Independent Evaluation of the Jim Joseph Foundation's Education Initiative Year 4 Report

Research indicates that well-prepared educators help produce strong learning outcomes for students. For the continued health of Jewish education, higher education institutions should have the capacity to prepare sufficient numbers of highly qualified educators and education leaders for careers in Jewish education. Teachers, division heads, and school heads represent a substantial segment of the educator population in Jewish day schools. More than 5,000 educators enter new positions in Jewish day schools every year and are in need of adequate preparation. The most frequent obstacle to instructional quality in Jewish day schools is the difficulty in recruiting qualified teachers (Ben-Avie & Kress, 2006; Jewish Education Service of North America, 2008; Kidron et al., in press; Krakowski, 2011; Sales, 2007).A similar problem has been observed in supplementary schools in congregational or communal settings. These schools enroll the majority of Jewish children and adolescents receiving a Jewish education in the United States (Wertheimer, 2008). In recent years, congregations have begun to replace traditional educational programs with new approaches that aim to raise the quality of instruction and the level of parent and student satisfaction relative to their programs. These new approaches may include greater integration of experiential Jewish education and community service, family learning, and the integration of all aspects of congregational learning under the leadership of one director (Rechtschaffen, 2011; Sales, Samuel, Koren, & Shain, 2010). High-quality programs that are updated or reconstructed across time to meet the needs of the Jewish community require well-prepared directors and educators. However, many directors and educators in congregational schools have not participated in teacher preparation programs, and the depth of Jewish content knowledge among these teachers is highly variable (Stodolsky, Dorph, & Rosov, 2008)

Evaluation of the Jim Joseph Foundation Education Initiative Year 3 Report

Launched in 2010, the Jim Joseph Foundation Education Initiative supports programs at three flagship Jewish institutions of higher education: Hebrew Union College-Jewish Institute of Religion (HUC-JIR), Jewish Theological Seminary (JTS), and Yeshiva University (YU). As part of this initiative, HUC-JIR, JTS, and YU designed and piloted new programs, enhanced existing programs, and provided financial assistance to additional programs.American Institutes for Research (AIR) is conducting an independent evaluation of the Jim Joseph Foundation Education Initiative. This report is the third in a series of five annual reports that describe progress toward accomplishing the goals of the Education Initiative

Teachers’ emotional intelligence : the impact of training

A growing number of studies have suggested that teachers' personal competencies, and more specifically Emotional Intelligence (EI), are particularly important for teacher effectiveness. Recently, there has also been a growing recognition of the importance of social-emotional competencies to students' learning and academic achievement. However, there has been a neglect of emotions in the field of teaching, and little is known about the impact of training aimed at developing teachers' EI on their EI levels and their practice. The current study investigates the impact of a teacher- centered EI training on teachers' EI in Israel. The study followed a two-year EI training in one school, employing group workshops and personal coaching. The study used a mixed methodology, making use of pre-post EQ-i assessment and semi-structured interviews. The findings illustrate that the training programme was perceived by the participants to have enhanced their EI competencies, as defined by the Bar-On model. Most participants integrated these competencies into their personal, professional and group identities and modified their EI-related behaviours.peer-reviewe

AVI CHAI Foundation - 2005 Annual Report

Contains mission statement, board chair's message, project summaries, program information, financial statements, and list of board members and senior staff

Interdisciplinary Programs Focused Populations: The Case Of Health Management Program

The Ariel University has a unique interdisciplinary program in healthcare management that targets experienced healthcare professionals who wish to earn an academic degree. Only one academic study has been held so far on the integration of graduates of an academic university-level school in healthcare management in the field. In the current study, the authors sought to investigate points of contact between the academic world and the professional field by following the professional integration of graduates of healthcare management at the Ariel University and their satisfaction with their training, job, and profession from an interdisciplinary perspective. A survey was held among all 1,327 graduates of the Department of Healthcare Management from 2002 to 2011. Data collection was performed through self-completed electronic questionnaires and personally distributed questionnaires, including questions on graduates' current place of work and satisfaction with their degree. The findings indicate that graduates are very satisfied with their interdisciplinary studies at the department. Students from the Arab sector, those who began their studies at an older age, and those who are more affluent, reported higher satisfaction with their studies. Most students intend to continue studying for an advanced degree in the profession

