基礎教育創(chuàng)新驅動力報告2024

DRIVINGK-12

INNOVATION

2024HURDLES?ACCELERATORS?TECHENABLERS

VISION

CoSNisacommunityofvisionary

technologyleadersempowering

everylearnertoachievetheirunique

potentialinachangingworld.

MISSION

CoSNprovidescurrentandaspiring

K-12educationtechnologyleaders

withthecommunity,knowledge,and

professionaldevelopmenttheyneed

tocreateandgrowengaginglearning

environments.

CoSNisvendorneutralanddoesnotendorseproducts

orservices.Anymentionofaspecificsolutionisfor

contextualpurposes.

CoSN’slogo,CETL?,CTOClinics,PeerReview,

EdTechNext,andCoSNCampareallregistered

trademarks.

ThisworkislicensedunderaCreativeCommons

Attribution-NonCommercial-NoDerivatives4.0license.

FormoreinformationpleaserefertotheCreative

Commonswebsite,

/

licenses/by-nc-nd/4.0/.

CoSNwouldliketothankthefollowing

sponsorsforsupportingthiswork:

2?DrivingK-12Innovation2024?CoSN

FORWARD

OneofmyfavoritemomentsoftheyeariswhenwereleasethisannualDrivingK-12Innovationseries.Itculminatesexcitingdiscussionsbyourtalentededucatoradvisorycommitteeofglobalexperts.

Thebestaspectofthiseffortisnotto“tellyoutheanswer”aboutK-12innovationtoday.Rather,thisisathoughtfulframeworkforthinkingaboutinnovationfocusedonHurdles,Acceleratorsand,lastbutnotleast,TechEnablers.

Toooften,EdTechstalwartsstartwiththetechnologywhenadvocatinginnovation.Ilovethatweflipthattendencyandstartwiththe“Why”(Hurdles).

Myhopeisyouwillusethe2024reporttosparkaconversationaboutwhatyouaretryingtosolveinyourschool/schoolsystem.Maybeyouwillagreewithourexperts.Maybeyouwillnot.Theimportantthingistostarta

conversationthatenvisionsthefutureoflearning.

KeithKrueger

ChiefExecutiveOfficer

CoSN-TheConsortiumforSchoolNetworkingWashingtonDC,UnitedStates

INTRODUCTION

CoSN’sDrivingK-12InnovationinitiativeproudlyconvenesaninternationalAdvisoryBoardofapproximately140+educationandtechnologyexpertstoselectthemostimportantHurdles(challenges),Accelerators(mega-trends),andTechEnablers(tools)DrivingK-12Innovationfortheyearahead.

TheAdvisoryBoardengagesindiscussionviaCoSN’sonlineforum,synchronousvirtualcallsviaZoom,andalso

participatesintwosurveystoselectthetopthemesineachcategorythataretransformingteachingandlearning.Thisyear,theAdvisoryBoard’sworktookplaceoverapproximately10weeks.

METHODOLOGY

STEP1:INITIALSURVEY

TheAdvisoryBoardcompletedaninitialsurveytoselectthetopicsforsubsequentdiscussion.Thissurvey

narroweddowntheoriginallistofHurdlesfrom38tonine,Acceleratorsfrom26to10,andTechEnablersfrom28tonine—includingonenewHurdleandonenewAccelerator.

STEP2:DISCUSSION

Sixweeksoffruitfulvirtualconversationfollowedtheinitialsurvey.Eachweek,theAdvisoryBoardrespondedtopromptsandengagedinconversationfocusedononeofthelensesoftheinitiative(Hurdles,Accelerators,andTechEnablers).DiscussionopportunitieswereofferedviatheonlineforumandasynchronousZoomcallforeachlens.

STEP3:FINALSURVEY

Finally,theAdvisoryBoardcompletedafinalsurveytovoteonthetopHurdles,Accelerators,andTechEnablers

thatareimpactingtheirworkrightnow.Ofthemanyimportanttopicsconsidered,ninerosetothetopaskey

considerationsfordrivinginnovationinK-12educationin2024.Thefinalsurveyalsohelpeddescribethenatureofeachtopic—thesurmountabilityofHurdles,theintensityofAccelerators,andthetimelinessofTechEnablers.

