FY13 PPDP Pilot Consultation Model

Introduction to PD Consultation

The term “consultation” refers to a formalized approach for the Ohio ABLE Program Manager and Regional Resource Center (RRC) staff to work with local programs. In this approach, the RRC staff member helps local practitioners and administrators study qualitative and quantitative data about their program. Then together, they develop a professional development plan for the program that will lead to achievement of data-driven program improvement goals. Of equal importance, the RRC then supports programs as they participate in long-term, job-embedded professional development.

PD Consultation—What it is  Building relationships to support local programs in the delivery of effective services.  Facilitating effective communication, cooperation and coordination.  Assisting programs with their professional development and program improvement goals.  Offering professional advice and assisting with planning and problem solving.  Supporting “mile deep and inch wide” professional development within programs.  Supporting quality, sustained, job-embedded professional development.  Supporting quality instruction through working with teachers, administrators and other staff.

PD Consultation—What it is not  Monitoring programs. (It is offering support to achieve program improvement goals.)  Telling programs what to do. (It is listening, observing and building awareness of areas for program improvement.)  Solving the programs’ problems. (It is helping programs identify areas of need by creating awareness that goal setting, which leads to action steps, is the primary function of consultation.)  Identifying training as the primary solution to a program improvement goal. (A training program/session may only be part of the solution.)

Pilot Duration and Time Commitment

 The overall pilot duration is August 2012 through June 2013.  Pilot programs will commit to participating August 2012 through June 2013.  OBR ABLE Program, RCs, and OSU will commit to participating August 2012 through June 2013.

Pilot Goal

1 Ohio ABLE PPDP Pilot Process, July 2012 To determine the results and implications of a consultation model for professional development that is job-embedded and data-driven.

Pilot Objectives

1) Communicate to ABLE program manager and RRCs the philosophy of a consultation PD model that is job-embedded, data driven and action oriented. 2) Define the roles each pilot participant plays in the consultation model. 3) Assure that all the pilot participants understand their roles (e.g. program administrators, practitioners, OBR ABLE program managers and RRCs). 4) Create processes and routines that will define the consultation model. 5) Adapt the PPDP form(s) to the consultation model. If pilot programs have already completed their PPDPs, use the existing FY13 PPDP as a starting point for the consultation process. 6) Determine the successes and challenges of the consultation model and the implications for implementing it throughout all programs.

Desired Pilot Outcomes

1) Regional Resource Centers acquire new or enhanced consultation skills and experience. 2) ABLE program managers acquire new or enhanced consultation skills and experience. 3) Staff from a sample of local programs in each region acquire new or enhanced program improvement skills and experience. 4) Program improves effectiveness based on the needs assessment and goal setting processes. Pilot Roles and Commitments

Programs  Agree to pilot participation.  Participate in training on the pilot and the PD consultation model, as appropriate.  Adhere to FY2013 PD requirements.  Work with RRC and ABLE program manager to complete the Program Improvement Consultation plan.  Review and monitor progress toward achieving consultation plans.  Contribute information, as requested, in order to describe and evaluate the overall pilot.  Provide monthly feedback to RRC and ABLE program manager on pilot progress.  Participate in quarterly conference calls with the ABLE program manager and RRC consultation staff to check-in on progress toward program outcomes and the implementation of the PPDP.  Complete PPDP Check-In forms twice during the annual pilot.  Provide overall feedback on the pilot process and outcomes at the end of the year.

RRC Consultation Staff  Contribute to pilot design.  Participate in program selection.  Provide information on feedback on program recruitment.  Provide feedback on the pilot evaluation plan.  Participate in training on the pilot and the Program Improvement Consultation Plan.  Work with programs to develop a consultation plan.  Work with programs to revise the plan as needed. 2  Participate in quarterly conference calls with the State Leadership Manager and local program administrators to check-in on progress toward PD outcomes and the implementation of the plan.  Provide feedback on PPDP Check-In forms submitted twice during the annual pilot.  Provide pilot-program specific feedback on the pilot process and outcomes at the end of the year.