Access to justice: the Palestinian legal system and the fragmentation of coercive power

In recent years there has been an increased interest amongst development practitioners in the potential role of law in situations of violent conflict. The Middle East has increasingly become the focus of this concern. In particular, it has been claimed that the Palestinian National Authority (PNA) has failed to provide adequate access to the law for many Palestinians, and has instead ruled through patronage and violence. In this context the PNA has been the site of repeated calls for legal reform. Legal reform is often treated as a technical question of legal procedure or as an issue of the cultural appropriateness of legal regimes. This paper takes a third approach, which stresses the political and normative aspect of legal processes. It argues that, in order to understand the obstacles to positive legal development in situations of political transition, it is necessary to discover the ways in which legal practices are understood, used and abandoned in particular contexts. In a context where law has no absolute moral value, but is attractive for the substantive claims that can be made through it, people are willing to use whatever resources are available to them in order to enforce the tangible benefits of legal claims. This opens up the law for political manipulation, and encourages what might be called ‘legal patrimonialism’, whereby legal entitlements are distributed according to political resources, rather than legal procedures. The paper concludes by arguing that in the context of the West Bank the promotion of effective legal processes should not be seen as a short cut to a stable political regime. Accountable legal processes require centralised, strong and stable coercive support, based in a measure of organisational cohesion and territorial sovereignty

Worldwide Workshop on Youth Involvement as a Strategy for Social, Economic and Democratic Development

Summarizes January 2000 discussions on building capacity in the field of youth service. Explores connections with social capital, economic productivity, adolescent development, marginalized youth, civic engagement, and policy. Includes country summaries

Ford Foundation Grantees and the Pursuit of Justice

Provides a summary of Ford's early work with public interest law strategies. Looks at policy research, grassroots activism and advocacy, and law-related strategies that have been employed by foundation partners to pursue equity and social justice

Independent Evaluation of the Jim Joseph Foundation's Education Initiative Final Report

The Jim Joseph Foundation created the Education Initiative to increase the number of educators and educational leaders who are prepared to design and implement high-quality Jewish education programs. The Jim Joseph Foundation granted $45 million to three premier Jewish higher education institutions (each institution received$15 million) and challenged them to plan and implement programs that used new content and teaching approaches to increase the number of highly qualified Jewish educators serving the field. The three grantees were Hebrew Union College–Jewish Institute of Religion (HUC-JIR), the Jewish Theological Seminary (JTS), and Yeshiva University (YU). The grant covered program operation costs as well as other costs associated with institutional capacity building. The majority of the funds (75 percent) targeted program planning and operation. The grantees designed and piloted six new master's degree and doctoral degree programs or concentrations;1 eight new certificate, leadership, and professional development programs;2 two new induction programs;3 and four new seminars within the degree programs. 4 The Education Initiative also supported financial assistance for students in eight other advanced degree programs. 5 The grantees piloted innovative teaching models and expanded their use of educational technology in the degree and professional development programs. According to the theory of change that drives the Jim Joseph Foundation's Education Initiative, five types of activities must take place if higher education institutions are to successfully enhance the Jewish education workforce. These activities include (1) improved marketing and recruitment of talented individuals into ongoing education programs, (2) a richer menu of programs requiring different commitments of time to complete and offering varying content, (3) induction programs to support program participants' transition to new employment settings, (4) well-planned and comprehensive strategies for financial sustainability, and (5) interinstitutional collaboration. As shown in Exhibit 1, the five types of activities are divided into two primary categories. The first category (boxes outlined in green) addresses the delivery of programs that provide educators and educational leaders with research-based and theory-based knowledge and vetted instructional tools. The second category (boxes outlined in orange) is not programmatic; rather, it involves sharing knowledge, building staff capabilities, enhancing management structures, and providing technological and financial support to enable the development of quality programming that is sustainable after the grant ends

Nathan Cummings Foundation - 2004 Annual Report

Contains chair's message, president's report, list of trustees and staff, and program descriptions