It was September, the start of a new school year. Lunchtime was almost over and I remember leaning over the shiny wooden dining hall tables of Ackerman Hall to pitch an idea to my colleague, Suparna. I wanted to provide a creative writing opportunity for my Grades 9 and 10 students to think outside of themselves and build meaningful relationships with those beyond their own Senior School community. As we brainstormed, wisps of ideas coalesced. The service-learning opportunity that emerged was a cross-divisional project where my students would each interview a Junior School (JS) student from Grades 4, 5, or 6 and then craft a story, making the latter the hero of the story. We even leapt ahead and imagined the grand finale: Senior School students reading their masterpieces to the littler ones, with the latter listening with rapt attention and nibbling on chocolate chip cookies.
As an Academic English teacher, I consistently endeavour to stretch my pedagogy to benefit the personal learning journeys of my students. However, the intention to stretch beyond my pedagogical comfort zone brought trepidations. Despite my excitement for facilitating an innovative learning task, I felt nervous about possible challenges. For example, what if my students considered that writing a 1,000 to 1,500-word short story for JS students was too elementary and superficial? A lack of engagement on their part could result in insensitivities, hurting the JS students who looked up to them. I thought of the school community. Would they see this service-learning creative writing project as I did and accept it as an opportunity to go beyond normal coursework and explore not-yet-visible possibilities? I worried that the quality of the final pieces would be less than those produced through more traditional approaches. I moved beyond my concerns, however, with the support of Suparna and my administration. I deeply felt that the benefits and value of this project would far outweigh the drawbacks.
I pitched the idea to my students, and what a relief it was to see that there was no apathy, only excitement. My students decided to first conduct their own research to find out more about Grades 4, 5, and 6 students. What did they do in their spare time? What kinds of books did they like to read? What words were linguistically “cool” in their world? After a class discussion of their findings, each of my classes appointed subgroups to interview the JS teachers to gain further insight.
What happened next was sweet. Many of my students had already been taught four to five years ago by the teachers they were to interview. Stepping into their classrooms was, to my students, like stepping into their childhood. The teachers marvelled at their poise and maturity. They exchanged shy smiles. The students’ eyes shone with respect while the teachers’ glowed with care and joy. Patiently, the teachers answered their questions.
Next, my students conducted two sets of 30-minute interviews at the Junior School. Many of the Senior-Junior school pairings were done at random, whereas some were more deliberate to respect learner needs. For the first interview, the Junior students were asked to bring in three objects of personal significance from home to conduct a show-and-tell. Thrilled to be the centre of attention, they spoke openly about themselves. My students followed up with a second interview as they began formulating the type of story in which they would cast their young partners as heroes.
Once my students had their plots in order, they asked the Junior students to create three illustrations. My students provided just enough guidance for the drawings, but not enough detail to reveal the plot. It was a visual arts opportunity. The younger students, tickled pink that their new friends were thinking so deeply about them, zealously drew with an insatiable curiosity about the plot.
The revising and editing process took time. I had 40 students and wanted to provide meaningful feedback. Meanwhile, they continued with other language arts tasks. It was December by the time the Junior students received their personalized gift. My students carefully inserted their young friends’ drawings amongst the printed pages and bound their books neatly with ribbon. This time the Junior students visited the Senior School classroom, which was decorated for the holiday season. Clumps of Senior and Junior students sat all over the classroom, spilling into the hallway… and yes, the younger ones listened with rapt attention while drinking hot chocolate and nibbling on chocolate chip cookies. When the readings were over, the groups just carried on chatting. The sessions ended with hugs and the question, “When will I see you again?”
From a curricular perspective, my Grades 9 and 10 students developed their creative writing skills. However, what my students gained from this project went far beyond creative writing accomplishments. In particular, they began to learn that meaningful relationships lie at the heart of service, and that such relationships can benefit the school community in unpredictable ways.
The resulting stories were of higher quality than I have ever received. My students were not creating for a mark. They were focused on their new little friends.
It was serendipitous that two students who both loved music and had a penchant for breaking out into dance move sessions were paired together as partners. It was both fascinating and amusing to watch how they collaborated with each other during the interview sessions. They developed a common understanding of how to work together and an appreciation for their similar interests and qualities.
I watched an artistic Grade 10 student, who initially knew very little about video games, step outside of her comfort zone to learn all that she could about her Grade 6 student’s favourite game. As a result, she was able to celebrate her partner’s interest by writing about a protagonist who overcame the trials of a video game world.
One of my fairly serious students was paired with a couple of Grade 5 students who loved romances. With dreamy countenances and a twinkle in their eyes, they begged their senior partner to write a romance story. Also, the story had to include a pig. Although my student was challenged by the requests, she committed herself to the task because she was invested in bringing the story to life for her young partners.
My students were moved to see the JS students demonstrate an equal investment in the process when asked to provide illustrations for their stories. While distributing the completed illustrations to my students, I heard many of them excitedly cry out, “This is exactly what I had envisioned!”
Suparna and I noted that all of the students involved were able to experience positive emotions, felt fully engaged in the process, and built relationships that brought meaning into their lives. In the end, together they created a product that made their accomplishments visible. In fact, these experiences represent the five key elements that psychologist Martin Seligman believes promotes psychological well-being and happiness.1 We did not intentionally manufacture a project to “cover” these elements. A post-project reflection session revealed that we did.
The positive outcomes of this service-learning project were numerous and reached beyond relationship building.
Our school’s strategic plan includes:
My students had many opportunities to shift perspectives and see the world through the eyes of a JS student, cultivating a sense of care, empathy, and compassion. I frequently highlighted how chuffed the Junior students were to have new, older Senior friends. Their trust in my students helped the Grade 9s and 10s build confidence in their oral communication skills and experience growth in their interview techniques. All of the students transcended the barriers of traditional classroom walls and experienced an innovative form of meaning making. Cumulatively, all of these aspects increased my students’ investment in their finished products, and the resulting short stories were of higher quality than I have ever received. My students were not creating for a mark. Rather, my students were focused on making visible to their new little friends the heroes that they already were.
The JS teachers were impressed to see the quality of work that their past students were creating and were eager to adjust their current expectations to further nurture the skills they saw developed at the senior level. One JS teacher had her class create lovely thank-you cards. Another teacher planned to have his students dramatically recreate their story using a green screen in the future.
Unfortunately, the green screen dream did not materialize, as the COVID-19 pandemic hit and students were tucked away in isolation. The pandemic made Suparna and I wonder what such a project would look like if completely carried out online. Interviews and sharing sessions could all happen in virtual breakout rooms that could be monitored by teachers and recorded and submitted by the Senior School students to ensure ethical behaviour. Expectations and ground rules would need to be set in advance. Delicious cookies, I suppose, would also need to be mailed out to students.
No matter what the scenario, oftentimes as teachers, we postpone innovative ideas for more traditional approaches due to lack of time or confounding logistics. However, both Suparna and I feel that if it is at all possible (even on a smaller scale), service-learning initiatives are well worth the effort. The school community benefits, and students realize that perhaps the greatest secret in receiving an education is that they have the power to express that learning in an act of giving.
Photo: courtesy the authors
First published in Education Canada, January 2021
1 According to Dr. Martin Seligman, the five pillars of well-being are: positive emotion, engagement, relationships, meaning, and accomplishment. See: Seligman, M. E. (2012). Flourish: A visionary new understanding of happiness and well-being. Free Press.
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How can we support our school leaders to do their best work?
In a pandemic year, many of our traditional structures for professional development are changing radically. People aren’t permitted to gather in person, to share and to collaborate as we normally do. In this context, how do we maintain that personal connection to each other? How do we collaborate on the complex work that leaders do? And how can we support the growth and development of our principals, vice-principals, and other leaders when our traditional structures are disrupted?
In response to these questions, in the spring of 2020, Surrey Schools in B.C. began implementing an online one-to-one virtual coaching model to support the growth and development of principals and vice-principals. Mirroring hybrid models in our schools, this model focuses on leadership in times of complexity. Each participant received dedicated one-to-one support from a trained and experienced coach, who served as a confidante and learning partner to support their unique and individual learning needs. The model and the support it provides have been extremely well received, and we now have extended this work and coaching from the summer into the fall, with more than 90 district principals, principals, and vice-principals participating. This article explains the rationale for our model, how it works in practice, the feedback we have received, and our hopes for the future.
While we were designing new learning experiences for our students, we also began to consider how to best design hybrid models of professional development for our school leaders. We had an opportunity to engage in an online coaching program tailored specifically to address the pressures of leadership during a pandemic. This was a unique opportunity at a unique time.
Years ago, I (Jordan) changed my own professional development strategy to include personal coaching. Rather than travelling to conferences, watching presentations or speakers, I found someone to coach me, to hold my feet to the fire about my own strategic plans, initiatives, and goals. To me, the change was transformational. It wasn’t transformational because I learned new things; it was transformational because I had someone at my side, a confidante, to hold me personally accountable for the work I committed to do.
Coaching is a strategic partnership. Everyone should have a safe space in which to discuss any aspect of their work. The ability to have someone external to your organization who can reflect, clarify, and challenge your beliefs and work can be enormously rewarding. In a COVID world, leaders are under intense pressure. We need to find ways to support our leaders, and this opportunity to provide safe, external, and confidential coaching was timely.
We decided to partner with BTS Spark, a non-profit education group that matches school leaders with professional leadership coaches. In our collaboration together, it became clear that our first priority was to offer a summer program for school leaders focusing on personal resilience and well-being. We knew leaders were experiencing higher levels of stress in facing not only the challenges caused by the disruption of the pandemic to the previous school year, but also the uncertainty of what the upcoming school year might look like. We co-created a program to meet those needs, as well as our timescale and budget.
The Surviving to Thriving program was offered as an optional program to principals, vice-principals, and district principals. As a completely voluntary offering during the summer vacation, we were unsure how many school leaders would be interested in the opportunity. We hoped that 10–12 people might sign up. We were pleasantly surprised and delighted that 85 school leaders signed up to take part in the summer program.
FIGURE 1: Surviving to Thriving Coaching Journey
The virtual program was designed to combine one-to-one coaching sessions (providing personalized support to match each individual’s needs and context) with group coaching sessions (offering much-needed connection between school leaders during a time of stress and isolation). (See Figure 1). Over a period of a month, small groups of six people met weekly via Zoom for 90 minutes with a professional leadership coach. The goal was to hone and develop their skills to build personal resilience and resourcefulness. The work included reflecting on their well-being and balance, learning how to manage their state of mind, understanding what motivates them, exploring how to bring their “spark” into their work, and learning practical tools to help them deal with difficult interpersonal interactions, whether with parents, colleagues, or students. In between group sessions, participants could access one-to-one coaching sessions to process individually with their coach how to recover from the challenges of the spring and prepare themselves for the unknowns of the fall.
