Leadership: Positive Professional Development Experience

 This entry comes after some learning about effective professional development facilitation in our Teacher Leadership course. Thomas R. Guskey discusses backward planning needed for this type of professional development to happen - and makes it quite obvious why so much PD tends to fail. The big take away from this article is to note that these 5 things need to happen when planning teacher learning:

1) Desired student learning outcomes - what specific outcomes do we want to see and what evidence best reflects these outcomes (the decision should be based on data)

2) New practices & policies to be implemented - determine practices based on evidence (actual research, with citations) that will result in the desired outcomes

3) Needed organizational support - ideally needing school leader support and school resources (release time, technology, instructional materials) as well as feedback for teachers as they implement new strategies

4) Educator knowledge and skills - what must educators know and be able to do to implement the practices/policies?

5) Optimal professional learning activities - the set of experiences that will allow 4 to happen

So where have I seen this in practice?

A few years ago the Instructional Coordinator for Assessment at our board created the Secondary Assessment Leadership Team. This was a team you could apply to and 1-2 candidates were selected from each school location. We participated in an assessment camp that happened in the summer over 2-3 days and then had full day PL release during the year as well as some evening PL sessions to attend. This was continuous learning over time geared at building leadership capacity in the board in assessment with the goal of improving student learning. Here is how each of the 5 planning items were addressed:

1. We wanted to see student learning improve through changing assessment practices in the secondary portion of the board to better align with Ontario policy. This shift should see assessment & evaluation provide students with more varied opportunities to show their learning, get descriptive feedback and have a more transparent assessment experience in school. By doing this we believed that we would see improvements in student wellness and academic achievement. I don't know if the central data collecting for these goals happened. It may have happened on a school by school basis through student surveys and monitoring grades and final evaluation results.
   
   
2. Our work was all grounded in research. The learning of the SALT team used thoughtfully chosen resources over a period of time. For example, one year our work was focused around "Developing Assessment-Capable Visible Learners" by Nancy Frey, John Hattie and Douglas Fisher. We also had board developed smaller resources created by teachers based on research that as SALT leaders we could use with our school staff.
   
   
3. I have partially addressed this above - you can see clearly that we had board level support and resources (time release, reading materials) - and this support extended to the school level (at most locations). Principals were briefed about the work of the SALT team via a video conference and (ideally) the SALT lead was with the principal at the time. Release time was provided for school teams and principals could use the school discretionary release days for this purpose as well. SALT leads were expected to plan professional learning for their locations and this often occurred during provincial PA days, staff meetings and early-release days. Feedback for teachers would have been more dependent on how each location planned.
   
   
4. Our first year with the SALT team focused on improving final evaluations. Much of the practice was grounded only in the use of products and exams were still common-place in many locations. The Secondary Assessment Steering Committee felt that addressing final evaluations was an important starting point with the most impact as it would help steer more teachers toward changing practices in other places. We use our Final Evaluations checklist a lot that year and addressed teacher knowledge around Growing Success, equity, triangulation and analyzing final evaluations next to the overall expectations of a given course.
   
   
5. The SALT team sessions were set up to have us look at part of the resource we were focused on that year and also evolved to include leadership and facilitation skills (including planning for PL). It always included time to work on our planning while sharing and getting feedback from fellow group members. We often used reflective time to debrief on things we had tried since the last meeting so that we could adjust, learn new things and plan for the next leadership opportunity.

I had never really thought about these explicit steps for planning professional learning/development in the past, but I will definitely refer back to this learning for my future facilitation opportunities!