school-wide positive behavior support · 100% all students students with 6+ odrs. benchmark...
TRANSCRIPT
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School-wide Positive Behavior SupportRob Horner and George SugaiUniversity of Oregon and University of Connecticut
www.pbis.orgwww.swis.org
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Goals/ Materials for today Define the logic and core features of School-wide PBS Define the implementation approach Conduct a self-assessment and build action plan for SWPBS implementation Define core features of classroom management within SWPBS
Materials Powerpoint slides References Discipline matrix Teaching plan formats Office discipline referral definitions and forms Team Matrix Team Implementation Checklist Classroom management self-assessment Rewards
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Logic for School-wide PBS Schools face a set of difficult challenges today
Multiple expectations (Academic accomplishment, Social competence, Safety)
Students arrive at school with widely differing understandings of what is socially acceptable.
Traditional “get tough” and “zero tolerance” approaches are insufficient.
Individual student interventions Effective, but can’t meet need
School-wide discipline systems Establish a social culture within which both social and
academic success is more likely
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The Challenge More than 50% of all crime in the United
States is committed by 5-7% of youth between the ages of 10-20
APA Commission on Youth Violence, 1993
Each school day 100,000 students in the United States bring weapons to school
Walker, 1994
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The Challenge Lack of discipline is viewed as one of the most
serious challenges facing public schools National Education Goals Report (1995)
Teachers report that “uncivil” behavior is increasing and is a threat to effective learning
Skiba and Peterson, (2000)
There is a link between general level of disruptive behavior and more extreme acts of violence
Skiba and Peterson, (2000)
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The Challenge Exclusion and punishment are the most
common responses to conduct disorders in schools.
Lane & Murakami, (1987) Rose, (1988) Nieto, (1999) Sprick, Borgmeier, & Nolet, (2002)
Exclusion and punishment are ineffective at producing long-term reduction in problem behavior
Costenbader & Markson (1998)
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The Challenge “Exposure to exclusionary discipline has been
shown, not to improve school outcomes, but in fact to be associated with higher rates of school dropout.”
Skiba, Peterson and Williams, 1997 Ekstrom, Goertz, Pollack, & Rock, 1986 Wehlage & Rutter, 1986 Sprick, Borgmeier, Nolet, (2002)
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The Challenge Punishing problem behaviors (without a
proactive support system) is associated with increases in (a) aggression, (b) vandalism, (c) truancy, and (d) dropping out.
Mayer, 1995 Mayer & Sulzar-Azaroff, 1991 Skiba & Peterson, 1999
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Research Findings Reviews of over 600 studies on how to
reduce school discipline problems indicate that the least effective response to school violence are: Talking therapies Psychotherapy Punishment
Gottfredson, 1997 Lipsey, 1991; 1992 Tolan & Guerra, 1994 Elliott, Hamburg, Williams, 1998
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Research Findings The same research reviews indicate that the
most effective responses to school violence are: Social Skills Training Academic Restructuring Behavioral Interventions
Gottfredson, 1997 Elliot, Hamburg, & Williams, 1998 Tolan & Guerra, 1994 Lipsey, 1991; 1992
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What isSchool-wide Positive Behavior Support?
School-wide PBS is: A systems approach for establishing the social culture and
individualized behavioral supports needed for schools to be effective learning environments for all students.
Evidence-based features of SW-PBS Prevention Define and teach positive social expectations Acknowledge positive behavior Arrange consistent consequences for problem behavior On-going collection and use of data for decision-making Continuum of intensive, individual interventions. Administrative leadership – Team-based implementation (Systems that
support effective practices)
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Establishing a Social Culture
Common Vision/Values
Common Language
Common Experience
MEMBERSHIP
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SYSTEMS
SupportingStaff Behavior
SupportingStudent Behavior
OUTCOMES
Supporting Social Competence, Academic Achievement and Safety
SupportingDecisionMaking
School-wide PBS
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Primary Prevention:School-/Classroom-Wide Systems for
All Students,Staff, & Settings
Secondary Prevention:Specialized Group
Systems for Students with At-Risk Behavior
Tertiary Prevention:Specialized
IndividualizedSystems for Students
with High-Risk Behavior
~80% of Students
~15%
~5%
SCHOOL-WIDE POSITIVE BEHAVIOR
SUPPORT
27
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(n = 201)
Michigan: Distribution of Elementary Reading Intervention Level
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
All Students Students with 6+ ODRs
Benchmark Strategic IntensiveReading Intervention Level (based on DIBELS)
24%
33%
43%
56%
24%
20%
(n = 4074)
Dr. Steve Goodman
Kent
Miora
Amanda
Jorge
Goodman
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School-wide Systems(All students all settings all times)
Create a positive school culture:School environment is predictable
1. common language2. common vision (understanding of expectations)3. common experience (everyone knows)
School environment is positiveregular recognition for positive behavior
School environment is safeviolent and disruptive behavior is not tolerated
School environment is consistentadults use similar expectations.
