Category Archives: Teacher Leadership

Going Global

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Current Affairs, Education, Education Policy, Life in the Classroom, Social Issues, Teacher Leadership, Uncategorized |

My teacher leadership journey has evolved from an inability to say no to a training, a committee, or an extra responsibility, into an ongoing urge to seek out new and innovative opportunities for learning. It’s not a journey that suits everyone, but, for me, constant growth and learning is as integral as the air I breathe. So, I keep looking for the next teacher leadership opportunity around the bend.

This summer I received the news that I was chosen for the Fulbright Teachers for Global Classrooms program (TGC). This wonderful opportunity will allow me and my cohort of 75 other teachers around the country to travel next spring to visit teachers overseas. Of course, I’m thrilled! I am always looking for ways to broaden my horizons as a teacher, and going “global” seems like the ultimate leap forward.

The program requires me to complete a course of study in global competence in the classroom, and, one week in, I am completely blown away. I feel like a whole world of teaching skills and strategies has opened up to me. I feel both validated in my beliefs as a teacher and severely challenged in my methods. It’s, well, a sea change for me.

Let me catch you up. I will use elements from ASCD’s Global Competent Learning Continuum to explain. This is a rubric that measures a teacher’s global competencies. You can explore the full continuum here.

Teacher Dispositions
1. Empathy and valuing multiple perspectives
2. Commitment to promoting equity worldwide

When it comes to the the dispositions outlined by the continuum, I find myself approaching “proficient.” That means that I see myself as actively recognizing biases and the limitations of my own and others’ perspectives. Also, I actively engage in activities that address inequities, often challenging myself and others to seek change at a local or regional level. I felt pretty good about this area, although I could see that to become advanced in a global teaching disposition, I would have to lead others to value diverse perspectives and act on issues of inequity. I need to step up my game.

Teacher Knowledge
3. Understanding of global conditions and current events
4. Understanding of the ways that the world is interconnected
5. Experiential understanding of multiple cultures
6. Understanding of intercultural communication

In the area of Teacher Knowledge, I am approaching proficient as well. I pride myself on being educated and aware, of pursuing knowledge and understanding of history, current events, and social issues. However, I recognize a glaring weakness in my competency. I don’t see myself as capable of change or leadership beyond a local level. Even though I tell my students that they can enact change, that they have the power to create a better future for themselves and our world, I am not walking the walk. I merely talk the talk. Continue reading →

Short Talk on Teacher-Leaders

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Professional Development, Teacher Leadership

It’s too early to feel this tired. But that is the word about school—in the copy room, teacher’s lounge, at meetings. Teachers are tired. Teaching is an exhausting job and there are millions of ways to wear out within it, but one element occurring to me is the (relatively) newly developed idea of a teacher-leader.

I think the term is a positive evolution, and it is one often worn with pride. I’ve been thinking about the idea of teacher-leader for some time, and I think the recent bargaining rounds coupled with a new team in my school has brought these ideas to the forefront of my mind. Plus, I read a great deal of writing by Tom Rademacher this summer. He’s become one of my favorite voices in education. Direct, explicit at times, but honest in important always. Here is a great piece about what is sustainable for teachers. It speaks exactly to why I think everyone in my building is haggard. I admire Rademacher’s ability to hold cynicism and optimism in one space—something teachers do on a daily basis. In my role as English chair, I tell my department, my pessimism comes from a sincere desire for optimism. And it does.

The idea of teacher-leaders is not new, and it is a good idea. The term floating through the air at my school is “flatten the hierarchy.” I believe it is necessary to have teachers join the larger conversations about education. Ideas in schools should come from the ground up and include as many voices as possible. I like that our professional development days involve presentations from our own teachers. I like that the presentations are not slotted with outside “experts” telling other teachers what they should do, but teachers/friends/colleagues who are sharing what they have tried in their classroom. We have veterans and younger teachers alike presenting. It is bumpy, slightly messy (mostly because everyone is already taxed), but is going in the right direction.

Here is the question puzzling me: how can we do it without stretching teachers to the point of unhealthy exhaustion? How do we make space for thoughtful reflection and philosophical and invigorating discussion and sharing in a profession so rife with practical demands? I agree with Rademacher—students first. But those larger conversations at conferences, at district offices, in-building presentations, at negotiation tables, in picket lines, in books come from an intentionality to create the greatest conditions for students. I don’t think that is lost for anyone. The demands on teachers have always been great, and the added dimension of teacher-leader extends them exponentially.

