What Makes Great Pedagogy and Great Professional Development Final Report

What makes great
pedagogy and great

professional
development: final
report
Teaching schools R&D network national
themes project 2012-14
Research Report
Spring 2015
Rebecca Nelson, Karen Spence-Thomas and
Carol Taylor - Institute of Education
Contents
List of figures 3
List of tables 3
Acknowledgements 4
Executive summary 5
Key messages about what makes great pedagogy 6
Key messages about great professional development 8
2. Background and introduction 10
Methodology for this report 11
Ethical issues and permissions 12
3. Evaluation 13
3.1 Theme 1: What makes great pedagogy? 13
3.2 Theme 2: What makes great professional development that leads to

consistently great pedagogy? 30
3.3 Evaluation: what have we learned about collaboration and collaborative

enquiry? 51
What conditions support effective collaborative enquiry? 55
Key messages about collaborative enquiry 61
4. Conclusions 64
5. Recommendations 66
References 67
Appendix 1: Impact report format 68
Appendix 2: Final case study guidance 73
Appendix 3: TSAs and their research questions 75
2
List of figures
Figure 1: C2L methodology 10
Figure 2: Strategic architecture for professional learning 65
List of tables
Table 1: What makes great pedagogy? Nine claims from research - linked to TSA
case studies ............................................................................................................. 14
Table 2: Great professional development which leads to consistently great

pedagogy: nine claims from research - linked to TSA case studies ......................... 33
3
Acknowledgements
Our thanks primarily to participating teaching schools and their research leads.
Thanks also to external facilitators from the University College London Institute of
Education and Sheffield Hallam University: Mark Boylan, Cathy Burnett, Toby
Greany, Graham Handscomb, Bronwen Maxwell, Guy Merchant and Jo Pearce.
Finally, we recognise and value the support of Alma Harris and Michelle Jones in the
early stages and the academic oversight and leadership of Chris Brown, Toby
Greany, Chris Husbands, Bronwen Maxwell and Louise Stoll over the course of the
project.
4
Executive summary
The teaching schools research and development (R&D) network agreed the
following three national themes as the focus of their research activities for 2012-
2014.
• Theme 1: What makes great pedagogy?
• Theme 2: What makes great professional development that leads to

consistently great pedagogy?
• Theme 3: How can leaders lead successful teaching school alliances which
enable the development of consistently great pedagogy?
The University College London, Institute of Education (UCL, IOE) and Sheffield
Hallam University (SHU) are the national research partners for themes 1 and 2. This
final report is based on findings reported by the teaching school alliances (TSAs)
working on these two themes. The Isos Partnership, working with Robert Hill and
Qing Gu (University of Nottingham), is the national research partner for theme 3.The
Research & Development Network National themes interim report: Spring 2014
(Taylor et al., 2014) provides further background information as well as interim
findings on themes 1, 2 and 3.
Alliances were asked to produce impact reports summarising the claims they were
able to make in answer to their overarching question and detailing the evidence used
to make these claims. The format for these reports is included in appendix 1. TSAs
also produced final case studies in response to guidance provided by the research
partners (see appendix 2). Ten case studies from each theme have been published
separately (Nelson et al, 2015). These summative findings from alliances have been
reviewed and analysed against claims made in each of two literature reviews which
formed a starting point for the project (Husbands and Pearce, 2012; Stoll, Harris and
Handscomb, 2012).
A clear aim at the outset was to develop and embed a sustainable model for deep
professional learning through a rigorous and supported R&D methodology (Harris
and Jones, 2011, 2012). Key to this has been finding ways to connect practitioners
with the research base. The ‘nine claims’ literature reviews have gone some way in
enabling this and TSAs and schools have drawn on a range of other research
sources and/or higher education institute (HEI) support in addition to these. Our
evidence shows that TSAs have combined this ‘external’ knowledge with their own
experiential, practice-based knowledge to create insights and capabilities in ways
which are new for them.
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We also make the case that the context for the teaching schools R&D themes project
has proved critical in determining both the pedagogical and professional
development foci for TSAs. This project was timely in providing a purpose and a
structure for alliances to begin working together at an early stage in their
development. Not surprisingly, therefore, schools largely chose to investigate the
collaborative dimensions of professional development (theme 2) and shaped their
pedagogy questions based on areas of common and compelling interest to them
within and across their schools (theme 1). Local contexts and strategic priorities
therefore mattered as much as the steer provided by the bespoke literature reviews.
Our analysis of impact reports and case studies across theme 1 and 2 TSAs
supports the view that engaging in collaborative enquiry, when enacted
systematically and rigorously, can make a significant and positive difference to both
pupil and professional learning and outcomes. We summarise our findings in
response to what we have we learnt about the conditions necessary for effective
collaborative enquiry, in section 3.3 in the form of key messages.
In the conclusion, we highlight the importance of school-led R&D combining what is

known about effective professional learning with a structured and focused enquiry
and evaluation process. We argue that where this is done effectively across groups
of schools with appropriate leadership support, the outcomes are likely to include:
increased school to school collaboration and trust; the development of new
knowledge and the embedding of evidence-informed approaches among the staff
involved (though extending these changes to wider staff requires further sustained
professional learning and knowledge mobilisation effort); the identification of further
areas for focussed enquiry; and the development of a culture and capacity for further
evidence-informed development.
Our key messages in relation to great pedagogy and the kind of professional
development that leads to it are summarised below.
Key messages about what makes great pedagogy

Talk with pupils about their learning, listen carefully, and involve them
1. The importance of taking account of pupil voice comes through consistently. It

means that teachers go beyond thinking about what they are going to teach and
how, to consulting with students about their experiences as learners.
2. Taking account of pupil voice appears to enable teachers to change or adapt

their pedagogic approach and create a virtuous cycle of improvement.
3. Taking account of pupil voice appears to help develop positive relationships. The
engagement and enjoyment of pupils appears to be a positive consequence of
this.
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4. Talking with pupils about their learning appears to enable teachers to make links
between teaching approaches and their impact on pupil progress and
attainment.
5. Involving pupils in the planning and teaching of their lessons can increase their
enjoyment and engagement in learning.
Be open to new learning and challenge and do not give up
6. For teachers to improve their pedagogies they need to believe in their own
capacity for growth and improvement and be prepared to be challenged in their
beliefs about learning.
7. Changing practices and behaviours requires teachers to have high levels of

motivation and commitment and a resilience to manage the range of demands,
challenges and priorities that are also part of their role.
Use a range of strategies flexibly to meet pupils’ needs
8. Effective pedagogies draw on a variety of techniques. Outstanding teachers can

select appropriate strategies to meet the varying needs of pupils, adapting the
topic taught according to a range of shifting variables.
9. ‘One size does not fit all’ – there needs to be an offer of a variety of interventions
for special educational needs (SEN) pupils.
Develop pupils’ thinking and learning skills
10. An increased access to metacognitive strategies developed through ‘talk for

learning’ appears to improve longer term outcomes for pupils and raise
expectations for teachers. The development of learning skills needs to be
embedded in lessons.
Do not underestimate what pupils already know and can do
11. Teachers often underestimate the prior knowledge and capability of pupils
entering secondary school. When their expectations are raised, and they have a
good understanding of ‘where the children have come from’, this can impact on
pupil progress.
Build in time for assessment for learning (AfL) and scaffold it
12. Use a scaffolding approach within AfL methodology to activate pupils as

learning mentors for their peers. This increases their understanding of next
steps and rate of progress when they give and receive feedback.
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13. Build in time in lessons for pupils to digest and understand teacher feedback.
Verbal and written feedback go hand-in-hand.
Develop a common language to talk to colleagues about pedagogy
14. Develop a consistent, shared language within and between schools and
phases to supports high standards.
Key messages about great professional development

Think about the pupils’ needs and the impact you want to have
1. Great professional development starts ‘with the end in mind’ and is specific
about the relationship between pupils’ learning needs and teachers’ beliefs,
behaviours and practices.
2. Starting with the end in mind also provides a clear structure for the professional
development and its impact on teacher practices and outcomes for pupils.
3. Effective professional development requires teachers to be forensically clear

about their starting points in order to be able to evaluate impact – but to also be
prepared for unexpected outcomes.
4. Great professional development is rooted in the classroom and starts with an

issue that is relevant for teachers and their pupils.
5. Taking serious account of pupil voice helps teachers to genuinely understand the
impact of new interventions / practices as a result of their professional learning.
6. Enabling teachers to focus on the difference they want to make for their pupils is
highly motivating and effective professional development.
Help colleagues to think seriously and differently about their practice
7. Effective professional development requires teachers to challenge their existing

practice and make connections between how they teach and how pupils learn.
8. Great professional development requires teachers to truly look at their own

practice and pre-conceptions about what they think students understand and
what they actually do understand.
9. The ‘conditions for challenge’ need to be in place eg trust, honesty and time for
deep conversations.
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Provide opportunities for colleagues to engage in deep collaborative learning
10. Mentoring and coaching can be powerful when personalised, developmental and
undertaken over time.
11. Providing sufficient time for deep, high quality talk between teachers is beneficial
for professional relationships and leads to deep learning.
12. Working, planning, sharing and collaborating with colleagues is stimulating and
enables teachers to engage in critical thinking about lessons and learning.
Ensure access to knowledge and skills from inside and outside
13. Use internal and external expertise to maintain drive and momentum and provide
support at different stages, as well as build new expertise and leadership.
14. Co-create knowledge by bringing together knowledge from practice and

knowledge from research.
Use collaborative enquiry to stimulate professional learning – but not as a

quick fix
15. Incorporate collaborative enquiry into professional development as a long term

approach. It is not a ‘quick fix’ – it requires persistence.
Facilitate the practicalities to encourage a learning culture
16. Make sure that senior leaders provide necessary conditions for effective
professional development to take place eg time, resources, to facilitate an open
classroom culture.
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2. Background and introduction
Teaching schools joined the project in three cohorts beginning in April 2012, October
2012 and September 2013.
To support themes 1 and 2, Professor Alma Harris, with Michelle Jones, developed a
framework called Connecting Professional Learning (C2L) to provide structure and
direction for schools (Harris and Jones, 2012). The framework draws on the authors’
research about effective collaborative learning and their experience of supporting
schools through professional learning communities (Harris and Jones, 2011). C2L
places an emphasis on how to facilitate effective collaborative enquiry and proposes
three inter-related phases of practitioner research: implementation; innovation;
impact (see figure 1). The framework was introduced at national kick start events for
each cohort in April 2012 (cohort 1), October 2012 (cohort 2) and September 2013
(cohort 3). External facilitators (EFs) from UCL IOE and SHU supported
understanding and use of the framework through the modelling of each stage of
enquiry at termly regional action learning sets. Each lead school was also supported
through regular, structured telephone conversations with their designated external
facilitator. Teaching schools came together across all three themes in November
2012 and 2013 and for a final celebration and dissemination event in November
2014.
Figure 1: C2L methodology
Harris and Jones (2012)

The overarching framework included two literature reviews, one for each theme,
(Husbands and Pearce, 2012; Stoll, Harris and Handscomb, 2012).
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Each proposed nine claims, bringing together ‘what’s known’ about great pedagogy
and great professional development. Schools were encouraged to engage with these
claims in a variety of creative ways in order to determine and refine their areas of
focus and establish their starting points. The claims provided a firm and constant
structure against which interim and summative findings have been brought together
and analysed.
The enquiry cycle includes elements of an approach to evaluating impact developed

at the UCL IOE over a number of years. Earley and Porritt (2013) define impact as:
…the difference in staff behaviours, attitudes, skills and practice as a result of

the professional development in which staff have engaged. Ultimately, impact is
also the difference in the learning and experience of the children as a result of
the change in staff practice and the latter becomes possible once there has
been impact from professional development.
They argue that to evaluate impact effectively, staff need to be clear about the
intended outcomes before the onset of the professional learning activity. Earley and
Porritt also stress that time must be taken to gather evidence about current practice
and pupil learning at the very beginning, in order that change can be captured
throughout and can be confidently evaluated at the end of the project.
If this occurs, it is more likely that practitioners will be able to understand and
articulate the links between their own professional learning, changes in their practice
and the resultant impact on pupil learning and outcomes. Making these connections
explicit means they can then begin to further embed those practices with increased
confidence.
The C2L methodology provides a common framework for tracking changes in

professional learning, staff practices and strategies trialled against which the
success of the entire project could be evaluated. A series of tools, designed using
the three phases of implementation, innovation and impact, were also developed to
prompt and support schools in capturing their baseline and final impact pictures in
robust and rich ways using both qualitative and quantitative evidence. These tools
are available in the Research & Development National Themes Interim Report:
Spring 2014 (Taylor et al, 2014).
Methodology for this report

The National themes interim report (Taylor et al; 2014) has a full list of participating
TSAs from cohorts 1 and 2 and their specific research questions. This has been
updated in appendix 3 to include cohort 3 and to reflect decisions made within TSAs
about changes as the work progressed. Many TSAs also adopted a new name
during the course of the project, to reflect the inclusive nature of a partnership and
this is the name used in the list provided in appendix 3.
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This final report is based on documentation returned to the national research
partners in July and September 2014 by the TSAs: impact reports, on a template
created by the UCL IOE and SHU and discussed with the external facilitator
assigned to each project; and final case studies returned to the national research
partners. These were written to a common structure, agreed with participating TSAs,
which analyses activity and findings under the three C2L phases. Several
partnerships provided additional material as appendices to impact reports and/or
final reports. These appendices included additional evidence collected to support
impact, such as extracts from teachers’ reflective diaries, samples of pupil work and
pupil attainment data. Findings based on analysis of documentation are compared
with claims from the literature reviews which formed part of the framework for the
research (Husbands & Pearce, 2012 and Stoll et al; 2012).
The next stage of drafting took into account feedback from TSA representatives and
comments from external facilitators at the final end-of-project event held in
November 2014. This revised draft was again circulated to external facilitators and to
all TSAs, for further comment.
Ethical issues and permissions

At the beginning of the project, schools were asked to return ethics forms giving
permission for evidence from their project to be used in publications. Where names
of TSAs are used in this report, this permission has been granted.
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3. Evaluation
3.1 Theme 1: What makes great pedagogy?

