2ObjectivesUnderstand why staff need to be committed to decreasing problem behaviors and increasing academic behaviorsIdentify four approaches to gain faculty buy-in to the school-wide PBS processDevelop a plan to get buy-in and build ownership across faculty
3Decreasing Problem Behaviors Staff commitment is essentialFaculty and staff are critical stakeholders80% buy-in must be secured3-5 year processstaff commitment is essential since they are the stakeholders who must implement the developed action plan within their school building.At least 80% buy-in must be secured prior to developing and implementing school-wide changes.The remaining 20% may eventually become participating members (i.e., experience and observation of fellow faculty members’ success will convince them).Remember, this is why the implementation of School-wide Positive Behavior Support can be a 3-5 year process
4Faculty Are Familiar with the Behavior Problems Communication is essential in this processOpen communication will allow faculty to feel as though they are part of the change processFaculty will begin to understand what is happening across campusFrequent communication opens dialogue for problem-solving across campusCommunication is essential in order for school-wide positive behavior support to be successful and maintained across school years.The more that faculty and staff are informed of the events and/or behavior patterns across campus on a consistent basis, the more they will feel as though they are part of the change process.In addition, faculty will begin to understand what is happening across campus and in other classrooms.This frequent communication opens the dialogue in problem solving across campus.
5Strategies Use the existing database Use a team planning process Conduct staff surveysDevelop an “election” process for the completed planUsing the existing database to build faculty involvement. The available data can then be presented at staff meetings to discuss whether there are problem areas that need further attention or whether the data accurately reflect the problems encountered at the school. This information may not only build faculty participation but provide the team with an established baseline to compare across years.When, what, where, who, how questionsUsing a team planning process to build faculty involvement. Adaptations of team planning processes such as the Planning Alternative Tomorrows with Hope (PATH) process may be helpful in assisting a school team to identify the critical features of their ideal school and/or student. The process also assists school personnel to discuss how they feel about their schools’ current behavior plan and other issues.Conducting staff surveys to build faculty involvement. A simple survey may be developed to get feedback from staff about 1) whether they believe the school has a significant number of behavior problems, 2) whether they believe an effective school-wide process exists, 3) whether they would be willing to develop a more effective process, 4) the types behaviors that most concern them; and, 5) how they currently address problem behaviors in the classroom at the school-wide level. D. Developing an “election” process for the completed plan. This fourth strategy is important for getting approval or election of the completed school-wide plan developed in Step 4 of the process. Between the initial commitment and final approval of a plan, it is also suggested that the team developing the school-wide plan present ideas and progress to the faculty for comment and approval prior to getting started on implementing the plan.
6Use the Existing Database Where behaviors are occurring (i.e., setting)What types of behaviors are occurringWhat types of consequence was delivered to discipline studentsWhen problems behaviors occur most frequentlyHow many discipline referrals, suspensions, and/or expulsions occurred last school yearHow many faculty are absent dailyOther (loss of instruction time, student absences, etc.)
7Time Cost of a Discipline Referral (Avg. 45 minutes per incident) 1000 Referrals/yr2000 Referrals/yrAdministrator Time500 Hours1000 HoursTeacher Time250 HoursStudent Time750 Hours1500 HoursTotals3000 Hours
10How to Use the Data to Get Faculty Buy-in Share visuals (graphs) with faculty on a regular basisThe visuals are a powerful tool:To let staff know the extra work they are doing is paying offTo show specific areas that may need a more intense focusEmphasize the “Team” process
13Use a Team Planning Process Planning Alternative Tomorrows with Hope (PATH) is a way for diverse people who share a common need to align their…School’s vision, purposes, and goalsUnderstanding of a situation and its possibilities for hopeful actionActions for change, mutual support, personal and team development, and learning
15P.A.T.H. PATH Allows Teams to… PATH is Not… Make a commitment that change will be accomplishedDevelop an action plan of steps that need to take place in order to insure changePATH is Not…The answer to all problemsA guaranteeA quick fix solution to complex human and/or organizational problems
16Identify Common Values Discuss the use of the Dream frame—purpose and “how-to”Ask the whole group to identify common themes or values reflected in the dream info.
17Conduct Staff Surveys Staff surveys are an efficient way to: Obtain staff feedbackCreate involvement without holding more meetingsGenerate new ideasBuild a sense of faculty ownership
18Sample Staff Survey Item Check the OUTCOMES below that you would like to achieve at our school…Increase in attendanceImprovement in academic performanceIncrease in the number of appropriate student behaviorsStudents and teachers report a more positive and calm environmentReduction in the number of behavioral disruptions, referrals, and incident reports
19What Other Schools Have Found to Be Effective Faculty Retreat – day before official pre-planningAfter the overview at a faculty meeting staff signs on chart paper labeled Yes/No/Need More InformationShow sections of the school-wide video
20Supporting Systemic Change Those involved in the school must share :a common dissatisfaction with the processes and outcomes of the current systema vision of what they would like to see replace itProblems occur when the system lacks the knowledge of how to initiate change or when there is disagreement about how change should take place
21ChallengesReasons for making changes are not perceived as compelling enoughStaff feel a lack of ownership in the processInsufficient modeling from leadershipStaff lack a clear vision of how the changes will impact them personallyInsufficient system of support
22Solutions Develop a common understanding Enlist leaders with integrity, authority, resources and willingness to assistExpect, respect and respond to resistance (encourage questions and discussion)Clarify how changes align with other initiativesEmphasize clear and imminent consequences for not changingEmphasize benefitsConservation of time/effortAlignment of processes/goalsGreater professional accountabilityStay in touch with peer leaders during the change process
23Reflection Questions Answer these questions about your SW-PBS team: About what percent of your staff have bought into PBS?What did or did not work to get faculty buy-in?What does your team need to do to get more faculty input on the critical elements?How does your team share data with the faculty?What strategies might help you get greater faculty buy-in?
24Congratulations!You have completed Florida's PBS Project School-wide Positive Behavior Support Module 3: Building Faculty Involvement.If you would like a certificate of completion please print this page.We hope that you enjoyed the training module!