DrivingK-12Innovation2024?CoSN?3

CONTENTS

FORWARD3

INTRODUCTION3

2024TOP3

HURDLES5

2024TOP3

ACCELERATORS6

2024TOP3

TECHENABLERS6

STATEOFTHEWORLD7

Educationinthe4thIndustrialRevolution7

BRIDGES(THEMES)8

Intersections8

ProfessionalDevelopment

8

INCONTEXT9

Exploringthe

2024Hurdles11

Exploringthe

2024Accelerators12

Exploringthe

2024TechEnablers13

TOPICS

14

Attracting&RetainingEducatorsandITProfessionals1

4

EnsuringCybersecurity&SafetyOnline1

6

ScalingInnovation&InertiaofEducationSystems1

8

ChangingAttitudesTowardDemonstratingLearning2

0

BuildingtheHumanCapacityofLeaders22

LearnerAgency2

4

GenerativeArtificialIntelligence2

6

Analytics&AdaptiveTechnologies2

8

RichDigitalEcosystems3

0

COMPARATIVELYHOWSURMOUNTABLE,INTENSE,

ORIMMEDIATEARETHESETOPICS?3

2

H

urdles:Difficulty33

A

ccelerators:Intensity3

4

TechEnablers:Immediacy3

5

TAKINGAHOLISTICVIEW

37

ACKNOWLEDGEMENTS

39

4?DrivingK-12Innovation2024?CoSN

STATEOFTHEWORLD(Context)

Educationinthe4thIndustrialRevolution

TECHENABLERS

(Tools)

1

2

3

BRIDGES(Themes)

Intersections;ProfessionalDevelopment

Attracting&Retaining

EducatorsandITProfessionals

EnsuringCybersecurity&SafetyOnline

ChangingAttitudesTowardDemonstratingLearning

BuildingtheHumanCapacityofLeaders

GenerativeArtificialIntelligence(GenAI)

Analytics&AdaptiveTechnologies

ScalingInnovation&InertiaofEducationSystems

ACCELERATORS

(Mega-trends)

HURDLES

(Barriers)

RichDigitalEcosystems

LearnerAgency

3

3

2

2

1

1

2024TOP3

HURDLES

Roadblocksthatforceschoolstoslowdown,preparethemselves,andmakealeap.

1

ATTRACTING&

RETAININGEDUCATORSANDITPROFESSIONALS

Hiringandkeepingschoolstaffisasignificantproblemforschool

systems;manyeducatorsare

experiencingsocialandemotionalburnout,aswellaslowpay

comparedtoothersectors,causingthemtosetasidetheirpassionforteachingandleavethefield.

2

ENSURING

CYBERSECURITY&

SAFETYONLINE

Teaching,learning,andconductingbusinessineducationwithdigitaltoolsisnowabaselinerequirement

forteachers,students,and

administrators.Schoolsmustbeproactiveinbuildingsystemsto

protectandempowereducated

userstosafelylearnandgrowwithdigitaltechnologies.

3

SCALINGINNOVATION&INERTIAOFEDUCATIONSYSTEMS

Schoolsarechallengedtoengageinandeffectivelyscaleinnovation—adaptingwhatisworkingwellandscalingitoutacrossaschool,district,orstate/country.

DrivingK-12Innovation2024?CoSN?5

2024TOP3

ACCELERATORS

Real-worldmegatrendsorcatalyststhathelpmotivateandincreasethespeedofinnovation.

1

CHANGING

ATTITUDESTOWARD

DEMONSTRATING

LEARNING

Thereisarisinggroundswellof

discussionaroundassessing,

documenting,communicating,andassigningvaluetostudentlearning,aswellasrelatingthislearning

tohighereducation,vocational

training,careerpathways,andlivingintherealworld.

2

BUILDINGTHEHUMANCAPACITYOFLEADERS

Strengtheningtheprofessionalcommunityofschoolsand

providingopportunitiesfor

educatorsandallK-12professionals

tolearnandmasternewskills

canopenthedoortoinnovativepracticesthatcanenhance

studentexperiences.

3

LEARNERAGENCY

It’sallaboutstudentsasleaders

intheirlearning;reconceptualizing

theirrolefromthatof“student”to

thatof“l(fā)earner.”Whenimmersed

inastronglearningenvironment,

learnerscouldtransformfrom

order-takerstoinnovators.

2024TOP3

TECHENABLERS

ThetoolsthatgreasethewheelsforschoolstosurmountHurdlesandleverageAccelerators.

