
What do teachers do that leads to everyday greatness?
What do teachers do that leads to everyday greatness?
The best teachers recognise and embrace their potential to have a transformative impact on the wider future of the nation, and beyond. By promoting positive values, including tolerance, understanding and inclusion, this sense of moral purpose is the engine that drives the best teachers. It is a privilege to be a teacher, to have the opportunity to impact positively on the lives of so many young people, their families and ultimately their communities. Teachers get to make a difference to the lives of children and young people and improving their life chances and helping them to secure their futures. In this way, teachers have the most important job of all. The greatest of teachers, however, work tirelessly to create a challenging and nurturing environment for their students. Great teaching seems to have less to do with our knowledge and skills than with our attitude towards our students, our subject, and our work. Although, the list below is certainly not all-inclusive, it does narrow down numerous characteristics of great teaching.
When you next doubt yourself or feel exhausted by the job, just remember, YOU make a difference.
- A great teacher respects students. In a great teacher’s classroom, each person’s ideas and opinions are valued. Students feel safe to express their feelings and learn to respect and listen to others. This teacher creates a welcoming learning environment for all students.
- A great teacher creates a sense of community and belonging in the classroom. The mutual respect in this teacher’s classroom provides a supportive, collaborative environment. In this small community, there are rules to follow and jobs to be done and each student is aware that he or she is an important, integral part of the group. A great teacher lets students know that they can depend not only on her/him, but also on the entire class.
- A great teacher is warm, accessible, enthusiastic and caring. This person is approachable, not only to students, but to everyone in the school. This is the teacher to whom students know they can go to with any problems or concerns or even to share a funny story. Great teachers possess good listening skills and take time out of their way too-busy schedules for anyone who needs them. If this teacher is having a bad day, no one ever knows—the teacher leaves personal baggage outside the school doors. These great teachers also need wellbeing support too, so make sure you keep and eye on each other.
- A great teacher sets high expectations for all students. This teacher realises that the expectations set for students greatly affect their achievement; and knows that students generally give to teachers as much or as little as is expected of them.
- A great teacher has their own love of learning and inspires students with their passion for education and for the course material. Constantly renewing themselves as a professional on a quest to provide students with the highest quality of education possible.These teachers have no fear of learning new teaching strategies or incorporating new technologies into lessons, and always seem to be the ones who are willing to share what they’ve learned with colleagues.
- A great teacher is a skilled leader. Different from administrative leaders, effective teachers focus on shared decision-making and teamwork as well as on community building. This great teacher conveys a sense of leadership to students by providing opportunities for each of them to assume leadership roles.
- A great teacher can “shift-gears” and is flexible when a lesson isn’t working. This teacher assesses teaching throughout the lessons and finds new ways to present material to make sure that every student understands the key concepts.
- A great teacher collaborates with colleagues on an ongoing basis. Rather than thinking of themselves as weak because they ask for suggestions or help, these teachers view collaboration as a way to learn from a fellow professional. A great teacher uses constructive criticism and advice as an opportunity to grow as an educator.
- A great teacher maintains professionalism in all areas — from personal appearance to organisational skills and preparedness for each day. Communication skills are exemplary, whether speaking with an administrator, one of the students or a colleague. The respect that the great teacher receives because of their professional manner is obvious to those around them.
- A great teacher contacts parents with a supportive phone call. Not the phone call to say something has gone wrong or a child has misbehaved, but a call to celebrate achievement, attitude and progression, either academically, emotionally or through showing kindness to others.
- A great teacher realizes that attending school when they are unwell is not a good idea. As much as we want to be there, make sure the children and young people are safe and secure, spreading your germs is not good for the school. The greatest of teachers will take care of their physical health too in order to protect others from becoming unwell. There are no trophies or medals left in the cabinet for turning up to school sick!
- A great teacher never stops learning. Every day a learning day.
- A great teacher also realizes that greatness means having a bad day and that you cannot be 100% brilliant or great all of the time. However, working towards greatness as much as you can is what others will see and value in you. You are not a robot, you are a human being and great human beings have ‘off’ days too. Knowing when things haven’t quite gone to plan is what makes a great teacher a reflective practitioner.
- Great teachers are collaborators, communicators and creative artists. Sharing your work and skills is as important as putting them into practice. Spread your greatness and in return you will receive thought provoking ideas back from others.
Whilst teaching is a gift that seems to come quite naturally for some, others have to work overtime to achieve great teacher status. Yet the payoff is enormous — for both you and your students. Imagine students thinking of you when they remember that great teacher they had in school or college! YOU can change the future with being a great teacher.
