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Tag: Professional Growth

  • End of Year Teacher Reflection: The Eight Decisions Worth Making Before You Clear the Room

    End of Year Teacher Reflection: The Eight Decisions Worth Making Before You Clear the Room

    By Clay Shumate

    An end of year teacher reflection is a short, structured review you run in the last two weeks of school to decide what to keep, what to cut, and what to fix before next year. It works when it ends in written decisions you will actually reopen in August. It fails when it ends in a form that goes into an evaluation file nobody reads again.

    Most of us do the second one. The district sends a self-assessment in May, you fill it in between a final exam and a textbook count, and it disappears. Then August arrives and you rebuild the same course with the same two problems in it, because the only record of what went wrong was in your head in June and your head in June is not reliable.

    Key Takeaways

    • Reflection that does not end in a decision is description. In one study of 198 reflective texts written by pre-service teachers, 84 percent stayed at the descriptive level and exactly one reached critical reflection. Writing more is not the fix. Deciding something is.
    • The research base is thinner than the advice. A review of the teacher-reflection literature found studies linking reflection to better instruction and not one that measured whether it improved student learning. Treat it as a decision tool, not a proven lever.
    • Gather before you think. Your gradebook, your students’ opinions and your student work samples all become hard or impossible to reach once the roster rolls over. Export in the last two weeks; think afterward.
    • Eight decisions is enough. Keep, cut, fix, front-load, policy, sequence, relationships, yourself. Three answered honestly beats twenty answered in a hurry.
    • Write it to yourself, not to your evaluator. The moment you know somebody else is reading it, you start writing the safe version, and the safe version is useless in August.

    What Is an End of Year Teacher Reflection?

    It is the deliberate review of a full year of teaching, done close enough to the end that you remember it and far enough from the chaos that you can think. It covers what you taught, how you taught it, what your policies actually did as opposed to what they were supposed to do, and which students you reached.

    It is not the same thing as the reflective habit you keep during the year. A running reflection journal captures single lessons while they are fresh. An end of year teacher reflection does something a journal cannot: it looks at the whole arc, where the calendar broke, and which problems were actually the same problem showing up in four different months.

    It is also not your evaluation paperwork, and conflating the two is the most common way this goes wrong. More on that below.

    Does Teacher Reflection Actually Change Anything?

    The evidence says it changes instruction. It does not say it changes student results, because almost nobody has checked. That is an uncomfortable thing to put at the top of an article recommending reflection, but this site does not inflate findings and the gap is real.

    Four-row graphic on the evidence for teacher reflection: decades of studies that never measured student learning, structural barriers in busy classrooms, discussion groups that rarely challenge thinking, and reflection treated as a decision tool
    The honest read on teacher reflection research.

    Elizabeth Jaeger’s review of the teacher-reflection literature, published in Issues in Teacher Education in 2013, laid out what supports reflection and what blocks it. The supports are the ones you would guess: structured cases, journals, recording and watching your own lesson, coaching conversations. The barriers are structural rather than personal — classrooms are busy enough that teachers can only attend to a fraction of what happens, reflection pushes people into not-knowing and therefore into feeling exposed, and schools rarely build the time for it.

    Then she names the hole. Across decades of research, some studies connect reflection to improved instruction, but she reports that not a single one addressed whether reflection improved student learning. That is a gap in the research rather than evidence that reflection fails. It does mean that anyone quoting you an effect size for teacher reflection is making it up.

    The second honest caveat is about quality. A 2024 mixed-methods study of 100 pre-service teachers in Germany analysed 198 reflective texts and sorted them by depth. Thirty-seven were pure description. One hundred twenty-nine were descriptive reflection. Thirty-one reached dialogic reflection. One text out of 198 reached critical reflection. These were trainees, not experienced teachers, and it was one university’s course, so do not read it as a finding about you. Read it as a warning about the default: left alone, reflective writing turns into a summary of events. Students can do a version of this too, using a student-led conference template.

    Jaeger found the same thing in a different form — groups discussing teaching cases were supportive of each other but rarely challenged each other’s thinking, which she calls a key requirement. Being agreed with is pleasant and teaches you nothing.

    So the defensible claim is narrow: a structured end-of-year review helps you make better decisions about next year, and the structure is what keeps it from collapsing into description. That is worth ninety minutes. It is not worth pretending it is an intervention.

    The Eight Decisions Worth Making Before You Clear the Room

    Every item below has to end in a sentence somebody else could act on. “Group work was rough this year” is not a decision. “Roles get assigned by me for the first two projects and chosen by students after that” is.

    Numbered graphic listing eight end of year teacher reflection decisions: keep, cut, fix, front-load, policy, sequence, relationships and yourself
    Eight decisions, each ending in something written down.

    1. Keep. Name three things that worked and write down why, not just what. “The Socratic seminar went well” is useless in August. “The seminar worked because they had two days to prepare evidence and knew the question in advance” is a design rule you can reuse in a different unit.

    2. Cut. One unit, one assignment, one routine that cost more than it returned. You are not allowed to cut nothing. Teachers accumulate; almost nobody prunes, and a course that only grows is a course that gets shallower every year.

