Exploring Quantitative Data...

To measure the difference our syndicate focus on effective reading planning has made, I have analysed the achievement shifts of our students who achieved 'below' in the PAT Panui / Reading comprehension assessments at Time Point 1 (TP1), and were present for the Time Point 2 (TP2) assessments. The graphs show a decrease in 'below' levels across the syndicate. These shifts across the year groups are illustrated in the graphs in the DLO above. To unpack this further I have analysed the GAP analysis completed by each class teacher. Due to the need to maintain privacy I will not be sharing these docs as students and teachers are easily identifiable. 

Possible reasons for students with no shift or a shift backwards:

• IEP
• Erratic attendance
• Behaviour
• Limited connections to the learning
• ESOL funded
• Disconnect with language of questioning
• Low level text comprehension
• Low self efficacy
• Overthinking the challenge

Continued absence from school prevents strong connections to the learning being made. These students are still learning to read and a lack of continuity means their cognitive load has increased as the gaps in their learning have widened and they have not been able to capitalise on the supports put in place for them. 

A lack of focus during learning time often results in learning has been impacted. Students who are off-task are not engaged in their learning tend to fall even further behind as the gap widens, causing already low levels of self efficacy to become an even bigger hurdle to get over. Low self efficacy also brings about the fear of failure, something often masked with a reluctance to participate and engage in the learning. 

Students with an IEP, or who are ESOL funded, often have disconnects with the language of questioning and low level text comprehension due to their limitations in gaining meaning from text at a higher than normal level. Removal of additional learning support or the opportunity to collaborate in testing situations, are also factors to be considered here as the reality of having to rely on the underdeveloped independent working skills leads to self doubt. In turn this leads to overthinking and/or not knowing how to access and apply the strategies needed to gain meaning. 

Possible reasons for no shift or a shift backwards linked to teacher practice:

• Students not being taught at the right level
• Teacher content knowledge not a strength
• Limited opportunities for differentiation
• Links to writing not planned for
• Learning Intentions and Success Criteria not being unpacked or linked directly to the learning
• Text choice
• Limited opportunities for discussion
• Create opportunities too limited
• Reading To missing
• Shared Reading missing
• Reliance on 'safe' and 'known' comprehension strategies
• No opportunities to reflect on own fluency
• Multimodal opportunities present in only some classes
• Syndicate created comprehension scaffolds used and displayed in some classes

 

Year Group	Shift backwards	No shift	Shift
4	13.3%	26.6%	0
5	6.5%	13%	6.5%
6	0	6.3%	9.4%
7	0	7%	14%
8	0	7%	14%

Time Point 1 achievement data was the catalyst behind the introduction of the Manaiakalani Reading Pillars of Practice (MRPP) as a framework to align our reading planning with. Through observations, appraisal discussions and planning feedback I noticed areas in our practice that were strong and the areas that needed strengthening. These are illustrated below in the TP1/TP2 reading planning analysis. After the TP1 planning analysis had been discussed both with the team and individually we set ourselves both syndicate and individual focuses. As with the data above, anonymity has been respected so classes and teachers have not been identified.

Shift in effective teacher practice between TP1 and TP2:

• Data analysed effectively to support group learning needs
• Teacher content knowledge strengthening
• Text choice strengthened
• Text structure and vocabulary focus introduced in all classes
• LI/SC align with syndicate co-created LI/SC to promote shared language of instruction
• A wider variety of reading comprehension strategies being explicitly planned for
• Multimodal opportunities present in 4/5 classes
• Explicit links between student achievement data, long term plans and guided reading plans
• Wide variety of questioning being used
• Questioning linked to comprehension strategies
• Syndicate created comprehension scaffolds used and displayed in all classes
• Planning is moving from being done for compliance to be done for a purpose.

                                      

Adopting the Manaiakalani Reading Pillars of Practice as a guiding framework has directly benefited our students by empowering our team of teachers with the knowledge and tools to improve instruction. This shared understanding has facilitated our collaborative learning journey, and highlighted the importance of using data to inform our planning to help us meet the learning needs of the students in our classes.

Exploring Qualitative Data...