Perhaps leadership roles should come with class reductions, sabbatical like? Perhaps, we should reduce class hours overall and provide more breaks, Finlandesque? Here is a peek in a teacher’s lounge in Finland, where coffee breaks become professional development. Plus, they have massages.

These ideas involve policy decisions far above my pay-grade. And might not work. I’ll admit, these days I’m more interested in finding good questions than answers. More interested in failing well than success—both in the classroom and as a department chair.
Enter the new leadership model experiment in my building: the Professional Risk Takers (PTR). It is an interesting idea. Our main objective is to direct and lead professional development for our staff. Our job is to live in the discomfort of holding “model classrooms,” remaining open to learning walks (both leading them and welcoming adults into our classes), taking time during our prep period to reflect and discuss together. The idea is to live more in a professionally vulnerable space. It is going to be more work, and tiring, I think it is a step in the right direction. I think it will be difficult in all the right ways, hopefully invigorating, energizing, and sustaining.

OUR Mandy Manning

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Current Affairs, Teacher Leadership

It’s been a whirlwind couple of weeks. I got moved out to a portable this summer, and the new carpet didn’t get installed until August 27.

By that week, of course, we were doing teacher work days, so I did trainings and meetings all day Monday, Tuesday and Wednesday; afterward I stayed late each night working in my room. Then I worked in my room all day Thursday and Friday and Saturday and Sunday and Monday. The day after Labor Day we had more meetings and that night was Back to School Night.

Of course that week, last week, was the first week of school. I think the earliest I made it home any night last week was about 7 pm.

This morning I got up early and worked on school work until about noon.

I talked to my mom. I did some cleaning.

I decided late this afternoon I could sit down, put my feet up, and do some reading. I picked up the neaToday, which I hadn’t opened since it arrived.

About five minutes into my relaxing moment, I saw the headline for the article “Meet 2018 National Teacher of the Year—” and said, “Wait a minute! That’s OUR Mandy Manning!”

Holy COW!

National Teacher of the Year!

I am so impressed, and so proud of her!

She’s OUR Mandy Manning. Washington State National Board Certified Teacher, Mandy Manning.

I immediately tore out the page so I could share it with everyone I know.

She’s OUR Mandy Manning. Regular contributor to “Stories from School.” Inspiring writer. Voice for us all.

I called my mom back so I could share the news with her. She’s a retired teacher, and she loves hearing good news about teachers.

She’s OUR Mandy Manning. Teacher extraordinaire. Compassionate advocate for students.

I want to be more like her. And isn’t that what the National Teacher of the Year is supposed to be—a model for all of us?

Congratulations, Mandy! I’m excited that you get to share your ideas with the rest of the country!

Teacher Leaders: Letting Our Light Shine

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Education, Professional Development, Teacher Leadership

Early in May, the Washington Teacher Advisory Council hosted a conference with the title Vision and Voice: The Future Is Now. Award-winning educators from all over the state gathered to share ideas and learn from one another. The conference was packed with high-powered teacher leaders that I admire- educators with blogs I love, whose podcasts I listen to, whose advice I have taken, and whose encouragement has bolstered me. We even kicked off our first evening with a keynote from the newly minted National Teacher of the Year, Mandy Manning. What an amazing experience to be among my educator heroes!

As I reflect on that event, I am so grateful to all of the amazing teacher leaders I have encountered over my career, and I know that their impact on my own practice has been immeasurable. I never fail to be inspired. I always learn. I return to my classroom reinvigorated and ready to shine my own light.

I teach English, so I my love of figurative language should come as no surprise. When I think of “light” as a metaphor for learning– from the proverbial “light bulb” moment to “lighting a fire,” these images work for me. As an educator, I’m all about creating light, spreading it, and feeling its warmth.

But there can be more to it than just bringing your light to your classroom and sharing it with your students. If you have talents to share, if you can inspire others, then you may see it as your responsibility to become a teacher leader. You’ve heard the phrase, “Don’t hide your light under a bushel,” right? We have the responsibility to give back to our colleagues, our communities and our profession whenever we are able.

That phrase about the bushel sticks with me. So often, as a professional, as a woman, as a child of poverty, I was in situations in which I was expected to know my place, to stay quiet, to comply and fade into the background. Something inside me has always rebelled at this, some idea that I can do more good for others if I stop dwelling on my own insecurities or a twisted sense of modesty or humility. (See Imposter Syndrome Ted Talk)

In a letter to her younger self, Hilary Clinton tells how her sixth grade teacher told her not to hide her light under a bushel basket. She passes this advice on to other young girls in this Teen Vogue article.