    3. Fix. The thing you complained about in October and never changed. You know what it is. Write the specific change, not the complaint.

    4. Front-load. What did you teach in March that students needed in September? Citation format, how to read a chart, how to disagree with a classmate without it becoming personal. If you taught it late because you assumed they had it, move it.

    5. Policy. Which written rule did you stop enforcing by February? Late work, phones, retakes, bathroom passes. A rule you abandon mid-year is worse than a looser rule you keep, because teenagers correctly conclude the next rule is negotiable too. Either rewrite it so you can hold it or drop it on purpose. One limit worth stating: if the rule is school-wide rather than yours, it is not yours to drop. Take the fact that it is unenforceable in your room to the person who owns the policy, with the specific reason, rather than quietly going your own way — inconsistent enforcement across a hallway is worse for students than either version of the rule. Our walk-through of late-work policies is the long version of this argument.

    6. Sequence. Where did the calendar break? Most years there is one place — a unit that ate three extra weeks, a testing window you forgot, a project that landed in the same fortnight as everyone else’s. Mark it on next year’s calendar now, while you remember the date. While you are there, answer the harder version: what did you not get to, and was it genuinely optional or did you just run out of road? A standard you skipped two years running is a sequencing problem, not an accident.

    7. Relationships. Name the students you never reached. Not to feel bad about it — to write down the first thing you would try differently. Usually it is earlier contact home, or a different seat, or a conversation outside the lesson in the first three weeks rather than the tenth.

    8. Yourself. One professional goal with a date on it, not a feeling. “Be more organised” is a feeling. “Build the first three weeks of routines and procedures on paper before August 1” is a goal.

    What Should You Capture Before You Lose Access to It?

    Three things, and all three disappear when the year closes. This is the part of the process that is genuinely time-sensitive, which is why the gathering belongs in the last two weeks of instruction and the thinking can wait.

    Three-row graphic naming what to capture before access closes: the gradebook score pattern, an anonymous student survey in students own words, and one strong and one weak artifact per unit
    Gather these while the roster is still live.

    The gradebook pattern, not the grades. You do not need every score. You need which assignment had the widest spread, which one everybody passed, and which one half the class never turned in. Those three facts tell you where your instruction was unclear, where your assessment was too easy, and where the task was badly designed or badly timed. Export it while the course is live; in most systems the roster rolls over and getting it back becomes somebody else’s favour. Before you do, check how your district treats student data leaving the gradebook — many require it to stay inside district-managed accounts rather than a personal drive, and some require approval before you survey students at all. Summary patterns with no names attached are the safest form of all three records here.

    The student survey, in their words. Five anonymous questions in the last full week. What should I keep doing? What should I stop? What was the hardest thing and was it hard for a good reason? When did you feel like you actually learned something? What is one thing I did that did not work the way I think it did? The last one gets the best answers and the most uncomfortable ones.

    One artifact per unit — a strong one and a weak one. Next September you will not remember what proficient actually looked like. Anchor papers are the fastest way to recalibrate, and they are also the fastest way to find out your rubric and your actual grading had drifted apart.

    One practical caution on the third item. Under FERPA’s definition at 34 CFR § 99.3, education records are records directly related to a student and maintained by the school, and they come with handling obligations. The regulation carves out records kept in the sole possession of the maker, used only as a personal memory aid, and not shared with anyone else — which is where your own teaching notes sit, and is not where a stack of named student work sits. If you want exemplars, strip the names or ask permission. Check your district’s records policy before anything leaves the building.

    Should You Ask Your Students?

    Yes, and their answers are more consistent than you would expect — but be careful what you claim for them. The Measures of Effective Teaching project, published by the Bill & Melinda Gates Foundation in 2012, found that student perception surveys produced more consistent results than classroom observations or achievement-gain measures, on the reasoning that a survey aggregates the impressions of many people who have spent hundreds of hours with you, where an observation is one person for one period.

    The same report says student survey results were predictive of student achievement gains. It is worth saying plainly that the practice-and-policy summary presents that as a relationship on a chart and does not publish a correlation coefficient, so “predictive” there means a visible slope, not a number you can quote. It is also worth saying that the MET work was about using surveys inside formal teacher evaluation. You are not doing that. You are asking your own students, anonymously, for your own use, which removes most of the stakes that made that debate contentious in the first place.

    Keep it short, keep it anonymous, and do it before the last day, when half the class is already gone and the other half will write whatever ends the period fastest.

    One more thing, and it is the part most teachers skip. Tell them what you did with last year’s answers before you hand them this year’s. Teenagers are not naive about surveys; they have filled in plenty that went nowhere, and they can tell the difference between being asked and being harvested. Naming one concrete change — “last year’s classes said the review guide came out too late, so this year it goes out with the unit” — costs thirty seconds and buys you honest answers instead of polite ones.

    How Long Should an End of Year Teacher Reflection Take?

    About ninety minutes, split across three sittings. One sitting is where this falls apart — you get tired around decision four and the last four turn into one-word answers.