This qualitative evaluation explores the impact of the Manaiakalani Reading Pillars of Practice (MRPP) on reading planning, teacher practice and capability, and student achievement within our school context. Capability, defined as the ability to effectively apply knowledge and skills to achieve desired outcomes. By aligning our planning to the MRPP has helped strengthen teacher capability and enhance reading instruction for our Year 4-8 teachers. In turn this has helped accelerate shift in student achievement in Reading.

To do this I analysed both long term planning and guided reading lesson plans with the time point 1 student achievement data in mind. Learning conversations with teachers allowed us both to explore their perceptions of what was needed to help all our students find success in reading. This process fostered a shared understanding of effective reading instruction within our team and promoted a cohesive approach where our thinking is more aligned. It allowed us to introduce mini PLD sessions that explored and unpacked comprehension strategies and the need for an aligned shared language of instruction in our team meetings. We co-constructed learning intentions, scaffolds and group norms. Using these resources helped us strengthen the questions we asked to ensure we were introducing our students to a wider variety of comprehension skills and providing them with increased opportunities to apply these skills in context both independently and collaboratively through discussion.

The MRPP has provided a clear framework for aligning long-term and short-term planning with evidence-based practices. The use of student achievement data alongside this has facilitated a shift from compliance-based planning to purposeful instruction. This shift has resulted in teachers moving away from simply falling back on the known to actively considering the specific needs of their students and tailoring instruction accordingly. 

                                                               

This process has introduced opportunities for rich professional conversations to take place. Additionally it had provided opportunities for best practices to be shared and both syndicate wide and individual areas that need strengthening to be identified. Using the Manaiakalani Reading Pillars of Practice has provided us with a clear framework for planning and instruction. This has as previously mentioned, reduced ambiguity, strengthening teacher confidence and has helped to put us all on the same page. From a leadership perspective this process has been the stepping stone we needed to engage in rich professional conversations where both successes can be identified, hard messages given and clarity of where to next co-constructed.

Use of a gap analysis has helped us to tailor instruction to meet individual learning needs of the tamariki in our own classes. Embracing change by beginning to multimodal text sets has provided our students with more opportunities to engage with and unpack the texts in front of them. We still are still on a journey but with a stable staff going forward we have the advantage of having already taken the first steps towards change.

The implementation of aligning our planning with the Manaiakalani Reading Pillars of Practice has had a positive impact on teacher capability and student achievement. It has provided us with the common ground needed for professional collaboration, and has highlighted the importance of implementing the data-driven planning decisions around our syndicate wide focus on the comprehension strategies. 

Teaching as Inquiry 2024

Click here to see how I align my inquiry with the Manaiakalani framework.

“Recognising and spreading sophisticated pedagogical practice across our community so that students learn in better and more powerful ways...”

The Manaiakalani Community of Learning is working together on this task using the expertise existing in of our community of learning. 

Labels:

LEvidence, LScan, LTrend, LHypothesise, LResearch, LReflect,

CPlan, CTry, CInnovate, CImplement, CReflect,

SPublish, SCoteach, SModel, SGuide, SFback, SReflect

Looking at the Research...

Professional learning development (PLD) refers to the ongoing process through which educators acquire the knowledge, skills, and attitudes necessary to be effective in their roles. To support the reasons behind this inquiry I have looked at the research to further inform my thinking. The notes below are written are summaries of the key points I took from these readings.

Teaching is a complex and demanding profession that requires ongoing, high-quality support and training. Professional learning and development (PLD) is essential for maintaining and improving teacher quality, with the primary goal of enhancing classroom practices. In 2009, schools faced challenges in allocating enough time to fully integrate new practices, which frustrated teachers.

In New Zealand, publications like the Ministry of Education’s Best Evidence Synthesis (BES) and John Hattie's work highlighted the importance of teacher quality in improving student achievement. Professional learning encompasses what teachers have learned from formal development and the informal knowledge they gain through feedback, discussion, reflection, and action. Effective PLD is diverse, linking directly to classroom practice to ensure practical application.