1

GENERATIVEARTIFICIALINTELLIGENCE(GENAI)

Generativeartificialintelligence

hasemergedasatransformative

forceineducation,changingbothhowstudentslearnandwhattheyneedtolearn.Asschoolsystems

worldwideexplorethebenefitsandchallengesofthistechnology,theyarebothdevelopingandseeking

expertguidancetomeettheurgentneedforpoliciesandprocesses

thatensurethesafe,effective,andresponsibleuseofGenAIforall

stakeholders.

2

ANALYTICS&ADAPTIVETECHNOLOGIES

Analyticsreferstotheprocess

ofanalyzingdatacollected

aboutstudentlearningandthe

opportunitytoleveragedata

toinforminstructionaldecision

making.Adaptivetechnologiesare

toolsthatadapttothestudent

basedontheirinteractionswiththetechnology.

3

RICHDIGITAL

ECOSYSTEMS

Connectingsystemsordigital

environmentscanformpowerful

digitalecosystemsforenabling

studentlearningand/orsupporting

educationadministration.These

interconnectedsystemsofonline

andvirtualspacescanspanformal

schoolsettingsandbeyond.

6?DrivingK-12Innovation2024?CoSN

STATEOFTHEWORLD

EDUCATIONINTHE4THINDUSTRIALREVOLUTION

“Changeisthebasisoflearning—withoutchangethereisnolearning—changeisinevitableinallsystems”(KimFlintoff,IDEAcademy,WesternAustralia,Australia).

WhiletheInternetofThings,cloudcomputing,systemintegration,cybersecurity,bigdata,andmoreareallpartofthefourthindustrialrevolution,artificialintelligence—specificallygenerativeAI(GenAI)—isallowingustopush

evenhardertoinnovateasweexploreK-12educationofthefuture.AndwhileGenAImayprovideadditionalpower,educatorsandtechnologistsremaintheoneswhoarethedriversofinnovation.

“IseeGenAIasanothertoolintheclassroomweshoulduse,suchasthecalculatorandotherdigitalapplications.Thesetoolsdidnotnecessarilyincrease/decreasethenumberofteachers;however,theygivestudentsdirect

accesstotoolsandfastfeedback.Thesetoolscanacceleratelearningandhopefully,engagethelearner”(MichaelLambert,TrueNorthSchool,Vietnam).

Thatiswhyyou’llseeGenAIappearasathemeintheHurdlesandAcceleratorssections,aswellasaTopTopicintheTechEnablerscategory.ThechangemakingpotentialofGenAIknowsnobounds,andouresteemedAdvisoryBoardmemberswillexplainwhy.

DrivingK-12Innovation2024?CoSN?7

RichDigitalEcosystems

Analytics&AdaptiveTechnologies

GenerativeArtificialIntelligence

LearnerAgency

INTERSECTIONS

BRIDGES(THEMES)

INTERSECTIONS

Overthepastfewyears,we’venoticedorganicintersectionsappearingindiscussionsabouttheTopTopicsandbeyond.Forthediscussionperiodofthe2024projectcycle,weadjustedthestructureoftheonlineforumand

createdspaceinsynchronouscallstoexplorethisoverlappingoftopicsandideas.Thisconceptcarriedoverintothewritingofthereport,whereyou’llseemoreofthismeshingoftopicsthroughoutthepublication.

TOPICINTERSECTIONSINTHISPUBLICATION

Attracting&Retaining

EducatorsandITProfessionals

EnsuringCybersecurity&SafetyOnline

ScalingInnovation&InertiaofEducationSystems

ChangingAttitudesTowardDemonstratingLearning

BuildingtheHumanCapacityofLeaders

PROFESSIONALDEVELOPMENT

Acalltoactionthatyou’llseetheAdvisoryBoardstressmorethanonceistheimportanceofprofessionaldevelopment.“Learningnewtechnologiescanbedifficultbecauseofhowrapidlytechnologyischanging–especiallyineducation.Professionallearningisthewaytokeepupdatedonthesetechnologies.Seekout

professionallearningopportunitiesthatarestrategicinthewaythattheymergetechnologyusewithproven

strategiestoimproveoutcomesforstudents.Mentorshipisalsoagreatwaytohelpeducatorsandschoolleaderslearninnovativewaystoteachandleadschools.Bynatureofchangingeducation,earlycareereducatorsand

schoolleaderswillhavesignificanttrainingininnovativetechnologyuse,andtheycanmentorveteranteachersandschoolleadersonthesestrategies”(KrysiaGabenski,NationalAssociationofElementarySchoolPrincipals-NAESP,UnitedStates).