    The honest problem with the first sitting is that the last two weeks of school are already full. Finals, checkout lists, textbook counts, a class that has mentally left. That is exactly why the gathering step is twenty minutes and involves no thinking: a gradebook export is two clicks and a five-question form takes the final ten minutes of one class period. If the week collapses, protect the survey. The gradebook you can usually still pull in June; the students you cannot.

    • Sitting one, twenty minutes, last two weeks of class. Gather only. Export the gradebook summary, run the student survey, pull the artifacts. No analysis.
    • Sitting two, forty minutes, after students leave. Read what you gathered, then write decisions 1 through 5. Longhand or a document, whichever you will actually reopen.
    • Sitting three, thirty minutes, a week later. Decisions 6 through 8, which need distance. Then write the handoff paragraph: what you would tell the person teaching this course next year if you only got one paragraph.

    Put a calendar reminder on the first contract day of next year that links directly to the file. If you skip that step the whole exercise was a diary entry. If you want a structured place to put this, our free reflection template pack has the forms, and the worked reflection examples show what a decision-shaped entry looks like next to a descriptive one.

    Four Ways End of Year Reflection Goes Wrong

    All four are failures of audience or timing, not of effort.

    You write it for your evaluator. The moment you know somebody else reads it, you stop writing “I lost that class in November and never got them back” and start writing “I continued to refine my engagement strategies.” Fill out the district form honestly and separately. Then write the real one.

    You do it in August instead. By August you remember the shape of the year and none of the detail, and the detail is the whole value. You will also be rebuilding the course at the same time, which means you will reflect your way to the decisions you had already made.

    You write a performance review of yourself. Reflection is not the same as grading your own year, and turning it into a verdict on whether you were good makes it harder to look straight at what went badly. If this is landing on a year that has worn you down, the more useful read is on what actually protects teachers across a full year — that is a different problem than a weak unit plan, and it does not get solved by a reflection form.

    You answer twenty questions instead of eight. Longer forms produce shallower answers. The 198-text study is the warning: given room to write, most people describe. Fewer prompts, each demanding a decision, is the design that resists it. A short, decision-forcing set is written out in these after-lesson reflection questions.

    What to Do Next

    Put three calendar entries in now, even if your year ends in seven months. Twenty minutes in the second-to-last week of instruction labelled “export and survey.” Forty minutes the week after students leave. Thirty minutes a week after that.

    Then add a fourth: first contract day of next year, “read last year’s eight decisions before touching the syllabus.” That last one is the only step that converts the reflection into a changed course. Everything before it is preparation.

    And if the year ahead is only starting — the eight decisions work as a running list from day one. Teachers who keep a short weekly record arrive at the end of the year with the detail already written down, which is the one thing this process cannot manufacture after the fact.

    Frequently Asked Questions

    When should I do my end of year teacher reflection?

    In the last two weeks of instruction, not after the building closes. You want it while classes are still meeting, because two of the most useful inputs — the student survey and your gradebook exports — stop being available the moment the roster rolls over. Do the data-gathering in the last two weeks and the thinking in the first quiet week after.

    How is this different from the reflection form my evaluator asks for?

    The evaluation form is written to be read by somebody else, which quietly changes what you are willing to put on it. Your own reflection is written to be read by you in August. Keep them separate. Fill out the district form honestly, then write the one that actually tells next year’s you what to change.

    Is there research proving teacher reflection improves student outcomes?

    No, and anyone telling you otherwise is overselling it. Elizabeth Jaeger’s review of the teacher-reflection literature found studies linking reflection to improved instruction, but not one that examined whether it improved student learning. That is a gap in the research, not proof reflection fails — but it means you should treat reflection as a decision-making tool rather than an intervention.

    What if I am leaving the school or the profession?

    Do it anyway, and do it sooner. Nationally, 15.1% of teachers moved schools or left teaching between 2020–21 and 2021–22, and nearly three-quarters of those departures were voluntary and not retirements. If you are going somewhere else, the keep-cut-fix list is the part of this job that travels with you, and the person who inherits your course will use the handoff note.

    Can I take student work home over the summer to look at it?

    Check your district’s records policy first. Under FERPA, education records are records directly related to a student and maintained by the school, and they carry handling obligations. The regulation does carve out records kept in the sole possession of the maker, used only as a personal memory aid, and not shared with anyone else. Your own notes about your own teaching sit closer to that line than a stack of graded work with names on it does.

    How many questions should an end of year reflection have?

    Fewer than you think. Eight decisions is plenty, and most teachers would be better served by three answered properly than twenty answered in a hurry. A twenty-question form produces description. Description is the failure mode, not the goal.

    Should I share my reflection with my department or keep it private?

    Share the decisions, keep the raw notes. Your colleagues can use “I am cutting the research paper and replacing it with three shorter writes” immediately. They cannot use four pages of your private second-guessing, and knowing it will be read makes you write a safer, less honest version.

    What do I do with it in August?

    Open it before you touch a syllabus or a seating chart. That is the whole point and it is the step people skip. Put a calendar reminder on the first contract day of next year that links straight to the file. A reflection you do not reread is a diary entry.