Nina Jackson
Teaching and Learning Consultant, Author and Keynote Speaker

8 Facts About Teacher CPD You Need To Know
8 Facts About Teacher CPD You Need To Know
Great CPD programmes inspire you to put into practice what you learn so you become an even better teacher. But effective CPD doesn’t depend on how long you spend listening or engaging in activity. Instead, it’s about the ongoing commitment you make as a school to do things differently.
Here are 8 reasons why CPD is so important:
- Effective teacher CPD has a direct and measurable impact on student achievement. The Sutton Trust says students learn 40% more when taught by an excellent performer.
- Good CPD increases staff morale, recruitment and retention. It also empowers staff to grow as pedagogical classroom practitioners.
- CPD must be based on the latest and most reliable research to ensure you are delivering best practice in your classroom.
- CPD is about more than just performance management. It creates much more effective teachers who can profoundly affect student outcomes for the better.
- Great CPD not only grows great leaders but also enables them to coach talented individuals so they become increasingly expert teaching practitioners.
- Choosing the right CPD will deliver the greatest benefits and value for money, which makes it crucial you select programmes that meet your school’s real needs.
- Celebrating successes in Continuous Professional Development will create an even more positive experience for all involved.
- Failing to evaluate CPD means you won’t know what works.
Costa Constantinou (BA, MA, PGCE)
Director of Educational Services

If They Don’t Remember, Can They Really Know?
If They Don’t Remember, Can They Really Know?
Tips for using effective revision strategies that strengthen students’ retrieval capacity
“But… I don’t know how to revise…” Sound familiar? Of course it does. It’s a common phrase we hear from our students when it comes to exam prep. It can also serve as a reminder that it is vital we consider not just the content of what we teach, but also how students learn this material. As Dr. John Dunlosky points out in his article ‘Strengthening the student toolbox- study strategies to boost learning’, teaching students how to study is just as important as teaching them the content. Exploring and demonstrating effective learning strategies with students is crucial if we are going to train them to move away from unhelpful practices like last minute ‘cramming’ sessions, caffeine-fueled all-nighters and the highlighting of everything on a worksheet or textbook meaning the re-reading of it almost in its entirety.
Unfortunately, there are no magic tricks I can teach pupils for retaining information for an exam (as much as I would love there to be). Learning is achieved through hard work and continuous effortful practice. However, there are some very useful techniques and tips I would encourage. Strengthening the retrieval capacity of our students is essential and if we manage to store information into longterm memory, we are able to retrieve it again and again and again.
Working with my own pupils as well as planning and delivering the student Brain Booster masterclass workshops I deliver for Veema Education has meant I have developed a deep interest in neuroscience and the science of learning. However, what I feel is sometimes missing from the research papers are simple, practical revision strategies we as teachers can adopt to enable our learners to maximise the impact of their revision. So what follows is a list of the ones that I have found to really effective:
Retrieval practice is one of the most effective ways of learning that leads to fluency. Trying to recall something from memory requires mental strain and effort, which is why low stake-testing rather than simply reading, highlighting and re-reading information is more effective. When reading text from a textbook or worksheet have pupils answer a series of questions to test their knowledge and understanding from memory. These can be questions that have been prepared earlier or questions that you get students to prepare themselves. Knowing that students are about to test each other can be a wonderful engagement tool! To take this a step further, include some more challenging and higher order thinking questions that encourage them to think about how this new learning relates to previous information they have learnt in the past–whether this being yesterday’s lesson or something from last term.
Graphic Organisers such as mind maps, spider maps, sequential thinking and Venn diagrams should be used as much as possible for students to show their thinking and understanding of key ideas and topics from memory. When learning, students need to be active and graphic organisers are a fantastic way of reconstructing information they have been exposed to whilst making useful links and connections to what they already know.
Flashcards are a common resource students use when revising but research tells us that around 30% of people do not use flashcards to self-test (Hartwig and Dunlosky, 2012). This this is real shame as there are great ways flashcards can be used to test knowledge and understanding and memory. For example, you can train students to create flashcards in the following way:
- Write a concept or key term at the front of the flashcard and at the back get students to write down their answer. This can then be checked with the original answer to see how well they have done. This is an effective way of selfquizzing how much you know and where the gaps might be.
- While reading information, highlight key words, concepts, theories and at the same time translate this information to a set of flashcards, which can then be used for self-testing purposes.
- Combine writing with a visual illustration. Students can then test themselves by explaining this in more detail at the back of the flashcard.
One thing I would say with flashcards (and I’ve told this to my students many a time) is be weary of totally dropping from the pack the ones that you feel you are confident with. You should aim to revisit material as often as you can especially in the build-up to exams.