8?DrivingK-12Innovation2024?CoSN

INCONTEXT

Theinitiative’sTopTopicshaveshiftedmorefrom2023to2024thantheyhaveinanyofthepastfivecycles.Therealityisthatmanyinnovationshavebroughtuswherewearetoday—ataturningpointineducationinwhich

changefeelslikeit’smovingatthespeedoflight.

ThisreportwillserveasyourguidetodriveK-12innovationin2024andbeyond.

HURDLES:TOPTOPICSEACHYEAR(2019-2024)

2019*

2020*

2021

2022

2023

2024

Attracting&

RetainingEducatorsandITProfessionals

Attracting&

RetainingEducatorsandITProfessionals

Attracting&

RetainingEducatorsandITProfessionals

DataPrivacy

Ensuring

Cybersecurity&

SafetyOnline

DesigningEffectiveDigitalEcosystems

DigitalEquity

DigitalEquity

DigitalEquity

DigitalEquity

DigitalEquity

EvolutionofTeaching&Learning

EvolutionofTeaching&Learning

TheGapBetweenTechnologyandPedagogy

Pedagogyvs.the

TechnologyGap

OngoingProfessionalDevelopment

Scaling&SustainingInnovation

Scaling&SustainingInnovation

Scaling&SustainingInnovation

ScalingInnovation&InertiaofEducationSystems

ScalingInnovation&InertiaofEducationSystems

TechnologyandtheFutureofWork

Note:Topicsareorganizedinrowsforeasyyear-over-yearcomparison,andarelistedinalphabeticalorderasmuchaspossible.

*FiveTopTopicswerereportedin2019and2020.

DrivingK-12Innovation2024?CoSN?9

ACCELERATORS:TOPTOPICSEACHYEAR(2019-2024)

2019*

2020*

2021

2022

2023

2024

BuildingtheHumanCapacityofLeaders

BuildingtheHumanCapacityofLeaders

BuildingtheHumanCapacityofLeaders

BuildingtheHumanCapacityofLeaders

BuildingtheHumanCapacityofLeaders

Changing

AttitudesToward

Demonstrating

Learning

Data-Driven

Practices

Data-Driven

Practices

DesignThinking

LearnerAutonomy

LearnerAgency

LearnerAgency

LearnersasCreators

LearnersasCreators

Personalization

Personalization

Personalization

Personalization

SocialandEmotionalLearning

Social&EmotionalLearning

Social&EmotionalLearning

Social&EmotionalLearning

TECHENABLERS:TOPTOPICSEACHYEAR(2019-2024)

2019*

2020*

2021

2022

2023

2024

Analytics

andAdaptive

Technologies

Analytics

andAdaptive

Technologies

Analytics&AdaptiveTechnologies

Analytics&AdaptiveTechnologies

ArtificialIntelligence(AI)

GenerativeArtificialIntelligence

BlendedLearning

BlendedLearning

Tools

CloudInfrastructure

CloudInfrastructure

DigitalCollaborationPlatforms

DigitalCollaborationEnvironments

DigitalCollaborationEnvironments

RichDigital

Ecosystem

RichDigital

Ecosystem

ExtendedReality

MobileDevices

MobileDevices

ToolsforPrivacyandSafetyOnline

Untethered

Broadband&

Connectivity

Untethered

Broadband&

Connectivity

Untethered

Broadband&

Connectivity

Note:Topicsareorganizedinrowsforeasyyear-over-yearcomparison,andarelistedinalphabeticalorderasmuchaspossible.

*FiveTopTopicswerereportedin2019and2020.

10?DrivingK-12Innovation2024?CoSN

EXPLORINGTHE

2024HURDLES

...BYIMPORTANCE

Top3mostimportantHurdlesforeducationsystemstoaddressin2024*:

60%

1.Attracting&Retaining

EducatorsandITProfessionals

45%

2.EnsuringCybersecurity

&SafetyOnline

38%

3.ScalingInnovation&InertiaofEducationSystems

...BYDIFFICULTY

Top3Hurdlesinorderofdegreeofdifficultytosurmount,asrankedbytheAdvisoryBoard(Scoresreflecttheaveragescoreoutof5,with1beingtheeasiesttosurmountand5beingthemostdifficult*)

Fromeasiesttomostdifficulttosurmount:

