take a bold step forward, as the current format of delivery is unlikely to drive meaningful progress. The traditional reliance on large, live lectures and rigid timetabling no longer aligns with the evolving needs of students or the realities of a digitally transformed educational landscape. Embracing asynchronous and blended learning models that are paired with thoughtful curriculum design can foster deeper engagement, greater flexibility, and more inclusive learning experiences for all.

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  • How consistent communication transformed our school culture

    How consistent communication transformed our school culture

    Key points:

    When I became principal of Grant Elementary a decade ago, I stepped into a school community that needed to come together. Family involvement was low, staff morale was uneven, and trust between school and home had to be rebuilt from the ground up.

    Early on, I realized the path forward couldn’t start and end in the classroom. We needed to look outward to families. Our goal wasn’t just to inform them. We needed to engage them consistently, with care and transparency.

    That meant changing how we communicated.

    A shift toward authentic partnership

    We made a schoolwide commitment to open up communication. That included using a digital platform to help our team connect with families more frequently, clearly, and consistently.

    With our platform, we could share classroom moments, highlight student growth, reinforce positive behavior, and build relationships, not just exchange information. Importantly, it also supported two-way communication, which was key to creating real partnership.

    The impact was visible right away. Families felt more connected. Teachers felt more supported. And students were proud to share their progress in ways that resonated beyond school walls.

    That foundation has become central to how we approach culture-building today.

    5 ways better communication deepened engagement

    A decade later, we’ve learned a lot about what it takes to build a strong school-home connection. Here are five strategies we’ve used to increase trust and engagement with our families:

    1. Strengthen student-teacher relationships
    Real communication depends on a two-way dialogue, not one-way blasts. It’s about building relationships. During the pandemic, for example, students submitted photos of artwork, short reflections, or voice notes through the platform we use. Even in isolation, they could stay connected to teachers and classmates and feel seen. That continuity gave them a sense of belonging when they needed it most.

    2. Reinforce positive behavior in real time
    Our school uses a digital point system tied to schoolwide expectations. Students can earn points and use them at our “Dojo Store,” a reward system named by our students themselves. From spirit week participation to classroom challenges, this approach helps students stay motivated while reinforcing a culture of positivity and pride.

    3. Build trust through direct, personal updates
    Many of our families speak different home languages or come from diverse cultural backgrounds, so building trust is something we focus on every day. One of the most impactful ways we’ve done that is by using ClassDojo, which is both direct and secure, while feeling personal–not formal or distant. When families receive messages in a language they understand, and know they’re coming straight from our school team, it helps them feel connected, informed, and valued.

    4. Share classroom stories, not just grades
    One of the most powerful changes we made was giving families a window into classroom life. Teachers regularly post photos, lesson highlights, and messages recognizing growth, not just achievement. Kids go home excited to show what was shared. And even those parents who can’t attend in-person events still feel part of the learning experience.

    5. Keep communication simple and accessible
    Ease of use matters. Even staff members hesitant about technology embraced our system once they saw how it strengthened connections. It became part of our school’s rhythm, like a digital bulletin board, messaging app, and family newsletter all in one. And because everything lives in one place, families aren’t scrambling to find information.

    What we gained

    This shift didn’t require an overhaul. We didn’t start from scratch or invest in a complex system. We just chose one easy-to-use platform families already loved, committed to using it consistently, and focused on relationships first.

    Today, that platform is still part of our daily practice. But the tool was never the end goal–we were trying to build connections.

    What we’ve gained is a more unified school community. We’ve seen more proactive family involvement, stronger student ownership, and a deeper sense of belonging across our campus.

    Families are informed. Teachers are supported. Students are celebrated.

    Looking ahead

    As we continue to evolve, we’ve learned that consistent, authentic communication isn’t a “nice to have.” It’s a foundational part of any school culture built on trust.

    If you’re leading a school or district and looking to increase family engagement, my biggest advice is this: Pick an accessible platform families are already familiar with and enjoy using. Use it consistently. And let families in–not just when it’s required, but when it matters.

    That’s where trust begins.

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  • Higher education leadership is at an inflection point – we must transform, or be transformed

    Higher education leadership is at an inflection point – we must transform, or be transformed

    At a recent “fireside chat” at a sector event, after I had outlined to those present some details of the transformational journey the University of East London (UEL) has been on in the past six years, one of those attending said to me: “Until UEL has produced Nobel Prize winners, you can’t say it has transformed.”