ABLE Program Managers and State Leadership Manager  Select programs in collaboration with RRCs. (ABLE Program Managers)  Announce pilot selections to field. (ABLE Program Managers)  Notify selected programs about pilot. (ABLE Program Managers)  Develop a communication plan that describes the new consultation plan and participant roles within the pilot. (State Leadership Manager)  Oversee the training of state ABLE staff and RRC staff. (State Leadership Manager)  Provide training on new model and participant roles, as appropriate. (State Leadership Manager)  Support the RRCs as they address any problems that arise during the pilot. (Everyone involved should understand that the pilot is a learning experience.) (State Leadership Manager)  Facilitate regular communication among all those participating. (State Leadership Manager)  Contribute to the pilot evaluation plan. (State Leadership Manager)  Oversee the pilot evaluation (challenges and lessons learned). (State Leadership Manager)  Participate in quarterly conference calls with the RRC consultation staff, ABLE program manager and local program administrators to check-in on progress toward program goals and the implementation of the consultation plan. (ABLE Program Managers)  Provide overall feedback on the pilot process and outcomes at the end of the year. (State Leadership Manager)

Pilot Evaluators and State Leadership Manager  Contribute to pilot design.  Develop pilot evaluation plan.  Provide training on needs assessment and pilot evaluation.  Contribute to training on the pilot and the consultation model.  Collect overall quarterly pilot process evaluation feedback from RRCs, ABLE program managers and pilot programs.  Collect data on the pilot process and outcomes at the end of the year.  Work with RRCs, ABLE program managers and State Leadership Manager to understand and describe pilot results.  Compile data and write the report on outcomes of the PPDP Pilot.

3 Ohio ABLE PPDP Pilot Process, July 2012 Timeline

Deadline Activity  Pilot is designed including consultation plan and July 2012 materials developed

 ABLE program managers and RRCs collaborate to Weeks of July 16/23, 2012 identify potential pilot programs  ABLE program managers and RRCs select two July 31, 2012 programs per region. All pilot programs (eight in total) are selected  Pilot programs receive email from ABLE program August 1, 2012 managers re selection and stipend

 ABLE program staff and RRCs participate in pilot August 14, 2012 training (including topics on needs assessment, the pilot process, consultation, evaluation)  Pilot programs  RRCs and ABLE program managers collaboratively September 1-September 30 develop the consultation plans. 2012  Consultation plans are executed between pilot programs, RRCs and ABLE program managers

 Programs participate in the pilot October 2012 – June 2013  Local program staff register for required and other PD solutions on RCN calendar  Local program administrators submit PPDP Check-In October 2012-June 2013 forms (due 11/30/2012 and 3/29/2013)  Local program administrator reports progress on PPDP in f-2-f meeting with ABLE program manager and RRC (tbd)  Local program administrator, RRC and ABLE program manager discuss PPDP revisions December 2012  Local program administrator submits revised PPDP by December 31, 2012  Local program administrator, RRC and ABLE program manager meet (via web conference or f-2-f) to discuss outcomes of action plans May 2013  Local program administrator submits written feedback report (to be developed) to RRC and ABLE program manager  Pilot evaluator, ABLE program manager and RRC meet f-2-f to analyze outcomes of PPDP pilot and submit June 2013 summary to State Leadership Manager  State Leadership Manager and pilot evaluator prepare written report on PPDP pilot outcomes

4 Process and Outcome Monitoring Plan

To streamline the evaluation responsibilities for pilot participants (programs, RRCs, and ABLE program managers), there are four mechanisms for collecting pilot data that require participant input:

1. Professional Development Consultation Plan (see page 7) Program administrators can use this document to record their quarterly progress. Administrators may consider the sample questions listed in the table below when noting pilot progress on the Check-in section of the consultation plan. These questions help to frame the quarterly conference calls. This information will be collected at the end of the pilot to help describe the pilot results.

2. RRC Pilot PPDP Quarterly Conference Calls 3. Pilot PPDP Check-In Forms (available at ohiohighered.org/ABLE Submit the formal PPDP Check-In Forms as required.

4. End of Pilot Questionnaire (to be developed) At the end of the pilot, program administrators, RRCs, ABLE program managers and the State Leadership Manager will be asked to provide overall feedback on the pilot process and outcomes. The questionnaire will include ratings as well as open-ended questions. The sample questions listed in the table below will help to frame the open-ended items. Data Collection Phase/Sample Questions Actions/Responsibilities Timeline Method Beginning of Pilot  What are the pilot goals, 1. Develop evaluation NA September objectives, desired plan. 2012 outcomes? 2. Draft questions to  How will information be gather feedback. primarily collected related 3. Provide feedback on to process and secondarily end of pilot rubric. collected related to outcomes?