Feedback from the program – both formal evaluation and anecdotal feedback – was extremely strong. Participants were surveyed both before and after the program, and their responses consistently showed positive experiences. As a result of the program, our principals reported being more able to manage their state, stay resilient, achieve a work-life balance, deal with energy-sapping relationships, tackle difficult conversations, and go into the new school year with a clear vision (see Figure 2). All those surveyed said that they would recommend coaching to colleagues.
FIGURE 2: What impact did this coaching have?
Principals/VPs participating were asked to self-rate… | Before | After |
I have strategies to stay resilient and effective in stressful situations… | 64% | 100% |
I am able to create a balance in my life… | 44% | 90% |
I have a clear vision for the new school year… | 43% | 100% |
I feel that I have the tools to manage energy-sapping relationships… | 30% | 100% |
I feel confident having difficult conversations… | 39% | 90% |
As one participant commented, “I appreciated the opportunity to connect with my colleagues and to sort through the areas of my personal and professional life that are diminishing my spark. I feel I have tools to go forward this year with more positivity and resilience.” Another principal added, “I am looking forward to putting the strategies in place when I get back to work. I know that certain issues that I had at the end of the last school year are now put in a better perspective for me. If I didn’t have this program, I believe I would have opened this new school year with these issues holding me back.”
I know we were not alone in facing the dilemma of how to provide support to our school leaders through a school year full of unknowns. What we did know was that the school year was likely to be a challenging one, that leaders would need to find new ways of leading in uncertainty, and that the usual face-to-face professional development and conferences were not on the horizon. We felt that leaders would want to draw on support that was responsive to what they were facing in their own context.
Our school leaders can build their capacity by tackling the very real challenges they are facing in their schools, all with professional guidance and support.
On the strength and feedback of the summer coaching program, we invited coaches to support our principals, vice-principals, and district principals through the fall. Participants were offered six hours of one-to-one time with a professional leadership coach, connecting virtually via Zoom at times to suit them. The coaching is responsive, focusing on their most pressing priorities and the challenges they are facing in their schools.
Again, this coaching was an optional offer and we saw relatively strong take-up, with 40 percent of all school-based administrators selecting to access the support. At the start of their coaching program, principals were guided through a self-reflection on their leadership capabilities, to identify both their natural strengths and the areas they wanted to develop in their current school context. As you can imagine, there was no shortage of needs identified!
It was interesting to see where principals wanted to focus. Our principals’ coaching objectives were analyzed and mapped to their curriculum of 33 leadership mindsets (see Figure 3). This revealed that our principals asked for help with:
As Superintendent, seeing the selected areas of focus gave me a window into the uppermost needs of our principals as they headed into the new school year.
FIGURE 3
We talk a lot about equity of access for students, but less about equity of access for our school leaders to quality professional development. This coaching model is delivered virtually, via Zoom, and is thus accessible to all schools at times that suit them. With this model, principals in the most remote schools in our country can still access top-quality leadership coaching, and they are also able to access French coaches.
While virtual coaching has provided support throughout the COVID-19 pandemic when face-to-face professional development is not a viable option, we feel that we may have tapped a valuable new method of personalized support. Coaching is offering our school leaders something new and vital. They have a thought partner, a critical friend outside our school district, and a leadership expert with access to a wide-ranging curriculum of practical strategies to enhance their leadership. This professional development is differentiated and is not a one-size-fits-all approach to leadership development. Our school leaders can build their capability by tackling the very real challenges they are facing in their schools, all with professional guidance and support. The potential to extend this offer to teacher leaders is enticing, and we are considering next steps.
We continue to look at how coaching can be one powerful mechanism to help support the development of leaders at all levels. We are also asking what it looks like to be more coach-like across the organization. We are excited to offer professional coaching to leaders in our education system, and I look forward to seeing the difference this will make as we move through this unsettled year and beyond.
Photo: Adobe Stock
First published in Education Canada, January 2021
The school shutdown triggered by the COVID-19 pandemic in spring 2020 required system and school leaders to reimagine schooling and articulate how the very nature of teaching and learning would be impacted.
At the time schools were shuttered, school leaders identified four immediate challenges necessitating reconsideration of their roles and responsibilities:
Given these emerging realities, we became curious about how equity was being experienced on a broader scale and were prompted to ask the question: What systemic interventions, structures, and processes were implemented to assure school leaders that that they would receive the support necessary to maintain effectiveness throughout this environment of uncertainty?
In 2017, we began a leadership development initiative in a southeastern Alberta school division with the goal of enhancing school leaders’ awareness of and capacity to engage in effective leadership. Over three years, we implemented a model of generative leadership (Adams et al., 2019) to support principals’ and vice-principals’ instructional leadership growth. Specifically, we were interested in the impact of four processes that informed leadership development:
Over months of collaboration, we observed system and school leaders develop understandings about their roles as leaders and grow in confidence to engage in and facilitate inquiry-based professional learning. Then schools closed.
Previous research has explored the ways in which change influences the professional identity of leaders and teachers and how they go about their work (see, as examples, Flores & Day, 2006; Helsing, 2007). As researchers, we recognized the potential for these dramatic circumstances to undermine the work of school leaders; however, we also recognized that times of turmoil might prompt new ways of thinking, being, and acting. With this in mind, we relied on the work of Marris (1975) and his understanding of the human need for “threads of continuity.”
Marris suggested that in response to experiences of change and uncertainty, individuals seek threads of continuity to sustain their perceptions of meaning, purpose, and identity. He explained that individuals assimilate new experiences by placing them in the context of a familiar, reliable construction of reality. His model provided a framework for our thinking as we sought to understand why and how leaders were able to negotiate the rapid and comprehensive changes that emerged in response to the pandemic.
To help understand the ways in which school leaders were accessing divisional supports provided by system leaders, we asked principals and vice-principals six open-ended questions through an online survey. The questions addressed:
Responses were received from two central office leaders, ten principals, and ten vice-principals, representing 48 percent of the participant pool.
One school leader highlighted the importance of continued monthly visits and monthly professional learning workshops:
“Previous routines and structures at our school greatly assisted us and prepared us for the pandemic. Our school continued to move forward, despite the challenges we faced. The collaborative, trusting relationships we have developed over the years helped move us in a positive manner.”
Specifically, school leaders identified their work with generative dialogue (Adams et al., 2019), the collaborative response model (Hewson et al., 2015), distributed leadership (Spillane, 2006), and their school division’s focus on student and staff well-being, as being helpful as they responded to the new demands of the pandemic.
The processes associated with generative dialogue provided leaders with tools for sustained and purposeful conversations with teachers about student learning. One leader noted, “[My] generative dialogue skills helped administrators in collecting feedback to inform planning.” By using collaborative processes such as analysis of student work exemplars, school leaders worked closely with staff to track students who were less engaged with learning in the home delivery model; supported grade-level teams to collaboratively plan for student learning and to share their individual expertise in areas such as technology, student engagement, and formative assessment; and provided professional learning opportunities for the transition to at-home inclusive education delivery.
Leaders identified the importance of their division’s established focus on distributed leadership. Key to the distribution of leadership was the work of classroom support teachers and family school liaison workers. These support personnel were important to meet the learning needs of children prior to the pandemic, but have been critical since its onset.
The existing three-year jurisdictional plan encouraged leaders to focus school goals on the well-being of both students and staff. During these early weeks, identifying and facilitating emotional supports was given a heightened priority. Often in school leader responses, the word “calm” was used. They recognized that their reaction to these circumstances could either exacerbate or de-escalate the anxiety associated with uncharted territory – so they took the calm approach.
New structures were also created and were described as “purposeful,” “thoughtful,” “robust,” and “powerful.” The structures were modelled first by central office leaders; school leaders acknowledged the critical role of central office leaders in ensuring that planning processes were in place to address the evolving needs that arose throughout the spring.
The notice of school closure was quickly followed by an emergency learning plan developed by the central office leadership team. The plan’s meaning and intent were further highlighted and reinforced through regular “Principal Huddles” involving central office and school-based leaders. Classroom support teachers worked closely with educational assistants (EAs) and classroom teachers to ensure that supports continued for children on Individual Student Learning Plans (ISPs). EAs (many of whom remained employed throughout the pandemic) played a more directive role in supporting children and often became the “go-to” person for the child.
Collaboration took on an expanded role. For many teachers, collaboration became a focal point of their learning. The structure for collaboration existed in the schools, but it now became essential to meeting the challenges imposed by home learning. Time, formerly in short supply for collaborative work, suddenly became available. Teachers were meeting virtually in grade groups, interest groups, learning groups, large groups, and thematic groups (e.g. literacy or numeracy focused) on a weekly and sometimes daily basis.
Professional learning focused on supporting the work of teachers in this new learning environment. Generative dialogue was used to support leader and teacher conversations “in emergent items like assessment and reporting and instruction in e-learning like never before.”
Divisional initiatives supported the purchase, dissemination, and use of technology. The first step was “the establishment of a universal level of tech ability (Google Classroom/Meet) and access to the technology by staff and families.” A division-wide purchase plan allowed individual staff members to access technology so they could work from home; families were provided Chromebooks/iPads for student use, and where necessary, Internet connection was also made available to families in need.
Led by central office leaders who were purposeful in their “common messaging,” communication between and among central office leaders, school-based leaders, teachers, staff, and families took on an amplified level of importance. Central office leaders ensured close and regular contact with their designated schools, and shared feedback from school leaders with the central office team. Communication was scheduled and focused on essential messages. The superintendent was in regular communication with all leaders and staff through video announcements and recorded messages, giving voice and personalization to the jurisdiction’s pandemic emergency plan and to the division’s commitment to student learning as the hallmark of success in the midst of uncertainty. Through his lead, school leaders also embraced a priority of more frequent communication with staff through a variety of modalities, both technological and personal.
We observed that school leaders relied on three threads of continuity to maintain their sense of meaning, purpose, and identity as they coped with these challenges:
These three threads of continuity were instrumental in ensuring that school leaders were supported in their learning and growing toward increased effectiveness in a global environment of uncertainty. As organizational strategies, they offer potential for system leaders to consider in times of rapid change.
Photo: Adobe Stock
Adams, P., Mombourquette, C., & Townsend, D. (2019). Leadership in education: The power of generative dialogue. Canadian Scholars’ Press.