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Classroom
SWPBSSubsystems
Non-classroomFamily
Student
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Invest in Prevention (school-wide)Build a Culture of Competence Define behavioral expectations Teach behavioral expectations Monitor and reward appropriate behavior Provide corrective consequences for
behavioral errors. Information-based problem solving Do not expect school-wide efforts to affect
students with chronic problem behavior.
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Activity Define three-five core behavioral
expectations you would recommend for your school.
Core value Positive – Short Memorable
How would you include families, students, community members in the process?
How would you assess if the teaching had been effective?
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Teach Behavioral Expectations Transform broad school-wide Expectations
into specific, observable behaviors. Use the Expectations by Settings Matrix
Teach in the actual settings where behaviors are to occur
Teach (a) the words, and (b) the actions. Build a social culture that is predictable, and
focused on student success.
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CLASS HALL GYM COMMONS BUS OFFICE
BeRespectful
BeResponsible
Be-ThereBe-Ready
FollowDirections
Hands andFeet to self
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CLASS HALL GYM COMMONS BUS OFFICE
BeRespectful
Positivecommentsto eachother
TalkQuietly
Share Use whitephone tocall home
BeResponsible
Havebooks andpencil
Walk onRight
WearSoft-SoledShoes
Sit quietly
Be-ThereBe-Ready
Get toClass onTime
Get toClass onTime
FollowDirections
Stop playwhenasked
Hands andFeet to self
Keephandsand feetto self
Handholding only
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RAH – at Adams City High School(Respect – Achievement – Honor)
RAH Classroom Hallway/Commons
Cafeteria Bathrooms
Respect Be on time; attend regularly; follow class rules
Keep location neat, keep to the right, use appropriate lang., monitor noise level, allow others to pass
Put trash in cans, push in your chair, be courteous to all staff and students
Keep area clean, put trash in cans, be mindful of others’ personal space, flush toilet
Achievement Do your best on all assignments and assessments, take notes, ask questions
Keep track of your belongings, monitor time to get to class
Check space before you leave, keep track of personal belongings
Be a good example to other students, leave the room better than you found it
Honor Do your own work; tell the truth
Be considerate of yours and others’ personal space
Keep your own place in line, maintain personal boundaries
Report any graffiti or vandalism
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Teaching Matrix Activity(Identify cells that you would change)
Classroom Lunchroom Bus Hallway Assembly
Respect Others
No food in class
Eat your own food
Stay in your seat
No harassmentNo violence
Arrive on time to speaker
Respect Environment & Property
Recycle paper Return trays Keep feet on floor Do not litter
Leave the auditorium as clean as you
find it.
Respect Yourself Do your best Wash your
handsBe at stop on
timeUse your
wordsNo hatsNo gum
Respect Learning
Have materials
readyEat balanced
dietGo directly from bus to
classGo directly to
classDiscuss topics
in class w/ others
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Teaching Matrix Activity(Identify cells that you would change)
Classroom Lunchroom Bus Hallway Assembly
Respect Others
No food in class
Eat your own food
Stay in your seat
No harassmentNo violence
Arrive on time to speaker
Respect Environment & Property
Recycle paper Return trays Keep feet on floor Do not litter
Leave the auditorium as clean as you
find it.
Respect Yourself Do your best Wash your
handsBe at stop on
timeUse your
wordsNo hatsNo gum
Respect Learning
Have materials
readyEat balanced
dietGo directly from bus to
classGo directly to
classDiscuss topics
in class w/ others
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Teaching Behavioral Expectations
Define the Expectation(s): Provide a Rationale: Teach the Critical Discrimination: Demonstrate Appropriate Behavior Demonstrate Unacceptable Behavior Practice telling the difference with multiple examples If there is a “signal” teach the signal (when should the appropriate behavior occur?) Teach for fluency (practice)? Reinforcement. How will this skill be maintained?
Nolan
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Activity: Teaching Matrix Define your school-wide expectations Define a set of possible locations Select 1 location: Define the best example of behaving
appropriately. Identify the most common behavioral error in
that location, and identify the positive alternative.