    Sources

    1. Jaeger, Elizabeth L. “Teacher Reflection: Supports, Barriers, and Results.” Issues in Teacher Education, vol. 22, no. 1, Spring 2013, pp. 89–104. Literature review of teacher reflection; identifies reflection-generating activities and structural barriers, and reports that while some studies link reflection to improved instruction, none examined whether reflection improved student learning. A review article, not an original study; the “no study measured student learning” finding is a statement about the literature as of 2013. https://files.eric.ed.gov/fulltext/EJ1014037.pdf
    2. Gläser-Zikuda, Michaela, Chaoran Zhang, Florian Hofmann, Lisa Plößl, Lea Pösse, and Michaela Artmann. “Mixed methods research on reflective writing in teacher education.” Frontiers in Psychology, vol. 15, art. 1394641, 2024. 100 pre-service teachers, 198 reflective texts, mean length 230 words; 18.7% descriptive writing, 65.2% descriptive reflection, 15.7% dialogic reflection, 0.5% (one text) critical reflection. Pre-service teachers at a single German university; the authors name the small single-institution sample as a limitation. Do not read it as a finding about experienced teachers. https://pmc.ncbi.nlm.nih.gov/articles/PMC11496957/
    3. Tan, Tiffany S., Wesley Wei, Desiree Carver-Thomas, and Emma García. Teacher Turnover in the United States: Who Moves, Who Leaves, and Why. Learning Policy Institute, March 2026. Between 2020–21 and 2021–22, 15.1% of U.S. teachers moved schools or left the profession — 8.0% moved and 7.1% left; 74% of departures were voluntary and not retirements. https://learningpolicyinstitute.org/product/teacher-turnover-united-states-report
    4. Student Perception Surveys and Their Implementation: Asking Students about Teaching. Measures of Effective Teaching (MET) Project, Bill & Melinda Gates Foundation, 2012. Reports that student surveys produce more consistent results than classroom observations or achievement-gain measures, and that survey results were predictive of achievement gains. The practice-and-policy summary presents the achievement relationship graphically and publishes no correlation coefficient; the report’s context is formal teacher evaluation, not voluntary self-review. https://cepr.harvard.edu/sites/g/files/omnuum9881/files/cepr/files/asking_students_summary_doc_0.pdf
    5. U.S. Code of Federal Regulations. “Education records” definition, 34 CFR § 99.3 (Family Educational Rights and Privacy Act). Defines education records as those directly related to a student and maintained by an educational agency or institution, and excludes records kept in the sole possession of the maker, used only as a personal memory aid, and not accessible to any other person except a temporary substitute. Federal floor only — state law and district records policy may be stricter. https://www.ecfr.gov/current/title-34/subtitle-A/part-99/subpart-A/section-99.3

    About Clay Shumate

    Clay Shumate is a certified secondary Social Studies teacher in the public schools of West Alabama, with seven years of classroom experience, a B.A. in History, and an M.Ed. in Secondary Education. He writes about project-based learning, student responsibility, respect, and practical ways to hold young people to a higher standard while giving them room to learn from mistakes. He is a member of the Society of Professional Journalists and writes to its Code of Ethics; this site’s editorial standards and corrections policy are published in full. More about Clay.

  • The Teacher as a Professional: Autonomy, Judgment, and Trust

    The Teacher as a Professional: Autonomy, Judgment, and Trust

    By Clay Shumate

    Treating the teacher as a professional means trusting a trained person to exercise judgment in situations nobody can script in advance, and holding them accountable for the quality of that judgment rather than for compliance with a procedure. Teaching has the standards and the knowledge base for that status. What it often lacks is the discretion.

    This is not a complaint about paperwork. It is an argument about what kind of work teaching is, and it has consequences in classrooms. A teacher who is handed a script and checked against it learns that correct process is the point. A teacher trusted with judgment learns that outcomes and students are the point. Those two teachers run very different rooms, and students can tell which one they are sitting in within a week.

    Key Takeaways

    • Professional status is about discretion, not prestige. The defining feature of a profession is the authority to decide what this situation requires, under standards the profession itself holds.
    • Teaching already has the standards. The InTASC core standards and the National Board’s five core propositions both make judgment and self-evaluation explicit professional obligations.
    • Teachers report far less control than the standards assume. In federal survey data, about a quarter of teachers reported a great deal of control over textbooks and instructional materials, and under 30 percent over content and topics.
    • The comparison to medicine holds in some places and breaks in others. Teachers do diagnostic work under uncertainty; they do not control entry to the field, caseload, or the conditions of practice.
    • Pressure travels downhill. One study of 254 teachers across grades 1–12 found that teachers who felt more pressure from above became less self-determined and more controlling with students.
    • Trust is the connection. This is my professional opinion rather than a finding: teachers trusted with judgment are the ones most likely to extend judgment to a sixteen-year-old.

    What does it mean to talk about the teacher as a professional?

    It means three things together: a body of specialized knowledge, standards the field holds itself to, and the discretion to apply both to a particular case. Drop the third and you do not have a profession. You have a trained workforce following instructions, which is a respectable thing to be and a different thing.