Alberta Education (2018a). Leadership quality standard. Alberta Government. https://education.alberta.ca/media/3739621/standardsdoc-lqs-_fa-web-2018-01-17.pdf
Alberta Education (2018b). Superintendent leadership quality standard. Alberta Government. https://education.alberta.ca/media/3739619/standardsdoc-sqs-_fa-web-2018-02-02.pdf
Alberta Education (2018c). Teaching quality standard. Alberta Government. https://www.alberta.ca/assets/documents/ed-teaching-quality-standard-english.pdf
Flores, M., & Day, C. (2006). Contexts which shape and reshape teachers’ identities: A multi-perspective study. Teaching and Teacher Education, 22, 219–232. https://doi.org/10.1016/j.tate.2005.09.002
Helsing, D. (2007). Regarding uncertainty in teachers and teaching. Teaching and Teacher Education, 23, 1317–1333. https://doi.org/10.1016/j.tate.2006.06.007
Hewson, K., Hewson, L., & Parsons, J. (2015). Envisioning a collaborative response model: Beliefs, structures, and processes to transform how we respond to the needs of students. Jigsaw Learning Inc.
Marris, P. (1975). Loss and change. Pantheon Books.
Spillane, J. (2006). Distributed leadership: The Jossey-Bass leadership library in education. Jossey-Bass.
The spring of 2020 will be described as “unthinkable” in our future textbooks. Grocery shelves were emptied, parks banned, classrooms closed, and businesses boarded. The world as we understood it was paused. But through the challenges, perspectives started to change and priorities shifted. Despite the fact that we were physically separated from one another, we came to a common understanding: that the “busy” of our lives was a glorification of exhaustion, discontent, and fear.
Teachers, with no classrooms to teach in, found themselves having to transition into digital educational spaces. My position was a little different. I was an online educator long before the days of COVID-19. However, the forced isolation led me to re-evaluate my own professional practice, in order to answer the many questions that were coming forward at that point. I was forced to reflect. In doing so, I realized that I needed to translate digital learning into an authentic and valuable experience for my students, and I needed to shift my own mindset about online practices, opportunities, and capabilities. We needed to come together, not just for academic success, but for our well-being as a group.
I thought I knew all there was to know about online teaching. It was my specialty, after all. However, despite my familiarity with the platform, I never fully understood or appreciated its potential benefits. Initially, its service for me was as a connector for learning and one-to-one Q and A. Honesty is key here, and as an online teacher, I will frankly admit that prior to the pandemic, I was quite resistant to online interaction. I believed the benefits of face-to-face connection could not be replicated through a screen, nor were they reliable enough in that context for professional practice. When it was necessary, I used it sparingly and in short intervals, as we were instructed to do by our administration. It felt forced and cold.
However, circumstances of these past months allowed for time to understand the potential and value of online learning. It was my bridge to students who, otherwise, would not be able to continue their studies. My mindset shifted. Mediums such as Google Meets and Zoom helped to alleviate the feelings of isolation. I scheduled meetings multiple times each week, with no filters, and no staging of my table or background. I let the clutter of home and the sound of my toddlers’ Netflix cartoons be part of my presence. In order for this to feel authentic and genuine, I had to first be an example of that for my students. Slowly, as both my students and I became comfortable with the process, I was able to answer their academic questions, but also ask about the pictures on their wall or the scenery at their cottages, and have them giggle with me at the many cups of pretend coffee my daughter would pour me while interrupting my lesson: “Mommy needs more coffee?!”
In the absence of physical contact, technology allowed me to build relationships – and those relationships extended beyond our scheduled times. Students informed me that there were others in the class who were struggling with the course because of issues like Internet connection, transportation, and accessibility. I made the taboo move of passing along my personal number (GASP – I know, but I did it!) to have those students reach out to me. I would make the arrangements necessary to ensure they had support in completing their tasks, and/or resources beyond their academics, if needed. I arranged phone conferences, created live docs through shared Google drives to provide immediate feedback, and when necessary, reached out to my administration to send paper copies of the material through the post for the students in more remote areas. I sent text reminders when I could to those who needed the extra push.
I found that trust could be established through the monitors, not in spite of them. I began to approach this platform with a newfound appreciation for its ability to cradle interconnection and create a new dimension of teacher/student relationships.
I know each teacher’s practice and experience will be different, whether online or in the classroom. However, I have come to three key factors that were instrumental in making the online experience successful and fun!
Let’s also admit that despite its benefits, online teaching is hard! As e-learning teachers, we must combat the inconsistencies of attendance and daily logins, missed assignments, and students’ overall struggle with time management and motivation to engage with a screen for their academic benefit rather than social pleasures. We have worked very hard to do this, and continue to do so, to help our students find success within themselves, regardless of the unexpected circumstances they may find themselves in.
Our learning does not end when we become teachers. As we transfer our binders and printed lessons onto digital platforms, and blend our classrooms into interactive and accessible hubs, we need to embrace a new vision of what an educator can be. It is not the end of the role, but rather a transformation of it, which we get to be part of. Change is inevitable and remains one of the only constants – but our growth is an optional component.
Photo: Adobe Stock
First published in Education Canada, January 2021
As teachers, principals, and system leaders facing the reality of reopening schools amidst COVID-19, we entered the summer with trepidation; there would be no “holiday,” as travelling south of the Northwest Territories’ border and returning was discouraged. Instead, we frantically planned for both physical re-entry and remote learning to ensure equity and accessibility, while juggling to meet continually changing COVID-19 needs. August 2020 saw multiple email reminders about PPE, re-entry safety guidelines, and Chief Public Health Officer protocols. Staff familiarized themselves with safety plans, PPE wearing, and etiquette, and repeatedly reviewed new directives ranging from what to do if a child/staff member became sick to how to fulfil playground supervision, class bubbles, and how they functioned, one-way traffic, and laundering masks in cohort groupings. Then we looked at Essential Learning Outcomes, while preparing for in-class and remote teaching as needed.
The South Slave Divisional Education Council, situated on the south shores of Great Slave Lake in the N.W.T., serves a unique and diverse student population spanning both remote and regional communities, many with significant socio-economic challenges. It was in this challenging physical environment that we set about re-entry after months of school closures in the face of COVID-19.
PPE and provisions (in some cases washers and driers!) haven’t arrived! Logistics in the North can be tricky, so it’s understandable that staff are tense. Teachers, parents, and communities are all anxious as we recognize the serious potential consequences of having students return during a pandemic. Considering the bleak historical consequences of colonization, and the devastating effects of European diseases on the Indigenous peoples, the potential for further trauma in the North is huge. No one wants to get sick, or be branded Typhoid Mary in a small northern community.
By 8 p.m., the monumental efforts of all involved pay off as PPE, sanitizer, and handwashing stations are delivered and set up by staff, along with self-isolation rooms, to ensure readiness for opening day. The hand sanitizer dispensers challenge our collective problem-solving talents: the bag of sanitizer resists efforts to get it into the standing station. Brute force proves the answer; as one principal put it, “Take the cap off the bag and use a significant amount of force to shove the nozzle for dispensing the hand sanitizer in.” Next came figuring out how not to dispense too much liquid (another principal described it as “too squirty”).
We breathe a sigh of relief – we made it! Tomorrow, August 28, some schools will reopen, and those of us who get the weekend to further prepare secretly sigh in relief and watch to see how it goes. The new school routine begins: temperature check everyone (thank goodness for touchless thermometers), remind parents to keep sick students home, check for masks, keep a staff log, track symptom checker declarations, sanitize hands, and then do this all over again in the afternoon. All goes surprisingly well; the students are happy to be back; their crinkled eyes above masks tell us they are smiling! We may feel like medical personnel, and be quite nervous about that, but we are still teachers and love having our students back, knowing they are safe, seen, and we are learning together.
Our twice-daily routine becomes our mantra: wear masks, sign in, sign out, limit visitors to the school, no swapping of masks, don’t touch your face, sanitize hands, stay two metres apart, don’t mix your bubbles! Mantras are followed by disinfection – desks, doorknobs, high-touch surfaces. We teach, we clean, and now we have a second mantra: If it moves, TEACH it, if it doesn’t move, CLEAN it!
We hold our breath, follow the rules, and ruthlessly focus on Essential Learning Outcomes, prepared to pivot to emergency remote teaching at a moment’s notice. We prepare in-class, blended, and home learning packages for our immunocompromised, self-isolating students and those on rotational schedules due to physical distancing requirements, and try to use every minute of instruction efficiently.
We make it to Labour Day and relax just a smidge. No cases so far! Aside from wanting all staff to be well, the lack of substitute teachers in the North is a challenge, one which we greatly fear. A slight COVID spike has the potential to shut schools down due to lack of teachers and support staff.
We forge ahead, focused on excellent teaching and strong assessment practices to ascertain gaps in learning over the months of remote instruction in spring 2020. We actively plan remediation and work on deep transfer learning. Our high-school students meet counsellors, courses are planned, and they are excited to start semester one.
We’ve been back in the saddle almost four weeks. We’ve had our first virtual “meet the teacher” event for parents and are finding other ways to engage virtually. We remain committed and healthy. The habits of good hand hygiene and mask etiquette are ingrained now, and thankfully the Northwest Territories remains COVID-free. However, we see signs of exhaustion and stress (the workload of regular in-class delivery plus home/online packages, plus daily COVID routines is unrelenting). We are somewhat traumatized by the last five months, and our students, families, and communities feel the same way.
Mental well-being for staff and students appears to be deteriorating, social disconnection still exists, and relationships suffer. The unintended consequences of hypervigilance, mask wearing, physical distancing, mandatory self-isolation, and non-essential travel bans are surfacing. Is it the masks, the physical separation, or the five months of school closures that have eroded authentic connections? Is it everything at once?
Reinvigorating social emotional learning is necessary to build empathy, resilience, and healthy connections to support the learning community. We recognize that, even though exhausted, we must lean into our empathic skills and values of compassion, and learn to self-regulate before we can actively teach students to do the same in a time of significantly heightened stress. Being on the front lines, we need to be agile and responsive to emerging and changing social emotional needs, including our own. That all sounds great, but what can we do right now?
We must build teacher capacity through vibrant professional learning communities (PLC) and professional development focused on researched self-regulation and empathy-building practices. The need for empathy is so great that those who have it are now being dubbed as having the “empathy edge” (Ross, 2019) or seen as a “need to have” (Goleman, 2004). Jody Carrington (2019) states, “First, last and in all ways, it comes down to connection. To relationship…. It’s all about connection. Full stop.” Now is not the time to let empathy and social emotional education outcomes fall by the wayside.