Principals who were actively involved in the learning process, participating as learners themselves, facilitated professional discussions with staff based on shared knowledge. Teachers felt more committed to changes when included in decision-making and valued opportunities for professional discussions, idea sharing, observing peers, and giving and receiving feedback. This interaction influenced their thinking and led to improvements in teaching practices. - Managing Professional Learning andDevelopment in Primary SchoolsJanuary 2009

Professional development (PD) for teachers should be practical, relevant, and fit into their busy schedules. It should empower teachers to lead in curriculum development and confidently manage classroom demands with confidence. PD must address teachers' needs, fostering collaboration and reflection. The most effective PD values teachers' experiences and offers ongoing support. When teachers are at the centre of PD, they more easily become reflective and transformative professionals capable of shaping curriculum and education policies. - Empowerment . . . through professional development set 1997: no. 1

With the belief that abilities are set in stone, individuals with a fixed mindset might not invest in continuous learning or skill development. This can lead to stagnation, where they find themselves left behind in rapidly evolving fields or areas of life.- Growth vs. Fixed Mindset: The Implications for Leadership and Innovation . 

Further Reading:

• The impact of data use professional development on student achievement MK Lai, S McNaughton - Teaching and Teacher Education, 2016 

• Professional development, changes in teacher practice and improvements in Indigenous students' educational performance: A case study from New Zealand - R Bishop, M Berryman, J Wearmouth, M Peter… - … and teacher education, 2012 

Mapping out my Hunches...

Mastery, in the context of professional development, goes beyond simply acquiring new skills or knowledge. It's about achieving a deep understanding and proficiency in a specific area of your field. It's a continuous journey of improvement, fuelled by a desire to be able to use the new learning effectively. 

If I think about myself in this situation. When I am introduced new strategy or concept in maths I usually switch off or shut down because I don't immediately understand what it is that I am being asked to do. Falling back on what I know and understand feels like a much safer option than been seen to 'fail'. It's not because I don't want to jump on the learning train, it's more that where maths is concerned, it takes time for me to process, understand and internalise the new learning. This differs greatly from my teaching buddy who has the ability to simply look at the new maths learning and somehow has the knowledge of how to use it and impart it with confidence. In maths she is a quick adapter and luckily for me is always happy to walk me through the new learning at a pace that works for me. As I said earlier it's not that I don't want to embrace the new maths learning, I simply just need more support to be able to make the shift in mindset and in practise. 

To guide my direction and help me narrow my focus I asked my team:

• What ideas from recent literacy PLD are you currently using?
• How has this strengthened your program?
• What encouraged you to make these changes?
• How does the PLD help shift student achievement?
• What stops you implementing new PLD?

From their responses I have compiled a list of hunches as to the possible reasons why teachers why choose to embrace or not embrace PLD. Although in the infographic below these are numbered, they are not listed in order of importance.

Qu 3: Building an accurate profile of students' learning - tools, measures and approaches...

Students who have achieved at a level considered to be 'below' the level they should be, are approximately a year behind the level they need to be at to make sense of the new learning. These are the students who with encouragement, scaffolding and explicit teaching will often make the gains needed to reach expectation.

Professional development empowers teachers with the skills to improve classroom practises, by introducing them to new learning which can make the changes needed in their practice to help strengthen the connections their students have to the learning. On occasions PLD is something that is simply attended so that a box can be ticked, but when embraced, can make a real difference. Sometimes despite having all the I's dotted and all the T's crossed shift does not take place. 

The conversations that often follow these results tend to apportion blame towards the student.... We have all at one stage or another heard phrases like '...did not connect to the test...'didn't read the questions carefully'... 'ran out of time'... 'was having a bad day...' It is only in recent times that we have been hearing teachers truly reflecting on their practice. What excites me as a team leader is hearing teachers identify where the gaps are in their own practice, then actively explore ways to try and fill these gaps. It the teachers who see student shift as a collaborative journey who make the most difference.

After the beginning of year data was collected and analysed at class level, this data was then shared at team level. As a group we celebrated our successes and looked at what teachers were doing in their classrooms to achieve these results. These strategies were then shared with examples that helped people see what it looked like in practise. Collectively we identified the support we would need to make both big and small changes in our practices, that would help to accelerate shift in all our learners, and together we formulated a plan that will help us get there.

