Classroom-Library Coplanning

Through coplanning, school librarians and classroom teachers engage in reciprocal mentorship. They learn with and from one another during the planning process. As they negotiate learning objectives, they identify alignment and connections between classroom curriculum, state and national standards, and literacies, including information literacy skills. They approach their collaborative work as equal partners who share responsibility for gathering resources and materials, developing and analyzing formative and summative assessments, modeling strategies, and guiding students through the learning process.

Coplanning Forms
I have found that coplanning forms can be quite useful in guiding school librarians and classroom teachers through the collaborative planning process. These forms help educators apply the Understanding by Design (Wiggins and McTighe 2005) as they plan with the end in mind. From objectives to assessments and all of the components in between, forms help educators cover all the bases.

Elementary Collaborative Planning Forms

Secondary Collaborative Planning Forms

Coteachers will identify various subskills such as notemaking that students will need to learn, review, and practice. They may create graphic organizers to scaffold student learning. These scaffolds guide students and help educators identify areas of mastery and areas where students need more instruction, guidance, and practice. These formative assessments as well as summative assessments that measure student achievement at the end of the learning event are important to prepare in advance or prepare with students so that students’ path to success is supported and clear from the beginning.

Responsibilities in Coteaching
Educators’ roles during direct instruction will likely need to be discussed in advance of lesson implementation, especially if one or the other educator is new to coteaching. When school librarians coteach, they may be engaged in direct instruction alongside classroom teachers. One or the other may take the lead in teaching specific subskills.

Direct instruction involves educators in sharing information and modeling strategies and tasks to help students learn and meet learning targets. When two educators coteach during direct instruction, they can authentically demonstrate various pathways for thinking using think-alouds. They can model collaboration, communication, discussion, debate, and other skills. For example, if educators are coteaching/teaching questioning strategies, notemaking skills, website/information evaluation, ethical use of information/citation, and more, they may take different roles such as question poser and responder or note identifier and recorder.

Both educators will monitor student practice and conduct inquiry/reading/writing conferences with individual students or small groups. Lowering the student-to-educator ratio offers coteachers the opportunity to interact with more students and offers students more individualized interventions.

Co-Assessment Responsibilities
Direct instruction is followed by formative assessments that help school librarians collect and analyze data on students’ progress as well as on the effectiveness of their teaching. Two or more educators look for gaps in comprehension and reteach individuals, small groups, or whole classrooms of students, if necessary. They also use summative assessments to measure students’ overall achievement in terms of the learning objectives and the overall success of the unit of instruction.

As equal partners in planning and implementing instruction, school librarians must be equal partners in assessment.

Engaging Relevant Learning Opportunities
In my experience, coteachers inspire and energize each other’s instructional planning and teaching. They bounce ideas off one another. They may push each other to take calculated risks to stretch their teaching and students’ learning. During instruction, they may take a playful attitude and demonstrate that wondering, puzzling, and problem solving is fun. They model communication, collaboration, critical thinking, and creativity in an authentic context.

School librarians have an important role to play in guiding the planning and teaching process toward involving relevant questions, challenging problems, exciting resources and tools, and increased opportunities student-led learning.

Coplanning with classroom teachers gives school librarians the opportunity to influence curriculum as well as instructional practices. This is leadership work. Misti Werle, school librarian supervisor in Bismarck, North Dakota, and I created a “Levels of Library Services and Instructional Partnerships” matrix. School librarians and classroom teachers in her district are using it to co-assess and chart their understanding of cooperation, coordination, and collaboration. Their goal is to increase classroom-library coteaching in their district.

You can access the matrix as a Web Extra or find it on page 28 in the book.

Questions for Discussion and Reflection

  1. What is your role in recording ideas and decisions made during coplanning?
  2. Why should school librarians share their coplanning activities with their administrators?

Reference

Wiggins, Grant, and Jay McTighe. 2005. Understanding by Design, 2nd ed. Alexandria, VA: Association for Supervision and Curriculum Development.