So what is this “bushel basket” all about? It’s from the New Testament. In the King James version Matthew 5:15 says, “Neither do men light a candle, and put it under a bushel, but on a candlestick; and it giveth light unto all that are in the house.” Now, historically, a bushel was a container for goods, such as grain, that became a unit of measure. So this is a bit weird in modern terms. But you get the idea. In this context, the light could be your faith, but it can also be your wisdom, your learning, your spark. Why hide a light?

 

Beyond that, if you have it, share it. An old Italian proverb says, “A candle loses nothing by lighting another candle.” We educators know that sharing our wisdom, our learning and our knowledge is the greatest gift we have to give. When it is needed, we must be ready to share. And we lose nothing in the sharing of it.

It’s relatively easy to go to our individual classrooms and share our knowledge. Teacher leaders take it a step further: staff trainings, mentoring, coaching, conference presentations, blogging, etc. That light that such teachers share grows exponentially.

We all have different talents, viewpoints, strategies and solutions to share. There are many paths to leadership, as varied as the individuals themselves. Some lead by supporting their colleagues on a day-to-day basis. Others take their show on the road, spreading their light leading professional development or giving keynote speeches. Some blog or participate in chats on Twitter. Some take a path that leads them out of the classroom and into administration, but, as long as their hearts are still in the classroom, they lead as teachers.

Now let me take this a step further. Where there is light, there is darkness. And let’s face it; there have been some dark moments in our schools recently. There are dark issues faced by our students and our colleagues. To fight the darkness, we need to rally behind the light. We teachers can do so much to help our students as they face the future, as they become the problem-solvers of tomorrow. As Dr. Martin Luther King, Jr., famously said, “Darkness cannot drive out darkness; only light can do that. Hate cannot drive out hate; only love can do that.” (from his “Love Your Enemies” speech) 

 

Don’t we have a responsibility to lead? To lead our students, and perhaps also our colleagues and communities? Find your way to bring the light. As Oprah Winfrey says, “You have to find what sparks a light in you so that you, in your own way, can illuminate the world.” (from the finale show) 

As for me, I’m all in on this light metaphor. I’m going to let my light shine, and, furthermore, “I am on until I am dead, like a light bulb,” as Henry Rollins once said. (from Henry Rollins: Still Angry After All These Years, LA Weekly)

So, get out there and shine, my teacher leader friends. You are needed now more than ever to strengthen our profession and guide our students through troubling times.

Remember:
“Nothing can dim the light which shines from within.” – Maya Angelou

 

Bargaining Salaries

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Education Policy, Teacher Leadership, Uncategorized

 

 

When the state legislature decided to abandon the state salary allocation model (SAM), my work as a local association president became significantly harder.  Now, my local teachers association is responsible for negotiating salaries with our school district.  I’m sure that this happens in places all around the country, but to be fair, I’ve never experienced this as a teacher in Washington.

And now it’s happened.

And I’m feeling additional stress and responsibility.

Especially as a leader who is also a full time teacher/coach and who has no expertise in crafting a salary scale.  

Oh, and that pressure-it’s real. The 151 certificated staff who work for our district are depending on the team–but I’m the leader of the team, so inherently the pressure’s on me.  My colleagues- they’re worth fighting for. Kim spends time at lunch, after school, and on weekends preparing students for their SkillsUSA competition (by the way- a few students earned a trip to Nationals, which means that Kim will spend more time facilitating preparation and a week out of her summer with students). Ryan spends nearly every Spring Break chaperoning students on an overseas field trip. This is time away from his family but it provides his students with an opportunity to leave the confines of our small town and see the world. Kim and Ryan deserve fair compensation for their work. So does Kyla, who is married with two children, and who wants to purchase her first house and Katie, who just purchased hers. Both teachers are finishing up their 4th year of teaching, and both deserve a raise for the valiant and quality work they’ve put in crafting English curriculum for the first time this year (both were Social Studies teachers who agreed to teach some ELA courses this year).  Their students are engaged and demonstrating strong analytical, reading, and writing skills. 

