Who’s down with CPD? Creative ideas from the TEEP Trainers Conference July 2010

CPD can be horrendous, both for the audience and the person at the front. Some teachers seem determined to totally resent it, probably due to bad experiences in the past, but schools must still provide five days of stimulating training a year. This is where the problems begin: what professional development to you offer and how do you engage most of your audience?

Fitting the pieces together

The TEEP (Teacher Effectiveness Enhancement Programme)Trainers Conference in York set out to explore some possible solutions to this issue and outline several models that provided creative solutions to CPD. Below I have outlined five approaches that came from the day. I am not in favour of any particular model, but wanted to start a debate on alternative ways to look at teacher training (look forward to reading your comments).

MODEL 1 – Lead Practitioner (SSAT)

TEEP needed to expand and so it has just been taken on by the SSAT (Specialist Schools & Academies Trust). They opened the conference with an intriguing and exciting proposal: aligning TEEP with the Lead Practitioner Accreditation. This is an online self-assessment tool that allows teachers to move through four stages of development, leading them from good individual practice through to being able to lead others in their development. As each of the criteria are meant, the teacher ticks the box and uploads evidence to support the statement. The accreditation comes after the fourth stage, where the portfolio that has been created is externally assessed and feedback given. The process demands real CPD, with teachers having to back to the  tool at regular intervals, moving through the stages and finding evidence. The reward for a quality portfolio is Lead Practitioner status (not automatically given) and membership to a network of other people in the same position (see website for details).

Schools have used this approach to their advantage. Take Lodge Park Technology College, who have created a CPD package that contains Lead Practitioner Accreditation. Staff who achieve the award go on to lead learning and teaching in their faculty, or take on whole school projects – their recruitment page makes interesting reading. At All Hallows Catholic Collegethey have used TEEP and Lead Practitioner status extensively and senior leaders say that it has improved the CVA and the number of good/outstanding lessons. The result has been that the school has shifted from ‘special measures’ in 2006 to a much healthier position now – see the Ofsted reports for details. Both schools have seen massive benefits to introducing a more sustained model of CPD and reaped the benefits in terms of outcomes.

MODEL 2 – Taster and Twilight (Hartlepool)

People can quite cunning and two teachers form Manor Collegeshowed just how much with their approach to lure teachers into CPD. They set themselves an ambitious aim: to create meaningful CPD, but also to engage people with the process. Firstly, they created an exciting and rigorous PD day that served as a taster for the CPD that was to follow. It involved activities about group work and staff creating presentations about the key ideas behind their programme (in this case TEEP). At the end of the day, all staff were given the opportunity to take on a TEEP Level 1 qualification to further explore the strands raised on the taster day, to be delivered in five twilight sessions of two hours each (a fairly big commitment).

There was no shortage of takers and group started to run. The trainers made sure that the twilights were a real ‘experience’ hitting the participants visually and emotionally, making it fun as well as intellectually demanding; they even drafted in a  small army of students to evaluate some of the work the group created. The whole process created a buzz around school, as did the quality of the teaching now coming from this pioneer group. The result was a clamour from other staff demanding twilight training and to be part of this approach. The key to its success are engaging staff and making want this training, both through the taster day and twilight sessions, and providing a qualification at the end (something to aim at over a substantial amount of time). There is a wealth of research to back up why these kind of projects have such impact, but probably the most accessible is Daniel Pink’s book ‘Drive’.

MODEL 3 – 2+1+2 = More than 5

It is hard enough to entertain people on a PD Day, but what if your ambitions stretch a little further. One trainer, Cath, was given the task of engaging a whole school staff in teaching and learning over the course of five PD Days. She decided to use TEEP level 1 as a framework, but adapted aspects of it to fit the context of the school. She took the first two days back-to-back in early July 2009 and used them to enthuse the staff in the process of creative teaching and learning. The days were high on engagement and group work, but ended with a lesson planning challenge that left people with something to try out in their lessons after the course ended. They were encouraged to collect artefacts that illustrated their experiments in the classroom.

Three months and a few gentle reminders later, the staff were back for Day 3. Experiences were shared and more flesh was put on the bones of what an engaging and creative classroom might look like in that school. They discussed PEEL procedures and thinking skills as a way to increase challenge and set themselves a challenge before Day 4.