    The word gets used loosely. “Be professional” is often said to teachers when what is meant is “dress appropriately,” “do not argue in front of parents,” or “submit the form on time.” Those are workplace conduct expectations. They apply to any job. They are not what makes a profession, and conflating the two is how a staff ends up with the obligations of professional status and none of the authority.

    The real test is simpler than any definition: when a situation arises that the manual does not cover, who decides? If the answer is the person in the room with the relevant training, that is a profession operating. If the answer is that someone must be called, the job is being treated as something else.

    Where does the comparison to medicine and law actually hold?

    It holds on the structure of the work: diagnosis under uncertainty, with incomplete information, on a case that will not wait. A teacher looking at a student who has stopped turning in work is doing diagnostic reasoning. Is this a skill gap, a comprehension gap, a motivation problem, a home situation, a scheduling conflict, a conflict with another student, or a reasonable protest against a bad assignment? The correct response differs completely depending on the answer, and no policy document distinguishes among them.

    It also holds on the knowledge base. Content knowledge, pedagogical content knowledge, adolescent development, assessment design, reading in the discipline — that is specialized expertise that takes years to build and that a smart outsider cannot improvise.

    And it holds in the formal standards, which read like professional standards rather than job descriptions. The InTASC Model Core Teaching Standards, published by the Council of Chief State School Officers, make judgment explicit. Standard 9 states that the teacher “engages in ongoing professional learning and uses evidence to continually evaluate his/her practice, particularly the effects of his/her choices and actions on others,” and adapts practice to meet the needs of each learner (CCSSO, InTASC 1.0, 2013). That sentence assumes a teacher has choices to evaluate.

    The National Board for Professional Teaching Standards is even more direct. Its third and fourth core propositions are that teachers “are responsible for managing and monitoring student learning” and that teachers “think systematically about their practice and learn from experience” (NBPTS, five core propositions, originally released 1989 and updated 2016). Responsibility and systematic thinking are both discretion words.

    Four cards naming specialized knowledge, professional standards, discretion and accountability for judgment as the elements of professional status.
    Drop the third element and what remains is a trained workforce following instructions.

    Where does the comparison break down?

    On control of the conditions of practice, which is most of what distinguishes a profession from a credentialed job. I would be doing you a disservice if I pushed the doctor analogy too hard, because the places it fails are the places teachers feel the problem.

    • Caseload. A physician’s panel size is a contested professional issue. A secondary teacher’s roster is handed down, and 150 students is normal.
    • Entry to the field. Medicine and law control licensure through their own bodies. Teacher certification is set by states and routinely altered by legislatures, including emergency routes created during shortages.
    • Tools of practice. A surgeon is not told which instruments to use by a purchasing committee. A teacher often is.
    • Time to think. Professional judgment requires time for it. One planning period against six classes is not a schedule built for deliberation.
    • Who evaluates. Peer review by qualified colleagues is central to the other professions. Teacher evaluation is usually done by an administrator who may not share the subject.

    There is also a real counterargument to the whole analogy, and it deserves airing rather than dismissing. Public schools serve every child by law, funded by taxpayers, under elected boards. That creates legitimate public claims on what gets taught that do not exist in private medical practice. A teacher does not get to decide the standards any more than a doctor gets to invent a treatment protocol. The question is not whether constraints are legitimate. It is where the constraint should stop and the judgment should begin.

    How much control do teachers actually report having?

    Much less than the standards assume, and the gap is largest exactly where expertise matters most. Drawing on 2015–16 National Teacher and Principal Survey data, the Economic Policy Institute reported the share of teachers who said they had a great deal of control over each area of their planning and teaching: 68.3 percent for determining the amount of homework, 61.2 percent for evaluating and grading students, 42.3 percent for disciplining students, 28.7 percent for selecting content, topics and skills, and 25.5 percent for selecting textbooks and instructional materials (García & Weiss, EPI, May 2019).

    Look at the shape of that. Teachers control homework volume and grading — the administrative end of the work. Fewer than three in ten report real control over what is taught. The report also notes that larger shares of teachers who quit reported having little influence over school policy or over what they teach in class, though that is an association in survey data rather than a demonstrated cause of attrition.

    A fair reading cuts both ways. Shared curriculum decisions are not inherently an insult; a department choosing materials together is a professional act even when an individual teacher is outvoted. “A great deal of control” is also a high bar, and the survey does not distinguish a collaborative adoption from a mandate. But a quarter is a low number, and it is the number teachers are reacting to when they say they do not feel trusted.

    Is a scripted curriculum incompatible with professional status?

    A strong common curriculum is not the problem. A script that forecloses in-the-moment judgment is. These get conflated constantly, usually by people arguing for one extreme or the other.

    Good shared materials are a professional asset. They save planning time nobody has, they make coherence across sections possible, and they give a new teacher something better than whatever they can build alone at 11 p.m. Arguing against common curriculum in the name of autonomy usually means arguing for every teacher to reinvent the course from scratch, which is neither efficient nor good for students who change sections.