Reciprocal Mentorship

October Podcast Episode 2: Job-Embedded Professional Development: An Interview with Misti Werle, Library Systems Innovator, Bismarck (North Dakota) Public Schools

One challenge school librarians have faced in collaborative work is being acknowledged as equal partners with classroom teacher colleagues. In states where school librarians are required to hold classroom teacher certification and have classroom teaching experience, this may not be as much of a challenge. If, on the other hand, teaching certification and experience is not required, classroom teachers may need to be convinced that the school librarian is indeed an “equal.”The reverse may also have been true. I may be that when professionals serving in school libraries are perceived of as “coaches” or “mentors,” their classroom teacher colleagues may feel “less than” in terms of knowledge and expertise. A hierarchy—whether or not it is intentional—is implied. If school librarians position themselves as professionals who know more than their colleagues—in all areas of teaching and learning—classroom teachers may perceive that the school librarian is trying to “fix” a classroom teacher’s instructional or other practices.

In either case, relationships will suffer and collaboration may not be successful in the long run.

Reciprocal Mentorship
If, on the other hand, school librarians and classroom teachers collaborate as equal partners who learn with and from one another, then relationships have a better chance of thriving and collaboration is more likely to be on-going. Educators are adults who need to be respected for their knowledge and experience. Collaboration needs to be experienced by both/all parties as a problem-solving activity that benefits both/all educators and subsequently, all students.

In the best of instructional partnerships, mentorship goes both ways. It is reciprocal. There will be areas of the curriculum in which school librarians may lack knowledge or lack teaching experience. Classroom teachers may have little or no knowledge of or experience teaching the inquiry process or reading comprehension strategies. One or the other educator may be stronger in integrating technology tools and devices. One or the other may have better student observation skills or classroom management skills.

School librarians who approach collaborative work as educators with both strengths and areas for growth and who communicate the dispositions (character traits) of lifelong learners will have more success as coteachers. School librarians’ opportunities for professional development in their daily practice are truly limitless!

Job-Embedded Professional Development
In a learning commons library model, adult learning is as important as student learning. It is, after all, the adults who organize the learning environment and create learning opportunities for students. If adults do not engage in on-going professional development and continue growing their practice, then future ready students will be short-changed.

“Collaboration” involves “working with a member of the teaching team to plan, implement, and evaluate a specialized instructional plan” (AASL 2016). Collaboration requires effective on-going communication, joint planning, individual and collective action, and commitment to a shared outcome.

While coplanning, coimplementing, and co-assessing a lesson or unit of instruction, school librarians and classroom teachers are engaged in a just-in-time opportunity to learn with and from one another. Most educators do not have the golden opportunity school librarians have; they are not positioned to learn with and from colleagues who teach in all content areas. Due to that fact, it’s my experience that collaborating school librarians can accelerate their instructional expertise at a faster rate than most classroom teachers. And still, school librarians have more to learn from every educator and student they have the good fortune to serve.

One of the Future Ready Librarians™ gears is personalized professional development. When school librarians and classroom teachers engage in reciprocal membership, they are indeed providing and receiving personalized professional development. And students are receiving a higher quality of instruction. Win. Win. Win.

Questions for Discussion and Reflection

  1. What is your definition of a learning commons, and how does your current library measure up to that description?
  2. How do you ensure that the colleagues with whom you collaborate perceive classroom-library collaboration as the work of equal partners?

Work Cited

American Association of School Librarians. 2016 “Position Statements: Definition for an Effective School Library Program.” www.ala.org/aasl/advocacy/resources/statements

Professional Development Is Key

One of the long-term trends (five or more years) in the 2017 K-12 Horizon Report is advancing cultures of innovation. As noted in last week’s post, collaboration and leadership are both essential aspects of innovation and change. As innovators and change-makers, school librarians working alongside their administrators and colleagues can be at the forefront in a distributed leadership culture.

If innovation is a process of thinking that involves creating something new and better (George Couros paraphrase), then school librarians, as professional developers, will always be seeking improvement. As Senge and his colleagues suggest: schools that learn are “… places where everyone, young and old, would continuously develop and grow in each other’s company; they would be incubation sites for continuous change and growth. If we want the world to improve, in other words, then we need schools that learn” (cited in Moreillon 2018, 10).

Formal and Informal Staff Development

Formal staff development and informal professional learning (coteaching) are ways that school librarians lead in their schools. In recent years and in many quarters, the term “professional development” applied to adult learning has been replaced with “professional learning.” For me, development implies improvement. If we agree that all learning requires change, then I, for one, welcome “professional development” as a term that indicates an upward continuum of growth. I do not perceive of “development” as contrary to the autonomous aspect of andragogy, adult learning. (In my book, I use both terms: “professional development” and “professional learning.”)