Write these two positive behaviors in each cell of the matrix.
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Learning MatrixLocation 1 Location 2 Location 3 Location 4 Location 5 Location 6
Expectation 1
Expectation 2
Expectation 3
Expectation 4
Expectation 5
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Discipline MatrixLocation 1Lunch
Location 2 Location 3
Classroom
Location 4 Location 5 Location 6
Expectation 1
Respect
Sit with your class
Listen when others speak/
Expectation 2
Responsible
Clean up your area
Be on task
Expectation 3
Expectation 4
Expectation 5
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Activity As a team (your table)
Use the behavioral expectations from one member of the team as the standard for your “school”
Select a location in the school
Write a teaching plan that can be delivered to 20-60 students in 15-18 min.
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Continuum of Consequences for Behavioral Errors Do not ignore problem behavior.
(unless ignoring is part of a specific program) Define specific teacher responses for “minor” and
“major” problem behavior. Define a general “rule” for when a teacher should send
a student to the office. Do NOT expect office referrals to change behavior.
Use office referrals to (a) prevent problem behavior from being rewarded, (b) prevent escalation, and (c) prevent problem behavior from interrupting on-going instruction.
Use teaching to change behavior See www.swis.org for a list of behavioral definitions for problem
behavior.
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On-going Reward of Appropriate Behavior
Every faculty and staff member acknowledges appropriate behavior.
5 to 1 ratio of positive to negative contacts
System that makes acknowledgement easy and simple for students and staff.
Different strategies for acknowledging appropriate behavior (small frequent rewards more effective)
Beginning of class recognition Raffles Open gym Social acknowledgement
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Cougar Traits in the Community
Student Name __________________________________
Displayed the Cougar Trait of: RespectResponsibilityCaringCitizenship(Circle the trait you observed)
Signature _____________________________________________If you would like to write on the back the details of what you observed feel free! Thank you for supporting our youth.
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Brag Box I would like to share that Mr./Mrs. Miss _________, ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
To build staff moral we began recognizing the positive things we were seeing among the adults in our building.
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Are Rewards Dangerous? “…our research team has conducted a series of reviews and analysis of (the
reward) literature; our conclusion is that there is no inherent negative property of reward. Our analyses indicate that the argument against the use of rewards is an overgeneralization based on a narrow set of circumstances.” Judy Cameron, 2002 Cameron, 2002 Cameron & Pierce, 1994, 2002 Cameron, Banko & Pierce, 2001
“The undermining effect of extrinsic reward on intrinsic motivation remains unproven”
Steven Reiss, 2005
Akin-Little, K. A., Eckert, T. L., Lovett, B. J., & Little, S. G. (2004). Extrinsic reinforcement in the classroom: Bribery or best practices. School Psychology Review, 33, 344-362
Use of rewards in
Education
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“What the Worlds Greatest Managers Do Differently”-- Buckingham & Coffman 2002, Gallup
Interviews with 1 million workers, 80,000 managers, in 400 companies.
Create working environments where employees: 1. Know what is expected 2. Have the materials and equipment to do the job correctly 3. Receive recognition each week for good work. 4. Have a supervisor who cares, and pays attention 5. Receive encouragement to contribute and improve 6. Can identify a person at work who is a “best friend.” 7. Feel the mission of the organization makes them feel
like their jobs are important 8. See the people around them committed to doing a good
job 9. Feel like they are learning new things (getting better) 10. Have the opportunity to do their job well.
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Use of Data for Decision-making Use of data to guide implementation Team Implementation Checklist
Use of student data (office discipline referrals) to assess impact. www.swis.org
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1 2 3 4
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Middle School with 500 students
ge Report Optionsge Report Options0 005.006.5011 0017.0012.0011.0016.009.00127.500.000
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0
10
20
30
40
50
60
70
Refer
rals
Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun
School Month
Total Ref versus Ref/Day/MoNV High School
January 10
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Data As of Jan 10th
ge Report OptionsChange Report Options1.41.82.72.52.753.4900.000
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Why should we be committed to implementation of SWPBS?