Cornell Note taking. I love the Cornell note taking system and many of my GCSE and A-level students did too. This is an excellent way of getting students to think metacognitively (McCabe 2001), asking questions, noting key terms, and summarising the content being revised at the end of a lesson or during independent study. This method enables students to self-test what they have covered in the lesson as well as piece together previously learnt information. You can download a guide I produced last year of how to use this and it’s a definitely worth exploring with students.
Spacing out your learning and revisiting material as often as possible is so important for embedding. This is one reason why I feel we constantly need to expose students to information they have previously learnt either in the lesson or through homework, mixing up material from different units in class tests or assessments if they are going to hang onto the knowledge they gain.
The key here to effective revision is not the hours of cramming you do in the final few weeks or days before the exam but regular, focused, shorter sessions with regular brain breaks. Cedepa et al (2008) in their research on spacing effects in learning show that the optimal intervals for retaining information between study sessions for say one week should be between one or two days, six months three weeks and 1 year every four weeks. I often put it to my students as ‘the little and often’ approach. Daily lowstakes testing, weekly reviews and cumulative testing is so important for helping students store information into longterm memory.
Past questions. Students need to practice different examination questions, over and over, well-spaced over time, rather than massed practice of the same problem type (and without looking at any notes). Also, the effect of exploring worked examples or exam answers, as well as writing their own, helps students process, practice and refine their revision to meet the parameters of exam success.
The reason many of the following techniques work so well is that they encourage learners to be active agents in their learning, They need to think hard about the information they are faced with. Learning that feels difficult embeds knowledge into memory better compared to learning that feels easy, which soon disappears–hence why we need to train students to avoid passive, superficial and time consuming techniques.
Preparing students for exams is never easy, and if we are going to teach students to be independent learners than we really do need to give some further thought into guiding students on how to revise, rather than simply telling them they should do this or focusing merely on subject content.
Costa Constantinou (BA, MA, PGCE)
Director of Educational Services


Wellbeing in Education
Wellbeing in Education
Do we have a problem in our schools?

There is a growing concern and an increase with Mental and Emotional health issues in our schools. We need to stand together, work as one, and support each other to be emotional and physically healthy. Develop resilience, seek to be happy and prepared for the ongoing struggles and challenges that 21st Century Education forces upon us, to be the best that we can be, for the children we teach and ourselves as educational practitioners.
Do you have an “inside out, outside in” emotional wellbeing philosophy and approach in your school? The skills and strategies needed for wellbeing and mental health should form part of teaching, learning and child development, interweaved into the curriculum as part of daily life.
So why is it that some topics are still difficult to talk about or even tackle? Why taboo? Why are so many scared of talking, addressing and supporting the needs of our children and staff in an ever changing, stressful and complex system of wellbeing and mental health. It’s because most people are scared of the unknown. If you have never suffered a mental or emotional health issue you will have little or no understanding of the complexities involved. It’s an unique and individual experience. It’s not the same for everyone. One set of symptoms will not be the same for another. That’s why it’s complex. But, what isn’t complex is checking that your learners and your colleagues feel well,(emotionally) and look well (physically) and are able to function on a daily basis without too much difficulty.
When it comes to Wellbeing, do you feel that you’re not sure what the right thing to say or do is? Are you worried as a teacher, parent, carer or friend that if you ask the wrong thing or difficult questions you may make things worse? This is why so many pretend or stay clear of addressing and supporting those issues in our schools, classes, playgrounds, homes, communities as well as with each other.
Wellbeing is complex. Wellbeing is unique to everyone. Wellbeing begins with an individual ‘knowing themselves’, their strengths, weaknesses and the way their unique magical ingredients makes them who and what they are as a human being. If we were all the same the world would be full or robotic human beings, and that would be a very sad world indeed.
When thinking about Wellbeing in your school consider the following:
- Make sure the leadership and management in your school supports and drives every effort to promote emotional, physical and mental health.
- The curriculum, teaching and learning promotes and teaches resilience through social and emotional support.
- Give the children and young people a voice. Allow them to be decision makers in the process of addressing Wellbeing in and around the school.
- Prioritise staff development in the area of Wellbeing so that they can address their own needs as well as the needs of the learners. If your staff are not well, then teaching and learning will suffer.
- Have clear systems for identification, monitoring and impact of any interventions you put in place.
- Working with, and including parents is crucial. Create ‘Parent Wellbeing Networks’ and run session with them too. Ask them what they are concerned about. Tap into their expertise also.
- Make sure your targeted support and appropriate referrals to a School Counselor or Wellbeing Officer are clear for all staff.
- Take time to consider and implement an ethos, culture and school environment that embraces Wellbeing which promotes respect and values diversity. A school that lives and breathes personal Wellbeing and the wellbeing of others is an outstanding school in its own right.