The tools/measures/approaches:

• Planning 
• Long term
• Site DLOs
• Shared format
• Sharing time at syndicate meetings
• 10 minute quick tips that can be used in literacy
• Feedback from PLD and resources shared
• Classroom observations 
• linked to literacy
• Peer observations
• linked to literacy
• noticing ideas that are working and are embedded in the program
• Surveys
• Teachers
• Students - target group
• Time point 1/2 data analysis

Qu. #2 - Why we judge this to be the most important and catalytic issue of learning for this group of learners this year...

Achieving accelerated shift in Literacy was identified as being one of the most important and catalytic issues of learning facing our students in Y4 - 8, this year, when the time point one data was analysed. Exploring how learning gained from professional development is helping to strengthen teacher practice and achievement in literacy is something I haven't looked at before so I am looking forward to sharing my findings.

As I am not looking specifically into my own practice it is important to maintain anonymity. This inquiry is a syndicate wide focus and therefore not a focus on individual teachers. Our starting point with professional development linked to Literacy undertaken by the senior syndicate (Y4-Y8) in the 2023/24 period consists of:

• In Class Support (ICS) 2023
• Reading Program Intensive 2023 teacher/mentor meetings and observations 2023
• T Shaped Literacy 2023
• The Code 2024
• In Class Support (ICS) 2024
• PRT Y1/2 teacher/mentor meetings and observations 2023/24

To measure the shift I needed clear picture of where our student's starting points were. What to collect for baseline data was something I struggled with as I couldn't decide on the best way to do this. Like many faced with a direction conundrum, the task ahead found its way to the 'I'll do it later basket'. My problem was 'later' became a hard time to find. I knew I needed help and today that help came in the form of Amy Tofa and Matt Goodwin. 

I explained my inquiry focus and together we came up with a way forward that made sense to me. A really useful piece of advice here is to talk to your colleagues as saying things out loud and getting a 2nd opinion, or 3rd in my case, is one of the most valuable resources we can tap into. Amy pointed out to me that the picture I was trying to capture was huge and suggested I focus on one group of students. I am 100% taking her advice to focus on our students who scored 'Below' on our beginning of year literacy assessments.

The data above shows the percentage of our Year 4 -8 students who scored Below expectation on the PAT Reading Comprehension and e-asTTle assessments. I will be using this data to measure the shift made between the two cluster wide assessment timepoints in my target group. 

Qu 1: Student Inquiry Foci...

With the Manaiakalani goals of achieving 1.5 years progress inside a year (big 3), improving teacher practice, increasing attendance and hauora in mind, Richard Johnston, (our principal), challenged me to look at 'How we (PBS) are using PLD to accelerate shift across our school'. Having inquired into my own practice for many years I was excited to embrace this much bigger school wide focus. However, when I sat down to map out the way forward I realised I could make more impact if I looked across my own team, the senior syndicate.

To do this I am going to need to drill down into student achievement and teacher planning across our syndicate and look closely at how my team is using their new knowledge to change their practice and accelerate shift in student achievement in Literacy. To ensure this new learning becomes embedded within teacher practice we capture the journey via our appraisal system. This gives both myself as the appraiser and the teacher as the appraisee, a shared vision of how we can both contribute to their professional growth moving forward. It also means I can, to quote Russell Burt, capitalise on my role as our in school COL teacher to lead the teacher inquiry process to help 'build teacher and school capability in raising student achievement outcomes by linking evidence to practice.'

When looking at our class data we already have processes in place that allow each teacher to identify where the gaps are and think about why these gaps might be there before we can begin to fill them. It is not about trying to fix everything but rather strengthen the areas that need the most focus. In our team we do this both individually at class level and collaboratively at syndicate level. It helps to identify the commonalities so that we can move forward together learning with and from each other along the way. I will share this process in my next post.

My challenge now is to find out how I can capitalise on the learning gained from professional development undertaken by my team to help accelerate shift across our Year 4 - 8 classes. When I unpacked my journey forward I realised it's not about only strengthening teacher practice but also about how we can harness the creativity and power of our new learning to strengthen student engagement and spark curiosity in literacy.