MOREDIFFICULT

LESSDIFFICULT

3.9

Attracting&Retaining

EducatorsandIT

3.8

Professionals

3.9

ScalingInnovation&

InertiaofEducation

Systems

EnsuringCybersecurity&SafetyOnline

*86AdvisoryBoardrespondents

DrivingK-12Innovation2024?CoSN?11

EXPLORINGTHE

2024ACCELERATORS

...BYIMPORTANCE

Top3mostimportantAcceleratorsforeducationsystemstoaddressin2024*:

59%

1.ChangingAttitudesToward

DemonstratingLearning

42%

2.BuildingtheHuman

CapacityofLeaders

41%

3.LearnerAgency

...BYINTENSITY

Top3AcceleratorsinorderofdegreeofintensityofK-12impact,asrankedbytheAdvisoryBoard(Scoresreflecttheaveragescoreoutof5,with1beingtheleastintenseand5beingthemostintense*)

Fromleasttomostintense:

MOREINTENSE

LESSINTENSE

3.9

LearnerAgency

3.93.9

BuildingtheHumanCapacityofLeaders

*86AdvisoryBoardrespondents

ChangingAttitudes

TowardDemonstrating

Learning

12?DrivingK-12Innovation2024?CoSN

41%

EXPLORINGTHE

2024TECHENABLERS

...BYIMPORTANCE

Top3mostimportantTechEnablersforeducationsystemstoleveragein2024*:

42%

1.GenerativeArtificial

Intelligence(GenAI)

2.Analytics&Adaptive

Technologies

3.RichDigitalEcosystems

...BYIMMEDIACY

Top3TechEnablersinorderoftheimmediacyofitsadoptionatscalebyschoolsworldwide,asrankedbythe

AdvisoryBoard(Scoresreflecttheaveragescoreoutof5,with1beingthemostimmediateadoption;5beingthefurthestawayfromadoption*)

LESSIMMEDIATE

3.5

GenerativeArtificial

Intelligence

3.3

RichDigitalEcosystems

3.2

MOREIMMEDIATE

Analytics&Adaptive

Technologies

*86AdvisoryBoardrespondents

DrivingK-12Innovation2024?CoSN?13

1

HURDLE

ATTRACTING&RETAININGEDUCATORSANDIT

PROFESSIONALS

DEFINITION

Hiringandkeepingschoolstaffisasignificantproblemforschoolsystems;manyeducatorsareexperiencingsocialandemotionalburnout,aswellaslowpaycomparedtoothersectors,causingthemtosetasidetheirpassionforteachingandleavethefield.Educatorsalsofacealackoftrustandrespectfromsocietyandsystems—trustthatteachersknowwhattheyaredoingandhavethebestinterestsoftheirstudentsatheart.

ForITProfessionals,therearetheaddedstressorsofindustrycomparison,asmanyprivatecompaniesareabletoofferhighersalaries,flexibleworkschedulesandlocations,andmoretimeoff.

Forthethirdyearinarow,Attracting&Retaining

EducatorsandITProfessionalshasmadeitintothe

Top3Hurdles(obstacles)onourannuallist.Andwhileeducatorsarefeelingmoresatisfiedatworkthan

2022’sall-timelow

,abouttwiceasmanyteachers

andprincipalsina

RANDCorpsurvey

reported

experiencingfrequentjob-relatedstresscomparedtothegeneralpopulationofworkingadults.

Inadditiontoworkstresshinderingeducatorsfrom

stayinginthefield,GenZislessinterestedinbecomingteachersthaninpreviousyears.

DistrictAdministration

reportedinSeptember2023thatthereisasharpdropinstudentsleavingcollegewithateachingdegree—

fromabout192,700in2013to159,000lastschoolyear.

AdvisoryBoardMember&SuperintendentKelly

May-Vollmar(DesertSandsUnifiedSchoolDistrict,

California,UnitedStates)recognizedthesestruggles

inherdistrictandlaunchedacampaignin2022—

Reconnecting:Listen,Learn,GrowTogether—inan

efforttobuildbacktherespectthatteachersfeelhasbeenmissing.“Thecampaignincludedavisittoeveryschoolsitetolistentostaffandtheirconcernsandtoexpressgratitudefortheirservice,”saidMay-Vollmar.“Wealsohadmultipleopportunitiestointeractwith

familiesandthecommunitythroughouttheyearinanefforttoconnect,findcommonground,andchampion

ourstaff.”Launchedin2023,thedistrict’slatest

campaign,GrowingStrongerTogether,isfocusedonlivingoutthedistrict’smissionstatement:Toinspireandnurtureeverystudent...oneopportunityatatime.

