Reflective teaching is a practice I believe strongly in utilizing throughout the school year. Throughout my work as a University Supervisor at the National College of Education at National Louis University, I work with graduate teacher candidates to develop their reflective practices. Reflection allows educators to think about lessons they observed (or taught), analyze techniques, self-assess and consider areas of strength and growth. Recently, during my own reflective process, I could not help but think about the significant changes in teaching that have occurred over the last 20 months. 

As educators, we have all come to expect that change is our new norm; especially, after we collectively experienced the transition to remote learning, hybrid learning, and the back-and-forth between the two. Even before the COVID-19 pandemic, all teachers at one time or another have experienced a challenging learning curve or a difficult programmatic change. And specifically, in education, it is well known that organizational change historically moved at a snail’s pace in schools and was even more difficult than in other professional settings. 

I can still hear my students groan every time I announce “pop quiz time!” My countless hours of learning about secondary education had taught me that a solid instructional strategy was rooted in tests, tests, tests. Test the kids before they learn, test the kids while they learn, and test them after they learn. And then again—test the kids the next day, too—just to make sure they remember what we did yesterday. 

As a teacher, I always sought to have some form of assessment embedded throughout every lesson because that was the foundation of good teaching, right? However, I was never taught what to do with the results of all that testing. I had all this great data at my fingertips, but I was drowning in data points, multiple-choice scores, and whether or not spelling should count in a short answer. So how did that help me help my students? 

A robust Multi-Tiered System of Supports (MTSS) relies on a systematic data collection process. We are told to ensure that we have a universal screener and progress monitors, but it’s just as vital that we know what to do with our assessment data after we go through the process of gathering it.

To make smart, data-driven decisions to support our MTSS process, we need to have a clear understanding of the role of each assessment in an MTSS model. That way, we aren’t all drowning in data, without any idea of where all this data is supposed to take us.

Cue—this handy, dandy assessment table and a breakdown of assessments.

Happy New Year! A new semester has begun and with it comes the possibilities for positive change. Getting ready for a new semester is crucial, but it can also be a complicated undertaking, especially with the complexities of a pandemic. As 2022 begins, we wanted to share 22 MTSS resources with you so you can start out the second half of the school year strong and prepared. 

There’s something here for everyone: whether you’re a classroom teacher, a school admin, a district leader, or an MTSS coordinator; if you’re exploring what MTSS is; if you’re working on developing an MTSS team, selecting an MTSS tool, aligning your MTSS implementation with the rest of the initiatives at your district, or simply strengthening communication and collaboration.

We’ve divided the resources into MTSS Best Practices, Accelerated Learning, Structure and Leadership in MTSS, and Social-Emotional Learning (SEL). We hope you find them helpful!

I remember thinking last December that if we could just get to 2021, if we could just get through the insanity and exhaustion that was 2020, that we would feel a light at the end of this tunnel. I wanted to buy all of the 2020 dumpster fire gag gifts, as if saying that these challenges were a product of the year 2020 could seal them up tight so they couldn’t possibly follow us into another year. I also know myself to be a relentless optimist, which for the most part has served me well…so I leaned into that optimism hard.

In an effort to support the high rate of students who have experienced significant learning loss caused by remote learning and continued COVID 19-related instruction interruptions, Texas has recently passed House Bill 4545 (HB4545). This new statute outlines updated requirements for school districts to provide supplemental accelerated instruction for all students who do not meet grade-level requirements in the state’s standardized assessments.

Since this statute was enacted in the summer of 2021, school districts have quickly reacted and developed new procedures to ensure these requirements are met, and students are receiving the accelerated instruction they need. As many Texas Branching Minds partners have already discovered, Branching Minds is quickly adapting and providing districts the help they need to implement these crucial changes successfully.

Beginning in 3rd grade, all students in Texas public schools take the State of Texas Assessments of Academic Readiness (STAAR) in core subject areas. In high school, the assessment program changes to the STAAR End of Course (EOC) assessments, five of which are required for graduation. According to the Texas Education Agency, students who do not meet grade-level expectations in these assessments are unlikely to succeed in the next grade or course without significant, ongoing academic intervention.