This section begins with an overview of the evidence base developed by TSAs for
determining the impact of their pedagogical strategies investigated. Excerpts from
impact reports are then used to exemplify the impact of the research projects in
relation to What makes great pedagogy? Nine claims from research (Husbands and
Pearce, 2012). Case studies, published separately, provide further detailed
evidence.
Overall findings in relation to the overarching question are then summarised as key
messages.
The evidence base

Husbands and Pearce introduce their summary of research literature with the critical
link between good teaching and good learning, defining it as ‘what constitutes
effective teaching, or, put differently, the behaviours and actions of good teachers:
what it is that good teachers do to promote good learning’ (2012: 2). One way of
identifying good learning is through the attainment of pupils in tests, and these were
used by many partnerships in assessing the success of their projects. As well as
using pupil progress measures based on the national assessment framework,
schools devised internal assessments to gauge the understanding, skills and
knowledge of pupils before and after pedagogic interventions to judge their
effectiveness. Several impact reports warn that attempts to correlate interventions
with specific improvements in test scores need to be treated with caution because of
the number of uncontrolled variables. In addition, as changes in pedagogy frequently
affected a whole year group, partnerships were often comparing the progress of
different cohorts of pupils.
As well as test data, pupil questionnaires and pupil work, lesson observation,
feedback from teachers and parents were used to provide rich, narrative evidence,
both at the outset, as a baseline, and summative, to evaluate impact. These
approaches to collecting data were more often used in enquiries focused on
pedagogies to improve pupil learning such as developing independent learning skills,
meta-cognition, engagement or motivation. Where changes in pedagogy were found
to be successful, they were embedded into school practice in the participating
schools and disseminated more widely, both within the TSAs and through local
authority, regional and national events.
Schools draw on a range of approaches to capture pupils’ feelings and opinions

regarding their own learning. Methods include interviews, focus group discussions
and pupil voice surveys.
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Indeed, one of the most notable points about the theme 1 impact reports is the
frequency with which the importance of acting in response to pupil voice is cited, with
the engagement and enjoyment of pupils noted as consequences, alongside
improvements in academic progress and attainment. In most cases the changes in
pedagogy were with groups of pupils and group feedback was collated but one of the
most striking examples in the impact reports is at an individual level and was
reported through a teacher’s individual learning log.
Examples of impact
It would seem that by focusing on a pedagogic intervention and in paying attention to
the feedback from their pupils, many of the teachers in this research have been able
to enter a virtuous circle of improvement, whereby pupils engage with their learning
more and are able to contribute as partners to further develop the pedagogies
through which they learn. This means that teachers go beyond thinking about what
they are going to teach and how they are going to teach it to consult with pupils
about their experience as learners (claim 1). They use the feedback from the pupils
to change or adapt their pedagogic approach (claim 8). Overall the enquiry projects
in this theme confirm what Hattie (2009) concludes in Visible Learning:
‘When teachers seek, or at least are open to, feedback from students as to
what students know, what they understand, where they make errors, when
they have misconceptions, when they are not engaged – then teaching and
learning can be synchronized and powerful’ (2009: 173).
Nearly all of the research projects tested more than one innovation in their
pedagogies. In some cases, the use of a combination of pedagogies is given as the
reason for the impact on learning of the pupils. In other projects, a different
pedagogical focus in different strands of the project enabled evidence for one or
more of the nine claims to be clearly demonstrated. The final case studies for each
theme published alongside this report have been selected to show the richness and
variety of the collaborative enquiries into ‘what makes great pedagogy?’ Their
relationship with the overarching nine claims is shown in table 2 below. Examples
included in the report are also drawn from projects where case studies are not
included.
Table 1: What makes great pedagogy? Nine claims from research - linked to TSA case studies
Theme 1 claim Examples of approaches and strategies Case studies

used where claim was
a strong element
1. Effective • intervention designed using pupil input Stourport High

pedagogies TSA
give serious
14
a strong element
consideration to • pupil feedback used to amend approach

pupil voice and to gauge success
Bishop Challoner
• pupil input into the content of topics and Catholic College
lessons TSA LEAD
Teaching Alliance
• pupil feedback used to change timing of
units on writing in Y7 Wednesbury
Learning
• improving use of written feedback and Community Trust
student dialogue in books TSA
• development of approaches to purposeful Westdene TSA

and exploratory talk to increase pupils’
participation Harrow Collegiate
TSA
2. Effective • use of a toolkit to modify teachers Esher Teaching

pedagogies behaviour, knowledge and belief Alliance
depend on
behaviour (what • developing teachers’ subject knowledge Westdene TSA
teachers do),
• deepening teachers’ understanding and
knowledge and
knowledge of transition
understanding
(what teachers
• changing teachers’ expectations about
know) and
what pupils can achieve
belief (why
teachers act as
they do)
3. Effective • paired coaching within a school, including Royal Greenwich

pedagogies lesson observations, to improve the TSA
involve thinking quality of teaching to enable the trial of a
about longer specific approach to address identified Esher Teaching
term learning barriers to learning in the participating Alliance
outcomes as schools
Bishop Challoner
well as short-
Catholic College
term goals • introducing information, advice and
TSA
guidance (IAG) to Y10 students to help
make explicit the link between GCSE Westdene TSA
grades, college courses and careers
15
a strong element
4. Effective • development and use of a thinking skills Esher Teaching

pedagogies model for mathematics that encourages Alliance
build on pupils’ students to consider what they already
prior learning know around the problem and make Stourport High
and experience connections as a strategy. TSA
Westdene TSA
• new approaches to teaching writing in Y6
and Y7 to improve transition
• use of a Y6 to Y7 bridging project in

mathematics
• aligning methods taught for written

calculation in Y6 and Y7
5. Effective • use of writing scaffolds linked to Denbigh TSA

pedagogies assessment criteria
involve Stourport High
scaffolding pupil • strategic use of higher-order and higher TSA
learning level questioning skills to enable
Bishop Challoner
purposeful feedback from pupils
Catholic College
• use of explicit modelling in problem TSA
solving activities
LEAD Teaching
• use of guidelines and prompts in focused Alliance
activities
Northern Lights
• use of an assertive ‘thesis’ to focus TSA
reading for evidence in an introductory
text
• using iCan 1 resources to model language

use for young children
6. Effective • varied techniques mobilised to address a Bishop Challoner

pedagogies pupil learning issue Catholic College
draw on a range TSA
• memorising text and saying it out loud to
1
Further information about iCan materials can be found on the iCan website
16
a strong element
of techniques, improve use of vocabulary in writing Westdene TSA

including whole
class, • reducing use of text books and increasing LEAD Teaching
opportunities for collaborative work and Alliance
structured problem solving in mathematics
group work,
guided learning • use of a range of methods to build a whole
and individual school reading environment for all
activities students at all levels
• investigating the extent to which the

pedagogy of outstanding teachers is
adapted to context
7. Effective • developing pupils’ use of language to talk Stourport High

pedagogies about their learning TSA
focus on
developing • developing pupil peer and self- evaluation LEAD Teaching
higher order Alliance
• developing sustained thinking skills in
thinking and
young children Bishop Challoner
meta-cognition,
Catholic College
and make good
• using Building Learning Power (BLP) to TSA
use of dialogue
enhance student learning and
and questioning Wednesbury
metacognition)
in order to do so Learning
• Use of Thinking through Philosophy to Community Trust
develop purposeful and exploratory talk TSA
8. Effective • developing use of self-assessment by Bishop Challoner

pedagogies pupils Catholic College
embed TSA
assessment for • use of assessment tools matched to
learning (AfL) learners Harrow Collegiate
TSA
• use of a learning mat to underpin peer and
self-assessment core skills Wednesbury
Learning
• improving use of written feedback Community Trust
TSA
• use of pupil improvement partners
Northern Lights
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a strong element
• dialogic teaching TSA
• written feedback tailored to individual

pupils in the sixth form referencing
advanced level performance system
(ALPS) grades
9. Effective • trials of specific approaches to teaching Bishop Challoner

pedagogies are children with special educational needs Catholic College
inclusive and (SEN) TSA
take the diverse
needs of a • pedagogical approach adaptable to Royal Greenwich
range of different needs TSA
learners, as well
• pedagogies to address readiness for
as matters of
learning, such as pupils ability to manage
student equity,
their emotions and behaviour
into account
• encouraging appropriate language to help
autism spectrum disorder (ASD) / SEN
pupils to access the curriculum
• strategies to improve resilience and

physical writing ability with behavioural
emotional and social difficulties (BESD)
pupils
• improving progress for low attaining

entrants in English and humanities in key
stage (KS)3
• use of technology to improve engagement

of pupil premium pupils in reading
Claim 1. Effective pedagogies give serious consideration to pupil

voice
In order for pupil voice to be taken into account, there needs to be a culture in which
pupils feel able to express their views honestly and with a belief that they will be
listened to. Springwell Community Special School’s (Barnsley TSA) impact
report commented on the crucial importance of positive relationships between
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teachers and students. It was to the improved relationship, developed by listening to
a pupil and paying attention to her needs, that the learning log of one teacher
attributed progress from an F to the target C grade, together with an improved
attitude to writing. Other examples of the use of pupil voice show that it was most
frequently used to get feedback on a teaching approach and to modify an approach
as well as to judge its effectiveness. Less frequent were projects in which pupils
were actively involved in selecting the topics used in learning as in the example from
Bentley Wood High School (Herts and Bucks TSA).
However the importance of involving pupils in the selection of content that interests
them is shown in the impact reports from other partnerships, so that, for example
changing the novel studied in year 7 made a difference to engagement and progress
in Balcarras Teaching School Partnership (TSP).
Harvills Hawthorn Primary School (Wednesbury Learning Community Trust

TSA), in their project on dialogic teaching and exploratory talk with pupils in the
foundation stage and key stages 1 and 2, point out that “to have a voice pupils need
to have access to the types of language that facilitate both transactional and
intellectual activity”. Their case study shows how they encouraged young children to
develop a language for talking about their learning. The examples below
demonstrate how effective it can be to act on the views of pupils.
Example: Herts and Bucks TSA
In this project, pupils were asked to select a topic and activity for a lesson starter,
which they delivered to their peers. Baseline data from student surveys showed
that although two thirds of pupils had never been asked to take on responsibility
for teaching part of a lesson, those who had done so “overwhelmingly stated that it
had helped them enjoy the lesson more and helped them learn more”. Impact
data, collected through a further student survey and through staff feedback,
showed that the majority of pupils enjoyed choosing the topic and delivering part of
the lesson and felt it helped both them and their peers learn. Teachers confirmed
this, adding that it was particularly beneficial for those leading the activities, but
that there was a need to provide greater guidance to some pupils.
Example: Stourport High TSA

The design of a ‘thinking steps’ model to improve mathematical problem solving
was informed extensively by pupil voice, using feedback on what able problem
solvers find useful (for details of the model, see the case study published
separately).
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Testing on the ability to solve similar sets of problems before and after being taught
the ‘thinking steps’ showed an increase of more than 30 per cent in scores.
Following the initial trial, further improvements have been suggested: ‘the model
was originally developed through listening to what pupils said were the most
effective strategies for problem solving. At each stage of the research, we have
developed the model in the light of feedback from the students.”
Claim 2. Effective pedagogies depend on behaviour (what teachers

do), knowledge and understanding (what teachers know) and belief
(why teachers act as they do)
Great Sankey TSA points out in its impact report that the role of the teacher is vital.
For teachers to improve their pedagogies, they need to believe and be confident in
their own capacity for growth and improvement.
The effort required to challenge one’s previous beliefs about learning and to change
classroom practices and behaviours as a result, requires high motivation and
commitment, particularly when teachers are experiencing numerous challenges and
competing demands on their time and energy.
Example: Great Sankey TSA
This project was based on the belief that “the defining characteristic of an
outstanding lesson is the teacher”. It follows that the behaviour, knowledge,
understanding and beliefs of teachers, including in relation to pedagogies for
learning, are pre-eminent. Appropriate pedagogies will be selected by
outstanding practitioners to meet learning needs which vary on the group, the
topic being taught and other variables which may shift according to the time of
day, year or mood of the pupils etc. Outstanding practitioners were brought
together to develop thinking around the pedagogical claims to build a toolkit for
raising standards. Impact of the work has been shown in teachers moving from
‘good’ to ‘outstanding’ observation gradings and improved pupil progress in year
11 geography and English classes, whose teachers have been involved in the
project since its inception.
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Example: Westdene TSA
This transition project addressed teachers’ beliefs and expectations about what
pupils could achieve in mathematics. Baseline data showed that teachers
underestimated the prior knowledge and capability of pupils entering secondary
school. As part of their approach, year 6 and year 7 teachers observed one
another, lesson plans and materials were shared and a new approach to data
transfer was introduced, in which pupils were much more involved. Impact data
showed that teachers’ expectations had been raised and so had the progress of
their pupils. 93 per cent of year 7 pupils were at or above target compared with 73
per cent in the year 9 cohort who had not been part of the new approaches to
transition.
Claim 3. Effective pedagogies involve thinking about longer term

learning outcomes as well as short-term goals
Below is an example of a primary school partnership in which the language

development of pupils had been a significant barrier to progress in learning, with
both short term and long term consequences. Examples included in relation to claim
7, the development of higher order thinking and metacognition, may also be seen in
this way, as pedagogies to develop capacity for lifelong learning.
Example: Wednesbury Learning Community Trust TSA
The choice of a project to encourage exploratory talk was linked to a shared desire
of all participating schools to address language development, “a significant barrier
that we have long wrestled with in our area” in a way that would be enjoyable for
pupils and teachers. Schools believe that increased access to metacognitive
strategies developed through ‘talk for learning’ will greatly influence longer term
outcomes for children and will raise the expectations of teachers. Teachers have
been committed and motivated and “no school has fallen by the wayside”. Although
the programme has only been in place for a relatively short time, videoed
observations show that pupils are more confident in participating in dialogue with
each other and with their teacher about their learning, with some early evidence of
impact on assessments of mathematical problem solving.
21
Claim 4. Effective pedagogies build on pupils’ prior learning and
experience
There were a number of projects which focused specifically on transition between