Understanding and practicing Wellbeing must be experiential. You cannot teach and embed Wellbeing without experiencing what it is. It relates directly to our every day lives and that’s why interweaving Wellbeing into daily teaching and learning through knowing how to ‘do’ and ‘reflect’ on Wellbeing is crucial. Getting students to discuss and share what Wellbeing means to them is a good starting point.
Increasingly we hear that children and young people are feeling stressed and anxious about school, exams, tests and the realisation that competitive learning has it’s pressures on everyone. This is the case for teachers too. A lack of understanding about stress and anxiety in itself can lead to depression, self-harm and suicidal thoughts. Our aim as teachers needs to ensure we address the skills needed for children and young people to learn about themselves. What they do and cope well with, and what they don’t do as well and cope with. Coping mechanisms and ‘knowing oneself’ are the main foundations of Wellbeing.
Because each individual is unique, unless you can find out what the issues are through individual support, group work or open class discussion then they may feel they are the only ones experiencing these difficulties, when in all honesty, once the discussion is in full flow and there is trust and openness, they will begin to glean that others too may experience similar thoughts and emotional turmoil. You will be surprised how they can support each other by sharing their own personal coping mechanisms.
This short paper can only get you thinking about Wellbeing for yourself, in your school, your home, community and family life. What I can offer you is my lifetime experience as an International Mental Health Ambassador and Suicide Survivor in crafting a bespoke Wellbeing Progamme/Philosophy and application in your educational setting. When you get another chance to live your life you can see and experience the world in a whole new different light. A light that can help, save and guide others to a better understanding in practicing and developing their own Wellbeing.
We need to consider what we can do to help each other and the children we teach — and there is a great deal.
Thank you for reading. I’m Nina Jackson, (@musicmind) an Educational Consultant and Practitioner with Veema Education.
To find out more about our Wellbeing Programme for schools and educational establishments please contact Mr. Costa Constantinou, Director of Educational Services on c.constantinou@veema.co.uk.
Nina Jackson
Teaching and Learning Consultant, Author and Keynote Speaker


Twelve morale boosters to see in the New Year
Twelve morale boosters to see in the New Year

Building teacher morale, especially in the winter months and after a school holiday, is vital to creating schools and classrooms where teachers and students feel positive and excel. Here are a few easy to use morale boosters to help you this term:
- Create a Pinterest wall somewhere in the school to inspire staff and students. It could be in the staffroom or reception, but keep it refreshed and refer to it regularly.
- Dedicate ten minutes of a staff briefing to celebrate colleagues’ outstanding efforts and contribution to the school.
- Establish a whole-school job shadowing programme across all management posts for both teaching and non-teaching staff.
- Encourage students to thank staff and those in other year groups with handwritten postcards, videos, podcasts or an assembly shout out. Remember to include lunchtime supervisors, cleaners, admin staff and governors.
- Ask the staff well-being team to send a humorous or motivational email each week. Include information about local ‘special offers’.
- Reward staff who cover for absent colleagues with an end of term recognition award and gift.
- Ensure teachers are involved in planning, organising and evaluating CPD.
- Invite governors to speak at celebrations, including end-of-term staff parties.
- Build relationships between colleagues from different parts of the school by organising opportunities for them to come together to meet and talk. For instance, 15 minutes before a weekly departmental or pastoral meeting.
- Hold termly ‘Headteacher’s Awards’ to reward the special contribution of a colleague. All nominees for the award should receive a formal letter and a small gift.
- Encourage staff to attend regional and national events, such as Teachmeets, WomenEd and those arranged by the Chartered College of Teaching, and promote them in staff rooms through your weekly bulletins and during conversations with colleagues.
- Remember, sometimes a ‘thank you’ is all that’s needed to make a difference. Use those two words often and keep reminding staff that if we are to be there for students, we need to be there for each other.
Costa Constantinou (BA, MA, PGCE)
Director of Educational Services

How getting professional development right can boost teacher retention
How getting professional development right can boost teacher retention
Teaching has always been demanding.
When I first entered the profession in 2002, I remember thinking that my own teachers surely couldn’t have worked this hard, or spent so long marking my tests. Clearly they had because I did quite well, and as we know, students don’t get good results without the hard work of effective, passionate teachers. Yet it’s this very workload that leads some 10% of teachers in the UK to leave the profession each year. In the last two years, 90% have thought about getting out, according to a survey of over 16,000 members of the National Union of Teachers’ (NUT).
Research by the Institute of Fiscal Studies (Allen et al, 2016) also shows that around 40% of teachers leave the profession just five years after starting teacher training So, of the 40,000 trainee teachers who will enter the profession this year and next, more than 16,000 will have left by 2023.
The road to retention
It seems that far more teachers than ever before are choosing to say goodbye to classroom life and what would once have been a life-long career.