After another gap, the group convened for Day 4 and 5 and shared experiences before analysing lessons plans created by teachers from other schools. This provided a distance so that constructive criticism could take place and this could be related to good practice within the room. The final sessions focused on the wider actions of teachers and learners and how this affects the classroom. Like all good units, the course ended with a creative task.

The advantages of this approach were, according to Cath, how it encouraged greater creativity and built in specific points of reflection and also how it created more group identity with everyone wanting to find out about the ideas of others. This is a key point, how many schools actually build reflection into their PD programme? After a successful day on a ‘school priority’ how to schools organise feedback and evaluation? Having a coherent course that runs over all PD Days in a year means that you can achieve this. There is the possibility that some of the key threads might get a little disjointed with this method, but it has to be better for the teacher than trying to make sense five separate days. The whole approach is about making sense of things: shared courses, shared language for learning, shared responsibility. Even though the course lasted 5 Days, the learning and impact happened in between as well and made the programme more than the sum of its parts.

MODEL 4 – Viral CPD (Hull)

Hull was one of the first authorities to grasp the power of having a single training programme to offer all teachers that come to work in the city. They have offered a coherent programme to all staff that is engaging and carries a qualification (TEEP Level 1). This is accepted by all schools and all teachers know that it is on offer. This means they can offer greater incentives when trying to recruit; and the same package is offered to all (GTPs, teachers in Secondary, Diploma tutors, etc).

The package offered is absolutely voluntary, but has attracted a wide acceptance because it has gone viral. Word of mouth and positive lesson observations have attracted the attention of senior leaders and other teachers. Where individuals have expressed an interest they have been placed in groups with people from other schools and begun to collaborate. What is even more impressive is that many of the training days take place in school holidays, but the perceived impact of good quality training has attracted the numbers anyway. There are mild incentives (overnight stays, meals, etc), but the improvement of practice seems to be the top motivator, that and the additional reward of points towards a masters.

Where senior leaders have taken on the challenge, the training programme has moved to a whole school model, similar to the one outlined above. For those schools with an Ofsted rating satisfactory or lower there is additional support.

MODEL 5 – Saturday Morning Fever (Sunderland)

This was similar to some of the ideas outlined above: a series of seven morning sessions for three hours each. The end result was a qualification in teaching and learning. It was offered to a number of schools in close proximity and was absolutely voluntary. It raised standards and creativity, just as in the 2+1+2 model and allowed for practical application between sessions. As noted above, it was amazing to see just how many people were willing to adopt this approach, willing to give up Saturday mornings to further their understanding of teaching and learning and be recognised for it. The aim benefit of this model was the amount of fun that generated – all attendees had chosen to be there and the weekend time slot brought a weekend atmosphere.

CONCLUSION

CPD seems to have more impact when people buy into it. If we can’t run it on a voluntary basis, then we need to make it coherent and long lasting. Senior Leaders need a long-term vision of where they want to go and plan a holistic course that will get them there. The idea of a qualification attracts some, but the prime motivator seems to be ‘getting better’ at teaching and moving on. If staff are given a reason to do something and a clear path through all the evidence suggests that they will give up time to achieve a goal. Above all though, the message comes through that CPD needs to be high quality and engaging – you have to admire schools like Lodge Park who have taken this into their own hands and ensured that this year’s CPD creates the Practitioners to deliver it for the following 12 months. Some serious (re)thinking needs to be done.

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Ideas for Encouraging Collaboration and Creativity Part I: how to collaborate virtually

How to collaborate virtually

If you are working in different geographical areas and struggle to meet regularly then you need to find easy yet effective solutions to ensure that your collaboration does not suffer. Also, these ideas work well if you simply wish to kick-start the collaboration before meeting. Here follows a series if ideas that could help maintain a continuous creative working relationship:

Wallwisher: the creative wall

tips on being creative
Wallwisher.com: great for sharing ideas – click to view example

Wallwisher.com is an online notice board where you create the content by adding interactive stickies to the board. This online tool is superb to use get the creative flare sparked up amongst colleagues. Sign up and start your own wall, then your co-workers can upload images, share ideas and links. Wallwisher is ideal to use a couple of days before the big planning meeting as it gets everyone thinking, then you start the meeting by going through the team’s examples.

