1. Rob Horner University of Oregonwww.pbis.org

2. What: Define the core features of SWPBS Why: Define if SWPBS is appropriate for your school How: Define the process for implementing SWPBS

3. Supporting social behavior is central to achieving academic gains. Invest in building a positive school-wide social culture School-wide PBS is an evidence-based practice for building a positive social culture that will promote both social and academic success. Implementation of any evidence-based practice requires a more coordinated focus than typically expected.

4. Never stop doing what already works Always look for the smallest change that will produce the largest effect Avoid defining a large number of goals Do a small number of things well Do not add something new without also defining what you will stop doing to make the addition possible.

5. Collect and use data for decision-making Adapt any initiative to make it “fit” your school community, culture, context. Families Students Faculty Fiscal-political structure Establish policy clarity before investing in implementation

6. Logic Core Features

7. 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.  Faculty come with divergent visions of effective discipline 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

8. Context Problem behavior continues to be the primary reason why individuals in our society are excluded from school, home, recreation, community, and work.

9. Problem Behaviors Insubordination, noncompliance, defiance, late to class, nonattendance, truancy, fighting, aggression, inappropriate language, social withdrawal, excessive crying, stealing, vandalism, property destruction, tobacco, drugs, alcohol, unresponsive, not following directions, inappropriate use of school materials, weapons, harassment 1, harassment 2, harassment 3, unprepared to learn, parking lot violation, irresponsible, trespassing, disrespectful, disrupting teaching, uncooperative, violent behavior, disruptive, verbal abuse, physical abuse, dress code, other, etc., etc., etc. Vary in intensity Exist in every school, home and community context Place individuals at risk physically, emotionally, academically and socially

10. School-wide PBS Build a continuum of supports that begins with the whole school and extends to intensive, wraparound support for individual students and their families.

11. What is School-wide Positive Behavior Support? School-wide PBS is: ▫A systems approach for establishing the social culture and behavioral supports needed for a school to be an effective learning environment 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 intervention supports. ▫Implementation of the systems that support effective practices

12. Establishing a Social Culture Common Vision/Values Common Language Common Experience MEMBERSHIP

13. Assess the social culture in your school Low High Predictable 1 2 3 4 5 Consistent 1 2 3 4 5 Positive 1 2 3 4 5 Safe 1 2 3 4 5

14. 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 Individualized Systems for Students with High-Risk Behavior ~80% of Students ~15% ~5% SCHOOL-WIDE POSITIVE BEHAVIOR SUPPORT 27

15. SYSTEMS PRACTICES DATA Supporting Staff Behavior Supporting Student Behavior OUTCOMES Supporting Social Competence, Academic Achievement and Safety Supporting Decision Making School-wide PBS

16. Braiding proven practices with practical systems:  Policies, Team meetings, Data Systems

17. Predictable Consistent Positive Safe

18. Define School-wide Expectations for Social Behavior Identify 3-5 Expectations Short statements Positive Statements (what to do, not what to avoid doing) Memorable Examples: Be Respectful, Be Responsible, Be Safe, Be Kind, Be a Friend, Be-there-be-ready, Hands and feet to self, Respect self, others, property, Do your best, Follow directions of adults

19. 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.

20. 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

21. Cougar Traits in the Community Student Name __________________________________ Displayed the Cougar Trait of: Respect Responsibility Caring Citizenship (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. Cougar Traits in the Community Student Name __________________________________ Displayed the Cougar Trait of: Respect Responsibility Caring Citizenship (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.

22. To build staff moral we began recognizing the positive things we were seeing among the adults in our building.

23. 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

24. “ 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.

25. “ What the Worlds Greatest Administrators Do Differently ” -- Buckingham & Coffman 2002, Gallup Interviews with 1 million workers, 80,000 managers, in 400 companies. Create working environments where Faculty:  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.

26. “ What the Worlds Greatest Teachers Do Differently ” -- Buckingham & Coffman 2002, Gallup Interviews with 1 million workers, 80,000 managers, in 400 companies. Create working environments where students:  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.

27. SWPBS possible? SWPBS is needed in our school? SWPBS benefits our students, staff, families? Reduction in problem behavior Increased attendance and academic engagement Improve academic performance Reduction in referrals to special education Improve family involvement in school Improved perception of school as a “safe environment” Improved perception of teacher efficacy

28. States Number of Schools California Illinois

29. California Hawaii Scott Spaulding, Claudia Vincent Pbis.org/evaluation/evaluation briefs

30. School-wide PBS is “evidence-based” Reduction in problem behavior Increases in academic outcomes Horner et al., 2009 Bradshaw et al., 2006; in press Behavioral and Academic gains are linked Amanda Sanford, 2006 Jorge Preciado, 2006 Kent McIntosh School-wide PBS has benefits for teachers and staff as well as students. Scott Ross, 2006 Sustaining School-wide PBS efforts Jennifer Doolittle, 2006

31. February 2009 Heather R. Reynolds NC Department of Public Instruction Bob Algozzine Behavior and Reading Improvement Center http://www.dpi.state.nc.us/positivebehavior/

32. State PBS Coordinator Heather R Reynolds Dr. Bob Algozzine

33. Levels of behavior risk in schools implementing PBS were comparable to widely-accepted expectations and better than those in comparison schools not systematically implementing PBS. Non-PBS Comparison Dr. Bob Algozzine

34. Schools with Low ODRs and High Academic Outcomes Office Discipline Referrals per 100 Students Proportion of Students Meeting State Academic Standard

35. Steve Goodman sgoodman@oaisd.org www.cenmi.org/miblsi

36. Participating Schools 2004 Schools (21) 2005 Schools (31) 2006 Schools (50) 2000 Model Demonstration Schools (5) 2008 Schools (95) 2009 Schools (150*) Total of 512 schools in collaboration with 45 of 57 ISDs (79%) The strategies and organization for initial implementation need to change to meet the needs of larger scale implementation.