SWPBS benefits children Reduction in problem behavior
Office discipline referrals Suspensions Expulsions Improved effectiveness for intensive interventions
Increased student engagement Risk and protective factors improve Students perceive school as a safer, more supportive environment
Improved academic performance When coupled with effective instruction
Improved family involvement
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Comparison of SET Score and Reduction in ODRMaryland
80%
97%
87%
78%
90%94%
97%
88% 89%
57%
50%55%
37%
22%
42%
86%
55%
73%
26%
57%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Laur
el W
oods
Dashe
r Gree
n
Shady
Spr
ing
McCorm
ick
Lexin
gton P
ark
Feath
erbe
d Inte
rmed
iate
Mars E
states
Pocom
oke E
S
Pocom
oke M
S
Deep C
reek M
S
SET ScoreODR Reduction
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ODR rates (Majors only) for Schools Meeting and Not Meeting PBS Implementation Criteria: Illinois
Elementary Schools
0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
0.8
0.9
Not at Criterion: N = 87 At Criterion: N = 53
Mea
n O
DRs
per 1
00 s
tude
nts
per D
ay
Schools at criterion average a 25% lower ODR rate
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Implementing PBIS is related to reduction in Office Discipline Referrals
SET Total Score and ODR/100 Students/Year: One Chicago School
0
20
40
60
80
100
120
140
01-02 02-03 03-04
SET
Tota
l: O
DR
per
100
SETODR
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0%10%20%30%40%50%60%70%80%90%
100%
Irving ES200102
Irving ES200203
Irving ES200304
Irving ES200405
Pct6up 12% 3% 3% 0%
Pct2to5 24% 17% 8% 3%
Pct0to1 65% 80% 89% 97%
Irving ES 200102 Irving ES 200203 Irving ES 200304 Irving ES 200405
ODR/100 1.13 .51 .39 .08
TIC Total 76% 82% 82% 88%
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Irving Triangle (0-1); SET and ODR Summary
0
20
40
60
80
100
120
01-02 02-03 03-04 04-05
Pec
ent
or
Rat
e
% 0-1TICODR
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Illinois Mean Proportion of Students Meeting ISAT Reading Standard
t test (df 119) p < .0001
46.60%
62.19%
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
PBIS NOT in place N = 69 PBIS IN place N = 52
Mea
n P
erce
nta
ge
of
3rd
gra
der
s m
eeti
ng
IS
AT
Rea
din
g S
tan
dar
d
Kent
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Iowa Elementary School
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Randomized Control Trials Illinois and Hawaii
Bradshaw et al (Maryland)
Sprague et al (middle schools)
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Examples
FRMS
Video link
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Why should we be committed to implementation of SW-PBIS?
Benefits to faculty and staff: Improved consistency across faculty
Better collaboration in support of individual students
Improved classroom management Classroom routines Strategies for preventing and pre-empting problem behavior
Reduced faculty absenteeism Increased faculty retention Improved substitute performance/perception Increased ratings of faculty “effectiveness”
Staff perceive themselves as more effective due to coherent planning, improved student behavior, effective strategies for addressing problems.
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Why should we be committed to implementation of SW-PBIS? Benefits to District/Community
Improved cost effectiveness 1 ODR = 15 min staff time; 45 min student time
Sustained effects across administrator, faculty, staff, student change.
Cost of re-creating systems draws away from effective education.
Administrative benefits of scale Cost savings for data systems Effective transitions among faculty when they shift from one school
to another.
Effective innovation Data systems promote innovation. Focus on research-based practices
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0
300
600
900
1200
1500 To
tal O
ffice D
iscipl
ine R
eferra
ls
95-96 96-97 97-98 98-99School Years
Kennedy Middle School
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What does a reduction of 850 office referrals and 25 suspensions mean?Kennedy Middle School
Savings in Administrative time
ODR = 15 min Suspension = 45 min
13,875 minutes 231 hours
29, 8-hour days
Savings in Student Instructional time
ODR = 45 min Suspension = 216 min
43,650 minutes 728 hours
121 6-hour school days
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~80% of Students
~15%
~5%
CONTINUUM of SWPBS
SECONDARY PREVENTION• Check in/out• Targeted social skills instruction• Peer-based supports• Social skills club•
TERTIARY PREVENTION• Function-based support• Wraparound/PCP• Special Education••
PRIMARY PREVENTION• Teach & encourage positive SW expectations• Proactive SW discipline• Effective instruction• Parent engagement•
Audit1. Identify existing practices by tier2.Specify outcome for each effort3.Evaluate implementation
accuracy & outcome effectiveness
4.Eliminate/integrate based on outcomes
5.Establish decision rules (RtI)
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Summary Invest in prevention Build a social culture of competence Focus on different systems for different
challenges Build local capacity through team processes,
and adaptation of the practices to fit the local context
Use data for decision-making Begin with active administrative leadership Examples