The Creative Blog:

Blogs are commonplace nowadays and the list of blogging software is growing steadily and it’s fairly straightforward to set one up having little or no coding experience. The idea behind the creative blog is to keep a running discussion on a key issue, and change the issue regularly. For example, one school comes up with the topic for discussion and the teachers share ideas by adding comments. One particularly good way of keeping the creative flow going is to have regular times when staff or departments add their thoughts e.g. at Department Meetings. At the end of the set time frame, e.g. every half term, the post is printed to PDF or Issuu /ZinePal for easy sharing and to put the creative thoughts onto paper.

Simple Video-Conferencing:

Meeting detailsYou might have tried to do video-conferencing but you found it slow with poor audio and video quality? Although some methods are still annoyingly poor, some tools are in fact very good e.g. MikoGo.com . This service is not only free but also very straight forward and all you have to do is to register and download the MikoGo widget which you use to meet online.

Each time you want to start a session simply launch MikoGo and copy the session ID and then email/phone whoever you are meeting with and they enter the session ID – done! If you are doing vid-conf individually then inbuilt or basic webcams are fine. However, if you want to capture more than one person you’d benefit from a Point Tilt and Zoom video camera. They can be pricey but there are cheaper alternatives. The PTZs are great as they enable you to involve people around the room by ‘Pointing’ the camera and then zooming in on the person.

Collaborative Mapping:

This process is simple and only requires the people involved to sign up to a mind-mapping website that allows for sharing and collaborating on the same mind-map. There are many such tools available like for example:

CoMapping.com $25/year (approx £15): This is a superb tool as it gives users the possibility of collaborating on the same map at the same time.

Bubbl.us Free: Another solid application where people can work together on the same maps although not at the same time.

The strength of these types of online tools lay in the opportunity to sketch out rough ideas whilst at the same time build on each others’ thoughts. Many of such mind-mapping websites also give users to possibility of uploading images, adding links and even documents of various kinds. These more powerful features tend to involve a nominal charge, like with CoMapping (or MindMeister.com), but it is worth the money spent as you can lead, develop and collaborate on very large projects quickly and easily without much delay or complications. We have worked with both teachers and students on different projects and everyone agrees that it made collaborating more engaging and efficient – students benefited greatly during group work particularly when it involved a longer independent learning project spanning across a half-term as they could continue to work from home or simply just uploading documents, images and audio files to use when they returned to school.

If you haven’t tried any if these ideas yet then why not use one or two of the examples with a current collaboration, you will not regret it.

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Don’t allow Devil’s Advocates.

Wikipedia defines Devil’s Advocate as:

“…someone who takes a position he or she disagrees with for the sake of argument. This process can be used to test the quality of the original argument and identify weaknesses in its structure.”

This is of course an essential part of any successful collaboration and the process of innovation. However, if you “test the quality of the original argument and identify weaknesses in its structure” before having explored the idea fully and to its natural end, you run the risk of destroying a remarkable opportunity and a potentially innovative idea in a flash of a second. How can this happened one might wonder? You have heard the words before: “Do you mind if I play Devil’s Advocate for a second?’. This phrase does three things well: it will give the ‘Advocate’ in question the possibility of thinking in a non-productive fashion; take no responsibility for their words as they have taken on this new persona; and stop the creative process.

If you work in a successful team that brainstorms often and effectively you will notice that ideas, the good ideas, appear after lots of suggestions, tweaking and discussion. New ideas will also appear which can be listed and explored at a later date. When we write together or prepare for workshop sessions, we always start with a blank canvas and then thrash out thoughts and ideas on the page. After a few hours of serious ‘mapping’ we eventually begin to see something concrete, worthwhile and interesting. If one of us started playing the dreaded ‘Devil’s Advocate’ then we would never have come up with the books, websites and workshops like we have today.

Also, let’s not forget that a successful mapping/brainstorming session ends with a good idea which has been created by the team not the person. You have probably heard someone utter those words “That was my idea”. This completely undermines the whole creative process of collaboration and brainstorming. The idea of course appeared as a consequence of a lot of hard work and interesting/not-so-interesting ideas.

We are not saying that the birth of an innovative idea should not be followed up with critique. We believe that evaluation of ideas and critiquing projects are essential ingredients for the success of the collaboration/product or idea. However, one must allow the creative proccess to happen and for it to flow and not shoot down an idea before it has had a chance to flourish. Think about how many brilliant ideas that have been ruined or inventions that could have made a difference because of the Devil’s Advocate?

We say: encourage creativity and constructive, thoughtful and solution-focused discussion.

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