38. Percent of Students meeting DIBELS Spring Benchmark for Cohorts 1 - 4 (Combined Grades) 5,943 students assessed assessed 8,330 students assessed assessed 16,078 students assessed assessed 32,257 students assessed assessed Spring ’09: 62,608 students assessed in cohorts 1 - 4

39. Percent of Students at DIBELS Intensive Level across year by Cohort

40. Began MiBLSi Implementation

41. I write to you today as a former Jackson Elementary school student who wishes to convey her fondest of gratitude toward a fantastic school. As I grow older and move from state to state, I never forget my roots and where my future began…. Though I had only attended Jackson for roughly four years during kindergarten, first, second, and third grade, I realize now that those years were just as important as any other and I am proud to say that I was once a Jaguar. Without further ado, I would like to state that nine years later I still remember your kindness, your positivity, and most of all the three R's: Respect yourself, Respect others, and Respect property. Those three lessons have stuck with me throughout the years, from age eight to seventeen, and have bettered me as a human being. In essence, I simply dropped by to express my thanks, and to reassure the staff of Jackson Elementary that their hard work does not go to waste, and that even the simplest of actions or words can spur on a revolution. Thank you very much for giving me the opportunity to live my life to its fullest. Sincerely, High School Student writing to her grade school principal

42. Nine Implementation Steps Build commitment Establish implementation team Self-Assess for local adaptation of SWPBS Define and teach expectations Establish system for recognizing positive behavior Establish consequences for problem behavior Establish classroom management structure Collect and use data for decision-making Establish function-based support for students with more severe support needs.

43. Leadership Team Active Coordination Funding Visibility Political Support TrainingCoachingEvaluation Local School/District Teams/Demonstrations Behavioral Expertise Policy

44. Exploration Installation Initial Implementation Full Implementation Innovation Sustainability Implementation occurs in stages: Fixsen, Naoom, Blase, Friedman, & Wallace, 2005 2 – 4 Years

45. Work smarter not harder Provide the organizational systems to support effective practices Training Coaching Collaboration (meeting time) Data

46. Initiative, Project, Committee PurposeOutcomeTarget Group Staff Involved SIP/SID/ etc Attendance Committee Character Education Safety Committee School Spirit Committee Discipline Committee DARE Committee EBS Work Group Working Smarter 1.Eliminate all initiatives that do NOT have a defined purpose and outcome measure. 2. Combine initiatives that have the same outcome measure and same target group 3. Combine initiatives that have 75% of the same staff 4. Eliminate initiatives that are not tied to School Improvement Goals.

47. Initiative, Committee PurposeOutcomeTarget Group Staff Involved SIP/SID/ etc Attendance Committee Increase attendance % of students attending All studentsEric, Ellen, Marlee Goal #2 Character Education Improve character Student behavior? All studentsMarlee, J.S., Ellen Goal #3 Safety CommitteeImprove safety SafetyDangerous students Jim, Eric, DianeGoal #3 School Spirit Committee School spiritImproved spiritAll studentsEllen, Billie Jo, Justin Discipline Committee Improve behavior Improve discipline Bullies, repeat offenders Ellen, Eric, Marlee, Otis Goal #3 DARE CommitteeDecrease drug use UnclearHigh risk drug users Don?? PBIS Work GroupImplement 3- tier model Office referrals, Attendance, Grades All studentsEric, Ellen, Marlee, Otis, Emma Goal #2 Goal #3 Sample Team Matrix

48. Organizational Systems Policy and commitment Administrative Leadership Team-based implementation Team training Team time to meet and plan Access to data systems that are useful for decision-making (office discipline referrals) Universal screening Progress monitoring Coaching

49. Coaching After initial training, a majority of participants (211 of 213) demonstrated knowledge of practices, but poor implementation. Decision-makers should pair training prior to implementation with on-going rehearsal and performance feedback (coaching) Test, et al 2008 © Dean Fixsen, Karen Blase, Robert Horner, George Sugai, 2008

50. Coaching Defined Coaching is the active and iterative delivery of: (a) prompts that increase successful behavior, and (b) corrections that decrease unsuccessful behavior. Coaching is done by someone with credibility and experience with the target skill(s) Coaching is done on-site, in real time Coaching is done after initial training Coaching is done repeatedly (e.g. monthly) Coaching intensity is adjusted to need

51. Training Outcomes Related to Training Components Training Outcomes Training Components Knowledge of Content Skill ImplementationClassroom Application Presentation/ Lecture Plus Demonstration Plus Practice Plus Coaching/ Admin Support Data Feedback 10% 5% 0% 30% 20% 0% 60% 60% 5% 95% 95% 95% Joyce & Showers, 2002

52. Coach returns from leave Coach goes on leave

53. School-wide PBIS is an approach for investing in making the school a more effective social and educational setting for all students. Core features of RTI are an effective framework for improving Behavior and Academic Support