I want to keep them working for our students and in our community. I have a real vested interest in retaining and attracting quality educators to our district. I want my children and your children to have supported, dynamic, and fairly compensated educators in their classrooms. I want to work in an environment where teachers feel recognized for their work. But how do we even go about creating a salary model that reflects what the teachers value and what the district values?  Maybe the better question is- what are our values in this system and are those the same values that district administration hold when crafting a schedule? As I make my rounds to each of the buildings in our district, I’ll be probing at values in order to nail down what must be reflected in a salary schedule.

I’m not completely flying blind.  Our local association executive team is ready and willing to work and to maneuver this new “opportunity.”  Our state association (the WEA) has assigned a representative to us to help as needed. But I’ve always been that concrete-sequential gal who has to set up the header/footer and put her name on the paper before I even start writing the essay, so the task feels especially daunting.  Starting seems to be the biggest challenge.

To add to that tension, no district wants to start first.  Because if your district’s the first to nail down a salary schedule then you’re either the exemplar or the model of “what not do”. So there seems to be hesitancy on which of our local districts is going to make the first move. Yet, making the first move is also important. Teachers want to know next year’s salary as soon as possible. This knowledge empowers them to make decisions about their finances and labor. If a neighboring district is offering a significantly higher salary under their locally negotiated schedule and that district is close in proximity to home then it’s a real possibility that the teacher will want to seek employment in the closer district that pays more. While I’m a firm believer that a school culture drives retention, I also recognize that for some teachers, the trade off of an additional $15,000 might be the impetus to move to another district. I don’t want to feel competitive with the neighboring districts, but I can’t help but feel that this system is creating this exact scenario.

So the rubber hits the road this spring as our local, like so many others across the state, works with our district to create a salary schedule that mirrors our values and fairly compensates our educators.  This is a tenuous balance: we want to be good stewards of taxpayer dollars while cognizant that schools have been granted via the State Supreme Court and funding in legislative action, an increase in wages.  This is delicate work not to be taken lightly. Trust that local association presidents, particularly in small districts like mine, are shouldering this work and feeling the heaviness of this responsibility.  This is the weight of 151 salaries, 151 families, and 151 colleagues on your back.

And this is real.

And has serious consequences.

What Teaching Internationally Has Taught Me About Life, Limits and Differences

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Education, Life in the Classroom, National Board Certification, Teacher Leadership, Travel | , , , ,

By Guest Blogger, NBCT Sarah Applegate

Things that aren’t different:

  • Teachers complaining about staff meetings
  • New instructional initiatives that both inspire and tire teachers
  • Kids who turn in assignments late
  • Parent meetings that are stressful

Things that are different:

  • Where the staff meetings are held
  • The types of instructional initiatives that occur
  • Where kids turn in their late assignments
  • How long parent meetings last

Phuket, Thailand

Nearly two years ago, my husband and I finally finished our Search Associates application and did what we had been threatening/planning/talking about doing for years – we started actually searching for overseas teaching positions. What surprised us the most (we were naive) was how competitive overseas teaching is.  We had a very narrow search at first…Europe, some Latin American countries since Rob is a Spanish teacher. But we soon discovered that despite our (stellar) resumes, jobs were tough for us to land. After a year of frustration, we expanded our search, and, based on experiences our friends had been having at a school in China, we applied and were hired at the Dalian American International School in Dalian, China.

Fast forward a year, and here we are, living and working at DAIS. Literally since we live on campus. We live in a rural area about an hour outside of Dalian, a small city of 8 million people(!). We live a mile from a beach, our apartment looks out on a blueberry farm/wedding picture locale and we live with most of the people we work with in a six-story building. One plus- our commute is about 2 minutes.

I teach Senior and Junior Seminar (which focuses on college application and completing a research project) along with teaching technology at the elementary school. Rob teaches English and Social Studies to 7th graders. Our school is unique in that there is an international group and a Chinese national boarding program. Rob and I work with only Chinese students at the secondary school and the students I work with at the elementary school are all international (meaning, they hold a passport from a country other than China).

We had months to think about what work would be like here. And, many of our assumptions came true.

The students we teach are incredibly privileged and part of the rising middle and upper class in China. It isn’t surprising (anymore) to see a Porsche, a Range Rover and a Maserati at elementary pickup.

Students have a wide and varied range of educational experiences, both in the international and the Chinese national programs. In the international program, some students have lived all over the world, speak 2 and 3 languages, and see themselves as part of the broader global community- they have a deep understanding and acceptance that DAIS is just a stop on their journey as part of their parent’s work assignments.