A 2016 report by the National College for Teaching and Leadership suggests that those in ethnic minorities are often the first to go. According to research by the Runnymede Trust for the NUT, that may be because they often feel they face ‘an invisible glass ceiling’ that stops them being considered for more senior staff jobs. Or, because through racial stereotyping they are given classes exhibiting the most challenging behaviour.
Of course, teaching isn’t for everyone and many graduates of all descriptions will naturally choose to explore alternative career paths.
However, we cannot hide from what such statistics tell us. Nor can we ignore the negative impact this has on the profession, or the barriers it creates to improving teaching standards in our schools.
So, what can we do to improve teacher retention?
Effective CPD works
For me, the answer lies in helping teachers acquire the knowledge and skills they need to become confident and reflective practitioners through better professional development.
Research by Ofsted and others has shown that effective CPD increases morale and enthusiasm for teaching by helping ensure staff feel valued and fulfilled on daily basis. They also become motivated by their own ongoing improvement, irrespective of their experience.
So, how can this be achieved?
- Encourage teachers to attend collaborative CPD events like TeachMeet, or the free events put on by ResearchEd as well as joining the Chartered College of Teaching and connecting with others in the profession through social media. These are all ways to boost morale, build supportive professional networks and stay better informed.
- Taking a bottom-up approach to professional development enables teachers need to get involved in planning the professional development offered within their schools. Engage teachers in talking about the professional development opportunities they would like to see on offer, and what will have the most impact on their practice.
- Provide teachers with regular weekly opportunities to engage in professional development. These learning experiences will be more meaningful if staff are given the chance to feedback and reflect on events they’ve attended.
- Ensure that professional development is informed by high quality educational research. If we want to grow great teachers who are expert classroom practitioners, we must ensure that what they do is evidence informed.
- Give teachers the time needed to implement and embed new knowledge, learning and skills. This doesn’t happen overnight.
- Move away from mock Ofsted lesson observations. These give little meaningful feedback and are often judgemental. Evidence also suggests that they do very little to improve the quality of education students receive.
- Make departmental and whole school meetings real opportunities for teachers to come together to learn, share successes, collaborate and reflect. Using meeting time to work through a tick-list of ‘to dos’ will not have a meaningful impact on pupils and staff.
- Introduce robust CPD evaluation. Knowing what works and what doesn’t is vital for ensuring our teachers have access to the right tools and latest thinking. The most effective teachers generate learning in their students at four times the rate of novice teachers (William, 2011). This means it’s imperative that more inexperienced staff are helped to bridge that gap as quickly as possible.
Review your CPD model
Creating a supportive environment is crucial in helping those in their first years of teaching to feel valued. So, when reviewing your CPD model, you need to think about how to develop a culture that helps retain teachers in your school.
A CPD programme that allows teachers to shadow and learn from colleagues, and where time is given over to regular dialogues about best practice and to coaching conversations on evidence-based approaches, will make a real difference to the well-being and longevity of teachers.
As school leaders, we all have a responsibility towards those new to the profession to provide professional development opportunities that actually help them improve.
If that’s not what’s happening, we need to make changes, because if we continue to get this wrong, our children’s learning will suffer, something that none of us want.
Costa Constantinou (BA, MA, PGCE)
Director of Educational Services
References
Department of Education. (2016). “School Workforce in England”.
Ofsted (2006). “The logical Chain: continuing professional development in effective schools”.
Runnymede Trust (2017). “Visible and Invisible Barriers: the impact of racism on BME teachers”.
Allen, R et al. (2016). “The Longer-Term Costs and Benefits of Different Initial Teacher Training Routes”.
National College Teaching and Leadership (2016). “Linking ITT and workforce data: Initial Teacher Training Performance Profiles and School Workforce Census”.
William, D. “Embedded Formative Assessment”.

The Changing Face of Safeguarding
The Changing Face of Safeguarding
This year has again seen a wide variety of reports and case reviews published both in the UK and internationally all identifying the missed opportunities to keep children safe and therefore putting them at risk of abuse or neglect. The children’s commissioner (UK) issued a recent report (July 2017) stating that there are currently about 11 million children in the UK and of those approximately 36% (c4 million) are vulnerable. I would however argue that in our technology led world that all 11 million are vulnerable, as 95% of children now have home access to the internet and a third of 3-4 year olds regularly use it. Do we as adults really know how to keep them safe? Do we as adults put this high enough on our agenda in our ever-demanding world? Do we allocate enough time to ensuring that our children are taught how to take responsibility for keeping themselves safe? Do adults educate themselves to be able to educate the children?