In the North, we fundamentally include our communities. The focus is on the connection we share to ourselves, each other, and the land. Research from the Ashoka Empathy Initiative, highlighted in the Making Caring Common project of the Harvard Graduate School of Education (Jones et al., 2018), reveals five powerful reminders for intentional empathy teaching and best practices that in turn can support both teacher and student mental health:
1. Model empathy. Everyday moments matter! As students enter the one-way systems in schools for daily checks, we look them in the eye and greet them by name. This says, “I see you and you matter!”
2. Actively teach what empathy is and why it matters – across all learning areas, at every grade seamlessly to promote a safe and caring school culture.
3. Practice. Use every opportunity to be empathic: in class, on the playground, in staff rooms, out in the community, everywhere. Students are always watching!
4. Set clear ethical expectations. Lean into personal values, show up each day with intention and authenticity, and self-regulate yourself, always modelling for students.
5. Make school culture and climate a priority. Use professional development time and PLCs to collaborate and generate ideas for intentional, authentic empathy education. Professional development, case studies, and dialogue can all be leveraged to collaboratively build trust and establish a community of practice focused on empathy, relationship, and positive connections.
The work of many researchers, notably Goleman (2006, 2004), underpin the research-based programs we actively use (e.g. 4th R, Zones of Regulation, Leader in Me). These reminders are not just for school leaders; all staff are interconnected across our common fears or joys, and we deserve to be treated with empathy and dignity. In a socially and physically distant world, we need to expect more relationally from each other, hold each other accountable to the connections we have made or need to make, and actively cultivate compassionate empathy, whether in class or via video-conferencing, to support resiliency. So, in returning to schools, we think outside the box for ways to connect with students, parents, and communities, ensuring we are all seen and heard.
We watch previously postponed 2019–20 school awards ceremonies streaming live on Facebook! We share in the joy of what our students and staff have achieved in the middle of the COVID storm. We now have a “Conferencing on Demand” initiative (a designated day and time each week for parent calls to teachers), we live stream our opening Feeding the Fire ceremonies and promote cultural connections. We honour the lessons learned in the previous five months, to ensure we grow through this crisis. Live streaming is one of those lessons: post-COVID, we will continue to use this means to include and promote more parent engagement opportunities.
It’s Orange Shirt Day, and we remember the legacies of the residential school system and honour our commitments to truth and reconciliation. This resonates with our commitment to reinvigorate and consistently build empathy and positive restorative relationships. We commit to intentionally using our professional learning time to continue applying a structured approach to enhance social emotional learning. We commit as leaders to model what we want to see in our schools, from both staff and students, and to share with each other what works and what doesn’t so we can grow as a professional learning community and be of service to our staffs.
So far, so good! Thanksgiving is on us, and we wait to see what the next 30 to 60 days bring. We know teachers and communities are concerned about whether or not there will be Christmas and spring breaks, but we also know that by practising empathy and connection, we will not just survive but thrive.
Photo: Adobe Stock
Carrington, J. (2019). Kids these days: A game plan for (re)connecting with those we teach, lead, & love. Friesen Press.
Goleman, D. (2004). What makes a leader? Harvard Business Review, January, 24–33.
Goleman, D. (2006). Social intelligence: The new science of human relationships. Bantam.
Jones, S., Weissbourd, R., Bouffard, S., Kahn, J., & Anderson, T. R. (2018). For educators: How to build empathy and strengthen your school community. Making Caring Common Project, Harvard Graduate School of Education.
https://mcc.gse.harvard.edu/resources-for-educators/how-build-empathy-strengthen-school-community
Ross, M. (2019). The empathy edge: Harnessing the value of compassion as an energizer for success. Page Two, Inc.
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The stress that teachers experience has many sources. Teachers often report feeling undervalued, underprepared, unsupported, overworked, isolated, and marginalized. A Canadian Teachers’ Federation (2014) survey found that eight in ten teachers feel their stress levels have increased over the previous five years. Reasons cited for elevated stress levels include an inadequate amount of preparation time, limited opportunities for planning and collaboration with colleagues, lack of professional development opportunities, and insufficient support with curriculum implementation. Stress impacts teacher well-being, social emotional competence, and the ability of teachers to provide the emotional and instructional support that is characteristic of safe, caring, learning environments.1
When educators experience burnout, the emotional exhaustion that sets in can negatively impact teacher instruction and elevate student stress levels, leading to further mental health issues in the classroom.2 Teacher burnout can cause students to perceive the classroom as negative, which can lead to increased behavioural problems – and it is problem behaviours that teachers cite as a major source of job dissatisfaction, turnover, and lowered expectations. In Canada, stress and burnout has contributed to the high number (25 to 30 percent) of teachers who leave the field entirely within the first five years of beginning their career.3
A district-wide model for supporting teacher well-being
The OECD (2016) has conceptualized an integrated School as Learning Organization model4 with seven key dimensions, described in Figure 1 below. The Surrey School District (SD 36) has developed and implemented a district-wide shared vision for learning – Learning by Design – that puts into action each of the OECD dimensions.
A key aspect of Learning by Design is our commitment to supporting ongoing professional learning through research, innovation, and collaboration as part of our four Priority Practices:
Below we describe a collection of district-wide initiatives, aligned with our four Priority Practices that promote educator well-being, self-efficacy, and connectedness. These initiatives were underpinned by research into best practices, and designed and implemented by multi-department teams. Within our systems change approach, we have in place formalized research, monitoring, and evaluation activities to ensure program challenges are identified and addressed.
Strategies for supporting teacher well-being
Social Emotional Learning for educators When educators demonstrate social emotional competencies (SEC), it translates into positive impacts on teacher-student relationships, a healthier classroom climate, greater student Social Emotional Learning (SEL) and academic achievement, and implementation of more effective SEL and classroom management strategies. Research finds that teachers high in SEC tend to have lower levels of workplace stress, a greater sense of personal accomplishment and satisfaction in their career, and are often better able to provide emotional and instructional support to students.5
Providing professional development grounded in SEL for educators not only provides them with skills to improve their own mental well-being and emotional resiliency, it also provides them with tools to take those skills and implement them with the learners in their schools.
The Surrey Schools’ SEL for Educators (SEL4E) initiative has been offering a series of workshops that provide educators with tools to increase their SEC by developing:
Educators who took part in this initiative reported that they have the confidence to bounce back from a challenging day due to a better understanding of SEL practices, that the skills they learned will support them in overcoming challenges in their career, and that they can identify, assess, and implement strategies that will support their SEC and resiliency.
A district of our size faces barriers to offering SEL professional development opportunities on a wide scale. While it’s great that we have many requests from school staff to take part in SEL4E, the number of requests often exceed what our resources will allow. The district is committed to increase capacity and provide for more collaborative and experiential learning opportunities.
Supporting an SEL climate in schools Educational research finds that system-wide approaches can contribute to improved social emotional competencies for student populations and school staff.6 The Surrey SEL Initiative is a school-wide systems approach to integrating academic, social, and emotional learning (SEL) across the district as a means to promote equitable outcomes for all students, while also promoting teacher wellness and resiliency.
To fuse SEL practices at the level of a school community, our approach incorporates capacity building, collaboration, and reflection on the pedagogical practices teachers adopt and implement in their classrooms. It uses resources from the CASEL Guide to School-wide Social and Emotional Learning to support our schools in assessing the SEL climate of the student population and staff, and to guide planning and monitoring of implemented SEL programs and activities.
Teachers and administrators form a school-based SEL Team and participate in a collaborative process, supported by the District SEL Team. Each school receives release time for one teacher (SEL Lead) one day per week to support the implementation of quality SEL practices. The SEL Lead works side-by-side with classroom teachers in their school to co-plan and co-facilitate the implementation of SEL-based curriculum to enhance learners’ skills development.
This model builds on relationships that exist within a staff. While changes in staff are always the concern, we have found that the nature of this work is taking root and proving sustainable beyond one individual. Evaluation efforts are currently underway to better understand the impacts of the Surrey SEL initiative and the sort of district supports that are needed at all levels of the school system.
Comprehensive mentoring support Mentor 36 is a joint initiative between Surrey Schools (SD 36) and the Surrey Teachers’ Association. It aims to foster a sustained culture of collaborative mentorship at every site in Surrey, supporting professional growth and a sense of belonging for Surrey teachers, through strength-based, non-evaluative learning opportunities such as:
Currently, Mentor 36 has 91 elementary mentors and 126 elementary mentees, as well as 136 secondary mentors and 110 secondary mentees. Feedback data revealed that the majority of mentees (59 percent) were comfortable sharing their vulnerabilities and discussing instructional strategies with their own mentors. About two-thirds of mentors (67%) felt they had developed a safe and trusting mentoring relationship, as evidenced by their mentees reaching out and connecting, feeling comfortable and safe to ask for support, and discussing classroom issues.
At a Mentor Learning Session, mentors created a collaborative drawing depicting the benefits of teacher mentorship.
Collaboration time and efficacy building as strategies to address stress
A review of best practices by the Centre for the Use of Research Evidence in Education7 finds that collaboration that enables co-learning, co-development, and joint work for educators is linked to improved professional knowledge, skills and practices, and increased expectations for student learning. Increased collaboration and communication between teachers often both reduces feelings of isolation and improves teachers’ knowledge and skills. These in turn lead to lower teacher burnout and greater feelings of capability to meet challenges in the classroom.8
Two of Surrey’s programs to support students also support teacher wellness by providing opportunities to collaborate and share learning to better meet the needs of specific students:
The Inner-City Early Learning initiative provides early literacy and numeracy support for “at-promise” students in Kindergarten and Grade One who may be demonstrating challenges in literacy and/or numeracy development since the 2012-2013 academic year. Specialist teachers in literacy and numeracy work collaboratively with classroom teachers in 26 inner-city schools.
Grade One students collaborate to build (with onset-rime trains) and record words with the support of their Early Literacy Teacher.
These early literacy and numeracy supports have provided a success story for our inner-city schools. One challenge is that only three of the original 25 early literacy and early numeracy teachers from the 2012-2013 start-up are still with the program. This rate of turnover impacts the professional capacity building of the department as a whole, and it is more difficult to maintain connections and trust when relationships between early learning support staff and classroom teachers have to begin anew each school year. Despite these challenges, this initiative continues to successfully support some of the district’s most vulnerable learners.
The Knowing Our Learners Initiative offers School Teams (teachers and administrators) the opportunity to participate in Knowing Our Learners (KOL), a collaborative initiative that aims at enhancing instructional and assessment practices with the support of Curriculum and Instructional Helping Teachers. This year, 175 teachers in 55 schools participated in this program, which focuses on knowing our learners’ stories, strengths and challenges, and using this knowledge to design effective learning environments that keep social and emotional well-being, quality assessment, and evidence of learning at the heart of every child’s learning experience.