Kids arrive and leave the elementary school frequently, and some are more ready to be in an English only program than others. In the Chinese national program, there isn’t a ton of turnover, but the language proficiency varies widely. Some of my seniors love to practice their language skills and have a solid understanding that next year they will be attending college in an English-speaking country so practicing now is valuable! Others are reticent and take shelter in the fact that 2/3 of the entire secondary school speaks Mandarin as their first language. They only speak in English when they are required to by the course or the teacher, and otherwise their day is in Mandarin. As someone who doesn’t have a second language and is a self-admitted lazy language learner, I can empathize- heck, I live and work in a gated community with other English speakers. However, my senior students are going to be in an entirely English university program in just 6 months! Gaah!

View from Hike

But, many of our assumptions didn’t come true:

Just because parents are shelling out a lot of money to attend a “western style” school, this doesn’t mean the students are motivated, take initiative and want to learn everything they can. They are still kids and teenagers, with moods, interests and skills that vary widely, and a broad range of understanding the privilege and opportunity they are being offered. We still have to bring our ‘A’ game every day. At least we have less of them to inspire. To be frank, class sizes are very reasonable.

Even working at a private school, even with the tuition, resources, etc., behind the scenes, we are still living in China, a developing nation. Thus working with technology can be incredibly frustrating. The government has a pretty tight monitor on information (apparently their website that filters all information that comes in and out of the China is the busiest in the world, which makes sense) but trying to be a technology teacher, providing 21st century experiences to worldly kids can be incredibly frustrating. We do a lot of sitting…and waiting for websites to load. As teachers, we all try to laugh it off, giving one another sympathetic “I know” looks whenever it is brought up at staff meetings (see above). However, as a technology teacher, I think I have a special and uniquely frustrating relationship with this reality.

China is different. So much different than the US, and the other two countries we have lived in (Mexico and Finland). There is so much I don’t understand- the language, obviously is a huge one, but layer that with characters that are pretty much unintelligible, traditions that don’t look like anything I have known before, and a public school educational system that is amazing (in the fact of how fast they have been able to increase literacy) but is entirely based on rote and routine memorization for an exit exam that requires a complete and exact regurgitation of the textbook information using the ancient and complex characters? Well, it is just a lot to take in every day. The first few weeks and months are a blur and people try and help- the question- “How are you adjusting?” is asked to every newbie frequently during the first few weeks. I vacillated between trying to stay strong (“We are great”) to honest (“I don’t know that I can stay here past October without having a nervous breakdown”).

In mid-November I had a quiet and brief epiphany: I can do it. I can figure out how to get groceries, coffee and exercise. I can appreciate the differences, I can laugh and relax just a little, and I can work on doing a better job of parenting, teaching and taking care of myself. I have a year and a half to go in my contract. I know I am going to be surprised at who I become and how I talk about these experiences in June 2019, when we plan to come home and “return to regular programming.”

PyeongChang 2018 Olympic Winter Games Ski Jump

Sarah Applegate has been teaching for 23 years and is excited to be new at something again! Sarah spent her entire teaching career in the same high school, first as an English teacher and then as the Teacher Librarian. In 2016-2017, she had the opportunity to work for CSTP working on teacher leadership initiatives and learned a lot about how to create the environment for teacher leadership to grow. Sarah has worked with National Board Initiatives in Washington State since 2002 and believes teacher leadership can improve student learning and transform schools. Sarah cannot believe how many miles she has been putting on her frequent flyer account over the past 10 months.

Following My Teacher Leader Compass

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Education, Education Policy, Social Issues, Teacher Leadership, Uncategorized

Teacher leadership requires us at times to buck the system. By this I mean that sometimes we will find ourselves in the minority on an issue, and we will be faced with tough decisions. Should we go with the opinion of the majority, or do we stick to what we feel to be right? How do you know that you are on the side of what is right?

In this business, we have a solid and predictable compass on our leadership journey. What is best for the students informs all that we do. The needs of the students drive our decisions because, if the students are failing to thrive, our system is failing. Often, teacher leaders become frustrated with administrations and other influential bodies that drive policy based on money, staffing issues, politics or other lesser things. It is then that we bristle and arm ourselves with research, data, and anecdotal evidence to march bravely to the front and speak on behalf of those who matter most, our students.