What is “known”
Children are kept safe or put at risk through the action of other adults or children, but in over 90% of all child protection cases the perpetrator is a person that is known to the child, and this in today’s world is where the first of the difficulties arises. Is our definition of “known” a 21st century definition, or one based on our own personal 20th century experience? How many children have a ‘friend’ or follow a person or celebrity that they don’t physically know, but are making themselves known to, this changes significantly the concept of “known”. Just today in the news another case has gone to court where a 46-year-old male pretended to be a 14 year old boy. Friends made online may not be who they say they are and this becomes an increasing difficult concept for young children to understand. Have we as parents, carers and educators moved enough away from the notion of stranger danger to fully understand how to support our children to keep themselves safe. Children need to share in the responsibility to keep themselves safe as we are no longer simultaneously viewing the same material they are. And what about the providers? What is their responsibility? There was a significant time lapse between snap chat launching snap map and it hitting the news alerting parents and schools to the feature that had undoubtedly already allowed many children to be tracked and a picture built up of their daily movements. The digital economy act 2017 will lead to a code of practice for social media providers and their need to respond to in appropriate use of their services, but what about the here and now.
Keeping pace
The landscape around safeguarding and child protection continually evolves as does the legislation and policy. We have seen this week the publication of new legal guidance to ensure that prosecutors treat online hate crimes with the same severity as they would those committed face to face. The terms grooming and child sexual exploitation although not new in practice become prevalent in UK legislation and policy from 2009. Peer on Peer abuse although not new has had its priority increased through the high-profile cases that have been reported with fatal consequences. In the NSPCC’s child bullying report 2016 Cyber bullying was at the top of all the concerns of parents, however in reality still accounts for significantly less instances of bullying than face to face bullying, the biggest difference however is that young people can’t leave it at the door. The reason often given for not reporting this early is the fear of the removal of their technology and therefore feeling punished. Group chat has become an increasing popular medium with many young people running several simultaneously thus creating another route to exposing children to the emotional vulnerability of feeling left out, and creating an unmet need.
Irrespective of your own technical skills; with neologisms like “sexting” appearing with increasing frequency it is impossible for most adults to keep pace with their children, creating an added area of concern for parents that they are far from familiar with. Children need support and guidance in how to remain positive with their online presence and how to keep themselves safe. Do we really allocate the correct proportion of curriculum time to educating our parents and children in how to do this in our digital age. How many of our stake holders know the law about sexting? How many young people know that by receiving an indecent image of another young person they are committing a sexual offence, that could potential place them at risk of prosecution. It takes a matter of minutes for an embarrassing moment to be shared round a school but these minutes can affect the life of a vulnerable young person.
Changing behaviours and habits
Children and young people love technology and Ofcom commissioned a three year tracking report from 2013 to 2015 that looked at the change in use and behavior of young people in relation to their media habits. It was clear that younger children see the internet as a form of entertainment, however as they grow older the social possibilities become key and the opportunities to build social capital are presented. Children in the 12-16 age group are possibly the most vulnerable; as they are in the transition from being a dependent child to being an independent adult. This progression is not linear and during this time the increased vulnerability is heightened by their exposure to change, change in school, change in family make up, change in friendship groups, change in support network and their own emerging sexuality. All young people are emotionally vulnerable by the nature of their place in this transitional phase. This vulnerability often highlights the key issue with any safeguarding situation exposing an unmet need. The report identified that Live streaming is highly appealing to children and young people as it presents the chance for them to be a creator, a presenter and to be seen by a potentially huge audience. Most young people are comfortable communicating and sharing online so it is understandable that they may use the internet to explore sex and relationships. This may be natural but there are some very real risks.
What next?
- Educate our children and young people, allocate a wider proportion of the curriculum time to exploring the impact and use of digital platforms.
- Educate our parents, provide a real parenting in the digital world programme.
- Educate our teachers, provide time for quality CPD focused on this need, not just ticking the safeguarding box of the annual update.
Karen Bell
Safeguarding Consultant
Veema Education

Top tips on evaluating teacher CPD in your school
Top tips on evaluating teacher CPD in your school
One of the greatest influences on student outcomes is by improving both teaching and learning through effective teacher CPD. Yet few schools evaluate its impact adequately, or even at all. Unless you do so, it is difficult to know to what extent a CPD programme has benefited a school or offered value for money.
The following initial framework will help you go about evaluating CPD:
- Decide what you want from a CPD programme. If you don’t have set expectations for changing teacher behaviour or other headline objectives, you will never know how successful the programme has been.
- Determine the tools and criteria you will use to assess progress. These should measure the difference that the CPD programme makes to teacher practice and student outcomes, rather than just evaluate the CPD activity itself. You may be already collecting relevant metrics. If not, you will have to start from scratch.
- Employ a range of quantitative and qualitative measures, which could be collected by, for example, questionnaires, interviews, focus groups, observations, feedback sheets and reflection logs. This will give you holistic view of any changes that are happening.