primary and secondary education which are particularly relevant to this claim.
Westdene TSA and Esher Teaching Alliance organised a conference to share
their experiences and produced a summary of outcomes from their projects on
transition, as follows:
1. Production of a bridging or transition unit delivered at one or both phases.
2. Build in challenge and high expectations at KS3.
3. Use common language; check what it is.
4. Use the same scaffolding techniques used at KS2 to support all students
initially.
5. Consider how to continue to support the level 3 students in year 7.
6. Know the students’ existing knowledge and strengths and weaknesses
7. Transfer work from the primary to the secondary phase.
8. Stress the idea of a ‘continuing journey’
9. Progression of skills
10. Do not underestimate the students
11. Change the preconceptions and misconceptions of staff at both phases.
More detail of Esher Teaching Alliance’s transition project is given below.
22
Example: Esher Teaching Alliance
The aim of the project was to use the expertise from both primary and secondary
practice to improve the teaching of writing skills in year 6 and 7. Teachers in the
participating schools (two primary and one secondary school) agreed on the use of
common language to use with pupils when introducing activities and more complex
extended writing tasks were introduced to both year groups. Some pupils also
completed a transition task. The progress of year 7 pupils during the course of the
year 2013 to 2014, following the interventions was tracked and this was compared
with a baseline of year 7 pupil progress in the previous year, before the project
started. The data showed improvement in attainment at the beginning of year 7
and this was sustained during the course of the year, suggesting that the
pedagogy changes in both year 6 and in year 7 had made a difference. They also
found that the transition project did not affect the progress of pupils, further
strengthening the evidence that it was the changes in pedagogy that made a
difference. Teacher interviews reported that, “…greater understanding about
where the children have come from and where they will be going has enabled
student attainment to rise”.
Claim 5. Effective pedagogies involve scaffolding pupil learning
The example here from Denbigh TSA involves a tool which helps to scaffold the
learning of pupils when working independently. In Pickhurst Infant School (Early
Years Early Learning Association (EYELA) ), iCan resources were used to model
use of language for young children. The case study from Bishop Challoner
Catholic College TSA (Nelson et al, 2015) shows how group activities helped to
scaffold the learning of pupils.
Example: Denbigh TSA
The focus for this alliance, within a collaborative enquiry on raising engagement
and attainment in literacy, was the use of writing scaffolds to make students more
aware of the components of good examination answers. Baseline data indicated
that pupils were underperforming in extended answers demanded in business
studies and history. Paragraph acronyms were devised linked to assessment
criteria and these were explained to pupils, with models and exemplars provided.
During the course of the year, progress improved in both history and in business
studies compared with the previous year. Pupil questionnaires showed that 17 out
of 25 felt that their confidence had improved in history.
23
In business studies, 85 per cent of year 12 and 13 students ‘always’ or ‘often’ refer
to the acronyms and 87 per cent always or often find it useful in marking. More
than half of these students had begun to extend their use of the acronyms to other
subjects. The impact report concludes, ‘the use of scaffolding has had a significant
impact on helping students to structure their writing. The use of acronyms enables
students to build essay writing skills’.
Example: EYELA
Intervention strategies using iCan resources were introduced to scaffold the pupils’
learning and support their language development. Impact evidence includes that of
a six year old boy who was unable to read or write and was very reluctant to
participate in activities. ‘After two weeks of being on the intervention programme he
asked the TA “when can I come to the talking club”? Over the following weeks he
started to put his hand up and answer questions in class…the child’s attitude and
confidence improved being much more engaged with activities’. The impact report
provides a further example with another teacher reporting that she ‘put one of her
autistic pupils onto the programme… because his behaviour could be quite
disruptive, she wasn’t sure how much he would engage with the materials. At our
research meeting in the summer the teacher reported that this child had made
eight points of progress with his language, more than any other child in her group.
The child was less disruptive and was more willing to interact with others’.
Claim 6. Effective pedagogies draw on a range of techniques,

including whole class, structured group work, guided learning and
individual activities
The impact reports and case studies provide ample evidence of the range and
variety of techniques used by schools to improve pedagogy and the demonstrable
impact this has had on pupils’ learning. The examples below focus on reading and
provide brief illustrations of the variety of techniques trialled.
24
Example: The Morley Academy (Leeds City TSA)
Schools participating in this project used a variety of strategies, all with the aim of
increasing the enjoyment of reading in school and within families. They say that
this variety is essential, “no one approach suits all circumstances or contexts” and
“the mix of approaches… trialled has illustrated the benefit of using a range of
approaches that incorporate both formal and informal strategies”. Assessing a shift
in a long term aim of increasing reading for pleasure was a challenge for the
partnership, but evidence from staff, student and parent questionnaires, as well as
anecdotal evidence, confirmed that the use of technology in class, including e-
readers, had been particularly successful.
Example: Weydon School (i2i alliance)
I2i Alliance used a range of strategies to encourage reading. At one of the

partnership schools every student is tested for reading ability at the start of year 7
and at 10-weekly intervals after that. Students choose books (from the library)
appropriate for their ability and, having read them, take an online test. The report
says ‘reading becomes quite competitive as classroom displays show how many
books students have read. Students read during the daily form period and, each
week, all students in years 7 and 8 read silently for 30 minutes at one lunch time
during the week. The learning support department plays an important role in
supporting students who have difficulty with reading. Students say that they are
now reading more than at their primary schools and that they enjoy the challenge
of reading a wider range of books. Data show that their reading ages are moving
up faster than their chronological ages’.
Claim 7. Effective pedagogies focus on developing higher order

thinking and meta-cognition, and make good use of dialogue and
questioning in order to do so
The example here shows how pupils were helped to develop the language and skills
for sharing higher order thinking and for metacognition. Case studies from Stourport
High TSA and LEAD TSAs, published separately, provide further examples of
projects which developed higher order thinking skills.
25
Example: Bishop Luffa Church of England School (Blue Flag TSA)
Among the strategies trialled by the alliance was consistent use of ’I am SMART’,
with increased awareness among pupils and staff of how the brain processes and
retains information. Pupils were taught how to develop group thinking and learning
skills and parents were included by setting tasks to be completed jointly at home.
Progress data, pupil and parent questionnaires and work samples were used
before and after the intervention, supplemented by video evidence. The quality of
written work has improved in both secondary and primary classes participating in
the work and there has been a ‘marked improvement in pupils’ attitudes and
behaviour’. The impact report states, ‘the group agrees that if pupils are informed
and involved in planning their learning journey, their engagement and ownership of
work improves significantly… also critical is the higher order questioning skills,
deployed strategically by the teachers… this is vital for purposeful feedback from
pupils, as it is with pupil voice, we believe, that the process starts.’
Claim 8. Effective pedagogies embed assessment for learning
Using a research-based approach to develop AfL techniques provided surprises for

Latchmere School (LTS Alliance) which enabled them to improve the strategies
used. Interim data collected from pupils showed that although they enjoyed giving
feedback on what they had learned, they had little understanding of their rate of
progress. Strategies were amended as a result and scaffolds for feedback were
developed. In the example below interim findings were also used to make
improvements.
26
Example: Bishop Challoner Catholic College TSA
The pedagogical strategies to raise progress in English and humanities while

simultaneously raising standards of literacy were devised and trialled in the lead
school before being shared with other partners. A series of activities, known as
‘Devil’s Advocate’ could be adapted for any aspect of the subject and was
accompanied by a laminated learning mat that established peer and self-
assessment protocols for reading, writing and oral communication. The activities
were devised as a ‘scaffolded, enriched AfL methodology that tries to activate
pupils as learning mentors for their peers’, with peer and self-assessment
supported by the learning mat. The target group for the intervention was those
pupils who entered secondary school at level 4C in English, based on baseline
evidence from within participating schools and nationally that rates of progress
from KS2 to GCSE make less progress than the rest of the cohort. At the end of
the project, 81 per cent of the targeted group met or exceeded national
expectations of progress, compared with 69 per cent nationally with attitudinal
surveys used to judge the pupils’ views about the pedagogical approach. The
impact report concludes from the evidence collected that, “Improvements in
extended writing are attributable to greater pupil awareness of necessary next
steps and continual reinforcement of key skills across the curriculum. The
individual pupil assessment portfolios would support this strongly… simple marking
‘tick box’ grids of the same core extended writing skills seem to be a very effective
way of creating a non-onerous but very effective progress dialogue with pupils’.
Claim 9. Effective pedagogies are inclusive and take the diverse

needs of a range of learners, as well as matters of student equity,
into account
Example: Altrincham Grammar School for Girls (Alliance for Learning)
One strand of this project was to introduce ‘mindfulness’ in a primary and a

secondary school, with the aim of improving pupils’ ability to engage with learning
and to manage their emotions and their behaviour for learning. Neither pupils nor
teachers had prior experience of ‘Mindfulness’ techniques, so impact was
assessed through pupil and teacher feedback on the extent to which the
mindfulness course had been used and had been felt to make a difference.
80 per cent of year 9 pupils gave a positive response to the likelihood of using the
techniques learnt, with several exemplar comments given from students and their
teachers: “I used to feel extremely panicked when made to take an exam… since
the course I can safely say I feel calmer and, therefore, more confident”; “…a short
27
mindful practice (even if this is just a few deep breaths before they sit down) can
be effective in grounding the students, bringing them back to the present and
allowing them to focus on the learning in hand”.
Example: Palmerston Inclusive Alliance (PIA Support)
PIA Support, led by a special school, focused on the needs of pupils with profound
and multiple learning difficulties (PMLD), in both special and mainstream provision.
Part of the project aimed to test the benefits of the product Quest for Learning for
pupils working at P-levels 1 to 3. Observations and feedback from teachers
collected in visits to schools by the project coordinator, supplemented by
discussion of resources at termly special educational needs co-ordinator (SENCO)
meetings, has shown that this is an effective way of tracking progress of pupils who
do not move through a full P-level.
Example: Barnsley TSA
This project looked at identifying the interventions that would have most impact on
low achieving pupils making accelerated progress in writing. Through participation
in the project teachers began to unpick what was ‘at the heart of’ the lack of
progress that some of their children were making and began to focus in on the
needs of individuals. Strategies used were adapted or changed as the project
developed. Poor motor skills were identified as a barrier for four of the pupils
involved and fine motor skills games and the use of special handwriting pens was
trialled:
… the four pupils involved were willing to write at greater length and were more
willing to engage … evidenced in samples of written work and observation of
learners’ pencil grip and their performance in their activities. It is not possible to
define which had more impact from the fine motor skills games and the pupil
involvement in trialling different handwriting pens but both may have contributed to
the change in attitude to writing and outcomes.
28
Key messages about what makes great pedagogy
Talk with pupils about their learning, listen carefully, and involve them
1. Go beyond thinking about what to teach and how, to asking students about
their experiences as learners.
2. Listen to what pupils have to say about their learning to understand links
between teaching approaches and their impact on pupil progress and
attainment. Use this to change or adapt teaching approaches to create a
virtuous cycle of improvement. This also helps develop positive relationships,
which lead to greater engagement and enjoyment.
3. Involve pupils in planning and teaching of their lessons to increase enjoyment

and engagement in their learning.
Be open to new learning and challenge and do not give up
4. Belief in one’s own capacity for growth and improvement and being prepared
to be challenged in one’s beliefs about learning are fundamental to great
teaching.
5. High levels of motivation, commitment and resilience help teachers as they

try to change their practice and manage demands, challenges and priorities
that come with their role.
Use a range of strategies flexibly to meet pupils’ needs
6. Draw on a variety of techniques. Select appropriate strategies to meet pupils’

varying needs, and adapt topics as necessary.
7. Offer a variety of interventions for SEN pupils – ‘one size does not fit all’.
Develop pupils’ thinking and learning skills
8. Improve longer term outcomes for pupils and raise expectations for teachers
by developing metacognitive strategies through ‘talk for learning’.
9. Embed the development of learning skills in lessons.
Do not underestimate what pupils already know and can do
10. Raise expectations about and understanding of the prior knowledge and
capability of pupils entering secondary school. When this happens, it can
impact on pupil progress.
29
Build in time for AfL and scaffold it
11. Use a scaffolding approach within AfL methodology to activate pupils as

learning mentors for their peers. This increases their understanding of next
steps and rates of progress when they give and receive feedback.
12. Build in time in lessons for pupils to digest and understand teacher feedback.
Verbal and written feedback go hand-in-hand.
Develop a common language to talk to colleagues about pedagogy
Develop a consistent, shared language within and between schools and phases to
support high standards.
3.2 Theme 2: What makes great professional development

that leads to consistently great pedagogy?
This section begins with an overview of the evidence used as the basis for
determining the impact of the approaches to professional development investigated
by TSAs. Extracts from the TSA impact reports and case studies are then used to
exemplify the impact of the research projects in relation to the findings in Great
professional development which leads to great pedagogy: nine claims from research
(Stoll et al, 2012). Case studies, published separately, provide further detailed
evidence. Overall findings in relation to the overarching question are then
summarised as key messages.
Evidence of impact
The enquiry projects had a variety of ways of evaluating the impact of their work. All
partnerships were asked to establish a starting point or baseline and to identify how
they would collect evidence to show impact in relation to the baseline. This was
challenging for some partnerships and took some time to formulate. For the
professional development projects in theme 2, many partnerships used
questionnaires at the beginning and later points of the enquiry to assess changes in
teacher beliefs, attitudes, skills and knowledge. Pupil progress data, pupil work,
classroom observation, interview and questionnaire responses also contributed to
baseline and impact evidence.
The majority of projects involved teachers who had volunteered to participate,

because of identified issues in relation to pupils’ progress, achievement or
engagement. In those cases where teachers were targeted for the research project,
they may have belonged to a particular group, such as in the specialist leaders of
education (SLE) initiative developed by The Mead Community Primary School
30
(Collaborative Schools Ltd), or been identified through performance management
processes. Baseline and impact evidence here often featured feedback from school
leaders and colleagues in addition to the evidence from teacher questionnaires,
interviews and from pupil data.
In order to provide more detailed insight into the impact of professional development
on teachers’ behaviour and beliefs, learning journals and individual case studies or
evaluations of classroom change were collected as evidence. Lesson plans and
resources produced as part of the project were scrutinised for evidence of change.
Lesson observation, including use of video evidence, was frequently used, both as
part of the professional development process and as a way of identifying impact on
teaching and learning. Some projects used a structured lesson study methodology.
More informally, perceptions of participants were collected in group discussions and
focus groups and leaders were asked for their perceptions of change.
There were several partnerships in which an Ofsted inspection had taken place in
one or more participating schools during the course of the projects and inspectors’
comments were used as additional evidence of impact.
Many of the research partnerships were also able to provide examples of whole-
school or whole-partnership impact in both participating schools and for others in the
alliance. The research project provided a model that would be sustained and
undertaken in other areas of the school or in other schools. There were many
examples where the impact of the professional development which had been a focus
of the research was so successful that it has become embedded as part of an overall
continuous professional development (CPD) strategy and where the pedagogies and
resources developed as part of the enquiry project have enriched the teaching and
learning approach of the schools involved. For example in Kibworth Church of
England Primary School (Affinity TSA), lesson study will be built into one school’s
CPD programme and budget and included in teachers’ performance management
CPD objectives. One indication of the success of projects is in the extent to which
the approaches tested will continue to be used to support professional development
within the alliance, as in the examples below.
Example: Cramlington TSA
This project devised and tested a newly qualified teacher (NQT) development
programme focused on four teacher behaviours: classroom management;
classroom climate; interactive teaching and learning style. The success of the
programme means that it will be continued and expanded to other schools in the
alliance. Presentations on the success of the project have been shared at national
events
31
Example: Chesterton Primary School (Wandle TSA)
Wandle TSA’s impact report states, ‘the key strategy of embedding Joint Practice
Development Groups (JPDGs) across the alliance has been achieved. The
strategies which have emerged from the JPDGs' work are varied and many are
being introduced into school systems at present and are also planned for
September 2015. Many groups will be carrying on with their research and
investigations in the next phase’.
Impact reports and final case studies nearly always reported on the combined effect
of factors within their collaborative enquiry projects. As in the example quoted below,
evidence for all of the claims overlap and can be hard to disentangle.
Example: Brooke Weston Academy TSA
‘As a study, there is not one claim we haven’t justified… the whole idea of lesson
study works well with the nine claims because we are addressing areas of
challenge and working through them collaboratively and this is becoming seen as
something that is work based improvement and development rather than more
traditional forms of CPD that work more theoretically. The strength of partnerships
is also something that has been crucial, so we are developing research
communities where we can support and encourage in a non-threatening way… to
effect real change there does need to be an element of top-down leadership even
though a lot of the decision making can be made in a distributed way. This
distributed leadership to teachers is a tool for empowerment, it makes the teacher
feel valued’.”
All of the enquiries were collaborative (claim 7), with ‘an end in mind’ (claim 1)
established through a research question, a baseline and measures of progress.
Overall, the impact reports show that focused collaborative enquiry is a powerful
approach which leads to change in teachers’ beliefs, attitudes and pedagogy. In
many cases, the impact of the change on the achievement and engagement of
pupils is clearly demonstrated. For example, in Lightwoods TSA, ‘100 per cent of
staff observations have moved from being graded ‘good’ to ‘outstanding’. In KS3,
learners improved their levels by at least 2 sub-levels and, in some cases, a whole
level. KS5 (A level) improved their grades by one whole grade, with some by two
whole grades’.
The projects show how collaborative working is challenging for teachers (claim 2),
but that it can be extremely rewarding and motivating when teachers are engaged
with working on a focus that is relevant in relation to individual and school needs
(claim 3). Professional development activities used to contribute to enquiries were
32
varied and tailored by each alliance to fit the needs of individual projects (claim 5).
Expertise from outside the alliance was often used to run relevant training sessions
or as a source of research on pedagogic practice (claim 4). Many projects reported
on the support they had received from partner HEIs in developing a rigorous
research approach (claim 6) and also in supporting project leaders in maintaining
drive and motivation.
In several projects, the establishment of professional learning communities was an