KOL activities led to teachers feeling supported and more aware of ways to align their learning intentions with student needs and to make informed decisions about teaching strategies and interventions based on research and other supports. Beyond the impacts KOL sessions had on teacher practices, the initiative was grounded in teacher-to-teacher relationships, open dialogue, and peer reflections. KOL was effective because it was “situated in relationships.” As one participant commented, KOL sessions “made me feel working with [my colleague] made me more [sensitive to] what is working and what’s not. I felt it improved our capacity to know how each other worked to help students.”
Knowing our Learners Honeycomb Activity: Teachers wrote and made connections of strengths and stretches of their own Core Competencies with those of their students.
Sustainability challenges and the road ahead
While many Surrey schools have embraced the initiatives previously discussed, maintaining motivation and engagement year over year can be challenging. Additionally, while we have found school-wide buy-in for many sites, in some instances only pockets of teachers have been engaged in these collaborative opportunities. We are working toward overcoming these challenges by ensuring rigorous research and evidence collection activities are embedded throughout each initiative, in order to make adjustments for future planning of district-led initiatives. Our process and outcomes-based program evaluations are formative in nature, grounded in best practices in evaluation designs, and include the stories and reflections of school staff.
The district also ensures that participation in its professional learning opportunities is predicated on school staff either forming or being part of a team at their school site (e.g. SEL School-based Teams). This can still pose a challenge when team members bring to the initiative different goals and competencies on which they wish to focus. We address these differences by connecting Helping Teachers and teacher mentors with specific school sites to help facilitate team discussions and bring clarity around the team’s goals and activities.
With a district focus on social and emotional learning, we are addressing not only the health and well-being of students, but of our teachers as well. We believe that healthy and capable teachers foster healthy school classrooms and give students the best possible chances for success. Surrey School’s Learning by Design framework reflects our systems approach to cultivating well-being. By building teachers’ SEL competencies, we are able to address teacher burnout and stress, support teacher wellness, elevate teacher autonomy and voice, and build resiliency through cross-departmental collaborations.
The primary authors wish to recognize contributions from: Gloria Sarmento (Director of Instruction, Building Professional Capacity Department), Taunya Shaw (District Helping Teacher, Social and Emotional Learning), Courtney Jones (District Helping Teacher, Inner City Early Learning Support), and Sharon Lau (District Helping Teacher, Mentoring)
Illustration: iStock
Photos: Courtesy authors
First published in Education Canada, September 2020
1 M. T. Greenberg, J. L. Brown, and R. M. Abenavoli, Teacher Stress and Health: Effects on teachers, students, and schools, (Edna Bennett Pierce Prevention Research Center and Pennsylvania State University, 2016).
2 Schonert-Reichl, “Social and Emotional Learning and teachers,” The Future of Children, 27, 137-155.
3 P. A. Jennings and M. T. Greenberg, “The Prosocial Classroom: Teacher social and emotional competence in relation to student and classroom outcomes,” Review of Educational Research 79 (2009): 491-525.
4 OECD, What Makes A School a Learning Organisation? A guide for policy makers, school leaders and teachers, (Paris: OECD, 2016).
5 K. A. R. Richards, C. Levesque-Bristol, T. J. Templin, and K. C. Graber, “The Impact of Resilience on Role Stressors and Burnout in Elementary and Secondary Teachers,” Social Psychology of Education 19 (2016): 511-536.
6 G. G. Bear, S. A. Whitcomb, M. J. Elias, and J. C. Blank, J. C. (2015). “SEL and Schoolwide Positive Behavioral Interventions and Supports,” in Handbook of Social and Emotional Learning: Research and practice (New York, NY: Guilford Press, 2015).
7 CUREE, Understanding What Enables High-Quality Education: A report on the research evidence (London: Pearson Education, 2016).
8 Richards et al., “The Impact of Resilience on Role Stressors and Burnout in Elementary and Secondary Teachers.”
TEACHERS ARE ASKED to play many roles. They must be creators of engaging lessons, leaders who can motivate students to learn, operation managers, administrators who report and document increasing levels of paperwork, and compassionate counsellors caring for an increasing array of students’ needs. Teaching is also a unique profession as you are “on” all the time. You cannot hide behind a computer screen when you are having a bad day. No wonder a teacher is considered stress-hardy if she remains in the teaching profession for merely five years! Teacher well-being has to be viewed as the essential ingredient to the overall well-being and learning success of students.
Over the period of 2014-2019, I consulted on self-regulation initiatives in two similar northern educational jurisdictions, and observed the resulting relational wellness between student and teacher. I promoted “self-regulation” as an alternative to the traditional cognitive or motivational view of student behaviour. Helping teachers shift the lens through which they view their most vulnerable students can foster both student and teacher wellness.
Both jurisdictional staffs were already acquainted with the concept of self-regulation as introduced by Stuart Shanker and Chris Robinson;1 my task was to translate an abstract understanding into accessible and tangible classroom tools, behaviours, language and wellness actions. The interventions I provided combined social-emotional components promoting self-awareness, social relationships, restoration practices, and self-regulation of optimal energy levels of functioning.
What is self-regulation?
Stuart Shanker2 describes self-regulation as a physiological or energy state that is constantly responding to stressors, both internal (sleep, nutritional, sensory) and external (cognitive tasks, emotional upheavals, social discomforts). It is not self-control, which is a cognitive skill to control an impulse. Rather, it is learning to maintain an optimal level of energy functioning. When stressed, we are affected by an increase in chemicals such as adrenaline and cortisol, and we try to reset ourselves back to a state of equilibrium. We may choose healthy self-soothing options such as exercise and talking with others, or resort to unhealthy choices such as addictions, anger towards others or deep withdrawal. Self-regulation fosters your ability to take pause and recover when feeling stressed.
If teachers want students to act differently, then they must model, co-regulate and guide students towards alternative ways of behaving. To do this, self-regulation must occur within teachers first. This is the premise and philosophy I sought to instill in the teachers with whom I worked.
Two approaches to a wellness program
It should be noted that we began our self-regulation journey in Jurisdiction A, experimenting with what self-regulation in a school setting could look like, and took the lessons learned into Jurisdiction B. Both the infrastructure and delivery of the self-regulation projects were radically different in these two jurisdictions, with one jurisdiction choosing a more comprehensive approach in terms of both depth and breadth. Some key differences are described below:
Leadership and participants
In Jurisdiction A, a single senior executive at the Department of Education who had a personal interest in self-regulation championed the initiative. The file was assigned to me, with other departmental consultants informally involved, responsible to lead three enthusiastic pilot schools. External consultants were also hired to provide an advisory role.
In contrast, in Jurisdiction B self-regulation became a strategic initiative collaboratively discussed among the entire senior leadership team. Every regional area in Jurisdiction B selected its own pilot school, with expansion to include additional requests by individual schools, making a total of approximately 15 schools. A committee of department consultants that I mentored was formed, and the union was invited to informally partner on the initiative with the entire jurisdiction, making self-regulation and wellness a priority for all its members.
Finances and target audience
Funding in Jurisdiction A was modest and drawn from the senior leader’s budget. Funding was unknown year to year, and required schools to supplement from their own budgets. Each pilot school selected one vulnerable or dysregulated student as the focal point for programming support. The program targeted the class or student, and did not incorporate teacher wellness.
In Jurisdiction B, the self-regulation initiative was assigned a more substantial and sustained five-year budget as a pillar of their overall strategic plan. The target audience included the entire teaching staff and student population of each pilot school.
Communication and program delivery
Communication in Jurisdiction A was top-down and limited to those directly involved. To start the program, the external consultant provided webinar training to the pilot schools focused on the neuroscience and physiology of self-regulation. I provided classroom consultations to each of the pilot schools, as well as consulting on strategies to support the one dysregulated student. The pilot schools also received a classroom observation, accompanied by environmental and sensory recommendations (e.g. decluttering, lighting, seating options). I handed out sensory tools and program materials on mindful breathing, self-regulation, emotional literacy and movement. A number of schools, beyond the pilot schools, applied separately for funding for structural equipment such as stationary bikes.
Unfortunately, program delivery was a bit haphazard. Further, the uncertainty of funding left pilot schools questioning the overall direction and frankly losing enthusiasm. It was dependent on individual teacher interest if self-regulation became a supported practice in a classroom or school.
Jurisdiction B adopted a comprehensive 4-step program communication and delivery approach:
1) Details of the initiative were widely dispersed. From senior leadership to front-line educators in pilot schools, all were exposed to both theoretical concepts and implementation practices for self-regulation, for both students and teachers. All schools, not just the pilot schools, had access to teacher mindfulness webinars and an online self-regulation book club.
2) We started with a kickoff presentation for program specialists, classroom teachers, and administrators in all pilot schools. Subsequently, a group of consultants joined me for a dedicated week in each pilot school, offering both leadership and classroom support.
3) We took teacher wellness as the starting point. This delivery sequence is espoused by social-emotional author Linda Lantieri,3 who after the 9-11 tragedy insisted that work be with teachers – not students – acknowledging that it’s the teachers who must model for the students. Each school visit began with professional development dedicated to teacher personal wellness, including personalized and doable self-calming and up-regulatory tools.
Some examples of teacher-specific training goals include:
Subsequent training focused on individual supports for dysregulated students, as well as classroom-wide observations on the physical environment and student-teacher interactions. Teachers had the opportunity to leave the class for immediate follow-up coaching with the consultant. There were classroom demonstrations where I modelled lessons such as:
Parent evenings at each school used experiential activities to explain self-regulation.
4) At the end of each school visit tour, the team consulted on lessons learned and we followed up with schools on action items. There were pre-and post-surveys.
Lessons learned
Feedback I received during the school visits, sustainable or long-term behaviour and language changes I observed over a five-year period, and the collected surveys, all informed the following learnings.
Size matters. By sheer numbers, there were more Jurisdiction B schools exposed to the self-regulation initiative (15 schools versus three in Jurisdiction A), and thus there was overall more uptake and success in terms of student and teacher understanding and application of self-regulation. The entire school region was aware and supportive of the initiative, from senior level to front-line staff. At the same time, having more dedicated funds allowed Jurisdiction B to have some quick wins, with schools visibly seeing environmental changes such as lighting, alternative seating, and program resources.
Level of intervention matters. In Jurisdiction A, the level of intervention were brief school visits targeting one dysregulated student. In Jurisdiction B, one week of dedicated time, with substitutes provided, were allocated for us to model practical classroom interventions and debrief with staff.