- Apply these tools over an extended period. Research shows that most CPD evaluations are based on participants’ reactions immediately or soon after the CPD programme is finished. As a result, assessment is generally brief, subjective and difficult to interpret. So don’t simply tack evaluation to the end of your CPD programme as an add-on.
- Make evaluation a positive experience. Unfortunately, all too often it is seen as highlighting failure and undesirable outcomes rather than a necessary requirement for ensuring improvement is appropriately targeted and on-going.
- Take CPD evaluation seriously. Don’t see it as some tickbox exercise to appease governors, inspectors and other external stakeholders. Properly embrace it as a means to develop pupil learning and the quality of teaching in your school.
- Don’t make CPD evaluation burdensome. With the right training, a practical and collaborative approach, and the use of appropriately rigorous tools, CPD evaluation can be surprisingly straightforward.
- Involve everyone who will participate in the evaluation process from the start. CPD evaluations should not be left solely to members of the senior team to impose on others.
CPD evaluation is an often neglected step because it is perceived as challenging. And yes, it does require longterm commitment and planning. However, to ensure that your school and its pupils gain maximum benefit from any professional development programme, assessment of training is not a nicety, but a necessity.
If you struggle to measure CPD effectively, seeking advice and guidance is imperative, because only then can you create the long-term training programmes that are so vital to your school’s development.
Costa Constantinou (BA, MA, PGCE)
Director of Educational Services


Eight morale boosters to bolster staff performance
Eight morale boosters to bolster staff performance

Building teacher morale, especially in the winter months and in the build-up to exams, is vital to creating schools and classrooms where teachers and children are happy and excel. Here are a few easy to use morale boosters to help you this term:
- Hand out a teaching and learning resource box.
- Arrange regular ‘Feel Good Fridays’ in the staffroom at break time (even some biscuits or donuts with a mug of coffee can make the perfect end to the week).
- Publish the positive work of staff in the school newsletter and on social media accounts.
- Organise your own fortnightly or termly ‘TeachMeets’ in staff briefings to share best practice.
- Produce staff and student videos. Play them around the school to really express how great your school is.
- Find exciting ways to model your school vision. Refer to this in staff briefings, student assemblies, parents’ evenings or meetings with school governors.
- Revisit moral purpose, reflecting on ‘why we are teachers’ at every available opportunity.
- Ask staff how they would to celebrate the school’s achievements at the end of term and regularly promote this event.
Costa Constantinou (BA, MA, PGCE)
Director of Educational Services

What we know about evaluating the impact of continuous professional development (CPD)
What we know about evaluating the impact of continuous professional development (CPD)
Effective teacher CPD improves teaching and learning and has one of the largest impact on student outcomes (Hargreaves, 1994 and Craft, 2000). This means that getting it right is crucial. But, when it comes to CPD, how do we know we are getting it right? It’s a topic I regularly raise in my initial consultation meetings with schools and other educational institutions and it’s often the case that the answer I get tallies with research that states that CPD evaluation is often a neglected step and that many school leaders struggle to carry out any sophisticated, in-depth analysis (Porritt, 2005 and Goodall et al., 2005). It is understandable as there is a reported lack of knowledge and experience needed to carry out such evaluation (Guskey, 2000 and Goodall et al., 2005). Furthermore a report by the Department for Education and Skills on ‘Evaluating the Impact of Continuing Professional Development’ (2005) found that only 24% of schools evaluate changes in pupil attitudes and a fewer than 10% of evaluation taking place rarely influenced the planning of any future CPD.
This worries me. It worries me in terms of ensuring that you get value for money from your training. It worries me in terms of planning using outcomes linked to CPD and, as a former school leader myself, it worries me in terms of ensuring the best education possible for learners. This is something I feel passionately about and why I believe seeking advice and guidance on how to measure CPD effectiveness is imperative. With that in mind, what follows are a few suggestions that can help to structure your thinking when considering how to evaluate your CPD.
The Purpose of evaluating the impact of CPD
One must consider from the outset not only the desired outcomes of CPD, but how these will be measured. What evidence will be obtained to determine and demonstrate that a positive difference is being made? Evaluation serves two purposes. Firstly, to identify whether the programme provides positive outcomes for a school (summative) and secondly, to identify how the programme itself can be further improved (formative). For me, building a long-term CPD programme is vital. It’s only when this is done that you can you accurately assess the gains, as well the next steps you can take.
Where to begin
Thomas Guskey’s five levels of professional development offer a template when thinking about CPD evaluation. These are as follows:
Facts:
The Logical Chain found that few schools evaluated the impact of CPD on teaching and learning.