intrinsic element (claim 8). Leadership (claim 9) emerged strongly, both as a positive
factor and in relation to some of the challenges faced in this theme. Support and
commitment from senior leaders, in providing the time and other resources
necessary, were essential, as was efficient operational leadership and regular
communication from the overall project leader. Sharing leadership responsibilities,
particularly by ensuring that there was a committed project lead in each participating
school, was also an essential factor in contributing to success.
Evidence from this project confirms the importance of all nine claims, in
combination, as contributing to great professional development.
The C2L model used to support enquiry acknowledges its strong links with joint
practice development (JPD). In considering the work of theme 1 and theme 2
partnerships in relation to specific claims it must be noted that use of the model
leads to considerable overlap in schools' interpretation and usage of the terms
action research; collaborative enquiry; JPD; professional learning communities,
particularly in their reporting of findings related to claims 6, 7 and 8.
Despite overlaps, however, most impact reports presented evidence which related
more strongly to one or more specific claims. Table 3 below links selected final case
studies to specific claims. These are contained in the case study report published
separately. The following section also contains examples taken from enquiries
whose case studies are not featured in the annex.
Table 2: Great professional development which leads to consistently great pedagogy: nine
claims from research - linked to TSA case studies
Theme 2 claim Examples of professional development Case study

approaches and strategies used examples where
this was a strong
element
1. Effective • professional development aimed at testing The Compton-

professional the effectiveness of specific pedagogies in Barnet TSA
development improving pupil progress and engagement
starts with the Torbay TSA
end in mind • professional development aimed at
Collaborative
improving the quality of teaching of
33
this was a strong
element
targeted staff Schools Ltd
2. Effective • paired coaching of volunteer coachees by Torbay TSA

professional outstanding teachers
development Devon TSP
challenges • joint observation and analysis of teaching
Collaborative
thinking as part practice
Schools Ltd
of changing
• use of evidence from research on learning
practice Cambridge
and on successful pedagogy in other
Teaching Schools
countries
Network
• lesson study or peer coaching with a
specific focus on changing beliefs about
the way in which children learn and how
teachers teach
3. Effective • paired coaching within a school, including Fylde Coast TSA

professional lesson observations, to improve the
development is quality of teaching Devon TSP
based on
Affinity TSA
assessment of • professional development to enable the
individual and trial of a specific approach to address
school needs identified pupil learning issues in the
participating schools
• Use of subject audits and self–

assessments in self-efficacy
4. Effective • External expertise and training bought in Devon TSP

professional as part of the project, for example to train
development coaches in the chosen model Torbay TSA
involves
connecting • use of teacher experts to design and
work- based refine training
learning and
• programmes for teachers combining
external
external facilitation with ongoing support
expertise
from a lead teacher within the school
• use of HEI expertise to support the
34
this was a strong
element
measuring of impact
• use of mathematics subject knowledge

audit and research resources from the
National Centre for Excellence in the
Teaching of Mathematics (NCETM)
5. Effective • mixture of professional development Collaborative

professional approaches in combination to support the Schools Ltd
learning enquiry
opportunities Devon TSP
are varied, rich • carefully constructed cycle of training for
Cambridge
and sustainable School Direct trainees, initiated by lesson
Teaching Schools
observation and group discussion:
Network
building to team teaching; focused
workshops on use of resources; training in
lesson study; participation in a lesson
study cycle
• use of independent study and gap tasks
• use of cloud storage for ideas and

examples to be shared by all staff…
hashtagged twitterfeeds… to monitor
discussions that happen prior to, during
and after Teachmeets
• sharing of learning in a teaching and

learning working group using approaches
selected from: reading relevant research /
articles; visits to other schools; peer
observation; external INSET, with
interactive feedback to a working group
6. Effective • collaborative working on the planning, Devon TSP

professional implementing and reviewing of specific
development Collaborative
35
this was a strong
element
uses research pedagogical interventions Schools Ltd.

and enquiry as
essential tools • individual school-based enquiry included Affinity TSA
within a programme for teachers in need
of improvement with collaborative
discussion on findings
• using an engagement and training day on

research skills and asking all teachers in
the school to carry out a mini project with
their tutor group
7. Effective • lesson study Torbay TSA

professional
development is • learning triads, including discussion and The Compton-
strongly lesson observation across schools Barnet TSA
enhanced
• research triads, with groups of NQTs Harton TSA
through
asked to read research, visit each other’s
collaborative London West
schools and report back at larger event
learning and Alliance
JPD
• sharing findings from professional learning
Brooke Weston
accessed in a variety of ways but linked to
TSA
a school focus, through a voluntary
teaching and learning working group Devon TSP
Cambridge
Teaching Schools
Network
8. Effective • using PLCs to conduct the collaborative Harton TSA

professional enquiry
development is Collaborative
enhanced by • PLCs established through the project Schools Ltd.
creating ensuring sustainability
Devon TSP
professional
• use of a voluntary and self- directed
learning London West
teaching and learning working group
communities Alliance
(PLCs) within
and between
36
this was a strong
element
schools
9. Effective • support of senior leaders Torbay TSA

professional
development • project leadership Harton TSA
requires
• operational arrangements Collaborative
leadership to
Schools Ltd
create the
• distribution of leadership
necessary Devon TSP
conditions • leadership development to build
sustainability Cambridge
Teaching Schools
Network
Claim 1. Effective professional development starts with the end in

mind
The intention was that all partnership projects should be guided by a clearly
formulated and specific research question, with a plan for evaluating the change
from a clearly established baseline. In a number of projects research questions took
some time to emerge. Some were less well constructed and lacked a clear plan.
However, several projects were successful in being very specific about the
relationship between pupils’ learning needs and the changes in teachers’ beliefs and
behaviours that were the focus of development. In some projects, a common focus
had been determined following the analysis of whole–school data. In others, the
focus had been determined by a small team of teachers using data from the pupils in
their own classes and their own perception of where there was a need for
improvements in their practice.
However, although a clear aim for a particular enquiry is important, the final report
from Bonner Primary School (Teach East London) reminds us that professional
development as a whole is open-ended, “professional development does not have to
have a fixed end point. It is about reflecting on past and new learning and
considering how to implement it in practice for the benefit of pupils.”
The following examples illustrate the effectiveness of professional development with

a shared aim based on detailed analysis of pupil and teacher data.
37
Example: Cramlington TSA
The starting point for the enquiry ‘what are appropriate professional development
activities to support NQTs to develop effective teacher behaviours?’ was, “…we
asked the question 'where do we want the new teachers (and learners in the care
of them) to be?’”. This resulted in a development programme focused on four
teacher behaviours: classroom management; classroom climate; interactive
teaching; and learning style. Baseline evidence used an analysis of pupil
performance taught by NQTs in previous years in all four participating schools. A
common classroom observation pro-forma was developed so that tracking of
development of desired behaviours would be consistent across the participating
schools. Consistency was further supported by common training events and
mentor networking. Impact data was collected every term on pupil progress with
residuals assigned to each student based on their actual grade and their target
grade. An average residual calculated for students and classes in the care of the
NQTs, which were compared with parallel data from the previous year’s NQTs.
Shifts in observed teaching behaviours were identified using the agreed pro-
formas. A positive impact was noted on both the effectiveness of teaching and on
pupil learning compared with the previous cohort of NQTs. Having the ‘end in
mind’ not only supported a clear structure for the development programme and its
evaluation, but participating schools agreed that a shared language to describe
effective teacher behaviours was one of the most effective strategies used in the
enquiry.
Example: Oldway Primary School (Torbay TSA)
The ‘end in mind’ for Torbay TSA’s enquiry was that of improving pupils’ arithmetic
proficiency in year 3 and 4, using lesson study as the chosen form of collaborative
development. The precise focus for their enquiry enabled them to identify relevant
research and practice to inform the approaches trialled, ‘an important feature of
lesson study is that it is rooted in the classroom and starts from an issue that is
relevant to the teachers and pupils who are involved...’ Baseline data collected
through teacher perception questionnaires and analysis of calculations completed
by pupils, showed that pupils were often unsuccessful in trying to apply a learned
procedure, and that teachers saw their role as primarily about teaching fluency
rather than deepening understanding. Analysis of teacher interviews and
questionnaires following each of the two cycles of lesson study showed that the
process had “opened some teachers’ eyes to how many children were learning to
calculate without necessarily understanding the structure behind what they were
doing. Using manipulatives had enabled teachers to get an insight into the pupils’
understanding…” and had enabled them to introduce standard algorithms earlier.
38
Example: Southfields TSA
This project developed a new approach to professional development for teachers

whose teaching had been identified as in need of improvement, ‘the intended
outcomes were that participants would show progress with teaching and learning
within the span of the course, as they are observed prior to the course and at the
end and are required to do a formal presentation of their research before
graduation. We would expect in the final observation to see improved learning,
participation and focus by the pupils’. The course devised went through four
cycles, each of which was rigorously evaluated against the intended outcomes
using the UCL IOE impact model, with adjustments made based on evaluation
findings.
Claim 2. Effective professional development challenges thinking as

part of changing practice
A point made in several impact reports was that trust is a necessary pre-requisite for
effective challenge in collaborative work, ‘giving staff the opportunity to discuss and
really drill down what is happening in the classroom without feeling judged’
(Lightwoods TSA). Time needs to be allowed for honest and open relationships to
be established, ‘you need to feel comfortable with the people you are working with as
it's only valuable if you are completely honest with each other’ (Leicester TSA).
Protocols and structures to support dialogue are found helpful, such as those used in
some coaching or lesson study models. When the conditions for challenge were in
place, teachers’ comments included in many impact reports provide vivid illustrations
of professional learning.
39
Example: Great Sankey TSA
Research findings on great pedagogy were used within the TSA to build a toolkit
to support teachers in their journey to outstanding, in combination with joint
observation and coaching. One teacher is quoted in the impact report as follows,
‘… having to explain what, how and why you do something really forces you to
truly look at your own practice and be honest with how successful it has been and
relook at mistakes you have made along the way. This process is consolidating
my own learning journey and aiding me further with my development.
I feel like I have already made an impact with the teaching and understanding of
physical education (PE), through discussions and the ideas they are now
generating, along with further questioning of the process in general. This is a long
term, no quick fix approach but one that once established is proving vital to
personal development within our practice and maximising impact with learners’.
The illustrative quotation on the importance of challenge is taken from a learning
log used to support professional development and to contribute to evidence of
impact. Quantitative shifts from baseline data are demonstrated in this TSA by
improvements in lesson observation gradings, ‘two being graded as outstanding
by Ofsted in June 2013, and two moving from good to outstanding during in-house
observations March 2014’ and in pupil progress in those classes taught by
participating teachers’
Example: Affinity TSA
The focus of enquiry was the use of lesson study to improve teachers’ subject
knowledge and pedagogy and to raise pupil attainment within an area of
mathematics. Baseline data included evidence from pupil work, lesson
observations, learning walks and a teacher questionnaire and focus groups to
identify the area to be developed. Positive impact on subject knowledge and pupil
progress was demonstrated through scrutiny of pupils’ work and lesson
observations, together with teacher interviews and written reports. Evidence from
research on learning and of successful practices in Shanghai and Singapore were
used to challenge teachers’ thinking about what could be achieved in their own
classes, with the impact report noting that, ‘…schools have taken evidence from a
number of sources (including baseline data) and used it to… think about the
impact this could have on pupil progress and attitudes. This thinking has helped
towards challenging subject specific thinking (use of Singapore bar) and within
pedagogical thinking (use of growth mindsets)’.
40
Claim 3. Effective professional development is based on
assessment of individual and school needs
Research projects varied in the extent to which the specific focus of work within an
overarching research question was determined by the partnership as a whole or by
small groups of teachers. Where an overarching question was chosen, impact
reports on successful interventions made it clear that this had been recognised as a
high-priority issue for each participating school. Projects also varied in the extent to
which participating teachers had chosen to work on a significant whole-school focus
or had volunteered for the enquiry and then selected a specific focus for their own
improvement.
Thus in several of the coaching projects, individual coachees discussed with their
coach the particular area in which they sought to improve their practice. What
seemed to be most important to the success of a project was the extent to which
participating teachers were engaged and motivated by finding the work relevant to
their needs. The small number of projects in which teachers had not been
volunteers, or where the focus of work did not provide a sense of ownership for the
individuals concerned, tended to be those that found it more difficult to sustain
motivation among all participants.
Example: Swiss Cottage TSA
This project, in two special and two primary schools, used a rigorous mentor-
coaching approach to improve pedagogy in areas which participating teachers
identified for their individual development. Mentor-coach training was provided by
an external trainer and the process was based on lesson observation by two
people, with a pre-meeting and a post-lesson dialogue. Pupil questionnaires, as
well as teacher questionnaires were used to establish the baseline and area of
focus, with teacher and leader questionnaires, and Ofsted lesson gradings,
providing evidence at the mid-point and at the end of the project. Long term impact
was identified on teachers who became more reflective, target setting and more
able to improve independently. The impact report states, ‘the mentoring-coaching
approach has proved to be highly personalised, showing a wide variety of
development areas identified and worked on over the time of the project, helping to
develop individual strengths and address development areas which are individual
to that particular teacher’.
Example: Pound Hill Infant School (Southern Collaborative Learning