School culture matters. In Jurisdiction A, the initiative was relatively short-lived. The schools in Jurisdiction B that found observable, sustainable, success with this initiative could envision the potential benefits of self-regulation because the concept aligned with their whole-school orientation toward students. In these schools, leadership held power with staff and the staff was a cohesive community. Self-regulation became another part of their culture, with teachers explicitly expressing their own energy levels and need for daily breathing and movement breaks. Schools that adopted self-regulation already recognized the critical prerequisite of positive relationships with teachers for students to achieve, and school staff and leaders accepted a longer-term perspective on behavioural and academic changes.
Teacher wellness is a necessary component of self-regulation. Schools in Jurisdiction B that integrated self-regulation into school practices also prioritized teacher wellness, beyond yoga workshops or other one-day add–ons. Teacher wellness was understood as necessary to student success and supported with concrete stress reducers such as decreased photocopying, time between classes to just breathe, and streamlined reporting systems.
Reduced stress was most notable in Jurisdiction B, where there were directed self-regulatory supports for both students and teachers. The self-regulation lens invites more compassion for dysregulated students, and teachers reported this reduced their own stress levels. Also, when teachers were self-regulated themselves, they were able to co-regulate the students. A teacher noted, “The self-regulation work was one of the most influential pieces of professional development that I have been a part of in my career. First, and most importantly, it had a profound impact on my professional and personal well-being.” When self-regulation resonated with the teachers’ own sense of well-being it was more likely to be integrated into the classroom for students as well.
Some gains with both approaches. An overall win in both jurisdictions was that there is now more acceptance of the belief that children are doing the best they can and that relationships with students are critical to success. Sensory circuits, the use of movement, and stationary bikes have become standard school tools. Unfortunately, where stationary bikes were placed in classrooms without explicit rationale, they sometimes became glorified coat hooks.
Not a quick fix. Neither of the jurisdictions found the widespread transformational change in student self-regulation and overall achievement levels that they hoped for. While improvements were seen in this student population, a self-regulation initiative alone cannot quickly shift the outcomes for dysregulated children, as school is only one part of their overall life experience. I believe self-regulation is a viable initiative to lead to such success, but it requires a long-term and multidimensional approach.
Leadership is key. The vast differences in the two jurisdictions’ approaches certainly impacted the reach and level of success. However, I believe the most profound ingredient necessary for the widespread success of any educational initiative is the priorities of all leadership and whether they themselves integrate and model the change they wish to see.4 Sustainability of an initiative comes from leadership enthusiasm.
SELF-REGULATION is not easy to adopt into practice. A significant philosophical change is required in how teachers and administrators view students’ behaviour. It requires enhancing our own self-awareness and it requires the belief that student-teacher relational health is a prerequisite to engaged learning and student academic success. Teachers need to work in a safe, supporting culture to begin self-examination of their practice. Moreover, it takes time to see changes. Given that schools work on a yearly basis with limited timed academic objectives, it is not always feasible to look beyond the academic demands nor at long-term initiatives.
The larger net cast and more comprehensive supports provided in Jurisdiction B led to more in-depth exposure to the concept, and thus greater probability of reaching the right, enthusiastic leaders and teachers who deeply integrated self-regulation into their personal lives. Seeing positive changes within themselves, they were positioned to model and translate it at the school level. As one school administrator reported, “We are able to use language that helps to diffuse rather than exacerbate difficult situations, and we have a better appreciation of our own need to self-regulate.” Teacher wellness must be an integral component of any self-regulation initiative for students.
Photo: iStock
First published in Education Canada, September 2020
1 http://www.selfregclinic.com/
2 Stuart Shanker, Calm, Alert and Learning: Classroom strategies for self-regulation (Toronto, On: Pearson Canada, 2015).
3 https://casel.org/consultants/linda-lantieri
4 S. Sinek, Leaders Eat Last: Why some teams pull together and others do not (New York: Penguin Random House, 2014).
This webinar is primarily for school-based educators
As an educator, do you feel like you’re on a boat out at sea with no rudder this September? Cultivating mindfulness and self-compassion practices can provide the anchor you need in these unprecedented times.
Bill O’Brien said: “The success of an intervention depends on the interior condition of the intervener.” In other words: the success of our actions as educators during September does not depend on “What we do” or “How we do it,” but on the inner Place from which we operate. Mindfulness and self-compassion enables us to show up intentionally aware and present so we can meet each colleague and student with care. But it starts with us as individuals first.
In this-one hour webinar, originally broadcasted on September 18th, 2020, participants learned the three components of self-compassion, the physiology around self-compassion and self-criticism and practices on how to meet ongoing struggles in the moment.
Watch the webinar below:
Few among us would disagree that well-being is an important priority in K-12 education. A growing body of research has demonstrated that focusing on well-being in K-12 education supports positive mental health, improves academic performance, and contributes to favourable health and quality of life outcomes for students and staff.1 Not only this, but investments in well-being have benefits for the educational system and broader society. These include reduced staff turnover and illness leave, reduced healthcare costs, increased educational attainment, and increased graduation and employment rates.2
Given the strong evidence, support for the role of well-being in K-12 education is growing. How to lead this work with sustained impact, however, is still an evolving conversation.
Extending our gaze “beyond the binder”
For decades, the most popular way to approach making an impact on K-12 students’ health and well-being has been via manualized programs, or what we’ve come to identify as “the binder” (e.g. checklist or activity-based programs with generic instructional content delivered over a specified time period). Likewise, many staff well-being initiatives have utilized this very same approach. Experienced educators have likely accumulated dozens of these over the years. Some continue to act as useful pedagogical and personal references, but many have since been relegated to gather dust in a storage closet.
Because of their step-by-step approach and specialized content, structured programs have filled an important need among educators and leaders looking to address and attend to well-being in the school setting. Faced with mounting needs and few resources, these programs offered valuable and easy-to-understand material to schools looking for expertise and capacity to address and improve well-being.
However, even if proven effective, such programs meet significant challenges in sustainability, and rarely scale beyond initial pilot sites. The sustained impact of “binder programs” is often challenged by factors such as the high cost of training and implementation, and their inability to adapt to diverse school cultures and contexts.3
Implementation science (the study of how to best implement things) has now demonstrated to us that if we want to have sustained impact, three conditions must all be in place:
While some binders cover #1, fewer cover #2, and #3 is a wholly different question that, we argue, is at the root of the problem. We must ask: If a school district was fully committed to becoming organizationally ready to advance student and staff well-being, would they know where to start? If we truly believe that advancing well-being is part of the role of schools, what are the changes we need to make to the structures, policies, culture, and resource flows in K-12 education to get there?
Increasingly, jurisdictions across Canada, are looking for insights on how to move beyond these binder approaches to more deeply embed a focus on well-being across their school communities. In short, they want to understand how to support school system leaders and educators to bring about lasting change with benefits for whole school communities, including leaders, teachers, staff, students and families. To do this, we need to provide solutions for the problems that leaders and educators are trying to solve, at all levels of the system: from classrooms to ministry board rooms.
Learning from leaders who are prioritizing wellness and shifting culture
As more school jurisdictions move their gaze beyond the binder toward system-level shifts in well-being, we are presented with an opportunity to learn. To understand how to effect change, we need to build upon the experience and expertise of school communities that have integrated well-being as a key priority. Recently, we invited six school authorities – three in Alberta, and three in British Columbia – to participate in case study research on well-being in K-12 education. The overall aim of these case studies was to understand promising practices in school well-being at the school jurisdiction level. We wanted to know how and why these school jurisdictions were able to prioritize well-being and shift school culture – what key factors helped to “move the needle.” By examining systems-level change through the lens of school community members, as well as through local documents and data, we are increasing our understanding of how to embed well-being in education.
While each journey has been unique, if we were to pick out one message we have heard clearly across cases, it is the importance of system leaders’ clear communication of well-being as a district priority, with action to meaningfully prioritize well-being through processes that create shared leadership for sustained impact. Examples include enacting district wellness committees with diverse representation, gathering local evidence to inform action, embedding wellness within district priorities and strategic plans, and supporting wellness-related professional development and learning for staff, students, and families. While individuals emphasized the need for champions across schools, they acknowledged the crucial role that system leaders played in overtly making well-being a priority in their jurisdictions and “setting the tone” for change. As one senior leader shared: “We have a superintendent who very much was compassionate and truly cared about kids and staff, so I think it ultimately does start from the top. That’s critical. If you don’t have that, then it just is a lot harder to pull off.”
When school system leaders communicated and modelled the importance of wellness in education, it provided tacit expectation and approval for staff to prioritize wellness in their work. “Our superintendent is very, very invested in student wellness and teacher wellness; and has really given us the permission to go forward in our district and spend a lot of time on wellness,” said one senior leader. This insight was also highlighted in prior research examining the role of school principals who were working to create healthy school cultures through a comprehensive school health approach.5
While leadership for wellness is critical, shifting whole systems requires coordination and effort among school authorities and their school communities. Our research is surfacing diverse stories of change – stories that are reinforcing the need for student and staff voice in well-being related planning, and the value of leveraging the existing strengths of school communities for sustained impact on well-being. The purpose of these case studies is to highlight key learnings about the prioritization of wellness across school communities, and also to share this knowledge with others striving toward this goal. We hope to share these unique stories and thus inspire other jurisdictions to move beyond the binder and accelerate well-being in K-12 education.
Photo: Courtesy SIRCLE
First published in Education Canada, September 2020
Download the Beyond the Binder report for recommendations and actions for system-level shifts in well-being:
Visit the SIRCLE Research Lab YouTube channel to hear directly from case jurisdictions about what is working for them:
Visit www.katestorey.com for more about this project and related research.
1 E. L. Faught, J. P. Ekwaru, et al., “The Combined Impact of Diet, Physical Activity, Sleep and Screen Time on Academic Achievement: A prospective study of elementary school students in Nova Scotia, Canada,” International Journal of Behavioral Nutrition and Physical Activity 14, No. 1 (2017): 29; C. Fung, S. Kuhle, et al., “From ‘Best Practice’ to ‘Next Practice’: The effectiveness of school-based health promotion in improving healthy eating and physical activity and preventing childhood obesity,” International Journal of Behavioral Nutrition & Physical Activity 9, No. 1 (2012): 27-35; P. A. Jennings and M. T. Greenberg, “The Prosocial Classroom: Teacher social and emotional competence in relation to student and classroom outcomes,” Review of Educational Research 79, No. 1 (2009): 491-525.
2 The McConnell Foundation, Beyond the Binder: Toward more systemic and sustainable approaches to mental health and well-being in K-12 education (2020).
3 D. D. Embry and A. Biglan, “Evidence-Based Kernels: Fundamental units of behavioral influence,” Clinical Child and Family Psychology Review 11, No. 3 (2008): 75-113.