“Wehaveextendedthestatementtoincludeinspiringandnurturingeverystaffmember,aswell,”saidMay-Vollmar.“Wehaveseenahugegrowthinstaffmorale,andwebelievethiswilltranslatetoattractingand

retainingeducatorsandITprofessionals.Weknowthatwecan'talwaysthrowmoneyatissues,butwecan

alwayscreateaworkenvironmentthatdrawspeopleinandmakesthemwanttostay.”

CoSNBoardChairDianeDoersch(DigitalPromise,

UnitedStates)addedthatitallcomesdowntothe

schooldistrictanddepartmentculture.“Ashiring

managers,arewedoingenoughtopromoteourschooldistrict'sculturesothatweattractcandidateswho

wanttoworkforus?”askedDoersch.“Weknowthat

havingapositiveculturewherestaffandstudents

feelseenandheardmakesadifference.Likeoneof

myteachingcolleaguessaidlongago,‘Itdoesn'tcost

anythingtosmile.’Howcanwehelpleadersbethe

bossespeoplewanttocomeandworkfor?Cultureandafeelingofbelongingisastartinworkingtoattractandretainprofessionals.”Supportingunderrepresented

populationsisanimportantpieceofthisculturework.

14?DrivingK-12Innovation2024?CoSN

GENAI

Inadditiontotheimportanceofcultureandtrust,

competitivecompensationandtheabilitytowork

remotely—especiallyfortoday’sK-12educationIT

professionals—arestillareasinneedofimprovement.“RetentionofITworkersinpublicschoolsettingsis

veryimportant”(MichaelFort,BaltimoreCountyPublicSchools,Maryland,UnitedStates).“Allowingforremoteworkisakeypartofattractionandretention.Most

publicschoolworkersdoneedtoreportonsite,butITworkerscanveryoftenatleastworkinahybridfashiontomaximizeemployeesatisfactionandefficiency.”

TIPS&RECOMMENDATIONSFROMTHEADVISORYBOARD

FOCUSONWHATTOOLSTOTAKEAWAYVS.WHATTOADD

“I'vebeeninedtechforalongtimenow,andrealize

thatnewtoolsarealwaysframedasadditive,eveniftheintentistostreamline.Instead,let’saddresswhatteachersandschoolscanstopdoingwithtechnologyinsteadofalwaystryingtoemphasizewhatthey

couldorshouldbedoing”(BethHolland,TheLearningAccelerator,RhodeIsland,UnitedStates).

RETHINKTHEROLEOFTHETEACHER

“Weneedtorethinkthestructureofthedayfora

teacher,explorehowAIcanassistteachers,and

redefinehowteacherscansupplementtheirincomeatschoolthroughafter-schoolprograms/tutoring.Ofcourse,thiswillrequireestablishingstrongpolicies...

but,inmyopinion,weneedtostartandbuildthe

bicycleaswego”(MichaelLambert,TrueNorthSchool,Vietnam).

4WAYSTOINCREASE

EDUCATORRECRUITMENT&RETENTION

“Weallknowthateducatorrecruitmentand

retentionisvitallyimportantrightnow.The

pandemiconlyexacerbatedthealreadyslowinggrowth.ThisisinclusiveofbothSTEM/technologyeducatorsandeducatorsatlarge”(Justin

Thompson,NationalEducationAssociation,

Washington,D.C.,UnitedStates).TheNationalEducationAssociation

recommendsseveral

actions

toimproveeducatorrecruitmentandretention,including:

?Makepayandbenefitscompetitive

includingbasepay,substitutepay,healthcarebenefits,paidfamilyleave,pensionbenefits,unionrepresentation,childcaresupports,etc.

?Improveworkingconditionsaroundstaffinglevels,mentalhealthsupport,creating

environmentssupportiveofeducatorsof

colorandLGBTQ+educators,restructuringworkdays,ensuringsafeandhealthy

workplaces,sufficientteachingandlearningresources,administratorandleadership

development,etc.

?Increaseeducatorvoice,respect,and

professionalautonomybyexpanding

collectivebargainingrights,including

educatorsinschooltransformation,ensuringprofessionalautonomy,improvingconditionsthrougheducatorsurveys,etc.

?Offerstudentdebtreliefandforgiveness.

?Includeotherrecruitmentandretention

strategies,suchasoffsettingcostsofteacherpreparation,reducingthetimeittakesto

reachcareer-levelpay,mentoringprograms,accesstoqualityprofessionallearning,

andmore.

DrivingK-12Innovation2024?CoSN?15

HURDLE