Partnership)
The focus for this project was a whole-school priority in each of the participating
schools to improve attainment and engagement in reading, particularly among
41
boys. The schools’ shared priority which emerged from an analysis of pupil data,
and baseline discussions with teachers showed that they were ‘professionally
driven and enthusiastic to find a more engaging way of teaching reading and the
love of books’. Pupil data has shown that targeted groups of boys have achieved
improved attitudes to reading since engaging in the project, with verification of
improvement from Ofsted. In addition, interviews with pupils and parents recording
greater enthusiasm for reading, verified by observations, parent comments in
home reading journals and pupils’ comments in their AfL documents. Teachers
also recorded increased engagement in class discussions. All of the targeted year
5 boys for whom baseline data showed as either ‘can read but doesn’t read’ or
‘struggles with reading and doesn’t read’ had moved to ‘can read and does read’.
89 per cent of all pupils following the intervention were categorised as ‘can read or
does read’ compared with 81 per cent at the start. Teacher assessment also
demonstrated accelerated improvement for many of the boys. Participating
teachers now model the use of theatre and drama and a greater variety of visual
images, music and artefacts to stimulate reading.
Example: Fairlawn Primary School (Education TSA Lewisham)
In this project, a maths subject knowledge audit and a self-efficacy audit were
used in combination with evidence from mathematics planning to identify specific
areas in relation to use of mathematical vocabulary and use of resources by
School Direct trainees. A varied menu of professional development was provided
to target these concerns. The audit exercises were repeated at the end of the
school year and showed clear gains, with teachers’ baseline scores ranging from
64 per cent to 79 per cent and final scores ranging from 86 per cent to 98 per cent.
Although the project leader judges that trainees are still at the ‘novice’ stage,
planning scrutiny shows that trainees understood the importance of highlighting
both vocabulary use for children and the use of resources. Importantly, ‘the audits
allowed teachers to pinpoint specifics of their understanding and practice in
mathematics. All the trainees decided to focus on specific areas that derived from
the audits, specifically: using manipulatives, specifically around algorithms and
developing vocabulary. In meetings teachers began discussing mathematics
teaching using terms such as ‘manipulatives’, ‘algorithms’, ‘procedure’, ‘reasoning’.
They were unaware of these terms in context prior to the professional
development’.
Claim 4. Effective professional development involves connecting

work-based learning and external expertise
One of the features of enquiry projects is that they are rooted in classroom practice
and that collaboration with colleagues, particularly in lesson observation, provides an
42
external perspective which supports learning. For example, Lampton Academy
(London West TSA) noted how stimulating it was for their own practice to see
colleagues implementing critical thinking in their lessons, “seeing it in a real live
lesson”. Many projects also brought in expertise from outside the school at different
stages in their project or used prior expertise and experience within the partnership,
as in Torbay TSA.
When professional development is targeted at a specific change in pedagogy,

external expertise may be particularly important as was noted in one partnership:
‘essential contributions from external expertise at the start of the project on how to
use talk partners effectively, effective questioning or even talk partners and SEN
children would have been invaluable in giving staff a better understanding of how to
implement talk partners... we believe that effective CPD for a whole school project
needs initial input from an ‘expert’ practitioner followed by senior leaders maintaining
its high profile’.
The partnership with an HEI was mentioned by many TSAs as a major factor in their
success, both for “the extra support with more academic aspects” (Brooke Weston
TSA) and for helping to maintain momentum.
Example: Marwood School (Devon Teaching School Partnership)
Computer science coordinators from 12 primary and infant schools formed the first
cohort of a professional development programme which aimed to improve the
subject and pedagogical knowledge of participants and also develop their capacity
for training staff within their schools. The programme was extremely successful,
with audits of knowledge, skills and attitudes at baseline and at the end of the
project showing substantially increased confidence and skills in teaching a new
curriculum. The programme will be repeated with a new cohort of coordinators in
2014-15. The impact report states:
fundamental to the success of this project was the use of external expertise
and the growth of new expertise and leadership within the schools…
• The use of a secondary master teacher in computing at the outset

enabled the group to see quickly what the central issues were, to have
modelled some initial training sessions and to then have access to an
organisation, Computing-at-Schools who provide a wealth of resources.
• The ITT programme manager was used to support the planning of adult
training sessions and the design of the research project…
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Example: Torbay TSA
Rather than using external expertise in direct training, this project began with the
project leader ensuring that all school project coordinators had a shared
understanding of lesson study. In the project impact report, she reflects on how
external expertise contributed to the project’s success:
A feature of lesson study is that it is rooted in the classroom and starts from
an issue that is relevant to the teachers and pupils who are involved.
However, I don't believe we would have learned as much if we had not been
influenced by input from NCETM and evidence from practice in high performing
jurisdictions worldwide. An example of the impact of NCETM input is of a session
on the use of place value counters which particularly challenged our thinking.
Claim 5. Effective professional learning opportunities are varied,

rich and sustainable
Several partnerships used varied approaches to professional development, each of

which contributed to the overall enquiry. For example, the partnerships which used
coaching as an overall strategy, such as Swiss Cottage TSA, often included training
courses for coaches facilitated by external experts. Furthermore, as Ashton on
Mersey TSA noted in its impact report on its coaching project, “coaching is CPD in
itself, plus it signposts to other CPD” and the diagnostic tool developed for the
project “has potential beyond this project and may be used as a central tool for
identifying CPD needs for all staff”. Built into the design of several projects was the
development of teachers to lead and sustain the professional development after the
project had completed, through working with other colleagues in their own and other
schools. In the project from Education Teaching Alliance Lewisham, sustainability
is being built by encouraging trainees to become self-sufficient in leading their own
professional development.
44
Example: Collaborative Schools Ltd
The aim of this project was to enhance the effectiveness of SLEs and aspirant
SLEs within the TSA. This was achieved through a combination of professional
development approaches. A structured and on-going professional learning
programme was devised, with modules on: leadership of research and enquiry;
the spiral learning journey; ethics; coaching/mentoring; impact evaluation;
dissemination. Training was supplemented by 1-1 coaching / mentoring of SLEs
as they put their learning into action through leadership of specific professional
learning communities or ‘learning setts’ in early years, mathematics, digital
learning, early reading and behaviour for learning. Within each learning sett,
additional, relevant professional development activities were introduced, such as
discussion of an Ofsted report on improving girls’ attainment and of a lesson
video in the mathematics learning sett. Although baseline data, collected through
pupil data and Ofsted finding and analysis of teacher perceptions, showed that
the SLEs were all outstanding teachers, they had a limited range of knowledge
about teacher research strategies and little or no experience of facilitating
collaborative teacher enquiry of other colleagues. Learning logs, leader
observations and interviews demonstrated that the SLEs had been ‘empowered,
equipped and excited to facilitate research groups, modelling research
engagement themselves and demonstrating a growing knowledge and
understanding of research methodology and its application to managing school
improvement priorities’.
Example: Education Teaching Alliance Lewisham
This project was specifically designed to equip School Direct trainees to become
more self-sufficient in their professional development. Subject knowledge and
self-efficacy audits were used to identify training needs in the use of mathematical
vocabulary and use of resources in mathematics. The results of the audit were
discussed with trainees and demonstration lessons, group discussion, team
teaching and focussed workshops were used to address their concerns. The
trainees’ professional development also included training on the use of lesson
study and participation in a lesson study cycle, to help develop their reflection
skills and their ability to lead their own professional development in the future.
‘Collecting data allows teachers to be able to ‘know what they don’t know’ and
bring these areas up for enquiry and discussion… developing a teacher’s toolkit
for their future teaching rather than fixing a lesson grade of a lesson taught in the
past empowers teachers as individuals to reflect on their own practice and focus
on how to improve it’.
45
Examples of impact for the next three claims are inter-linked.
Claim 6. Effective professional development uses research and

enquiry as key tools
Claim 7. Effective professional development is strongly enhanced

through collaborative learning and JPD
Claim 8. Effective professional development is enhanced by

creating professional learning communities within and between
school
Without exception, TSAs reported that collaborating with colleagues to improve

professional practice had formed a valued and significant part of their learning,
“collaborative learning is the most powerful form of CPD: bringing together small
groups of staff to work together on a common theme… over a period of time”
(Cambridge TS Network). This was reported whether teachers were working in
pairs, in coaching projects, in triads or other small groups, as for lesson study, or in
larger professional learning communities. Collaborative discussions following lesson
observations were very frequently noted as being extremely powerful, so that the
discussion was rooted in specific points of practice. However, bringing larger groups
together to share ideas and to learn from each other’s collaborative work was also
found to be an important contributor to success, not least in maintaining motivation
and drive. As Torbay TSA’s impact report notes: ‘it has been important to schedule
regular meetings to draw together learning across the schools and set clear
expectations for the next stages of the project. Otherwise it is easy for the project to
drift as time can move on quickly with very little activity’. The following two examples
demonstrate the impact on students’ learning of collaborative activity through enquiry
in professional learning communities in two schools. In the first example from
Collaborative Schools Ltd a professional learning community made up of all
members of staff in an early years (EY) team met as a group. In the second
example, each community is divided into smaller working groups, in addition to its
regular meetings.
46
Example: Collaborative Schools Ltd
As part of their project to develop the role of SLEs, professional learning

communities were established with a particular focus and each used a school-
based enquiry methodology to investigate an issue.
The example below is based on the case study report from the ‘early years
learning sett’, consisting of the EY team in one of the schools.
Discussion among the team had identified a need to improve opportunities for
child-initiated learning and also to improve the documentation of children’s
learning journeys. The group decided to introduce a space, ‘the hub’ within the
unit where child-initiated learning would always be available to children and to
document their learning using photographs, written and video observation
records, the school pupil tracker and discussions with parents and visitors. The
learning sett discussed the analysis of the data collected about children’s learning
in the hub as well as sharing their thoughts and questions about relevant research
articles on child-initiated learning. Various models of documentation of learning
were trialled, discussed and improved before “we finally developed a system
which was manageable and effective for all”. The percentage of children achieving
/ exceeding Early Learning Goals at the end of year against lower baseline
attainment than previous years increased following the interventions, with
improved child confidence, ownership of learning and peer co-operation (as
evidenced against Leuven scales1). Feedback from children, parents and visitors
to the school has been extremely positive and the success of the interventions
has been further verified by Ofsted, who are using video footage from the school
to support the training of Ofsted inspectors. The impact report quotes from one
visitor to the school: ’the children were highly motivated and keen to be part of this
exciting learning… the children were extremely focussed and engrossed… the
level of cooperative learning which was completely child-initiated was astounding’.
Example: London West TSA
This project involved more than thirty teachers, in three ‘learning sets’ of 10–12
participants each. The focus for collaborative enquiry for these three professional
learning communities was: co-operative learning, with dialogic learning and
extended questioning aimed at improving written outcomes; differentiation to
support challenge for all; and critical thinking within a subject specific context. All
three learning sets used an enquiry approach based on Kolb’s learning cycle
(Kolb, 1984): concrete experience; reflective observation; abstract
conceptualisation; active experimentation. Slightly different models of working
were adopted within the three learning sets, with projects 1 and 2 broken down
into subsets of learning 3s and coach training included in projects 2 and 3. Peer
coaching and regular meetings of the learning set, were a feature of all groups.
47
Student attainment was determined at baseline, together with data from teacher
interviews and a questionnaire and analysis of school evaluations, Ofsted reports
and exam specifications.
This data suggested that pupils superficial understanding of lesson content

impacted on exam performance, that there was insufficient differentiation,
challenge and pace to meet the needs of all students and that there was concern
about students’ progress from key stage 4 to A level. Data on impact from
teachers’ self-reports and interviews, combined with lesson observations, video
evidence, pupil progress and attainment data, pupil interviews and pupil
questionnaires showed that all three learning sets have been successful, with
particular value found in focusing on one area of skill over a period of time.
A new finding from the learning sets was the importance of pupil voice as a
feedback tool to find out how successful an intervention is. JPD within each
learning set had been important to the professional learning, ‘teachers reported
that working with other staff from different departments was motivating and
teachers inspired each other. The emphasis on collaboration and non-judgemental
feedback was very important to the group’.
Example: Dilkes Primary TSA
The project explored how a collaborative dimension to professional development

could bring about pedagogical change. This was achieved through a combination
of approaches to CPD such as peer teaching enhancement involving observations
by lead teachers; JPD with lead teachers facilitating school-based enquiry; one to
one support that included coaching and achievement leader meetings that focused
on encouraging partner teacher(s) to have a positive can do attitude.
Dilkes TSA also developed a high impact teaching course to provide support for
teachers to link research evidence to high impact strategies. Real success was
noted in both lesson observations and SATs results. In one of the project schools
the impact on teacher practices, as measured by observed lesson grading was, at
the start of the year: 58 per cent requires improvement and 42 per cent good. At
the end of the year no lessons required improvement, 55 per cent were judged
good and 45 per cent outstanding.
In terms of impact on pupil outcomes this was recorded as also significant with:
writing from 62 per cent in 2013 to 82 per cent in 2014 and mathematics from 69
per cent in 2013 to 85 per cent in 2014. Staff involved believed that the
collaborative approach enabled teachers to share experiences and practice from
across a range of contexts. Staff also felt that whilst the JPD approach to
professional development required a willingness to take risks, because trust was
strong it made a significant difference to the culture of learning and to outcomes for
teacher practices and for pupils.
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Claim 9. Effective professional development requires leadership to
create the necessary conditions
It is perhaps through the challenges, as well as the successes, faced by partnerships