There are many examples in editors Debbie Abilock, Kristin Fontichiaro, and Violet H. Harada’s book Growing Schools: School Librarians as Professional Developers. I highly recommend Maximizing School Librarian Leadership (MSLL) readers return to that book for examples of the many pathways school librarians have taken in leading professional development. (I would contend that all the examples in Growing Schools required collaboration in order to achieve success!) My chapter in that book provided the foundation for MSLL Chapter 2: Job-Embedded Professional Development.

Banned Books Week: Professional Development Opportunity
The American Librarian Association is part of a coalition of organizations that focuses a spotlight on Banned Books Week September 23rd – September 29th. School librarians can lead by coteaching and providing professional development focused on “Call Out Censorship.”  For inspiration read Jacqueline Higginbotham’s post “What? I am not allowed to read that” and comments on the TxASL Talks: Advocacy for All blog.

Then, ask yourself how you can offer your school community an opportunity to consider the ramifications of censorship. Follow up and ollaborate with classroom teachers to invite students to consider issues of censorship in light of the “Top 10 Most Challenged Books of 2017.”

MSLL Book Study Support
The discussion questions, activities, and reflection prompts at the end of each chapter in MSLL are designed to position school librarians as professional development leaders. The majority of the questions, activities, and prompts are focused at the building level but can be adapted for other contexts. By guiding MSLL co-readers through these activities, school librarians demonstrate leadership and their impact on adult learning in their schools and districts.

For example, one of the activities offered at the end of Chapter One is a job description writing exercise. It starts with the end in mind—the job description of a future ready student. From that foundation, MSLL readers are invited to write job descriptions for any stakeholder in that endeavor. School librarians facilitate these kinds of adult learning activities in order to build trust with and among colleagues, to develop shared values and priorities, and to improve instructional practices in their buildings or at the district level.

Brain research confirms that metacognition—thinking about our thinking/learning—is the way we modify our understandings and integrate new knowledge into our schema. I have included reflections prompts at the end of every chapter. I offer one prompt especially for school librarians. In this question in Chapter One, I encourage school librarians to think about how they make connections and contribute to a culture of learning in their schools or districts. (This will be one of the questions #txlchat participants will discuss on Twitter focused on Maximizing School Librarian Leadership tomorrow, Tuesday, September 25th. Join us!)

MSLL readers are encouraged to adapt the book study components of each chapter to their unique learning environments. Developing site-specific or district-level discussion questions is recommended as appropriate. Activities and reflection prompts can also be modified.

There are no shortcuts to culture building. Educators must develop trust and invest in their own and each other’s continuous learning. Shared professional development is the way.

Questions for Discussion and Reflection

  1. How do you currently lead professional development in your school?
  2. What are your plans for increasing your contributions to your own and to colleagues professional learning this academic year?

References

Abilock, Debbie, Kristin Fontichiaro, and Violet Harada, Eds. 2012. Growing Schools: School Librarians as Professional Developers. Santa Barbara: Libraries Unlimited.

Moreillon, Judi. 2018. Maximizing School Librarian Leadership: Building Connections for Learning and Advocacy. Chicago: ALA.

New Media Consortium and Consortium for School Networking. 2017. The NMC/CoSN Horizon Report: 2017 K-12 Edition.

 

Maximizing Leadership: Chapter 9

Maximizing School Librarian Leadership: Building Connections for Learning and Advocacy will be published by ALA Editions in June, 2018. Chapter 9 is the final chapter in the book.

The book will be hot off the presses next month and a limited number of copies will be available at the ALA Store at the Annual Conference in New Orleans. I will be participating in the conference and will carry copies of the book for you to preview. I will also have $5-off coupons to hand out.

Chapter 9: Sustaining Connections in a Learning Culture

“Courageous leadership and the perseverance to continually improve are critical to creating a better learning culture for all students and ultimately, to transform learning” (Sheninger and Murray 2017, 227).