    The problem is a different thing: materials delivered as a compliance instrument, with pacing enforced to the slide and no latitude to respond to what the room is doing. A 2025 report from the National Education Union surveyed 1,655 teachers and interviewed 40 more across England and Wales on standardized curricula. It found that when such materials function as rigid scripts — specifying in detail how tasks are to be performed — teachers describe a loss of professional expertise, and that more than a third of primary teachers using them reported little or no influence over the content of individual lessons (NEU, 2025). That is a union-published study in a different country’s school system, and the primary-school figure is not about our grade band — take it as corroborating testimony rather than as American evidence.

    The useful distinction is between a floor and a ceiling. A curriculum that says “every student will write an evidence-based argument this unit” is a floor. A curriculum that says “on day four you will be on slide eight” is a ceiling, and a ceiling is where judgment goes to die.

    Five rows showing the percentage of teachers reporting a great deal of control over homework, grading, discipline, content and materials, from federal survey data.
    Teacher self-reports from 2015-16 federal survey data, as compiled by the Economic Policy Institute.

    What is the difference between a guardrail and a script?

    A guardrail specifies the outcome and the non-negotiables; a script specifies the moves. Most arguments about teacher autonomy would get shorter if people named which of the two they were defending.

    Here is how I would sort the common decisions. This is my professional judgment, offered as a starting point for a department conversation rather than as research.

    DecisionWhere it belongsWhy
    What students must know and be able to doState and districtPublic standards are a legitimate public claim; coherence across schools matters
    Core texts and major assessmentsDepartment, collectivelyEquity across sections requires common anchors; teachers hold the expertise
    Unit sequence and rough pacingDepartment, with flexibilityStudents transfer between sections; rigid daily pacing serves no one
    How a concept is taught on a given dayThe teacherOnly the person in the room knows what this group already understands
    When to reteach and when to move onThe teacherThis is the central diagnostic judgment of the job
    How feedback is delivered to a specific studentThe teacherDepends on a relationship nobody outside the room can see
    Safety, reporting duties, legal obligationsNon-negotiable, districtDiscretion here is not professional judgment, it is risk
    Response to a minor misbehaviorThe teacher, inside a known frameworkConsistency matters, but so does knowing the kid

    If your school can agree on a table like that one and write it down, most of the autonomy argument resolves. The fights are rarely about whether standards should exist. They are about whether row four and row five belong to the teacher, and when a district quietly takes those rows, it is taking the profession with them. Related to row eight: whether a school lets teachers judge small misbehavior inside a shared framework shapes nearly everything about how consequences actually land.

    Why does compliance culture produce worse teaching?

    Because the thing that makes teaching work is responsiveness, and compliance systems reward predictability instead. Mary Kennedy’s review of 28 rigorous studies of professional development found that many of the design features we assume matter were not associated with effectiveness, while the way programs supported teachers in actually enacting a practice varied sharply in impact (Kennedy, 2016). Enactment is judgment work. It is the part a specification cannot carry.

    There is also evidence that pressure on teachers changes how they treat students. Pelletier, Séguin-Lévesque and Legault studied 254 teachers of students in grades 1 through 12 and found that the more teachers perceived pressure from above — curriculum compliance, performance standards, colleagues — the less self-determined they were about teaching, and that lower self-determination predicted a more controlling style with students (Pelletier, Séguin-Lévesque & Legault, 2002). That is a structural equation model on self-report data from 2002, not a randomized trial, and it spans elementary through high school rather than isolating secondary teachers. I will not claim more than it shows.

    What it shows is still worth knowing: controlling conditions correlate with controlling teaching. That is not a surprising result, but it is the mechanism behind a complaint teachers make constantly and rarely get believed about.

    How does trusting teachers connect to trusting students?

    This is the center of my argument, and I am labeling it as argument rather than evidence. I have seven years of classroom experience in the public schools of West Alabama, and the pattern I would defend is this: the posture a school takes toward its teachers is the posture those teachers tend to take toward their students.

    Consider what the two stances actually model. A school that assumes teachers will cut corners unless monitored builds monitoring. The teacher who lives inside that assumption has been taught, daily, that trust is something you earn by compliance and that verification is what care looks like. It takes real deliberate effort not to pass that along — to turn around and hand a fifteen-year-old a genuine choice, accept that some of them will handle it badly, and treat the mishandling as information rather than as proof the choice was a mistake.

    The reverse holds too. A teacher who is trusted to decide how to teach Tuesday has direct personal experience of being treated as capable before they had proven it in that instance. That experience is what makes it possible to extend the same thing to students — to build in real decisions students actually get to make rather than a menu with one correct answer, and to treat respect as something offered first rather than withheld pending good behavior.

    I am not claiming research proves this chain. The Pelletier study is suggestive on one link of it and that is all. But if you are going to ask teachers to treat teenagers as developing young adults capable of judgment, it is worth noticing whether anyone treats the teachers that way.

    Four rows sorting instructional decisions by the level at which they belong, from state standards down to individual teacher judgment.
    A starting point for a department conversation about where constraint ends and judgment begins.