4 D. L. Fixsen, S. F. Naoom, et al., Implementation Research: A synthesis of the literature, FMHI Publication #231 (Tampa: University of South Florida, Louis de la Parte Florida Mental Health Institute, The National Implementation Research Network: 2005).
5 E. Roberts, N. McLeod, et al., “Implementing Comprehensive School Health in Alberta, Canada: The principal’s role,” Health Promotion International (2015).
A rural school division in Northwest Saskatchewan is not immune to the rising trend of burnout and mental health issues in educators. In response to this growing concern, Northwest School Division (NWSD) administration created a team to support and promote staff wellness that included teachers and school support staff, as well as a division councillor and members of the senior administration. Understanding that wellness can mean different things to different people, the team took a holistic approach in encouraging staff members to be well. While we recognized that many of the systemic issues that lead to burnout would not be solved through individual efforts, there was an opportunity to support the personal wellness of staff and build a sense of community around well-being.
The Live Well campaign was launched in December 2018, with a mission of “promoting and supporting physical, mental and spiritual wellness for all members of #teamNWSD.”
First steps
A symbol: To kickstart the program, each staff member was given a blue NWSD Live Well bracelet: a symbolic reminder of both their goals and the support within the division to accomplish those goals. Our belief structure established that “to Live Well can mean something different to each person, as we are all on different wellness journeys.” The bracelet highlighted the fact that, in a variety of ways, individuals are making wellness a priority in their lives.
Live Well Journal: In addition to the bracelets, each staff member was provided with a Live Well journal to chart their progress, collect their thoughts and highlight their successes. The journal served as a concrete tool to share information about the challenges and help staff to plan their personal journeys. The outline of the year for the Live Well campaign was colourfully articulated and information about each monthly theme was presented. Having a vibrant journal that employees could have in their hands and easily take with them underscored the idea that wellness is something that you can personally interact with on a daily basis. Our Live Well team knew we were on the right track with this concept when we could spot the dog-eared journals on staff desks in buildings all across our division.
My Wellness Goals: The first Live Well activity was titled “My Wellness Goals.” Each employee was encouraged create three personal wellness goals for the year. The goals did not need to be shared publicly and staff could consider physical, emotional and spiritual dimensions. Participants, with the aim of further committing to Live Well, had the opportunity to share with the team that they did create three personal wellness goals. The goals served as the foundation of a personal journey throughout the year.
The challenges
As the year unfolded, staff members had the opportunity to be involved in a number of challenges that coincided with monthly themes. Each month of the school year had a designated theme and challenge, and a fitting prize as an extra incentive for individuals and staffs to join in the fun. The month of September, for example, started with the theme of “Get Moving” and included a step challenge as well as a virtual run. There was a buzz in the air as people set their own goal and guessed at what the winning step total might be. Mini staff competitions cropped up, and groups started coordinating their lunch hours around getting in their daily steps. We started to see staff connections and camaraderie building around the Live Well program.
December’s theme was “Stress Management,” and in addition to encouraging employees to reflect on how they planned to manage stress, we held three wellness fairs throughout the division at which employees could enjoy massage, yoga, meditation and healthy snacks. The fairs were a welcome reprieve at a stressful time when there were many school events to wrap up before the holiday break. They also served as an opportunity to both support and thank staff members for their commitment to students. In January, the “Active Living” theme was highlighted with the Wellness BINGO. The challenge was done on an individual and staff level, with participants having the opportunity to complete tasks in the squares to fill in their BINGO card. This contest was the ultimate team challenge and created an exciting energy as people encouraged their colleagues to fill in squares and worked to stay ahead of schools and offices down the road.
Our team purposefully tried to keep the barrier to entry low and create challenges that focused on different areas of wellness to engage a variety of different staff members. Staff that may not have connected with the virtual run might have a good book or healthy recipe to recommend, or a hobby they found stress relief in. Each month we have been able to engage different groups of people.
Energy and connection
A critical goal of the Live Well campaign was to bring staff members together. In our rural Saskatchewan context, togetherness is accomplished in creative ways. As such, each challenge included a requirement or encouragement to share individual or team accomplishments on social media. The school division’s Twitter feed was filled throughout the year with examples of people being well. In addition to the entertainment that comes with seeing what colleagues were up to, the presence on social media also reinforced the idea that “If my friends and colleagues can be well, I can too.” Our communities started to take notice and it was clear they saw the value in promoting staff wellness. Many local organizations and businesses reached out and asked how they could support us. A surprise benefit for the leadership team was the stories from staff who felt inspired by the activities we were doing and used that as the impetus for creating their own staff and school challenges. The small seed we planted grew far beyond what we ever could have expected.
Well together
We recognize the diversity and complexity of individual wellness for staff members in the field of education, and the reality that a challenge-based approach to staff wellness is only one of a multitude of factors that contribute to individual wellness. Still, we are encouraged that the Live Well campaign has allowed us to make some difference. Through the Live Well campaign, the school division has had the opportunity to communicate clearly that staff wellness matters. Live Well allows people to try new things that they may not have otherwise chosen to do. Perhaps most of all, the Live Well campaign supports the feeling that if we are going to be truly well, we will do it by being well together.
All Photos: courtesy of the authors
First published in Education Canada, September 2020
As a Grade 6 generalist teacher I struggled this past year with teaching visual arts to my class of 28 students. This surprised me, as I had taught visual arts at a high school for the past 18 years. It was not due to a lack of ideas, knowledge of the arts, materials, or resources. It simply boiled down to the realities of teaching the curriculum of the core subjects along with preparing my students for mandatory provincial exams. There was no time to engage in meaningful and authentic art learning in the designated 50-minute weekly period. A month would pass and the students would still be working on a drawing. Their enthusiasm would dwindle and it showed in their projects. To counter this, I began to trim lessons: fewer discussions about works of art, less time to explore a new medium. I even reduced the size of paper that students worked on. Teaching art became a frustrating chore to maximize the minutes before the bell.
To solve this problem, I was advised to skim ideas off Pinterest and find a quick 50-minute project with step-by-step instructions. Chapman, Wright and Pascoe researched elementary teachers who routinely used Pinterest as a resource to build their lessons. They found that while Pinterest allowed teachers to easily access art-making ideas, the “activities on Pinterest provided things to do, but do not necessarily improve arts learning.”1 As I swiped over colourful images, it reminded me of what arts educator Arthur Efland l#_edn1abelled “the school art style.”2 Forty years ago, Efland proclaimed that a particular style of art was generated in elementary classrooms across North America. While art is habitually associated with self-expression, Efland observed that art making at the elementary level was tightly controlled and limited the child’s creative and expressive selves. Due to the children following the teacher’s step-by-step instructions, art projects contained a certain aesthetic that lacked imagination – thus the school art style. As I considered the step-by-step art lesson plans on Pinterest, I realized that my teaching was going in reverse. I abandoned Pinterest and instead reflected upon the ways the other subjects that I taught were interconnected with art.
Arts Integration may appear similar to cross-curricular learning, yet there are distinct differences. In cross-curricular learning, a teacher merges two subjects into a project with the goal of showcasing the content of both. Cross-curricular learning can bring about new knowledge for students concerning how the two subjects intersect. However, a significant critique of cross-curricular learning is that more often one subject becomes an add-on to the project.3 For example, educational researchers Clapp and Jimenez4 observed that in STEAM projects, the arts were mainly used to beautify projects. While there are intentions to utilize art as a creative force. the reality may be just a quick application of paint or glitter.
Arts Integration is “an approach to teaching in which students construct and demonstrate understanding through an art form.”5 Duma and Silverstein assert that Arts Integration is not just an activity. It engages students to think critically and imaginatively through the process of exploration and creation. The teacher’s role is to assist students in their creative explorations and allow for students to build their own knowledge. One central benefit of Arts Integration is that the learning is naturally diversified as students uncover their own approaches to completing a project. Furthermore, Smilan suggests that the goal of Arts Integration is to not simply design a project; it is to focus on the process and the act of inquiry.6 Experimenting, collaboration, creation, and reflection are a few of the principles of Arts Integration.7
To embrace an Arts Integration approach, I had to address several obstacles. First, the timetable that divided up the subjects into neat 50-minute blocks would be abolished. I explained to my students that we would be “shutting down the classroom” to work on a project several times during the next three weeks. To my surprise, they cheered and were intrigued by this new approach to the daily schedule. Secondly, I had to expand upon what materials could be used in an art project. Having the pressure to display art projects on a bulletin board does not lend itself to unconventional materials. In addition, I wondered whether it was important that each student brought home a project. For some students, there is a sense of pride and a need to show family or friends. Other students are indifferent and the recycling bin becomes the drawing or painting’s final destination. Since I was leaning towards a group project, I would embrace photography to capture the process and provide the students with the photographs to show their families and friends. Finally, I had to redefine my role from a teacher who instructs to one who works alongside her students to support their learning.
Usually when designing a project, I consider projects that have worked in previous years. Instead, I invited my students to create a list of ideas. What struck me most was that the students wished to produce art that looked more “high school.” They were tired of cute art-making projects. Letting go of what elementary art should look like was the last step.
Our Arts Integrated project centred on the students recycling an article of clothing and giving it a new function. For inspiration, we explored the work of Dutch fashion designer Iris van Herpen, who views fashion as “a dialogue between our insides and our outsides.” The 3D printed dresses of Danit Peleg provided insight into digital technologies. And the Sound Shirt, designed by fashion-tech company Cute Circuit, revealed how individuals can experience music through sensors placed within the clothing, allowing those who are deaf to “internalize(ing) something they cannot hear.”8 To ground the fashion project, three paths of exploration were selected: fashion for fun, fashion and technology, and fashion with a social message. The end goal was to present the finished clothing at a fashion show to be held in the classroom.
In Arts Integration, the process is as important as the product. Therefore, I used various types of formative evaluations throughout the exploration and experimentation phases: planning sheets, written reflections, and peer evaluations. For the summative evaluation, I created a rubric based upon the Quebec curricular competencies: to use information, to solve problems, to exercise critical judgment, and to use creativity. A few students declared that their own evaluation was based upon whether the item of clothing item fell apart during the fashion show.
While the goal was to encourage creative exploration and work alongside the students, I recognized that the students needed specific skills, particularly sewing skills. I devoted one afternoon to showing basic stitches, how to create a hem, and a few embroidery techniques (Fig. 1). Once the students had figured out how to thread a needle, several began embroidering their names into the bits of fabric. I was amazed that the following morning several students came to my desk to show off purses and cellphone cases that they had sewed that night.