Building and sustaining a collaborative culture of learning provides the necessary foundation for change. In order for any innovation to be successful, all stakeholders must work together to achieve that shared goal. In this culture, leaders engender trust and ensure positive relationships among team members. Beginning and ending with the plural pronoun “our,” all members of the school learning community share responsibility for learning and take pride in the outcomes. They all have a common stake in continuous improvement that results in student success.

A collaborative culture of learning allows individual educators to capitalize on the strengths their colleagues possess while they build their own instructional expertise. When school librarians enter into future ready learning partnerships, they help others achieve their goals. Working in teams, they build trusting relationships. In classrooms and libraries, educators practice reciprocal mentorship in order to improve student learning outcomes. They take risks together to coteach, and they believe that their instructional practices can develop at a much greater rate with more assured improvements when they collaborate.

With leadership, a successful change process breeds more change. School librarians working as change aides have the opportunity and responsibility to collaborate with administrators to codevelop and sustain library programs that are at the center of initiatives to transform learning and teaching. As leaders, librarians embody the vision, walk the talk, and go the extra mile.

What you will find in this chapter:
1. Graphic from How to Make a Switch (Heath and Heath 2010);
2. AASL Shared Foundations and Key Commitments (AASL 2018);
3. Your Plan and Reality Graphic;
4. Empowered Collaborative Culture of Learning Graphic.

For all stakeholders to work together over time, an empowered learning culture must be nurtured in order to sustain change. Time and time again, principals, school librarians, and teacher leaders will be called upon to renew and reinvigorate the learning community’s commitment to growth.
School librarians can be essential leaders who build and sustain the relationships that cement the foundation of a culture of learners—young and older—who strive to make schools joyful, relevant, challenging, and effective learning environments for all.

Works Cited

American Association of School Librarians. 2018. National School Library Standards for Learners, School Librarians, and School Libraries. Chicago: American Library Association.

Heath, Chip, and Dan Heath. 2007. Switch: How to Change Things When Change Is Hard. New York: Broadway Books.

Sheninger, Eric C., and Thomas C. Murray. 2017. Learning Transformed: 8 Keys to Designing Tomorrow’s Schools, Today. Alexandria, VA: Association for Supervision and Curriculum Development.

Image Credit: Word Cloud created at Wordle.net

 

Maximizing Leadership: Chapter 3

Maximizing School Librarian Leadership: Building Connections for Learning and Advocacy will be published by ALA Editions in June, 2018. As a preview to the book, I am using one blog post a month to share a one-page summary of each of the nine chapters in the book.

Chapter 3: Inquiry Learning

“Curiosity is the tool that sparks creativity. Curiosity is the technique that gets to innovation” (Grazer and Fishman 2015, 62).

Inquiry learning can spark students’ curiosity and ignite their passions. Inquiry puts learners in the driver’s seat and leads them to invest in and care about the literacies, skills, and dispositions they develop during the process. As students pursue the answers to personally meaningful questions and engage in real-world projects, they learn how to learn and build their confidence.  Hands-on, minds-on inquiry learning experiences help prepare young people to problem solve when confronted with the inevitable learning that will characterize their futures.

Educators are responsible for creating the conditions in which inquiry learning can flourish. Inquiry doesn’t just happen; it must be expertly designed. Building connections between required curriculum and students’ interests is essential. When two or more educators plan for inquiry, they increase the resources and knowledge at the collaboration table. They push each other’s creativity and codevelop more engaging learning experiences for students.

When school librarians and classroom teachers coplan, coteach, and comonitor students’ inquiry learning process, they create opportunities for students to increase their content knowledge. They help students develop future ready skills and strategies that are transferrable to other learning contexts—both in and outside of school.

This chapter provides a rationale for applying a research-based model for inquiry learning. Guided Inquiry Design (GID) is grounded in the findings of Kuhlthau’s information-seeking process research. GID provides a structure in which a team of educators share responsibility for launching, guiding, monitoring, and assessing learning outcomes. During curriculum-connected inquiry, students take responsibility for and reflect on their own learning process and products.

What you will find in this chapter:

1. A Recipe for Inquiry Learning Graphic;
2. Learning Phases in Various Inquiry Models;
3. Guided Inquiry Design Process (Kuhlthau, Maniotes, and Caspari 2012);
4. Inquiry Learning Subskills (*Tested on Standardized Tests);
5. Inquiry as a Strategy for Professional Learning.