The STAAR data from the most recent testing administration highlights the importance of immediate action towards supporting students. Among students tested in 2021, there was a 4% increase in students that did not meet their grade level in reading compared to 2019 and a 16% increase in students that did not meet their grade level in math (source). We do not have time to waste!

Technology has quickly become a fact of life for educators worldwide. I remember being in the classroom as a secondary teacher and witnessing the quick succession of my trusty whiteboard to an overheating-prone projector to an always-needing-an-update interactive whiteboard. Education and technology have quickly become codependent entities, and the abrupt transition to remote learning in the 2020-2021 school year only solidified this reality. 

However, technology does not have to be the enemy. Technology offers the potential to streamline our processes and alleviate the workload of tasks that once consumed the evenings of teachers everywhere. When it comes to implementing MTSS (Multi-Tier System of Supports), technology can be the make or break between a successful system of MTSS or the dreaded next failed initiative. 

Let’s take a moment to consider how technology is changing the way we implement MTSS: 

Meetings are meant to be an engine of productivity in the workplace, but let’s face it—you must have been in one of these meeting situations at least once:

• Wondering why you are in a particular meeting and checking your inbox or doing work while checked out entirely from the conversation;
• Struggling to keep your eyes open as the conversation droned on and on in the room about something so unrelated to your work;
• Found yourself stuck in a meeting where it wasn’t clear what was being decided;
• The meeting gets off on a side tangent, and you spend the entire time talking about something that doesn’t move the work forward;
•  You have something to say but are unsure whether it’s the right time or place;
• All of the above!

A Multi-Tiered System of Supports (MTSS) framework uses a problem-solving cycle to monitor and adjust instruction and intervention at three tiers:

• Tier 1: whole class data-driven differentiated core instruction,
• Tier 2: whole-class differentiated instruction + small group targeted instruction (in addition to core instruction), and
• Tier 3: whole class core differentiated instruction + additional targeted instruction (often small group in addition to core instruction) + intensive support.

An optimal MTSS framework follows the 80-15-5 model, suggesting that our core instruction should meet 80% of our learners' needs. With strong core instruction, 80% of students will not require additional intervention. However, core instruction should be targeted to support all students through the use of differentiation and research-based learning supports. This means Tier 1 targets 100% of students, not just 80% of our students.

However, we can't negate that even with the most effective, evidence-based, validated core instruction, some learners will continue to need targeted and intensive interventions and support plans for some of their needs. When this happens, it's important we identify the student's goal, select an appropriate intervention, develop a support plan, and set frequency and type of monitoring for progress. 

One of the most common questions I’ve received over the years has been, "How do I know the intervention I selected will help my student meet the goal?" How do I select the proper intervention once I've set the SMART goal for my student? In other words, you've identified the difference between what was expected of the student (skill) and what is happening, but now what? 

The Fuchs Research Group of Peabody College at Vanderbilt University has created hundreds of peer-reviewed articles that help teachers select the best interventions for students. With all that's on your to-do list these days, I wanted to share the top five guidelines from Fuchs' research that will help you align your SMART goals and interventions to optimize student success. A little tip, the more guidelines the intervention meets, the more likely it will maximize student success.

There is a learning curve for all educators working through the Multi-Tier System of Supports (MTSS) to help identify students’ needs. As a former school psychologist, I was often able to make recommendations on effective ways to support students in school and on following MTSS processes. 

I’ve heard it said that many school psychologists, case managers, and other student support team members have fallen into the position of reviewing student interventions that were tried but were not “evidence-based.” Or perhaps, having to explain to a colleague that there wasn’t sufficient data to qualify moving a student between tiers, much less qualify for special education. 

In my experience, I found that utilizing MTSS processes ensured that before a student is ever evaluated for special education, the continuum of support based upon the student's identified needs has already been provided, documented, and it was already determined if the prior interventions were working.

That being said, it may not be easy for any school team member to remind a colleague to follow a process, and reiterating to my colleagues the critical need to follow the MTSS processes was one of the essential parts of my role. This discussion provided the opportunity for me to help teachers understand the process for supporting growth and meeting the needs of all students. 

Principals across the nation work hard to provide the best education and leadership possible. “Effective principals work relentlessly to improve achievement by focusing on the quality of instruction. They help define and promote high expectations; they tackle teacher isolation and fragmented effort; and they connect directly with teachers and the classroom.”*