that the significance of leadership can be seen most clearly. Support and
commitment from senior leaders in participating schools is mentioned in many
impact reports as critical to success, such as in those from Affinity TSA and The
Compton-Barnet TSA. On the other hand, a lack of sustained headteacher support
was cited as a factor in the limited success of the project at another TSA. With a
timescale that extended over more than one year, changes in staffing proved a
challenge for some TSAs. In Sheffield TSA, both of the original project leaders left
and, in addition the headteacher of the lead school moved post. However, two
teachers took on a leadership role and were able to refocus the project successfully.
Project leadership and good management of operational issues, such as planning
meetings well in advance, providing common proformas to guide the enquiry and
maintaining regular communication were also considered very important, both across
and within schools and this is discussed further in the next chapter of this report.
The most common challenge, mentioned in nearly all impact reports, was that of lack
of resources, usually difficulties in finding time to complete the work in the face of
other pressures. For example, London West TSA reported, “teachers found it
difficult to keep trying innovative strategies and give extra time for coaching when
they had a lot of pressure on their time. The challenge going forward would be to
consider how to fit [in] challenging CPD when teachers are asked to go beyond their
comfort zone with the challenges of school life.” Looking forward, the impact report
from Harrogate Grammar School (Red Kite TSA), in discussing the challenge for
school leaders of enabling sufficient time for the lesson study approach used,
suggests that the deep learning about pedagogy resulting from this approach leads
to benefits in professional relationships, the creation of a more open classroom
culture and improvements in practice that extend well beyond the focus lesson. The
Red Kite TSA report also suggests that these benefits are not available to the same
degree from other types of professional development.
Another aspect of leadership that features in many of the projects is that of

developing leaders to extend the enquiry approach to professional development
beyond the project. Devon TSP’s work to develop the skills of primary computer
science co-ordinators was initially led by a secondary master teacher, but two more
master teachers were developed from within the initial group, who then took on the
leadership of the training sessions. Two further co-ordinators shadowed the master
teachers and were appointed as SLEs for computing science, thereby ensuring
succession.
Finally, Cambridge Teaching Schools Network drew on a past history of

collaborative engagement thus pre-empting potential capacity and management
49
issues. Leadership was carefully distributed through R&D leaders in schools across
the three alliances in the network. These R&D lead teachers maintained contact with
the main R&D lead throughout the project. Termly R&D steering group meetings
allowed progress and strategies to be shared across the alliances. In addition, they
were able to maintain the momentum of their work by:
• carefully considering which staff to involve and how to group them in triads
• providing a focus to collaborative work (extended writing)
• providing clear timelines (eg how frequently groups should meet)
• providing agendas to structure each discussion
• providing time for teachers (eg meetings during directed time and cover
provided to allow observations)
Key messages about great professional development
Think about the pupils’ needs and the impact you want to have
1. Start professional development ‘with the end in mind’ – be specific about the
relationship between pupils’ learning needs and teachers’ beliefs, behaviours
and practices.
2. Motivate teachers by focusing on the difference they want to make for their
pupils through engaging in professional development.
3. Provide a clear structure for professional development and its impact on

teacher practices and pupil outcomes.
4. Be forensically clear about starting points to be able to evaluate impact – but

be prepared for unexpected outcomes.
5. Root professional development in classrooms and start it with an issue that is

relevant for both teachers and their pupils.
6. Seek and listen seriously to pupils’ feedback to genuinely understand the

impact of new practices developed through professional learning.
50
Provide opportunities for colleagues to engage in deep collaborative learning
10. Personalise mentoring and coaching, and make sure it is developmental and
ongoing.
11. Provide sufficient time for deep, high quality talk between teachers to
enhance professional relationships and promote deep learning.
12. Offer collaborative development opportunities to stimulate teachers and

enable them to engage in critical thinking about lessons and learning.
Ensure access to knowledge and skills from inside and outside
13. Use internal and external expertise to maintain drive and momentum and
provide support at different stages, as well as build new expertise and
leadership.
14. Co-create knowledge by bringing together knowledge from practice and

knowledge from research.
Use collaborative enquiry to stimulate professional learning – but not as a

quick fix
15. Incorporate collaborative enquiry into professional development as a long

term approach. It is not a ‘quick fix’ – it requires persistence.
Facilitate the practicalities to encourage a learning culture
16. Make sure that senior leaders provide necessary conditions for effective
professional development to take place eg time, resources, to facilitate an
open classroom culture.
3.3 Evaluation: what have we learned about collaboration

and collaborative enquiry?
Overall, impact reports and case studies from TSA networks provide convincing
evidence of the power of collaborative working within and between schools. At the
same time, alliances are mindful of the challenges involved in building and sustaining
effective partnerships to support enquiry. One external facilitator commented that
“collaboration is difficult, posing its own particular challenges… successful
collaboration requires conscious and sustained commitment by its partners”. In this
section, we highlight the benefits identified by TSAs of engaging in and with research
through collaborative enquiry and explore the conditions necessary to help it grow
and thrive. This section concludes with a summary of key messages about
51
collaborative enquiry emerging from impact reports and case studies, modified by
feedback from TSA representatives at the national event in November 2014.
What are the benefits of collaborative enquiry? 2
1. The process of structured and rigorous collaborative

professional enquiry is transformational for individual teachers
involved, with clear evidence of impact on pupils’ progress and
achievement.
A number of teachers provide strong testimony of the actual and potential gains to
be had from participating in collaborative enquiry.
The project has been a profound learning experience for all of those
involved in it… as we became more research-informed practitioners we
were then able to drill down and apply this (research) to our thinking more
closely, and to our actual classroom practice and to begin to actively
research how changes in our practice affected change in learner practice
and outcomes.
Harrow Collegiate TSA
This process is consolidating my own learning journey and aiding me

further with my development… this is a long-term, no quick fix approach
but one that once established is proving vital to …development within our
practice and maximising impact with our learners.
Great Sankey TSA
Feedback at the national event confirmed the power of the experience of enquiry-
based learning: “collaborative enquiry can change teachers’ beliefs, attitudes and
pedagogy” and “it’s the experience (of the structured enquiry) which is
transformative. Not just having the findings disseminated”.
2
Approaches to research and development for ‘great pedagogy’ and ‘great CPD’ in teaching school
alliances (Maxwell et al, 2015) complements the findings in this section. It captures the learning from
a parallel study of five teaching schools that participated in this project and focuses on how they
undertook their R&D projects.
52
2. Structured collaborative enquiry provides a methodology for
schools and partnerships to test proposed interventions against
existing research evidence and to trial innovations before making
recommendations to influence both school and alliance policy and
practice.
The collaborative methodology provided a process through which schools related

findings to the original literature claims about pedagogy and professional
development, engaging with these in collaboration with colleagues. Although it might
be argued that teachers were not identifying new knowledge in the field, it was
apparent that the process through which they engaged with findings, enabled true
ownership of the learning and the tools and capacity to extend their learning.
Collaborative enquiry is seen as a testing ground for promising ideas that

are likely to inform key aspects of school and alliance policy. (An) inner…
group of interested partner schools prioritise a focus… training staff in
research methodologies that establish a causal link between expenditure
actions and improved pupil outcomes… chimes so well with the need to
devise pupil initiatives that satisfy governance scrutiny.
Bishop Challoner TSA
… embedding R&D into other areas and streamlining it with school

priorities that already exist. For example, when the school wanted to
consider changing a year group from streamed to mixed-ability
mathematics we carried out an analysis of all related research evidence to
be best informed of the school’s decisions.
Latchmere TSA
In several cases, partnerships reported the benefits of working with an HEI and with
national research partners to improve their capacity for research-informed practice.
Partnership representatives attending the national event agreed that expert HEI
support was essential for their projects, “external expertise to challenge… how to
research, what constitutes evidence”.
HEIs provided guidance on how to maintain the rigour of the enquiry, facilitated
access to relevant research material and provided advice on ethical issues. Several
partnerships stated an intention of continuing to work with an HEI to embed this way
of working.
The alliance is very committed to collaborative enquiry and as a result of

this successful project will embark on two substantial research projects –
funded by the alliance next year in partnership with the University of
Greenwich.
53
Royal Greenwich TSA
3. Adopting an R&D perspective as part of a long term vision can

be transformational for the school, and partnership, as a whole.
Several partnerships were able to report that R&D had been absorbed into the
culture of the schools within the partnership. This may have been noted most
strongly in a few of the partnership schools or, in some cases, just in the lead school.
However these partnerships were optimistic about developing a sustainable R&D
model in the future.
This project has been a game-changer for the schools participating… we

have shared the practice within our own TSA as we seek to develop a
culture of R&D…
Cramlington TSA
The research findings and strategies have also been added to the
teachers’ toolkit which is now a ‘tight’ principle across the… secondary
schools within the alliance. Many new classroom strategies developed as
a direct result from the R&D project have been observed in numerous
formal lesson observations and are becoming ‘normal or de-fault’ practice
for many teachers… R&D has now become an established part of the
school culture and ethos within Tuxford Academy and is gaining a
significant foothold within other schools within the alliance and this
process, and its future impact upon student progress, has been a direct
consequence of being involved in the NCTL R&D themes project: ‘what
makes great pedagogy’.
Trent Valley TSA
4. Engaging in collaborative enquiry provides opportunities for

leaders at all levels to develop knowledge and skills in how to
improve pupil learning.
Several partnerships reported on the growth opportunities afforded for teachers

engaged in leading and working with small groups of colleagues. Working across
subject areas, across schools and across important stages has clear potential for
building leadership capacity across a system, although this was not explicitly
identified in impact reports. However, leadership development was specifically
mentioned as a positive outcome by some partnerships and was noted in feedback
at the national event “it enables teachers to step up and lead from all layers in the
school with a powerful impact on others who start to listen and take note”.
54
The leadership competences which have been developed as a direct result of
involvement with this project… include: self-awareness; integrity; resilience and
emotional maturity; conceptual thinking; delivering continuous improvement;
modelling excellence in teaching; learning focus; serving others; inspiring
others; partnership working; relating to others; and developing others…
success is evidenced in the percentage of coaches and coachees who were
successful in gaining promotions following their involvement with the project. 70
per cent of coaches gained senior leadership positions and 50 per cent of
coachees gained promotion into middle leadership.
Fylde TSA
What conditions support effective collaborative enquiry?

Below are factors reported by TSA project leaders as underpinning effective
collaboration.
1. A commitment to R&D as a strategic aim
It was evident from impact reports and case studies that some partnerships and
project leads already had research experience prior to participating in this project.
For example, in Wednesbury TSA there is “a long history of R&D work”. With this
history, some alliances noted that this supported approach brought added rigour and
/ or enabled them to test specific approaches:
R&D has, for some time, been seen as a valuable aspect of our teaching
schools’ work. This project has allowed specific structures to be tried and
tested. These structures and associated strategies will continue to be
used by alliance schools.
Cambridge TS Network
The nature of collaborative enquiry has brought rigour to the process. It

quickly developed a shared ideology or practice and gave the opportunity
for questioning and discussion for greater understanding.
South Farnham TSA
Without this experience, West Essex TSA, as a cohort 3 partnership, acknowledged

that staff leading mini-action research projects initially “found difficulty in clarifying
the difference between sharing practice and JPD”. They believe that they are in a
first phase of developing professional development through the model with
embedding planned for the coming year. Some partnerships are taking advantage of
other project work, or research networks, to support embedding and sustaining of a
rigorous research approach to change. For example, Denbigh TSA intends to link
55
the work of participants to a city-wide MA programme and The Compton-Barnet
TSA will apply the JPD approach on a literacy project as part of the London School
Excellence Fund.
The value of taking time at the outset to establish common strategic aims across a
group of schools is highlighted here.
Maintaining the drive from other institutions has proved difficult due to
divergence in strategic priorities. This would suggest that the collaborative
dimension of any project is dependent on sharing strategic priorities from
the very beginning, and ensuring on-going commitment to shared aims.
Tudor Grange TSA
2. Shared understanding, expectations and commitment amongst

partners
Many of the successful partnerships for both theme 1 and theme 2 had a shared,
specific and often jointly generated pedagogical focus. For example, teachers
working in 'JPD couples' in a theme 2 project across schools in Harton TSA were all
working to develop their skills in AfL or collaborative learning. However, a shared
pedagogical focus across all participating schools did not appear to be always
necessary. In Blue Flag TSA, each school chose their own focus, but met together
regularly to share their findings, as did the 14 groups in 6 schools in Wandle TSA.
The following statement from Lightwoods TSA is typical of comments made in

relation to commitment and engagement of all concerned:
What I have learned about collaborative enquiry is that everyone must be on

board. All need to invest time and money to make it happen effectively.
Practitioners need to have a genuine interest in improving their practice ie
pupil outcomes. Policy makers need to allow staff time to do this effectively,
by giving opportunities to plan and implement. Most importantly give them the
freedom to explore and see what's going on outside their own context and
make connections (networks) with other schools by harnessing that
relationship.
Lightwoods TSA
‘Secure’, committed schools and teachers are noted as a factor by The Compton-
Barnet TSA and in Medway TSA it was noted that ‘fragile’ schools found it more
difficult to engage. Elsewhere, a frequent reason for schools dropping out of
collaborative enquiry was because of a need to respond to new priorities following an
Ofsted judgement. Where collaboration had been less successful, differences in
understanding or approach may have led to resistance to sharing ideas, with one
partnership noting a “dislike of external imposition”. The data suggests that teachers
56
in some of the less successful projects were less likely to be volunteers. Shared
ownership among schools appears to be important, for example, uptake in a
partnership which aimed to transfer use of the lead school's diagnostic and coaching
model for teachers who needed to improve was “hard to drive”.
3. A shared strategic vision supported by allocation of resources

and efficient operational leadership.
In successful projects, it is clear there has been high commitment from the
partnership project leader and from project leaders within each participating school,
with effective operational management to keep everyone on track.
Also implicit is the authority of project leaders to get things done, with support from
senior leaders. Project leaders needed to have the authority, status and skills to work
across schools effectively.
Even in successful partnerships, reports nearly always emphasised the challenge of

finding sufficient resourced time in order to sustain collaboration, both within and
across schools. Some impact reports mention the critical role of middle or subject
leaders. This can be a strength, as in the projects where mathematics, SEN or
information and communication technology (ICT) co-ordinator networks helped to
maintain project momentum, consistency and enthusiasm (as in, for example, Devon
TSP, Torbay TSA and Palmerston TSA). On the other hand, some partnerships
reported that subject leaders struggled to find the time to contribute as expected and
there were hints in some reports that more subject-based development might have
been preferred to the generic pedagogical approaches tested.
The time-consuming nature of collaborative enquiry as a form practice development

was mentioned in almost every impact report and case study: “it is a challenge to
access research literature and provide support for research- engaged individuals and
find the capacity to do this properly” (feedback at national event). Although, within
individual schools, senior leaders might feel that “lesson study is worth every penny”
(LeTS Alliance) the same report notes the major commitment needed to “create the
space and dedicated coordination time to reap the full benefits of lesson study as a
strategy for improving professional learning activity in schools”.
Efficiency in planning meetings well in advance and maintaining communication