School librarians can be leaders in codeveloping, coimplementing, and sustaining a culture of inquiry in their schools. When school sites or entire districts adopt and practice a single inquiry model, students can rely on multiple opportunities to experience deeper learning. When educators use an inquiry model to explore their own questions about teaching and learning, their understanding of the process and their confidence in their shared findings strengthen a culture of learning and improve teaching in their schools.

Works Cited

Grazer, Brian, and Charles Fishman. 2015. A Curious Mind: The Secret to a Bigger Life. New York: Simon & Schuster.

Kuhlthau, Carol C., Leslie K. Maniotes, and Ann K. Caspari. 2012. Guided Inquiry Design: A Framework for Inquiry in Your School. Santa Barbara, CA: Libraries Unlimited.

Image credit: Word cloud created at Wordle.net

Maximizing Leadership: Chapter 2

Maximizing School Librarian Leadership: Building Connections for Learning and Advocacy will be published by ALA Editions in June, 2018. As a preview to the book, I am using one blog post a month to share a one-page summary of each of the nine chapters in the book.

Chapter 2: Job-Embedded Professional Development

“A team is not a group of people who work together. A team is a group of people who trust each other” (Sinek, Mead, and Docker 2017, 104).

Professional learning embedded in the everyday practice of educators is an effective way to transform teaching and learning. In this model, school librarians can serve as professional learning leaders. They enact this role in a number of ways: through providing formal staff development; by serving as a member or team leader in one or more professional learning communities (PLCs); and through classroom-library collaboration, which involves trusting colleagues in coplanning, coteaching, and coassessing learning outcomes.

While all of these contributions to professional learning are important, collaboration for instruction gives school librarians the optimum opportunity to learn with and from their colleagues. Coteaching is personalized learning for educators. It is aligned with adult learning theory that puts educators in the driver’s seat—controlling the content and context of their learning while they solve self-identified instructional problems.

Planning for instruction is teacherly work. It requires connecting curricula with students’ interests and motivation and making learning experiences relevant. It involves determining goals, objectives, and assessments. It includes identifying compelling resources and effective instructional strategies. Through the hands-on implementation of coplanned lessons or units, educators monitor student learning and the success or areas for improvement in their instruction.

What you will find in this chapter:

1. A Rationale for Coteaching as Effective Job-Embedded Professional Development;
2. A Description of Classroom-Library Coteaching Approaches;
3. A Levels of Library Services and Instructional Partnerships Matrix;
4. An Explanation and Application of the Diffusion of Innovations Model:
5. A Coplanning and Coteaching Self-assessment Instrument.

Coteaching offers educators the opportunity to hone their craft while teaching “actual students in real time, with the taught curriculum, available resources and tools, and within the supports and constraints of their particular learning environments” (Moreillon 2012b, 142). School librarians add value when they co-collect evidence (student learning outcomes data) to demonstrate the effectiveness of their teaching in terms of what is important to colleagues and administrators. Data points the way toward continuous instructional improvement. Coteaching also creates the opportunity for school librarians to co-lead in a culture of adult as well as student learning in their schools.

Works Cited

Moreillon, Judi. 2012. “Job-embedded Professional Development: An Orchard of Opportunity.” In Growing Schools: School Librarians as Professional Developers, edited by Debbie Abilock, Kristin Fontichiaro, and Violet Harada, 141-156. Santa Barbara: Libraries Unlimited.

Sinek, Simon, David Mead, and Peter Docker. 2017. Find Your Why: A Practical Guide for Discovering Purpose for You and Your Team. New York: Penguin.

Image Credit: Word Cloud created at Wordle.net

Planning 4 Assessment

03_advanced_students_3h_sizedWe did not have the opportunity to address some of the questions asked during the “Classroom Library Coteaching 4 Student Success” Webinar held on October 13th. For the next few BACC posts, I will share my experience and perspective on some of those unanswered and sometimes thorny questions.

Several participants asked questions about assessment. One participant from Virginia asked about informal assessments. Another from Fort Mill noted that she does not “give grades” in “library class.” Other participants who were not school librarians noted that they were pleased to be “reminded” of the benefits of coteaching with their school librarians. I inferred that they were including joint assessment as one of those benefits.