    What can a teacher do when autonomy is limited?

    Work the discretion you do have, and document the judgment you are exercising. Most teachers have more latitude in the small moves than in the large ones, and the small moves are where students live.

    • Own the parts nobody has specified. Even a tightly paced curriculum rarely dictates how you open class, how you respond to a wrong answer, or what you say to a student who is behind.
    • Make your reasoning visible. “I slowed the unit by two days because the exit tickets showed half the class could not do the inference step” is a professional sentence. It converts a pacing deviation into a documented judgment.
    • Use the collective route. Individual deviation gets read as noncompliance; a department proposal gets read as professional input. The data says curriculum decisions are mostly made above the individual teacher, so work at the level where they are made.
    • Keep the evidence. Student work samples are the strongest argument any teacher has. They are also what Standard 9 asks you to be using anyway.
    • Build the reflective habit. Systematic thinking about practice is literally the fourth core proposition. Keeping a real record of what you tried and what happened is both the professional obligation and your best protection.

    What should school and district leaders do?

    Specify outcomes and non-negotiables tightly; leave the moves to the people in the rooms. This costs nothing and is harder than it sounds, because it requires tolerating variation that looks like inconsistency from a hallway.

    Three concrete moves. First, write down which decisions belong at which level and publish it, so teachers are not guessing where the line is this month. Second, evaluate reasoning rather than conformity — ask a teacher why they did what they did, and treat a good answer as a good answer even when it departs from the plan. Third, give judgment somewhere to live: common planning time, peer observation that is not evaluation, and fewer simultaneous initiatives so there is room to think about any of them. For how professional learning intersects with this, see what the evidence says about developing teachers, and for the narrower case of one-off sessions, the workshop format on its own terms.

    What treating the teacher as a professional asks of us

    It asks for discretion matched to accountability, and it asks for it in both directions. Treating the teacher as a professional is not a request for less oversight. It is a request for oversight of the right thing: the quality of the judgment, demonstrated in student work and in reasoning a teacher can defend, rather than conformity to a sequence somebody wrote in July.

    If you teach, start by naming the discretion you already have and using it deliberately, and by making your reasoning explicit enough that it reads as judgment rather than drift. If you lead, publish the decision table for your building and then actually hold the line on the rows you assigned to teachers. And if you are weighing a new mandate, ask what it takes off teachers’ plates, not just what it adds — because every script you hand down arrives in a room where somebody is deciding whether to hand a teenager a real choice.

    Sources

    1. Council of Chief State School Officers, InTASC Model Core Teaching Standards and Learning Progressions for Teachers 1.0, April 2013. Source for the ten core teaching standards and the quoted text of Standard 9 on using evidence to continually evaluate one’s own practice and adapt it to each learner. Caveat: these are model standards voluntarily adopted and adapted by states; they describe aspiration, not what any given district permits in practice. https://www.ksde.gov/Portals/0/TLA/Educator%20Eval/InTASC%20Standards%20-%202013.pdf
    2. National Board for Professional Teaching Standards, Five Core Propositions, originally released 1989 and updated 2016. Source for the five propositions, including that teachers are responsible for managing and monitoring student learning and think systematically about their practice. Caveat: this is the position of a certifying body with an interest in defining teaching as a profession, not an independent research finding. https://nbpts.org/five-core-propositions
    3. García, E., & Weiss, E., Challenging working environments (‘school climates’), especially in high-poverty schools, play a role in the teacher shortage, Economic Policy Institute, May 30, 2019. Source for the teacher-reported control figures — 25.5 percent for textbooks and instructional materials, 28.7 percent for content and topics, 42.3 percent for discipline, 61.2 percent for grading, 68.3 percent for homework — drawn from 2015–16 National Teacher and Principal Survey data. Caveat: these are teacher self-reports of “a great deal of control,” a high bar that does not distinguish collaborative department decisions from top-down mandates, and the link to attrition is an association, not a demonstrated cause. https://files.epi.org/pdf/162910.pdf
    4. Pelletier, L. G., Séguin-Lévesque, C., & Legault, L., “Pressure from above and pressure from below as determinants of teachers’ motivation and teaching behaviors,” Journal of Educational Psychology, 94(1), 186, 2002. Source for the finding that teachers perceiving more pressure from above were less self-determined about teaching and in turn more controlling with students. Caveat: a structural equation model on self-report data from 254 teachers spanning grades 1–12, from 2002; it demonstrates association, not causation, and does not isolate secondary teachers. https://bearworks.missouristate.edu/articles-chhs/224
    5. National Education Union, Are you on slide 8 yet? The impact of standardised curricula on teacher professionalism, March 25, 2025. Source for teachers’ accounts of de-skilling under rigidly scripted curricula and for the finding that over a third of primary teachers using such materials reported little or no influence over individual lesson content; based on 1,655 survey responses and 40 interviews. Caveat: a union-published study of primary and secondary schools in England and Wales; the cited figure is for primary teachers and the policy context is not the American one. https://neu.org.uk/latest/library/are-you-slide-8-yet
    6. Kennedy, M. M., “How Does Professional Development Improve Teaching?” Review of Educational Research, 86(4), 945–980, 2016. Source for the finding across 28 rigorous studies that many popular design features are not associated with effectiveness while the support for enactment varies sharply in impact — used here as evidence that judgment in application, rather than specification, carries the weight. Caveat: this is a review of professional development programs, not a direct study of teacher autonomy. https://journals.sagepub.com/doi/abs/10.3102/0034654315626800

    Frequently Asked Questions

    Does professional autonomy mean teachers can ignore the standards?