    While I chose not to address the comment immediately – the sharp intake of breath and rebuttals that followed from other colleagues present seemed enough at the time – it has played on my mind since.

    It wasn’t so much the comment’s narrow mindedness that shocked, but the confidence with which it was delivered. Yet, looking at the ways in which we often celebrate and highlight sector success – through league tables, mission groups, or otherwise – it is little wonder my interlocutor felt so assured in his worldview.

    Value judgement

    This experience leads me to offer this provocation: as a sector, many of our metrics are failing us, and we must embrace the task of redefining value in 21st century higher education with increased seriousness.

    If you disagree, and feel that traditional proxies such as the number of Nobel Prizes awarded to an institution should continue to count as the bellwethers for quality, you may wish to pause and consider a few uncomfortable truths.

    Yes, the UK is a global leader in scientific excellence. But we are also among the worst in the OECD for translating that science into commercial or productivity gains. The UK is a leading global research hub, producing 57 per cent more academic publications than the US in per capita terms. Yet compared to the US, the UK lags significantly behind in development and scale-up metrics like business-funded R&D, patents, venture capital and unicorns.

    Universities have been strongly incentivised to increase research volume in recent years, but as the outgoing chief executive of UKRI Ottoline Leyser recently posited to the Commons Science, Innovation and Technology committee do we need to address this relatively unstrategic expansion of research activity across a range of topics, detached from economic growth and national priorities? Our global rankings – built on proxies like Nobel Prizes – are celebrated, while our real-world economic outcomes stagnate. We excel in research, yet struggle in relevance. That disconnect comes at a cost.

    I recently contributed to a collection of essays on entrepreneurial university leadership, edited by Ceri Nursaw and published by HEPI – a collection that received a somewhat critical response in the pages of Research Professional, with the reviewer dismissing the notion of bold transformation on the basis that: “The avoidance of risk-taking is why universities have endured since the Middle Ages.”

    Yes. And the same mindset that preserved medieval institutions also kept them closed to women, divorced from industry, and indifferent to poverty for centuries. Longevity is not the same as leadership – and it’s time we stopped confusing the two. While we should all be rightfully proud of the great heritage of our sector, we’re at real risk of that pride choking progress at a critical inflection point.

    Lead or be led

    Universities UK chief executive Vivienne Stern’s recent keynote at the HEPI Annual Conference reminded us that higher education has evolved through tectonic shifts such as the industrial revolution’s technical institutes, the social revolution that admitted women, the 1960s “white heat” of technological change, and the rise of mass higher education.

    Now we are on the edge of the next seismic evolution. The question is: will the sector lead it, or be shaped by it? At the University of East London, we’ve chosen to lead by pressing ahead with a bold transformation built on a central premise that a careers-first approach can drive success in every part of the university – not on precedents that leave us scrambling for relevance in a changing world.

    Under this steam, we’ve achieved the UK’s fastest, most diversified, debt-free revenue growth. We’ve become an engine of inclusive enterprise, moving from 90th to 2nd in the UK for annual student start-ups in six years, with a more than 1,000 per cent increase in the survival of student-backed businesses. We’ve overseen a 25-point increase in positive graduate outcomes – the largest, fastest rise in graduate success – as well as ranking first in England for graduating students’ overall positivity. We use money like we use ideas: to close gaps, not widen them. To combat inequality, not entrench it.

    So, let me return to the Nobel Prize comment. The metrics that matter most to our economy and society, the achievements that tangibly improve lives, are not displayed in glass cabinets – rather those that matter most are felt every day by every member of our society. Recent polling shows what the public wants from growth: improved health and wellbeing, better education and skills, reduced trade barriers. Our government’s policy frameworks – from the industrial strategy to the AI strategy – depend on us as a sector to deliver those outcomes.

    Yet how well do our reputational rankings align with these national imperatives? How well does our regulatory framework reward the institutions that deliver on them? Are we optimising for prestige – or for purpose? We are living at a pivot point in history. The institutions that thrive through it will not be those that retreat into tradition. They will be those that rethink leadership, rewire purpose, and reinvent practice.

    Too much of higher education innovation is incremental; transformational innovation is rare. But it is happening – if we choose to see it, support it, and scale it. I urge others to join me in making the case for such a choice, because the next chapter of higher education will be written by those who act boldly now – or rewritten for those who don’t.

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