Ofsted, 2006
Most evaluations seem to draw on the teacher, which can be superficial and lead to bias results.
Harris et al, 2006
The majority of CPD evaluations only look at participants’ reactions. Mostly widely used tool a survey and a questionnaire.
Research findings seem to suggest that schools need greater support and training in order to evaluate the impact of CPD.
Research findings suggest that schools need more support and training in evaluating the impact of CPD.
Only 24% of schools evaluate changes in pupil attitudes — making it the least frequently evaluated aspect.
Evidence suggests many schools still regard INSET days as the main form of teacher CPD.
Organisational change, value for money and changes in teacher behaviour were less likely to be evaluated.
Goodall et al, 2005
Level 1: Participants reaction
Will the information be useful? Did the material make sense? Was the leader knowledgeable and helpful?
Level 2: Participants learning
Did the learner obtain new knowledge and skills?
Level 3: Organisation, support and change
What was the impact on the organisation? What support was provided to initiate change(s).
Level 4: Participants use of the new knowledge and skills
How does the participant apply new knowledge and skills. How is this assessed?
Level 5: Student outcomes
What is the impact on learners? Achievement, confidence, attendance, behaviour, self-esteem.
Ask yourself whether the type of data you already use can fully answer the questions linked to each of the levels. If not, what changes can be made to make sure that they do? When consulting with schools, I’ve found this to be a useful activity to focus attention on a school’s current CPD programme and how evaluation can go towards improvement. For instance, research shows that the majority of CPD evaluations take place at Level 1 (participant reactions), straight or soon after the CPD programme has taken place. Although obtaining participants reactions is very important, only relying on Level 1 means that the evaluation is often brief, subjective and difficult to interpret. It is important to consider when planning your professional development how each level of evaluation can be put into practice, acted upon and the evidenced. Each level should build on what has come before.
Changing what evaluation means
Evaluation can often be a frightening prospect, however it should never be avoided due to fear of obtaining evidence that might show undesirable outcomes. Evaluations that focus on how teachers’ practice and embed new knowledge and learning from a professional development programme are invaluable for determining impact as well as the time and money spent. Furthermore, CPD evaluation should not be seen as a tick-box exercise for governors, inspectors or other external stakeholders. Investing in this process is about really wanting to improve pupil learning and the quality of teaching in your school.
Evaluating the Impact of CPD in your school
Dos | Don’ts |
---|---|
When planning CPD, determine from the outset how you intend to evaluate its impact. | Do not just add evaluations practices at the end of your CPD programme or as an add-on. Determine from the start what children will learn differently as a result of the CPD activity. |
Focus on measuring the difference it can make to teacher practice and student outcomes, rather than just the CPD activity itself. | participants perceptions — this could lead to bias and very subjective results. |
When using Guskey’s five levels framework for evaluating professional development try starting with Level 5 first and working backwards. | Avoid focusing just on the professional development programme, the material and the training itself. |
Use a range of quantitative and qualitative data — questionnaires, interviews, focus group meetings, observations, feedback sheets, reflection logs etc. Consider carefully the nature of questions, rigorous baseline. | Avoid making CPD evaluations burdensome. With the right training, a practical and collaborative approach with the use of rigorous tools this can become quite straightforward. |
Involve all participants in the process of the evaluations from the start. CPD evaluations are not the only job of the senior team. | Do not begin any form of evaluation until you are clear on: • The level of questions you will address (at each of Guskey’s levels). • How the information will be gathered. • What is measured. • How this information then be will be used. |
Despite its challenging nature, the long-term commitment and critical planning needed for evaluating the impact of CPD is critical if maximum gains for students are to be achieved — measuring the impact of training is an integral step on the journey towards ensuring the best training and the best outcomes.
Costa Constantinou (BA, MA, PGCE)
Director of Educational Services
References
- Craft, A. (2000). “Continuing Professional Development: A practical guide for teachers and schools”. London: Routledge Falmer.
- Edmonds, S. and Lee, B. (2001). “Teacher Feelings About Continuing Professional Development”. Education Journal, 61, 28–29.
- Goodall, J et al. (2005). “Evaluating the Impact of Continuing Professional Development (CPD)” Department for Education and Skills.
- Guskey, T.R. (2000). “Evaluating Professional Development”. Thousand Oaks, Ca.: Corwin Press.
- Hargreaves, A. (1994). “Changing Teachers: Changing Times”. Toronto: OISE Press.
- Harris, A et al. (2006). “What Difference Does It Make? Evaluating The Impact of Continuing Professional Development In Schools”. Scottish Educational Review, University of Glasgow, Volume 37.
- Ofsted (2006). “The Logical Chain”.
- Porritt, V (2005). “London’s Learning, developing the leadership of CPD”. Department of Education and Skills.