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Assessment for Learning (AfL)

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Edited by Sharif Al-Rousi, Thursday, 4 July 2013, 17:48

 

In 1999, the ARG produced a paper focused on developments in assessment practices in schools. There was a feeling that assessment had been largely overlooked while thinking and practice in relation to teaching and learning had made some moves forward.

Assessment for learning = “the process of seeking and interpreting evidence for use by learners and their teachers to decide where the learners are in their learning, where they need to go and how best to get there” (ARG, 2002).

The ARG offered 10 principles for what it called Assessment for Learning (AfL):

1. AfL is part of effective planning

2. Focuses on how pupils learn

3. Is central to classroom practice

4. Is a key professional skill

5. Is sensitive and constructive

6. Fosters motivation

7. Promotes understanding of goals and criteria

8. Helps learners know how to improve

9. Develop the capacity for self (and peer) assessment

10. Recognises all educational achievement

There’s nothing really earth-shattering here. The paper is quite old, and it is my experience and the experience of those who still teach in schools that this view of assessment has been very much embedded in school practice for around a decade. For example, school observation of lessons for performance management purposes will look for examples of students being made aware of their current level of performance, what their developmental goals for a lesson are, and the criteria by which they can judge whether they have been met or not.

Because of this, I’ve reflected on the application of the contents of this document with reference to some of the work-based training courses for family support practitioners that I facilitate.

In the paper, the ARG state that research offers us 5 areas where assessment promotes learning:

 

Mind map

 

ARG also gives us five barriers to implementation of assessment of this nature in schools included:

· A tendency to assess quantity and presentation over quality of learning

· Marking tends to lower the self-esteem of learners and is lacking in specific advice for improvement

· Feedback serves social and managerial processes rather than helping learning

· Teachers not knowing enough about individual learners’ needs

· There’s a strong emphasis on comparing learners, which risks demoralising them

 

As I said, I’ve been thinking about my own role in facilitating a course in a couple of months’ time. ARG conceptualises the role of the teacher within assessment as having two key functions:

1) Gathering information on students’ learning (including observing, listening, questioning and setting specific tasks), and

2) Encouraging review: getting learners to communicate their thinking, through drawings, artefacts, actions, role-play, concept mapping and writing), and discussing the meaning of words

How does this inform my forthcoming practice? I won’t know the participants until the first day of the two-day course, and therefore not a great deal about their individual needs. I won’t really know much about their context either. The training is skills-based. The training is not assessed in a formal / summative sense, so in this case, any assessment I introduce, I have the luxury over in design. I expect I’ll revisit this in future blogs on this topic (as the block run parallel to my preparation time). At the moment, I have the bullet points.

· Explore the context

· ID their development needs

· Co-construct goals

· Help them to define success criteria

· Give them practice at assessing and giving feedback

· Model effective feedback

· Recognise achievement

Process diagram

References:

Assessment Reform Group (ARG) (1999) Assessment for Learning: Beyond the Black Box [online],http://assessmentreformgroup.files.wordpress.com/ 2012/ 01/ beyond_blackbox.pdf

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Reflecting on my role as a 'mentor' on NPQICL

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Edited by Sharif Al-Rousi, Tuesday, 23 Apr 2013, 22:04

A reflection on the use of both coaching and mentoring models within the NPQICL course

This week I conducted the first session of a batch of 'mentoring' sessions as part of the NPQICL* course.

*(National Professional Qualification for Integrated Centre Leadership - for leaders of children's centres)

I'd been looking forward to it, as the last was before Xmas.

We'd recently had a discussion as the local delivery team for the course on how our mentoring was going, and the relative importance of coaching and mentoring skills we were using during the session. Whilst there was some debate as to which term meant what, it was clear that throughout the group there was a broad understanding of two differing processes and philosophies which could and were being drawn upon in our practice.

My latest session (the third and last for this participant), was very free flowing, and roamed across the boundaries of coaching and mentoring, as well as a more pedagogic role. It has become my own common practice, at the start of a new relationship with a coachee/mentee on NPQICL, to go through my understanding of these terms as part of the boundary setting in the first session. Moreover, I explicitly give power to the participant to be able to choose which they wish to pursue, and that this can change through the session. I express that my 'default' mode is coaching, and that I will draw upon my own experiences sparingly or ask the participant's permission before I do so, if I feel I can add real value to the conversation.

In one recent session, one participant asked explicitly "have you come across this situation" and when I confirmed I had, she asked specifically for how I resolved it. I conceeded to this for two reasons:
1) In my opinion, the situation was so far beyond the present scope of her experience that it would have been impossible to get to a satisfactory goal for her through a coaching process, and the situation needed resolution quickly to avoid detrimental effects on her children's centre's service provision;

2) I was not offering my experience in a way to be reproduced as a carbon copy, but as an illustrative story that openned up new but achievable lines of inquiry for her. After this episode, lasting about 10 minutes, we returned to a session conducted on a coachign model, without fuss.

One of the reasons that I think a blended approach works well on NPQICL is that a lot of participants are completely new to both coaching and mentoring approaches, and experiencing both is useful. To get maximum value out of this though, I think it is important that it is made explicit to them which model is being used. In that way, they are able to analyse the usefulness of each process to themselves.

Another reason I think the 'interchangeable' approach works, is given the short time entitlement they have (7 hours over the length of the course) is that you are able to drive maximum value from the approaches. This is helped when the participant is fully aware of the models and possiblities available.

My own practice on NPQICL mentoring has evolved into a blend of coaching, mentoring and what I would call a facilative pedagogy. The last area I would describe in a similar way to a research supervisor in HE. It is centred around acting as a guide for the participants research process within their own setting and on their own practice, and is fully linked to their course assignments and the practitioner research process. Essentially, I see myself as extending the practitioner research skills they are learning and deploying during the course, beyond the boundary of their assignment, into a wider inquring and
reflective view to take in their whole leadership practice.

I do feel that the use of coaching and mentoring skills as part of a faciliative pedagogical process or 'guiding' works really well to integrate formal, structured and qualification driven learning, with workplace learning. The 1-1 dialogue is a powerful space in which learners can be guided in their reflection, underpinned by coaching and mentoring models. There is no doubt that some take to this more than others, but I don't necessarily think that's always about the processes of coaching or mentoring, but that often it is about the 1-1 environment, particularly when they feel 'forced' into a relationship with a 'stranger', someone whose credibilty or integrity is yet to be established.
 

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