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This chapter focuses on accessible active learning (AL) strategies that promote equitable and effective student-centered instruction for higher education. Although there is not a consensus definition of AL across disciplines, principles of AL include attention to student engagement with content, peer-to-peer interactions, instructor uses of student thinking, and instructor attention to equity. A variety of AL strategies vary in complexity, time, and resources, and instructors can build up repertoires of such teaching practices. The field needs cultural change that moves away from lecture and toward AL and student engagement as the norm for equitable and effective teaching. Although such cultural change needs to include instructor professional learning about AL strategies, it also needs attention to collective beliefs, power dynamics, and structures that support (or inhibit) equitable AL implementation. This chapter provides frameworks for sustainable change to using AL in higher education, as well as research-based findings around which AL strategies are easy on-ramps for novice instructors. This chapter also provides a few specific examples of structures that support AL—course coordination and peer mentoring—and provides questions one may pose in attempting to spur cultural change that centers AL. 

Abstract Learning science, technology, engineering, and mathematics (STEM) subjects starting at a young age helps prepare students for a variety of careers both inside and outside of the sciences. Yet, addressing integrated STEM in an elementary school setting can be challenging. Teacher leadership is one way to address this challenge. The purpose of this qualitative, descriptive case study is to understand how participation in the NebraskaSTEM Noyce Master Teaching Fellowship project impacted elementary STEM teacher leadership identities. Our findings suggest participation in the project contributed to different layers of teacher leadership identity (as a STEM learner, as a STEM teacher, and as a STEM teacher leader). These findings suggest professional development should be tailored to address empowering specific layers of STEM teacher leaders' professional identity. Other teacher leadership development projects may want to consider how to structure their projects to empower teachers based on the identities and experiences of those teachers. 

Abstract Mathematics teacher leaders may play an integral role in supporting change to address inequities in STEM education. To harness this potential, there is a need to identify effective professional development models that empower and motivate mathematics teacher leaders. We examine one such model focused on developing 30 K‐12 mathematics teacher leaders to support and expand teacher leadership within Nebraska, USA. Data analysis from interviews and surveys suggest that the project's focus on building and expanding teacher leaders' professional networks and increasing access to a variety of leadership opportunities contributed to a culture that empowered and motivated teacher leaders. Using the four frames model of organizational change in STEM, we identify several cultural features that contributed to the project's impact, including a cohort model connecting like‐minded educators that supported each other's efforts to enact changes; a distributed leadership philosophy that positioned participants as leaders within the project and at the university in which the project was situated; structural supports (e.g., funding, awards) for participants to engage in leadership; and a tailored approach to support participants based on their individual goals and vision for leadership. These findings have theoretical and practical implications for developing and supporting mathematics teacher leadership. 

Background and Context: Professional development (PD) programs for K-12 computer science teachers use surveys to measure teachers’ knowledge and attitudes while recognizing daily sentiment and emotion changes can be crucial for providing timely teacher support. Objective: We investigate approaches to compute sentiment and emotion scores automatically and identify associations between the scores and teachers’ performance. Method: We compute the scores from teachers’ assignments using a machine-assisted tool and measure score changes with standard deviation and linear regression slopes. Further, we compare the scores to teachers’ performance and post-PD qualitative survey results. Findings: We find significant associations between teachers’ sentiment and emotion scores and their performance across demographics. Additionally, we find significant associations that are not captured by post-PD qualitative surveys. Implications: The sentiment and emotion scores can viably reflect teachers’ performance and enrich our understanding of teachers’ learning behaviors. Further, the sentiment and emotion scores can complement conventional surveys with additional insights related to teachers’ learning performance. 

This study provides practical suggestions for the features to be prioritized in spending limited resources to create and improve educational technology like Cell Collective. The results suggest a need to prioritize features improving the learning rather than the teaching side to motivate instructors more effectively to adopt and use the technology. 

Broadening participation in computer science (CS) for primary/elementary students is a growing movement, spurred by computing workforce demands and the need for younger students to develop skills in problem solving and critical/computational thinking. However, offering computer science instruction at this level is directly related to the availability of teachers prepared to teach the subject. Unfortunately, there are relatively few primary/elementary school teachers who have received formal training in computer science, and they often self-report a lack of CS subject matter expertise. Teacher development is a key factor to address these issues, and this paper describes professional development strategies and empirical impacts of a summer institute that included two graduate courses and a series of Saturday workshops during the subsequent academic year. Key elements included teaching a high-level programing language (Python and JavaScript), integrating CS content and pedagogy instruction, and involving both experienced K-12 CS teachers and University faculty as instructors. Empirical results showed that this carefully structured PD that incorporated evidence-based elements of sufficient duration, teacher active learning and collaboration, modeling, practice, and feedback can successfully impact teacher outcomes. Results showed significant gains in teacher CS knowledge (both pedagogy and content), self-efficacy, and perception of CS value. Moderating results - examining possible differential effects depending on teacher gender, years of teaching CS, and geographic locale - showed that the PD was successful with experienced and less experienced teachers, with teachers from both rural and urban locales, and with both males and females. 

Increasingly professional development (PD) programs have been designed and implemented for pre-service and in-service teachers to acquire CS content knowledge and CS pedagogy and instructional strategies for K-12 students. This paper reports on our adaptation, implementation and research program for K-8 CS teachers across a Midwestern state. More specifically, its PD program for K-8 CS teachers consists of a summer institute with two graduate courses and a series of Saturday workshops during the subsequent academic year. This paper focuses on the two summer courses: one on CS knowledge content including computational thinking, variables, conditionals, loops, arrays, functions, and algorithms, and one instructional strategies, student pedagogy, computer-aided education resources, and community building. We report our SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis of the two summer institutes involving the two courses to identify what went well and what needed improvement. This paper also reviews best practices for summer PD.