were found to be important features. Several TSAs pointed to the need for common
structures and processes supported by shared documentation, as in the “timelines,
agendas, common questionnaires etc for the collaborative work” mentioned by
Cambridge Teaching Schools Network. In schools where there had been
difficulties in maintaining collaboration, operational issues such as timing of meetings
for everyone to attend; turnover of staff; lack of sustained support from senior
leaders were explicitly mentioned. The report from one TSA said “I have relinquished
57
the role of R&D lead because of an unwillingness of the school I work in to provide
the time to do the job”.
The national themes interim report (Taylor et al; 2014) noted that several
partnerships had introduced virtual learning environments (VLEs) to ‘share resources
and outcomes’. VLEs were mentioned infrequently in impact reports and there are a
mix of views. Bishop Challoner Catholic College TSA reported that the VLE
established for the project was essential to the success of the collaboration.
However, Cramlington TSA found that their VLE was little used. The interim report
also noted that digital technologies were being used to support observations and
communication when staff could not be freed at the same time. In the impact reports
use of tools such as video tools and email were frequently mentioned as useful in
contributing to the success of the collaborative activity.
4. Taking time to establish and build excellent professional

relationships is crucial if the project is to be successful and
sustainable. The quality of relationships and trust among
participating schools would appear to be more significant than the
size of the partnership.
Some projects, such as those in Torbay TSA (6 schools), Greenwich TSA (10
schools) and Palmerston TSA (16 schools) were able to build on a history of good
working relationships among participating schools. In Devon TSP the project focus,
to develop the skills of computer science leaders in primary schools, was sufficiently
motivating for a successful initial project with 12 participating schools. Furthermore,
two ‘learning hubs’ have been established in Devon to continue to share resources
and learning among these schools and the succeeding cohorts. Trust and good
working relationships appear to be sufficient to overcome the challenges faced by
schools which need to improve rapidly.
The majority of partnerships were of four or fewer schools working together and
feedback at the national event suggested that an optimum number of partners is
three or four. In engaging partners, some projects (Esher Teaching Alliance,
Balcarras TSP) noted that it was easier for secondary schools to engage with feeder
primary schools than with other secondaries. Those partnerships where there was
not already a history of collaborative activity found that it was better to begin with
“small and tight projects” (London West TSA). Most partnerships intended to build
on the success of their projects with a small group of schools and engage more
schools in future development.
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5. Senior leaders who are engaged and supportive through
distribution of leadership is essential for sustainability. It is
important to have a project leader within each participating school.
Without exception, it was agreed that there must be full engagement and
commitment from senior leaders in the partnership, both during the project and
beyond, in order to embed a research approach into the way of working of the
school. There must be agreement among senior leaders both for the focus of the
specific project enquiry and on the long-term strategic priority of embedding R&D as
a way of working. Prior experience of research-based approaches may help, as can
engagement with other projects which provide the additional funding and impetus to
continue to use the model in future years.
… as long as school leadership creates the culture for collaborative enquiry,

then the teachers can become autonomous and do without leadership from the
top.
Catalyst TSA
The national themes interim report (Taylor et al; 2014) found that schools had
responded to changes in (R&D) leads by distributing leadership across the alliance
with leads embedded in individual schools or hubs. Changes of personnel, both in
leadership and in teacher participants, continued to be a challenge throughout many
projects. In some cases, particularly if there was a change before the project had
become embedded, changes of personnel or leadership had curtailed what had been
achieved. However, successful transition to new leadership, or new energy brought
to a project by a change of leadership, were also noted. Change of personnel was
more easily managed at a later stage, with distribution of leadership and leadership
development built into many projects as a strategy for continuity and sustainability
(for example, in Herts and Bucks TSA, Dilkes TSA, Swiss Cottage TSA, Tudor
Grange Academy Solihull TSA).
Project leads or ‘champions’ (Cambridge Teaching Schools Network) within each

participating school eased communication and helped to maintain momentum.
Project steering groups were mentioned in several reports such as Wandle TSA
where there is a “steering group with representatives from each school, who meet
regularly and keep things on course”.
6. Skilled project leadership and facilitation is instrumental in

supporting structured and rigorous R&D
Effective collaborative enquiry focussed on bringing about change makes

significant demands on the TSA facilitator. In particular it calls on the
facilitator to manage and progress the three inter-woven elements of
59
enquiry, collaborative engagement, and the change / improvement
process.
external facilitator
Project leads at the national event said that it was particularly difficult to manage the
tension between maintaining the rigour of the enquiry process and allowing the
project to evolve to fit contextual priorities and interests.
Several partnerships noted the importance of operational leadership skills to

securing and maintaining collaborative engagement:
effective operational leadership is key to the development of collaborative

enquiry in terms of protocols, initial buy-in, creating a spirit of enquiry and
driving the mechanics of collaboration.
collective response at national event
Any collaborative learning requires a designated coordinator to ensure

participants fully understand their role within the collaboration and their
responsibility for achieving specified outcomes… the meetings cycle and
structured questionnaires providing prompts and signposts to intended
outcomes provided an appropriate structure in which participants could
collaboratively explore pedagogical practices that would impact
significantly on their practice.
The Compton-Barnet TSA
External facilitators, each of whom worked with several partnerships, noted that
those projects which were led by an experienced, confident and skilled leader were
also more likely to stay on track and to achieve greater success across the alliance.
Feedback at the national event added that projects needed “passionate leaders…
accountability, deadlines”. In some cases, the project leader’s role and accountability
was clearly assigned to the partnership as a whole rather than within the lead school
and this was felt by external facilitators to bring added credibility to cross-school
work. It was particularly advantageous if the role built on a previous cross-school
role, for example in leading within a school centred initial teacher training (SCITT).
Where project leaders were less experienced, or had less credibility across the
partnership schools, the external facilitators noted that projects were more likely to
experience problems and required more support from outside. The role of external
facilitators in providing support and help to maintain the momentum was recognised
by partnerships. At the national event, project leads reported that the external
facilitator, in addition to providing guidance on methodology and data analysis also
helped in setting deadlines, sustaining momentum and with regional events,
supporting sharing of progress. Some reported that even more action learning set
work would have been valued.
60
Having the support of an external facilitator to move the project forward and
support the line of enquiry is key (feedback at national event). The support of
the external facilitator in promoting collaboration across schools was also
valued “Having an external facilitator provides authority and a ‘sense of
difference’.
The Hillingdon TSA
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Key messages about collaborative enquiry
Collaborative enquiry and great pedagogy
• Collaborative enquiry across school networks / alliances can be inspiring,

empowering, engaging, and challenging for staff in participating schools.
• Collaborative enquiry can change teachers’ beliefs, attitudes and pedagogy.
• Enabling teachers to centre an enquiry on the difference they want to make

for pupils in their classrooms is highly motivating and effective - and helps
ensure the motivation and engagement of teachers is sustained over time.
Collaborative enquiry and professional development cultures and practices
• Effective facilitation is key and benefits from a clear model for professional
learning as well as a strategic approach to identifying, implementing and
evaluating improvement focussed interventions.
• A shared understanding of, and commitment to, developing evidence

informed practice is vital to the success of the approach.
• Trust is a necessary pre-requisite for collaborative activity and enables

effective challenge.
• Mobilising learning from school-led collaborative enquiry to influence wider

staff across a school or alliance is challenging and often neglected.
Collaborative enquiry and leadership
• Senior leaders must create a culture which allows for experimentation and
vulnerability as a starting place for JPD.
• Distribution of leadership within and across schools as part of a collaborative

enquiry process appears to be important for sustainability and building
leadership capacity.
• A shared strategic vision for school-led collaborative enquiry together with the
allocation of resources and effective operational leadership and management
appear to be key features of successful collaborative enquiry.
• In order to influence local policy and practice, collaborative enquiry needs to

be structured around a systematic and rigorous methodology which includes a
clear focus on assessing impact and which is informed by the existing
research base.
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• processes, shared documentation, shared agendas, and agreed timelines for
the collaborative activity are important, as is developing a shared language.
• Having external support can increase the capacity for research informed
practice and help maintain motivation and drive, as well as providing an
external perspective and / or support with academic aspects.
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4. Conclusions
Our findings show that the context for the teaching schools R&D national themes
project has proved critical in determining both the pedagogical and professional
development foci for TSAs. This project provided a purpose and a structure for
alliances to begin working together at an early stage of their development. Not
surprisingly, schools chose to investigate the collaborative dimensions of
professional development (theme 2) and shaped teaching and learning foci of
common and compelling interest within and across their schools (theme 1). Local
context and strategic priorities therefore mattered as much as the steer provided by
the bespoke literature reviews.
Our analysis of impact reports and case studies across the theme 1 TSAs indicates
that engaging in collaborative enquiry has made a difference to pupil learning and
outcomes in a number of studies. Where enacted systematically, the collaborative
methodology, C2L, has promoted the gathering and analysis of evidence about pupil
learning and attainment at the outset against which improvements in learning can be
evaluated. The adoption of lesson study by several TSAs adds further rigour to
evidence gathering and enables staff to scrutinise even more closely the relationship
between changes in pupils’ learning and their progress and attainment.
The theme 2 schools have explored how professional collaboration leads to changes
in teacher practices and how this impacts on pupil learning and outcomes. Beginning
with the end in mind has supported schools to place pupils at the heart of
professional learning and plan their development strategies in the light of specific,
desired outcomes. Evidence indicates that many TSAs have created an enhanced
and positive culture for collaborative professional learning as a result of engaging in
this project.
A clear aim at the outset was to develop and embed a sustainable model for deep
professional learning through a rigorous and supported R&D methodology. Key to
this has been finding ways to connect staff with the research base in new and
accessible ways. The ‘nine claims’ literature reviews for themes 1 and 2 (Husbands
and Pearce, 2012; Stoll, Harris and Handscomb, 2012) have gone some way in
providing a basis for TSA development and schools have drawn on a range of other
research sources and / or HEI support in addition to these. Our evidence shows that
TSAs have combined this ‘external’ knowledge with their own experiential, practice-
based knowledge to create insights and capabilities in ways which are new for them.
At the final national event in November 2014, TSAs shared their learning and the
impact of their investigations with each other. Many had plans for continuing with
enquiries either by deepening their investigations into a particular area or widening
the scope by involving new partners in their studies.
64
At the event, representatives were asked to describe the landscape of collaborative
enquiry in their own alliance currently and compare this with how it looked at the
outset of the project. Although all reported positive movement, the descriptions and
metaphors used indicate that further development and support is needed for R&D to
be embedded as the ‘norm’ across alliances.
In conclusion, we have sought to capture the learning about collaborative enquiry

from this project in figure 2. This highlights the importance of school-led R&D
combining what is known about effective professional learning with a structured and
focussed enquiry and evaluation process. This combination was at the heart of the
C2L model used to underpin the work on themes 1 and 2. Thus it suggests that
schools should:
• identify a strategically-focussed enquiry question which reflects both data-

informed school improvement priorities and existing research evidence; and
• address this enquiry question through a structured process which also

involves facilitated professional learning for the staff involved.
The enquiry process is likely to involve capturing baseline and ongoing data and
taking time to reflect and report on this. The professional learning process is likely to
draw on external as well as internal expertise and to be extended over time,
providing multiple opportunities for participants to work together to engage with, and
reflect on, the emerging evidence and its implications.
Where this is done effectively across groups of schools with appropriate leadership
support, the outcomes are likely to include: increased school to school collaboration
and trust; the development of new knowledge and the embedding of evidence-
informed approaches among the staff involved (though extending these changes to
wider staff requires further sustained professional learning and knowledge
mobilisation effort); the identification of further areas for focussed enquiry; and the
development of a culture and capacity for further evidence-informed development.
Figure 2: Strategic architecture for professional learning
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5. Recommendations
To promote the conditions for such strategic architectures to develop, leaders in and
across schools at all levels of an organisation need to:
• understand that collaborative, pupil-centred, evidence-informed professional

learning must involve co-creation – bringing together knowledge from practice
and knowledge from research to create knowledge that is new to everyone in
the room
• ensure that R&D underpins the strategic planning and improvement process
within and across schools so that findings and outcomes are shared,
celebrated and sustained in practice on a cyclical basis
• create then convert a strategic vision for R&D into practical, operational
structures and frameworks and find a way of resourcing it so that staff can
work effectively and efficiently together within and across schools
• develop and support staff as evidence or research advocates so they have

the skills, knowledge and aptitudes to broker, facilitate and promote staff
engagement with and in research
66
References
Earley, P. and Porritt, V. (2013): Evaluating the impact of professional development:
the need for a student-focused approach. Professional Development in Education
Maxwell, B. and Greany, T with Aspinwall, K., Handscomb, G., Seleznyov, S. and
Simkins, T. (2015) Approaches to Research and Development for ‘great pedagogy’
and ‘great CPD’ in Teaching School Alliances. Nottingham, NCTL
Harris, A. and Jones, M. (2011) Professional Learning Communities in Action.

London, Leannta Press
Harris, A., and Jones, M. (2012) Connecting Professional Learning. Nottingham,