In my experience, sharing responsibility for assessments can be one of a school librarian’s calling cards—a way to introduce a coteaching benefit that many classroom teachers and specialists will respond to positively. Designing, gathering, and analyzing formative assessment data collected before, during, or after a lesson or unit of instruction is an essential activity for all educators.

When educators coplan for assessment, they can practice articulating a rationale for the lesson or unit of instruction. In “Every Lesson Needs a Storyline,” Bradley A. Ermeling and Genevieve Graff-Ermeling suggest that coherent instruction helps educators test and refine hypotheses about effective teaching and learning. In their article, they provide a series of questions that can help educators self-assess their lessons. One example is this: “What evidence did we collect during and after the lesson to help us evaluate student progress and study the relationship between teaching and learning” (26).

One of the critical skills for 21st-century school librarians engaged in collaborative lesson planning is being able to align standards and to codevelop learning experiences with student outcomes in mind. Many school districts across the country have focused professional development on Understanding by Design (UbD) as codified by Grant Wiggins and Jay McTighe. In short: When educators plan, they begin by specifying what they want students to know and to be able to do at the end of the lesson or unit of instruction. Educators also determine how they will measure student learning outcomes at the beginning of the planning process.

Codeveloping anticipation guides, exit slips, graphic organizers, checklists, rubrics, and other assessment and student self-assessment tools is an excellent strategy for creating the context/expectation for shared responsibility for assessment. With this level of collaboration, most educators will feel comfortable with each other’s assessments of student work. However, one excellent strategy to help ensure inter-rater reliability is to coassess a few “anchor papers/products” that demonstrate various levels of mastery. Then both educators will know when they see an exemplary product, an average one, and/or a “needs more work” example. They will also learn when their instruction supported individual student’s learning and when it did not.

When you coplan in the role of a school librarian, keeping the focus on outcomes helps position your collaborative work and the role of the school library program at the center of academic achievement. This is essential to the value others place on your work, especially principals who are charged with the role of instructional leaders. When we plan appropriately for instruction, coteach, and coasssess lessons, we experience job-embedded professional develop and provide the same for our colleagues. We also serve as co-instructional leaders with our principals.

The bottom line: Educators must assess student learning outcomes in order to measure their teaching effectiveness. Let’s keep on improving our instruction by coplanning for assessment and sharing responsibility for evaluating the effectiveness of our teaching.

BACC readers can link to the archive on edWeb.net. Resources for the Webinar on my presentations wiki.

Work Cited

Ermeling, Bradley A., and Genevieve Graff-Ermeling. “Every Lesson Needs a Storyline.” Educational Leadership, vol. 74, no. 2, 2016, pp. 22-26.

Image Caption: Fifth-grade students completing a graphic organizer for the Advanced Building Background Knowledge lesson in Coteaching Reading Comprehension Strategies in Elementary School Libraries: Maximizing Your Impact (ALA, 2013).

The Accidental Librarian

Brookline public library

 

 

My forty plus year career as a school librarian began at the Brookline (MA) Public Library, not by plan, but by happenstance. Call it kismet, fate, or just good luck, I stumbled upon what has become a lifelong passion for the essential role of school library programs in educational communities.

Totally green and wide-eyed, recently graduated from college, I needed a job-badly. Here I was on the front steps of the public library with no other good ideas for employment.  It was a last ditch stop in a three month job search, and I was discouraged to say the least. My husband was a first year student at Boston College Law School, and I was a breadwinner without a paycheck.  I remember clearly, as I looked at the imposing building, thinking to myself-maybe they need someone to shelve books.

After applying for teaching jobs in every suburb in the Boston area, and coming up empty, I had come to the conclusion that a career in education was not in my future.  My freshly minted resume with an undergrad degree in American Studies and enough education courses qualified me as a certified secondary social studies or English teacher. My lack of experience or an advanced degree kept me at the bottom of the applicant pool. Not a cheerful picture-at least until that fateful day that I gathered up the courage to enter the library and ask if there were any job openings at all.