Teacher leaders take pride in representing our students. Still, when we find ourslelves faced with yet another issue where we must raise our hand and our voice, where we must offer the better way, despite being “just” teachers, it can be challenging.

I’m currently struggling with such a dilemma. Our district is strenghtening its retention policy to discourage a rapid uptick in junior high students with failing grades. The majority of district staff believe that if our policy has more “teeth,” if we actually retain more students, then others will work harder. This issue strikes a very harsh chord with me, and it’s personal.

My path to teaching has not been conventional. Many teachers come from middle class upbringing and school was a positive part of their young lives. For me, my childhood was marked by poverty, disfunction and abuse. Although, school, at times, was a sanctuary, in the end I chose to fail several classes in high school. I didn’t like or trust some teachers. My emotional needs took priority over academics at the time. Although I graduated on time, I let my grades fall and jeopardized my future. Punitive measures pushed me farther away from my teachers and my goals.

Fast forward to my adulthood, and the economic difficulties continued. I was a single mom with two children, struggling with poverty, homelessness, and general upheaval while I finished my education. My son failed fifth and sixth grades. His school wanted to retain him. Fortunately, the next school year I got my first teaching job, moved him across the state, and had him in my first seventh-grade class. He earned a D…from his mom. But, after settling in, he started to feel like the staff and the students cared about him. He started to appreciate his education and his own abilities. It was a complete turnaround. By the time he graduated, he had a B average.

So there is the anecdotal evidence, and the source of my personal passion. However, the research is vast that tells us that retention and other punitive measures do not work to improve engagement and achievement. (See links below)

But here is our real problem: Our student population is changing. We have a growing rate of poverty in our district. There are many students facing homelessness, abuse, neglect, disruption of every sort. Of course, we are already putting supports together for these troubled kids, but our resources are limited. And, we haven’t yet implemented the most basic changes to improve our outcomes: social-emotional learning curricula, trauma-informed teaching practices, remediation for low readers at the secondary level, peer mentoring, more frequent contact with adult mentors, etc. On top of that, they, the students, have not been asked what they need.

So, I ask, why are we getting “tough” on these kids before we get tough on ourselves? Our school generally supports the needs of its students. In fact, it is the same school that put my own son back on the path to success. However, missteps can be made. Teacher leaders should be ready to safeguard the needs of the students when and if they do.

Although I am as concerned as anyone else about the academic progress of my students, I believe that all students need emotional and academic support. I believe they need solid, trusting relationships with the adults in their school. I believe that they deserve a voice in the matter, too.

So, even though my position against retention is in the minority, I will stand by it, armed with data, case studies, and anecdotal evidence. I will listen to and consider the opposing views and share what I know and believe, hoping to make a difference.

As teacher leaders, we must regularly check our leadership compass. We must set our sights on true north–the academic and emotional needs of our students.

 

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More reading about the retention issue, should you want to dig a bit deeper:

A quick psychologist’s point of view- “Does Student Retention Work?”

An older study that should have settled it- Flynn’s “The Effects of Grade Retention on Middle School Students’ Academic Achievement, School Adjustment and School Attendance”

A level-headed look at  both sides of the issue- “Essential Questions Concerning Grade Retention”

Here is a link to a project that inspired me to bring my background in poverty into my teaching practice. Kristen Leong’s Roll Call Project illustrates the connections between students and their teachers. How are we different? What do we have in common? Does having something in common with our students matter?

And, for an alternative way of approaching students in poverty, check out the section on “Mind set” here-   “Engaging Students with Poverty in Mind”

TPEP 2: Personnel Supports–Impact and Reflection

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Education, Education Policy, Teacher Leadership

This is the second post in a series regarding the current Teacher and Principal Evaluation System (TPEP) in Washington State.  Each post will examine findings from the University of Washington’s Final Report on TPEP, titled ‘Washington’s Teacher and Principal Evaluation System:  Examining the Implementation of a Complex System.’  The full report can be found here:  http://www.education.uw.edu/ctp/sites/default/files/UW_TPEP_Rpt_2017_Rvsd_ADA.pdf  

In my last post I examined the challenges of the comprehensive model.  I also shared my building’s first go around with comprehensive and how we established systems to make the process a bit more manageable.  My administrators reworked their schedules, which created greater capacity for time in the classroom and meetings with teachers.  This shift has been a positive one, accentuating discussion about teaching/learning and not about student discipline/classroom management, only. In the recent University of Washington report on TPEP Implementation, teachers noted increased engagement of instructional leadership by administrators, including use of the instructional framework and feedback on student growth goals (Elfers and Plecki, 25).  Administrators concur with the findings of their teachers.  “A majority of principals (70%) and assistant principals (79%) agree that TPEP has allowed them to to focus more on instructional leadership (Elfers and Plecki, 25).  