During Pilot  How is the pilot 1. Record current issues  Program During the progressing? and successes in Improvement pilot as  Are the right people on implementing the pilot on Consultation determined by board? What is the level of the Program Improvement Plans the RRCs and involvement? Consultation Plan.  Conference ABLE Program  Is the pilot being (program administrators) Calls Managers implemented as planned? 2. Discuss current issues  RRC Pilot and successes in  Are we achieving what we Process Check- implementing the pilot. want? in Forms (RRCs, program  What are the current administrators, and State barriers to success? Leadership Manager) 3. Complete pilot process feedback document. (RRCs)

5 Ohio ABLE PPDP Pilot Process, July 2012 Data Collection Phase/Sample Questions Actions/Responsibilities Timeline Method

End of Pilot  How successful was 1. 1. Provide overall  End of Pilot May- the pilot? feedback Questionnaire June 2013  How were barriers 2. on the pilot  ABLELink addressed? process and reports as  How can we sustain 3. outcomes at the required the consultation model? end of the  Has anything 4. year. (program improved as a result of the admin- pilot? Changed? What? 5. istrators) How? For whom? 2. Provide overall feedback  To what extent were on the pilot process and the desired outcomes outcomes at the end of achieved? the  Was the pilot worth year for each of the two the time and costs to programs consulted achieve its results? (RRCs)  What difference has 3. Provide overall state-level resulted from the PD feedback on the pilot consultation model? process and outcomes at the end of the pilot. (State Leadership Manager)

6 Program Improvement Consultation Plan

PROGRAM: PROGRAM ADMINISTRATOR: ______What is the overarching goal of the program improvement plan?

Estimated Timeline From: September 2012 To: June 2013

Plan for achieving the goals Goal 1: Baseline data (What is now):

Desired outcome (What should be):

1st Qtr Conference 2nd Qtr Conference 3rd Qtr Conference 4th Qtr Conference Call Call Call Call

Action Steps Resource Resource Timeline Comments (Internal) (external)

7 Ohio ABLE PPDP Pilot Process, July 2012 Goal 2: Baseline data (What is now):

8 Goal 3: Baseline data (What is now):

9 Ohio ABLE PPDP Pilot Process, July 2012 Decision-Making Cycle Step Details

Step Details Determine PD Needs Examine existing data (for example, student performance, student demographics, staff qualifications, number of staff, outcomes of previous PD, etc.) in order to answer:

 What is the current state within the program?  What is the desired state within the program?

The difference between the current state (what is now) and the desired state (what should be) is the need.

Note: Some needs that may be uncovered can be addressed by PD; other needs are better addressed through program management. Examine Research Consider what information is available in studies related to the identified PD needs. For example, if the PD need is in the area of teaching strategies to improve student reading or to increase student persistence, what strategies or ideas have been supported by literature that may addresses the need? Use Professional Wisdom Reflect on previous professional experiences. Think through what has worked in the past in the program to address a similar PD need and/or what has been shared from other programs that may work.

Note: The US Department of Education defines professional wisdom as “judgment that practitioners acquire through experience, consensus views, and the effective identification and incorporation of local circumstances into instruction” (http://www2.ed.gov/nclb/methods/whatworks/eb/edlite- slide004.html) Consider Contextual Take into account the program’s setting and environmental Factors characteristics—the context and constraints—that can impact PD decisions. Consider questions, such as:

 What resources (time and money) are available for PD?  Will staff be receptive to this PD?  What policies exist within the program, the fiscal agent/institution, and/or the OBR ABLE Program that will impact PD decisions?

10 Ohio ABLE PPDP Pilot Process, July 2012 Step Details Determine Outcomes of Consider what is expected as a result of the PD. Communicate PD the intended results clearly and in measurable terms. Consider questions, such as:

 What is to be accomplished through the PD?  What are the desired outcomes? Monitor Implementation Examine how the PD decisions have affected the articulated of PPDP outcomes determined in the previous step. Monitoring the implementation while carrying out the plan involves collecting data to inform next steps in PD decision-making. This data will then be used to evaluate the outcomes of PD. Consider questions, such as:

 Are we achieving what we want?  What are the current barriers to success? Evaluate Outcomes of PD Analyze both the results of the PD and the Program Professional Development Plan process. Reflection and evaluation helps to inform PD and likely will involve determining additional needs —shifting back again to the beginning of the decision-making cycle. Consider questions, such as:

 What exactly happened as a result of the PD?  Was the PD successful? How do we know?  To what extent were the desired outcomes achieved?

11 Ohio ABLE PPDP Pilot Process, July 2012