Right place, right time…

The twist of fate was amazing, and within minutes of my query, I was sent out to a local school library to interview for a position as a library assistant.  At the time, the public library ran “branches” in all the local schools, something I had never imagined.  They hired librarians and assistants, and provided funding and services to support collection development and instruction for community children in the schools. Books and other educational materials were ordered and processed through the central branch and delivered shelf ready.  The school librarian met with classes for storytime and library skills instruction, and she needed someone to help her manage all the spinning plates.  I was hired, and, as I looked around the wonderful facility, fully stocked with shelves of books, brightly decorated walls, and nooks for reading and learning, I was hooked. Somehow, I knew this opportunity would open my world beyond the confines of a classroom, and I was eager to jump in.

Break for a history lesson…

The timing of my adventures in school library land, coincided with the early years of the landmark ESEA Education Legislation (1965) that resulted from Lyndon Johnson’s “War on Poverty.”   The original Elementary and Secondary Education Act provided funding for programs to expand and improve educational services for low income families, so that children would have increased opportunities for educational success in both urban and rural areas with concentrations of poverty. While school libraries were available in some schools across the nation, ESEA boosted the implementation of school libraries in a big way. Title II of that legislation provided funds for school library resources, textbooks, and other instructional materials, and gave impetus and funding for school libraries, especially in elementary schools.  School libraries and professional librarians were needed to ensure equitable access to information and resources for literacy. In the late 1960’s and early 1970’s, the demands for a cadre of specialized school librarians versed in library administration and pedagogy gave rise to an increase in advanced library and information science programs for that specialty. Standards for preparation for school library programs have continued to be developed and revised under The American Association of School Librarians, a division of ALA since 1951.

Riding the wave…

I will never forget the total immersion effect of those first few months in the school library-and they were paying me to be there! I felt like I had been given a special gift. There were so many books to read, skills to learn, decisions to make, and people to get to know, both students and faculty.  My mentor librarian took me under her wing, and provided amazing professional development in all things “library.”  By the end of the school year, I knew that I wanted to have my own library, so I began to take courses that would lead to the library media educator endorsement, a two year process.  (Later, I went on to an advanced degree in cultural history and museology, and really learned to research!)  In September, as I returned for my second year at the school, the administration of the school libraries was moved from the public library to the school district, and the library program was integrated into the mission of the school. For many, it may have been a minor distinction, but for me, the connection between public and school libraries will forever be strong.

And so, a few decades later…

Here I am, years later with experiences in a variety of school library situations, from preK through high school, and as a library educator at the graduate level, still excited about the best job in the whole school.  In this profession, the learning never ends, and change is a constant.  For those of us who relish creativity and change, and who honor the mission of equitable access for all learners, the school library will continue to be to go to place for learning in our schools. I’m so glad to have been along for the wild ride!

 

Image: Brookline Public Library

https://c2.staticflickr.com/4/3036/2808317102_4fa63f98df_z.jpg

Coteaching Inquiry and Reading Comprehension: A Perfect Match

PM_logo_3_sizedToday, I am facilitating a half-day preconference workshop titled: “Coteaching Inquiry Learning and Reading Comprehension Strategies: A Perfect Match.” I am a long-time practitioner and staunch advocate for the school librarian’s instructional partner role.

In this workshop, I bring together two areas of teaching and learning about which I am passionate: inquiry learning and reading comprehension strategies (RCS). These two processes can be aligned in order to increase students’ success with both. Inquiry and RCS are metacognitive processes that invite learners to think about their thinking. They can help learners grow their ability to “learn how to learn.”

And both processes are best taught with a coteaching approach. In the workshop, participants will review these processes, complete a puzzle that spotlights how they are aligned, and practice coteaching close reading with literature that can lead to an inquiry unit of study. Coteaching RCS builds on the school librarian’s strengths in teaching information literacy skills and makes a more successful learning outcome for students.

When classroom teachers, specialists, and school librarians combine their knowledge, skills, and talents, everybody wins!

This workshop is based on my previously published books regarding coteaching RCS as well as one that I am authoring: Building a Culture of Collaboration: School Librarian Leadership and Advocacy (ALA Editions 2016).

The AASL Conference is just getting underway today. If you are not in Columbus and attending this event, check it out on Twitter at #aasl15, on the Knowledge Quest Blog, and on the AASL Facebook page.

P.S. Since I am not able to be at Treasure Mountain this morning, I am sharing my thank-you note video to Dr. Loertscher via the BACC.