TPEP fundamentally changed my school and my job. While my administrators made some serious adjustments, I did, too. Three years ago I became a .2 instructional coach. My responsibilities are diverse in many ways, but essentially I assist our teachers with TPEP.  I support student growth goal writing, coach/reflect with teachers on lessons taught, and implement new technology and engagement strategies. Over the past three years, the demand for coaching time has increased resulting in the expansion of our model. I am now one of two instructional coaches–I serve as a .4 and my colleague is a .2 release.  Basically, we’re the eyes and the ears of the teachers, not the administrators. Our job is to help our teachers navigate design and delivery of instruction, assessment, management, goal writing, and whatever else they need.  This is good work. This is important work. This work impacts students and teachers each day. This was absolutely driven by TPEP. That’s not to say that this is a negative.  New technologies and strategies have developed because of our coaching model.  In some ways, work that individual teachers took on has been shifted to our coaches.  It’s surprising to look back and consider the supports teachers should have received for years but didn’t.  Maybe teachers didn’t even know that they could ask for those supports?  In any case, TPEP was the catalyst.

My building is not alone.  “59% of superintendents and 15% of school administrators said that they added time from instructional coaches, TPEP coaches, or department heads”  (Elfer and Plecki, 41).  The results are staggering. There is a cost.  An increase in coaching and department head work results in loss contact time with students.  When I decreased my teaching load from five courses to four and then from four to three I immediately realized that I’d be working with fewer students.  I was acutely aware of what I was missing but also worked to amplify the relationships that I was building with the students in my remaining three class periods.  But, in all honesty, I miss the kids that I’m not teaching.  

Clearly TPEP has increased workloads for administrators. The report indicates, “About three-quarters of principals and assistant principals who responded to the survey agreed that TPEP has reduced their ability to perform other essential duties (76%) and reduced the amount of time interacting with students (73%)” (Elfers and Plecki, 28).  So, if we’re going to do TPEP “right” and make it meaningful, teacher driven, a natural harvest of work, and focused on student learning outcomes, how do school manage the logistics of this work?  Has an increase in coaching been the only solution?

UW’s report also speaks to the rise of administrative positions as a result of TPEP.  The Seattle Times asserts that TPEP led to a “hiring spree” (Seattle Times, Ed Lab, January 9, 2018).  The most significant impact in hiring came in the form of the assistant principal position where growth far exceeded the expansion of principal positions.  From 2010 to 2016, the number of principals grew by 4% compared with a 29% increase in assistant principals (Elfers and Plecki, 41).  The largest area of growth within the market was at the elementary level. The Seattle Times highlights that this was a 126% growth for elementary school assistant principals.  The data begs questions. How many of those schools that saw growth never had an assistant principal?  In schools where an assistant principal (AP) was added, how has the principal’s job changed?  What’s been taken off of his/her plate?  What’s been added?  What’s multiplied?  The diverse landscape of our state is made up of small schools, many which may have traditionally only had one administrator at the helm.  Is the increase in administrative positions, particularly with regard to the elementary assistant principal, directly caused by TPEP related duties or correlated with TPEP and the outgrowth of stronger instructional practices and resuscitated funding emerging out of an improved economy during this time span?  

TPEP isn’t binary and it’s not useful to think about who/what systems win and who/what systems lose as a result of the implementation.  Instead it’s far more useful for buildings and districts to consider the voices of stakeholders and reflect and adjust. Perhaps supports were needed for quite some time and TPEP created the impetus for the change? But, even with these report findings, I can’t say that definitively.  What I do know is that teacher quality and student learning isn’t easy to measure and systems must reflect those obstacles and provide flexibility in order to demonstrate fidelity to the evaluation process. To do so may require these personnel supports but without integrity to this process, TPEP will surely collapse.

National Boards: Let Me Tell You Why

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Education, Education Policy, National Board Certification, Professional Development, Teacher Leadership, Uncategorized

Washington State just welcomed 1,434 new National Board Certified Teachers. That makes 10,135 statewide. The popularity and support of National Board Certification indicates an emphasis on quality education for the students of our state. We are fortunate to have support at a level that teachers in other states can only imagine.