For the next task, students worked in teams to select the type of clothing they wanted to alter. Before deconstructing the old clothing, students conducted research and created sketches. This process invited students to further develop their research skills, experiment with design elements, use mathematical concepts of scale and measurement, and develop their communication skills. During the fabrication, students quickly discovered that proper measurement was important before cutting a piece of fabric. In regards to Arts Integration, the students discussed and debated ideas, worked creatively, and reflected on artistic choices throughout the project. One team imagined creating a hoodie that would express the emotions of the wearer. To achieve this, they embedded different coloured lights into the fabric that the wearer could alter depending upon his/her feelings (Fig. 2). Another team experimented with methods to sew cut-up cans onto a jean skirt. Within each project, the students were solving artistic problems and applying knowledge and skills from other subjects, particularly math and language arts.
To showcase this project, an afternoon fashion show was held in the classroom. Strings of lights formed a runway on the floor and House music played in the background. Each team wrote a text describing the inspiration behind their design. One student would read the text aloud while another student modelled the clothing. After rehearsing, the classroom was filled with excitement and nervous energy as students reworked their texts and other students practised walking with more swag. The students were more than pleased with their clothing projects. As for the teachers and parents who watched the final Fashion is Our Passion show – they were simply amazed.
The obstacle of limited time to teach authentic and engaging art required me to re-evaluate what art making at the elementary level could be. Arts Integration provided a new approach to the art curriculum that enabled students to develop communication skills, draw upon mathematical knowledge, and address their needs for self-expression. Furthermore, this Arts Integration project revealed that art at the elementary level does not need to be a step-by-step instructional process. It can be a more truly creative undertaking that allows students to learn new skills, solve problems and express themselves through art.
Photos courtesy J. Etheridge
First published in Education Canada, August 2020
1 S. Chapman, P. Wright, and R. Pascoe, “Criticality and Connoisseurship in Arts Education: Pedagogy, practice and ‘Pinterest©’, Education 3, no.13 (2018): 10.
2 A. Efland, “The School Art Style: A functional analysis,” Studies in Art Education 17, no. 2 (1976): 37-44.
3 H. H. Jacobs, “The Growing Need for Interdisciplinary Curriculum Content,” in (Heidi Hayes Jacobs, Ed.), Interdisciplinary Curriculum: Design and implementation, ed. Heidi Hayes Jacobs (ASCD Books, 1989), 1–11.
4 E. P. Clapp and R. L. Jimenez, “Implementing STEAM in Maker-Centered Learning,” Psychology of Aesthetics, Creativity, and the Arts 10, no. 4 (2016): 481.
5 A. L. Duma and L. B. Silverstein, “Arts Integration: A creative pathway for teaching,” Educational Leadership 76, no. 4 (2018): 57.
6 Smilan, C. (2016). Developing visual creative literacies through integrating art-based inquiry. The Clearing House: A Journal of Educational Strategies, Issues and Ideas, 89(4-5), 167-178.
7 L. B. Silverstein and S. Layne, Defining Arts Integration (The John F. Kennedy Center for the Performing Arts, 2010).
8 Billboard (2019). www.billboard.com/articles/news/7378153/sound-shirt-deaf-people-feel-music-cutecircuit-video
In Canada, K-12 education systems have a key role in developing strategies to support the mental health and wellbeing of students and staff. While stand alone programs have provided useful content for educators in addressing mental health and wellbeing, it is increasingly recognized that more systemic and sustainable solutions are required to address these issues over the long-term.
Grounded in discussions that took place at two National Roundtable events, this paper outlines why and how K-12 system leaders and their partners must move beyond one-off interventions, programs, and professional development towards an approach where mental health and wellbeing is integrated in the core mandate of public education.
Well-being and Social Emotional Learning (SEL) have become increasingly top priorities in Canadian schools as concerns rise about the mental health and well-being of both staff and students. However, the vast majority of education leaders have not been trained to lead efforts that would integrate well-being and SEL across entire school districts through programs, policies, and practices that transform school cultures for the long term. This means that SEL initiatives are often one-off and unsustainable, and are restrained from becoming a reality across schools in every province and territory. On the flipside, emerging practice demonstrates that a Compassionate Systems Leadership approach – which combines mindfulness, compassion system-wide thinking and action – can strengthen the capacity of education leaders to effectively embed well-being at all levels of the education system.
Developing self-awareness, mindfulness, and compassion for self and others.
Building one’s awareness through intentional listening as well as clear and respectful communication, which can lead to more effective problem-solving among teams.
Understanding the underlying elements that shape a school’s organizational culture (i.e. its system of beliefs, values, behaviours, ways of communicating, etc.) as a way to determine levers for change.
The first step in building leadership capacity is to increase awareness of yourself – your own values and biases.
Everyone has the potential to create or support change regardless of their position within the school and district. More impact can be achieved when school leaders and staff learn and act together.
Developing skills and knowledge is an ongoing effort of practicing what you’ve learned, reflecting on what’s working and not working, and being open to adapting.
A Compassionate Systems Leadership approach guides education leaders in developing their own SEL skills as they grow in their ability to implement system-wide change in support of staff and student well-being. When education leaders cultivate compassion through SEL skills including empathy, sound decision-making, and self-regulation, they are better able to create educational cultures that emphasize well-being, understand barriers to change, and encourage other staff to contribute towards the change process.
Schroeder, J. & Rowcliffe, P. (2019). Growing Compassionate Systems Leadership: A toolkit. Retrieved from: http://earlylearning.ubc.ca/media/systems_toolkit_2019_final.pdf
Well-being and Social Emotional Learning (SEL) have become increasingly top priorities in Canadian schools as concerns rise about the mental health and well-being of both staff and students. However, the vast majority of education leaders have not been trained to lead efforts that would integrate well-being and SEL across entire school districts through programs, policies, and practices that transform school cultures for the long term. This means that SEL initiatives are often one-off and unsustainable, and are restrained from becoming a reality across schools in every province and territory. On the flipside, emerging practice demonstrates that a Compassionate Systems Leadership approach – which combines mindfulness, compassion system-wide thinking and action – can strengthen the capacity of education leaders to effectively embed well-being at all levels of the education system.
Developing self-awareness, mindfulness, and compassion for self and others.
Building one’s awareness through intentional listening as well as clear and respectful communication, which can lead to more effective problem-solving among teams.
Understanding the underlying elements that shape a school’s organizational culture (i.e. its system of beliefs, values, behaviours, ways of communicating, etc.) as a way to determine levers for change.
The first step in building leadership capacity is to increase awareness of yourself – your own values and biases.
Everyone has the potential to create or support change regardless of their position within the school and district. More impact can be achieved when school leaders and staff learn and act together.
Developing skills and knowledge is an ongoing effort of practicing what you’ve learned, reflecting on what’s working and not working, and being open to adapting.
A Compassionate Systems Leadership approach guides education leaders in developing their own SEL skills as they grow in their ability to implement system-wide change in support of staff and student well-being. When education leaders cultivate compassion through SEL skills including empathy, sound decision-making, and self-regulation, they are better able to create educational cultures that emphasize well-being, understand barriers to change, and encourage other staff to contribute towards the change process.
Schroeder, J. & Rowcliffe, P. (2019). Growing Compassionate Systems Leadership: A toolkit. Retrieved from: http://earlylearning.ubc.ca/media/systems_toolkit_2019_final.pdf
Playing and designing games have been of interest to K-12 educators as ways to support student learning. Parents are also increasingly accepting of video and board games as their choice of family activity, based on a 2018 survey by the Entertainment Software Association of Canada finding that 71% of Canadian parents play video games with their children. Game-Based Learning involves learning situations where children play or design games – whether digital, physical, or table-top games – in which they solve problems and gradually develop new knowledge and skills. Games have been found to improve students’ motivation and cognitive development, such as memory and reasoning.
Research demonstrates that Game-Based Learning enhances essential life skills that are foundational to a child’s development. In particular, Game-Based Learning provides students with an interactive learning experience where they have the opportunity to use and develop many different cognitive, social, and physical skills. Problem solving, critical thinking, strategy development, decision making, and teamwork are some of the many skills that games can provide.
Clark, D. B., Tanner-Smith, E. E., & Killingsworth, S. S. (2016). Digital games, design, and learning: A Systematic review and meta-analysis. Review of Educational Research, 86(1), 79–122. https://doi.org/10.3102/0034654315582065
Entertainment Software Association of Canada. (2018). Essential facts about the Canadian video game industry 2018. http://theesa.ca/wp-content/uploads/2018/10/ESAC18_BookletEN.pdf
Gee, J. P. (2008). Learning and Games. In K. Salen (Ed.), The ecology of games: Connecting youth, games, and learning(pp. 21–40). MIT Press. https://mitpress.mit.edu/books/ecology-games
Jaques, S., Kim, B., Shyleyko-Kostas, A., & Takeuchi, M. A. (2019). “I Just won against myself!”: Fostering early numeracy through board game play and redesign. Early Childhood Education, 26(1), 22–29. http://hdl.handle.net/1880/111252
Kim, B., & Bastani, R. (2017). Students as game designers: Transdisciplinary approach to STEAM Education. Special Issue of the Alberta Science Education Journal, 45(1), 45–52. https://sc.teachers.ab.ca/SiteCollectionDocuments/ASEJVol45No1November2017.pdf
Kim, B. & Bastani, R. (2018). How Inversé merged with Go: (re)designing games as mathematical and cultural practices. In Proceedings of the 5thInternational STEM in Education Conference (pp.166-172). Brisbane, Australia: Queensland University of Technology. https://stem-in-ed2018.com.au/proceedings-2/
Koabel, G. (2017). Simulating the ages of man: Periodization in Civilization V and Europa Universalis IV. The Journal of the Canadian Game Studies Association, 10(17), 60-76. https://journals.sfu.ca/loading/index.php/loading/article/view/192
Sardone, N. B., & Devlin-Scherer, R. (2016). Let the (Board) Games Begin: Creative Ways to Enhance Teaching and Learning. The Clearing House: A Journal of Educational Strategies, Issues and Ideas, 89(6), 215–222. https://doi.org/10.1080/00098655.2016.1214473
Squire, K. (2006). From content to context: Videogames as designed experience. Educational Researcher, 35(8), 19–29. https://doi.org/10.3102/0013189X035008019
Qian, M., & Clark, K. R. (2016). Game-based learning and 21st century skills: A review of recent research. Computers in Human Behavior, 63, 50–58. https://doi.org/10.1016/j.chb.2016.05.023
Zimmerman, E. (2009). Gaming literacy: Game design as a model for literacy in the twenty-first century. The video game theory reader, 2(23-32). http://www.neliufpe.com.br/wp-content/uploads/2014/02/08.pdf