Word cloud created at Wordle.net

Models for PL and CBE in Practice

Reaching for SuccessA View from Northern New England

Right now, I am posting from Old England (London) where I am visiting family and trying to find spring flowers and green grass. I have deserted New England, which is still waiting for snow to melt and to turn the mud into something that indicates that spring has arrived-and not just on the calendar.

Last week I explored the changes that are on the horizon in school systems across the nation, and this week I will share some of what’s happening in Northern New England with a different take on collaboration.

New Hampshire, Maine, and Vermont are in various stages of implementing competency based education policies that have been adopted recently. New Hampshire (2005) has led the way, Maine (2012) is close behind, and Vermont (2013) is catching up. What these states have in common, besides snow and ornery natures, is a reverence for self-determination.

Competency based education has been defined at the state level (a bit differently within each state), but the framework for implementation is being developed at the district and school level. Instead of top down, it is happening bottom up. The state education agencies are providing resources to help districts develop implementation plans. The three states are collaborating to explore best practices and to provide professional development so that educators can learn from one another. The progress is faster in some places than others, but there are shining examples for possibilities to improve educational experiences for now and next gen students. The League of Innovative Schools is one of the opportunities for professional development across the region.

Find out more here: “Innovative Schools turning Around Lives in New England,” http://www.centralmaine.com/2013/05/20/innovative-schools-turning-lives-around_2013-05-21/

If you are interested, here are a few snapshots of what’s happening around the northern NE states

New Hampshire: PACE-Performance Assessment of Competency Education

Maine: Education Evolving: Maine’s Plan to Put Education First

Vermont: Act 77: Flexible Pathways

One School’s Journey

Mt. Abraham Union Middle/High School (Mt. Abe) in Bristol, Vermont has been headed down the personalization path for the past ten years.  In order to keep high school students in school and to make learning relevant for those who were at risk of dropping out, educators developed a program, “Personal Pathways to Graduation.”  It has been one of the choices that high school students can make as an alternative to the traditional course based track for graduation. Other high schools have developed similar models to meet the varied goals and needs of diverse students.

In the personalized learning program, students set goals and makes plans that are meaningful for their future. They take selected regular academic classes combined with apprenticeship opportunities. Some may take online courses or enroll in college classes, and go to other schools for classes.  There are about 23 full time students in the program and up to 50-70 others, who cycle in and out part time.  Two full time coaches lead participants and keep them on track in school, and also in outside school learning experiences.

Now, with the Act 77 timeline, all 7-12 schools in Vermont should have a system in place by 2017 that reflects the Flexible Pathways Initiative. The Addison Northeast Supervisory Union (home of Mt. Abe) is in the process of formulating plans, and providing professional development for educators that is modeled on the personal pathways program success.

Mt. Abe has an innovation team that has been offering professional development and training in personalized learning pedagogies for district educators,  and has been helping set up record keeping systems and portfolios for students and teachers to coordinate progress. Students move toward mastery of knowledge and skills within areas of competency, rather than to take a course and get a grade.   The personal pathways program is now a model for changing the traditional path to graduation that incorporates personalized learning opportunities for all students. It is a paradigm shift that will not happen overnight, so there is ongoing support for teachers to adopt and adapt.

Lauren Parren, the Innovation Coach for the school district, heads up the Instructional Coaching Services Team. The team includes other content specialists and consultants, and is located in a flexible learning space within the school learning commons area. The team works one on one or with small groups of teachers and students, or can embed in the classroom to encourage and model best practices in personalized learning. They have a very busy schedule.

Laura Mina, the high school library media specialist, is one of the team consultants. Her role is central to the work of the team, as the expert on information services.  She has been renovating the library learning space for the past few years, and has a powerful virtual library that uses LibGuides as an organizational tool.  https://sites.google.com/a/mtabevt.org/library/

Laura has compiled various resources and pathfinders for both teachers and students who are involved in creating personalized learning plans or developing curriculum. She is available for just in time teaching and learning, or for more formal classes, workshops, or other training opportunities.

If you would like to learn more about the progress for personal pathways at Mt. Abe, follow Lauren’s blog or join her, Barbara Bray, John Parker, Jon Tanner, Kathleen McClaskey, and Pat Lusher who will be speaking at the ISTE Conference on June 29 and July, 2015.

Off to do some sightseeing-Cheerio!

Image: Microsoft Clipart