Suddenly, all around me, teachers are taking notice and asking about National Boards. What is it like? Should they do it? Is it worth it?

Good questions. I think I have some answers.

I am a National Board Certified Teacher. And that matters. Now let me tell you why.

NBCTs demonstrate a new levels of dedication to their students. Certainly, I was thoroughly dedicated before I certified, as are the majority of teachers. I was the sort of teacher that was always looking for ways to improve my practice. I wanted to be the teacher my students deserved. And I was willing to work for it. This is just the sort of teacher that decides to pursue certification.

It takes a certain work ethic to pursue certification, but the extra work is worth it if students benefit. When it’s all said and done, certification is a badge of honor, proof of dedication.

NBCTs take increasing pride in their work. And yet there is a certain humility that we cultivate as well. We know that everything we do is grounded in our knowledge of our students and their needs.

I was the first in my small, rural district to certify. Hardly anyone seemed to notice at the time. Despite that, I was overflowing with pride in my achievement and a new level of confidence.

That newfound confidence led me to do something bold on that very day. I was looking for my name on the National Board for Professional Teaching Standards website. I just wanted to make sure it was there, that I really was an NBCT. An announcement on the webpage caught my eye. The NBPTS was looking for applicants for its English Language Arts Standards Committee.

I had just certified…just that day. But did that keep me from filling out an application? No, it did not. And, by some miracle, I ended up on that committee.

With the NBPTS ELA Standards Committee, I had the experience of working with passionate and talented educators from around the country, creating standards that made us all very proud. The experience left me with a weird mixture of humble gratitude and elevated confidence in my abilities.

My certificate- A student’s reflection is visible, if you look closely. It has a place of honor in my classroom, as a reminder to keep my students at the forefront of my practice.

For many NBCTs, the journey doesn’t end at certification. NBCTs don’t retreat from the work. They know that we have to continue growing and improving as professionals, just as we want our students to grow and improve.

My professional journey has made me a much better learner alongside my students. I have learned to adjust on the fly, and to tweak activities and instructional tools to work for individuals, small groups, and whole classes. And, most of all, I know that we are all works in progress. My students and myself, we have a lot of growing to do. My NBCT journey gave me the confidence to always be in the middle of it, never just coasting on what I have always done before.

NBCTs develop the courage to look back and ask hard questions about their practice. We know what it is like to be judged by our peers, and, as unnerving as it is, the growth we achieve through the process propels us, perpetually looking back in order to move forward. The NBCTs I talk to always say that the certification process forces them to increase their ability to reflect and seek feedback. There is always something that can improve.

If you are trying something new, if you are pushing yourself to improve, you will find yourself in uncomfortable territory, where failure is possible. Not everyone is up to this, but NBCTs are ready to reflect and to adjust their practice as needed.

NBCTs seek opportunities to collaborate with others to provide the best experiences for their students. That means reaching out to their colleagues, their communities, their online resources and beyond. Our access to ideas and support is virtually limitless. For years, this pursuit of a network of support has bolstered my practice, increasing my confidence and filling my toolbox full of instructional tricks of the trade.

With the new interest in National Board Certification in my rural region, it became part of my journey to become a cohort facilitator and help others on their path to certification.  Local cohorts like ours are making it possible to get rural educators on board.

This year, two of my colleagues certified; so there are three NBCTs in my district now, and five more candidates in the process. The fire that has been lit across the state has ignited in rural Lewis County after all.

So, if you or someone you know is considering National Board Certification, if you are wondering what all the fuss is about, let me tell you:

Through National Board Certification teachers validate their practice and gain confidence to take it to the next level. Certification begins a journey of professional development that can be richly rewarding.

I highly recommend it.

“Teachers are members of learning communities”

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National Board Certification, Professional Development, Teacher Leadership

Earlier this week, Shari shared the great news about accomplished teaching here in Washington (1,435 teachers earned National Board Certification and 533 teachers renewed their National Board Certification in this last cycle).

When I earned my National Board Certification in 2006, I had no idea what an impact it was going to have on my career.

We often hear about the National Board Certification process: it fosters reflection on and close examination of student needs and our responsive practice. Many teachers who go through the process share how it helped focus their lens on how their knowledge of students informs practice as they move up that “Architecture of Accomplished Teaching.” There are those “Five Core Propositions” around which the process is centered, as well: Continue reading →