NCTL (copyright Harris and Jones)
Hattie, J. (2009) Visible Learning. Routledge, London
Husbands, C. and Pearce, J. (2012) What makes great pedagogy? Nine claims from
research. Nottingham, NCTL
Kolb, DA. (1984) Experiential Learning experience as a source of learning and

development, New Jersey: Prentice Hall
Nelson, R., Spence-Thomas, K. and Taylor, C. (2015a) What makes great

pedagogy: research case studies. Nottingham, NCTL
Nelson, R., Spence-Thomas, K. and Taylor, C. (2015b) What makes great

professional development: research case studies. Nottingham, NCTL
Stoll, L., Harris, A. and Handscomb, G. (2012) Great professional development

which leads to consistently great pedagogy: nine claims from research. Nottingham:
NCTL
Taylor, C., Spence-Thomas, K., Rea, S., Sandals, L., Hill, R. and Gu, Q. (2014)
Research & Development Network National themes interim report: Spring 2014.
Nottingham, NCTL
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Appendix 1: Impact report format
External facilitator report – impact phase
Where are you now?
Alliance / lead school: Name of R&D lead:
Please make sure you name the alliance

as well as the lead school
Date of conversation: External facilitator:
Cohort: Region:
A. Summary of the project
In this section - please update the information below so it represents the project in
its final form.
The project focus is: (max of 30 words to share with others)
The main project aims are to:
Research Questions
Our overarching research question/s for the project as a whole is/are:
If individual schools have additional, more individualised, research questions what

are these?
68
The project focus is: (max of 30 words to share with others)
What were the intended outcomes of the project? Only complete those sections
which apply to your project.
For staff (eg confidence, attitudes, knowledge, practice)?
For pupils?
For participating schools as organisations? (including developing R&D capacity)
For schools beyond those participating in the project?
B. The impact phase
1. The agreed strategies or interventions you have been trialling in relation to

your collective focus or question of enquiry
What pedagogical strategies have you

been trialling throughout the project?
What approaches to professional

development have you been trialling?
(Theme 2 only )
69
2. What evidence do you now have about the impact and effectiveness of
these strategies and what is this data telling you?
In summary, what baseline data did you

collect? What did it tell you? This may be
data about:
• teacher knowledge, attitudes, skills

and practice relating to the
strategies / interventions you trialled
• learner knowledge, attitudes, skills,

behaviours
• your school
• other schools
• anything else you gathered

evidence about?
What evidence of impact have you

gathered? You may want to note
significant interim tracking data as well as
summative evidence. Again, this impact
data may relate to:
• teacher knowledge, attitudes, skills

and practice relating to the
strategies / interventions you trialled
• learner knowledge, attitudes, skills,

behaviours
• your school
• other schools
• anything else you gathered

evidence about?
70
How does this impact data relate to your
anticipated outcomes?
Are there some challenges to your

thinking?
What strategies have been most

effective? How do you know?
What strategies have been least

effective? How do you know?
From the data collected, are you able to

agree a shared, collective and clear view
of what the trial is telling you? If so, what
claims are you making?
How do these claims relate to the original

nine claims in the literature review(s)?
3. Collaboration
Have there been any changes in schools

participating in the project since the
interim report? If so:
• what have the changes been
• why did they come about?
To what extent have you been able to

maintain and build the drive and
collaborative dimension of your work?
Note challenges and solutions here.
What have you learnt about the nature of

collaborative enquiry that brings about
improvement for learners, professionals
and schools?
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How have you been distributing the
leadership of this work?
If this didn’t happen – why not?
Moving forward, who will lead the next

phase of enquiry of this work – or lead
enquiry in your alliance?
How will this be supported and

resourced?
4. Embedding and sharing strategies and interventions
How is collaborative enquiry / R&D

viewed within your alliance now as a
result of your work?
How effective have you been in

embedding successful strategies across
the schools involved?
How have you shared your learning and

promoted these strategies to others – and
celebrated success?
5. Looking forward
What do you plan to do to ensure your

learning is shared and sustained going
forward?
What are the main challenges for you

from now on in further embedding
collaborative enquiry?
How are you intending to address these?
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Appendix 2: Final case study guidance
Alliance name
Alliance context 30 words. Region / location / size / socio-economic

context
Schools involved in the R&D Name all schools and their phases. Identify lead
project school and / or teaching school if you wish.
Research focus 30 words
Theme 1
Theme 2
(delete as appropriate)
Research question(s)
The implementation phase
• How did you determine your focus or question(s) and how did this relate to the
nine claims or propositions?
• How did you go about establishing your partner schools?
• What were the intended outcomes of the project (for staff and pupils)?
• What evidence did you gather at the baseline stage and what did this tell you?
The innovation phase
• What pedagogical strategies have you been trialling throughout the project?
• What approaches to professional development have you been trialling?

(theme 2 only)
• How did you maintain and build the momentum and collaborative dimension
of your work? How did you distribute the leadership of this work?
The impact phase
What claims are you making about the impact of your work on:
• staff knowledge attitudes, skills and practice
73
• learner knowledge attitudes, skills, behaviours
• your school, other schools and anything else you gathered evidence
about?
Ensure that you refer to your evidence base to support each claim.
How do your claims relate to the original nine propositions from existing research?
Final conclusions
• What have you found out about either what makes great pedagogy or what
makes great professional development that leads to consistently great
pedagogy?
• What have you found out about how to engage in collaborative R&D?
• What have you learnt about the nature of collaborative enquiry that brings
about improvement for pupils?
• How will your ensure your learning is shared and sustained going forward?
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Appendix 3: TSAs and their research questions
Theme one
Teaching Research focus / question (s)
school alliance
Alliance for To what extent does an in situ educational psychologist, working

Learning in five schools, have an impact on teaching and learning of
pupils with EBSEN?
North Somerset What are the motivational factors that have the greatest impact
TSA on learning?
Balcarras TSP How can secondary and linked primary schools collaborate to
improve literacy provision specifically with regards to reading?
Barnsley TSA What are the strategies which lead to low attaining children
making at least expected progress in writing?
How can we adapt these strategies to accelerate learning in our

school?
Bishop Challoner How can humanities and English teachers raise progress in their
Catholic College subjects while simultaneously raising standards of literacy?
TSA
Blue Flag TSA Work with a team of schools on a classroom evidence-based

project to address the question: what makes good pedagogy
(peer- and self- assessment, metacognition, reading).
Brook TSA How teacher questioning and feedback methods create more
sustained independent learners in key stage 3 and 4.
Denbigh TSA How can levels of engagement be improved to raise attainment?
Esher Teaching Cross phase barriers to literacy: fact or myth?

Alliance
An exploration of what makes great pedagogy in literacy, with a
specific focus on writing, in years 6 and 7
Early Years Extending children’s oracy skills so they are able to express their
Excellence ideas more effectively.
Learning Alliance
Great Sankey In lessons judged outstanding, does the pedagogy

TSA demonstrated by the practitioner differ according to school
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school alliance
context? What additionality, if any, is required to demonstrate

'outstanding' in schools in challenging circumstances?
Harrow To understand how written feedback and student teacher

Collegiate TSA dialogue in books can better support pupil progress by ensuring
students have a better understanding of what they need to do to
improve their work.
Herts and Bucks How can we harness student voice to effectively promote
TSA independent learning?
i2i Partnership What are the effective pedagogies involved in developing a

reading scheme?
Latchmere TSA How can we bring about an improvement in the use of formative
assessment? Investigating the impact, in terms of teacher
practice and pupil efficacy, of embedding formative assessment
and feedback strategies.
LEAD TSA How can we use the development of approaches to purposeful

and exploratory talk to increase pupils’ participation and
engagement with learning?
Leeds City TSA What steps can be taken to increase and extend the
engagement of pupils in reading for pleasure? What works and
what impact does this have on attainment?
Northern Lights What makes great pedagogy in the sixth form?

TSA
Palmerston Which teaching methods, assessment tools or curriculum

Inclusive Alliance products impact on progress of pupils who are working at P-
levels 1-3?
Royal Greenwich How can technology contribute to improvement in terms of

TSA attainment, progress and level of engagement in reading for
pupil premium children and young people?
South Farnham Is identified effective pedagogy transferable to a different

TSA context?
A focus on the use of Bloom’s Taxonomy and its impact on

learner progress.
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school alliance
A consideration of the place of Bloom’s Affective domain in

contributing to ‘what makes great pedagogy’.
The Arthur Terry How can we increase the use of BLP to bring about improved
School TSA outcomes for students?
Stourport High The development and use of a thinking skills model for
TSA mathematics that promotes independence and success in
problem solving activities.
Trent Valley TSA How can we improve feedback to bring about higher quality
learning?
Warren Road Factors for teaching and learning that impact on the progress of
SEND pupils in writing.
Wednesbury How can the use of higher order thinking skills, through
TSA exploratory talk, improve outcomes for more able pupils in
mathematics?
Wellington What is the impact of an online summer reading project on key

College TSP stage 4 wider reading?
Westdene TSA What makes for effective pedagogy and transition in

mathematics from key stage 2 to key stage 3?
Theme two
Teaching Research focus / question(s)
school alliance
Affinity TSA Can lesson study be used as a research/CPD tool to improve

teacher subject knowledge/pedagogy and raise pupil attainment
within an area of mathematics?
Brays Specialist What impact does school-based enquiry, as an approach to

Alliance professional development, have on teacher practice and
outcomes for pupils?
Brooke Weston To explore whether Lesson Study can be adopted as a tool for
Academy TSA meeting the CPD needs of teachers and whether it can also be
used as a means for shifting the culture of CPD in schools.
77
school alliance
Cambridge When cross-phase and cross-curricular teachers work together

Teaching in a triad with a focus on the delivery of extended writing, what
Schools Network changes take place in classroom practice as a result and how
does this impact on individuals’ professional learning, students’
attitudes towards extended writing and the quality of their
extended writing?
Collaborative What is the role of the professional development partner (SLE

Schools Limited and aspirant SLE) in affecting change through research
engagement?
Colmore What is the impact of an early professional development

Partnership TSA programme on the outcomes and progress for pupils and the
quality of teaching?
Cramlington TSA What are appropriate professional development activities to

support NQTs to develop effective teacher behaviours?
What is the impact of these activities on NQT teacher behaviour

and on pupil learning?
Devon Teaching What is the most effective CPD to prepare teachers with the
School subject knowledge and pedagogical tools for outstanding
Partnership teaching and learning in computing science?
Dilkes Primary To what extent does the collaborative dimension of CPD bring
School TSA about pedagogical changes which impact positively on the
quality of teaching and what evidence is there that this impacts
on teacher quality and pupil progress?
Education For trainee teachers to be actively involved in their professional

Teaching development by engaging in their own mini lesson study project.
Alliance Focus on subject knowledge and using this effectively in their
Lewisham teaching.
Fylde TSA Cross-institutional coaching, using classroom coaching as a

CPD method to improve teaching and learning.
Harton TSA To evaluate if JPD, focused on Egan's skilled helper coaching

model, improves teaching practice and learning outcomes for
78
school alliance
students.
KYRA TSA Does co-coaching through JPD result in more comprehensive

changes to classroom practice?
Can new technologies provide children with ‘just in time’

feedback that helps them to secure and accelerate their learning
in mathematics?
LeTS Alliance Exploring impact of lesson study on professional development

culture and practices focusing on independent learning to
improve literacy and numeracy.
Lightwoods TSA How can we best utilise a JPD model across schools to help
develop the practice of good teachers so that they improve the
independent learning skills (and outcomes) of identified year 7
and year 12 pupils?
London West To explore through three professional development projects the

Alliance factors which influence changes in teachers’ practice and to
examine more precisely the role of peer collaboration within the
context of such change.
Northern Alliance Does the use of learning focus exchange as a vehicle for CPD
improve pedagogy?
Red Kite TSA Is lesson study a valuable form of professional development?
Can lesson study be used to promote student resilience?
South Lakes TSA Does a whole school ‘kick start’ launch of R&D change people’s
attitudes to research and improve their likelihood of engaging in
future R&D tasks?
Southern Which CPD activities have the greatest impact on improving

Collaborative good pedagogy?
Learning
Partnership
Southfields TSA To develop a programme to improve teacher practice in one

main area, through a school-based enquiry model.
Swiss Cottage Does rigorous coaching bring about measurable improvements
79
school alliance
TSA in pedagogy?
Teach East How can voluntary professional development activities

London contribute to sustained, whole school developments in teaching
and learning?
The Bishops Testing the effectiveness of joint practice research on both

Stortford TSA teachers and learners through the delivery and evaluation of
parallel projects, including collaborative enquiry in special
schools.
The Compton- Teacher collaboration, shared observation and structured,

Barnet TSA developmental feedback sit at the heart of great professional
development and provide the experiential learning necessary to
support effective pedagogy.
The Hillingdon What is the effect of coaching on staff professional development

TSA and on building capacity for developing outstanding teaching
and learning?
The Medway In what ways can schools working collaboratively across an

TSA alliance add value to the development and impact of individual
whole school R&D projects?
Torbay TSA Assess the effectiveness of the lesson study process in

improving the teaching of calculation in years 3 and 4, improving
pupils’ arithmetic proficiency
Tudor Grange How effective is lesson study as a form of CPD?

Academy Solihull
TSA
Wandle TSA How effective are joint practice development groups, using
evidence-based research, in delivering great professional
learning as defined by the nine propositions?
West Essex TSA How will undertaking a staff led JPD project develop strategies
to improve independent learning and improve the collaborative
working practices of staff?
80
© Crown Copyright [2015]
Reference: DFE- RR443C
ISBN: 978-1-78105-467-3
You may re-use this document/publication (not including logos) free of charge in any
format or medium, under the terms of the Open Government Licence v3.0. To view
this licence, visit www.nationalarchives.gov.uk/doc/open-government-
licence/version/3 or email: [email protected]
Where we have identified any third party copyright information you will need to obtain
permission from the copyright holders concerned. The views expressed in this report
are the authors’ and do not necessarily reflect those of the Department for
Education.
Any enquiries regarding this publication should be sent to us at:

[email protected] or www.education.gov.uk/contactus
This document is available for download at www.gov.uk/government/publications
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What makes great

pedagogy and great

Key messages about what makes great pedagogy 6

Key messages about great professional development 8

2. Background and introduction 10

Methodology for this report 11

Ethical issues and permissions 12

3.1 Theme 1: What makes great pedagogy? 13

3.2 Theme 2: What makes great professional development that leads to

3.3 Evaluation: what have we learned about collaboration and collaborative

What conditions support effective collaborative enquiry? 55

Key messages about collaborative enquiry 61

Appendix 1: Impact report format 68

Appendix 2: Final case study guidance 73

Appendix 3: TSAs and their research questions 75

Figure 2: Strategic architecture for professional learning 65

Table 2: Great professional development which leads to consistently great

• Theme 1: What makes great pedagogy?

• Theme 2: What makes great professional development that leads to

In the conclusion, we highlight the importance of school-led R&D combining what is

Key messages about what makes great pedagogy

1. The importance of taking account of pupil voice comes through consistently. It

2. Taking account of pupil voice appears to enable teachers to change or adapt

Be open to new learning and challenge and do not give up

7. Changing practices and behaviours requires teachers to have high levels of

Use a range of strategies flexibly to meet pupils’ needs

8. Effective pedagogies draw on a variety of techniques. Outstanding teachers can

Develop pupils’ thinking and learning skills

10. An increased access to metacognitive strategies developed through ‘talk for

Do not underestimate what pupils already know and can do

Build in time for assessment for learning (AfL) and scaffold it

12. Use a scaffolding approach within AfL methodology to activate pupils as

Develop a common language to talk to colleagues about pedagogy

Key messages about great professional development

3. Effective professional development requires teachers to be forensically clear

4. Great professional development is rooted in the classroom and starts with an

Help colleagues to think seriously and differently about their practice

7. Effective professional development requires teachers to challenge their existing

8. Great professional development requires teachers to truly look at their own

Ensure access to knowledge and skills from inside and outside

14. Co-create knowledge by bringing together knowledge from practice and

Use collaborative enquiry to stimulate professional learning – but not as a

15. Incorporate collaborative enquiry into professional development as a long term

Facilitate the practicalities to encourage a learning culture

Figure 1: C2L methodology

Harris and Jones (2012)

The enquiry cycle includes elements of an approach to evaluating impact developed

…the difference in staff behaviours, attitudes, skills and practice as a result of

The C2L methodology provides a common framework for tracking changes in

Methodology for this report

Ethical issues and permissions

3.1 Theme 1: What makes great pedagogy?

The evidence base

Schools draw on a range of approaches to capture pupils’ feelings and opinions

Theme 1 claim Examples of approaches and strategies Case studies

1. Effective • intervention designed using pupil input Stourport High

consideration to • pupil feedback used to amend approach

• development of approaches to purposeful Westdene TSA

2. Effective • use of a toolkit to modify teachers Esher Teaching