    No, and that is not what anyone serious is arguing for. Public schools serve every child under state standards set through an elected process, and those standards are a legitimate public claim on what gets taught. Professional discretion applies to how a concept is taught, when to reteach, and how a specific student is given feedback — not to whether the standard gets covered. The useful question is never whether constraints exist. It is whether they stop at the outcome or extend to the moves.

    How is a school supposed to stay consistent if every teacher decides differently?

    By separating what must be common from what should not be. Core texts, major assessments, unit sequence and safety obligations can and usually should be shared, because students move between sections and equity depends on common anchors. Daily instructional decisions cannot be made consistent without making them worse, since the whole point is responsiveness to a particular group. A school that writes down which decisions sit at which level gets coherence where it matters and stops fighting about the rest.

    Is this an argument against using a common curriculum?

    It is the opposite. Strong shared materials are a professional asset: they save planning time nobody has, create coherence across sections, and give a new teacher something better than what they can build alone late at night. The objection is narrower — materials enforced to the slide, with no latitude to respond to what the room is doing. A curriculum that sets a floor supports judgment. One that sets a daily ceiling replaces it.

    How can parents tell whether teachers at their child’s school have real professional latitude?

    Ask the teacher a diagnostic question and listen to the answer. “What are you going to do differently for my child based on what you have seen?” A teacher with latitude gives a specific answer about their own next steps. A teacher without it describes a program or refers you upward. Neither answer makes anyone a bad teacher, and the second is often a constraint rather than a choice — but it tells you something true about how the school is run.

    Does trusting teachers more create risk for students?

    Some categories of decision should carry no discretion at all: mandatory reporting, safety procedures, legal obligations, and anything involving a student’s physical wellbeing. Those are not professional judgment calls and should not be treated as any. The discretion being argued for here is instructional — pacing, explanation, reteaching, feedback. Conflating the two is how autonomy debates go badly, and a school can hold the safety floor absolutely rigid while loosening the instructional ceiling considerably.

    What about a first-year teacher who does not yet have the judgment?

    Discretion should grow with demonstrated capacity, and that is true in every profession. A new teacher reasonably starts with more structure: shared materials, a clear framework for responding to behavior, and someone to check reasoning with. The mistake is leaving them there. If the structure never loosens, what you have built is not an on-ramp, it is a permanent condition, and the teacher learns that competence does not change anything about how they are treated.

    Is there research proving that trusting teachers leads to trusting students?

    No, and I will not pretend otherwise. One 2002 study of 254 teachers across grades 1 to 12 found that perceived pressure from above predicted lower self-determination and a more controlling style with students, which is suggestive of one link in the chain. That is a correlational model on self-report data, not causal evidence, and it does not isolate secondary teachers. The broader claim in this article is my professional argument, offered as an argument, not dressed up as a finding.

    What can a student do if their teacher clearly has no room to move?

    Ask about the reasoning rather than the rule. “Is the deadline something you set, or is it a department thing?” is a fair question, and most teachers will answer it honestly. Knowing which constraints belong to the teacher and which came from above tells you where a request has any chance of landing, and it is a more useful habit than assuming every rule is a personal choice. It also treats the teacher as what they are: a professional working inside limits.

    About Clay Shumate

    Clay Shumate is a certified secondary Social Studies teacher in the public schools of West Alabama, with seven years of classroom experience, a B.A. in History, and an M.Ed. in Secondary Education. He writes about project-based learning, student responsibility, respect, and practical ways to hold young people to a higher standard while giving them room to learn from mistakes. He is a member of the Society of Professional Journalists and writes to its Code of Ethics; this site’s editorial standards and corrections policy are published in full. More about Clay.

  • Continuing Education for Teachers: How to Find the Rule That Actually Applies to You

    Continuing Education for Teachers: How to Find the Rule That Actually Applies to You

    By Clay Shumate

    Continuing education for teachers is the ongoing coursework, clock hours, and professional learning a state requires you to complete to keep your teaching license valid. There is no national requirement. Every state sets its own renewal cycle, its own unit of measurement, and its own list of providers it will accept — so the only requirement that matters is the one your state board publishes today.

    That last sentence is the whole article, and it is the part most writing on this topic gets wrong. You will find plenty of pages promising to tell you “how many hours teachers need.” They cannot, because the answer changes at the state line and sometimes changes again when the legislature meets. What an article can honestly do is teach you the vocabulary, show you how different the rules really are, and walk you through finding and reading your own state’s actual rule. That is what this one does.

    Key Takeaways

    • There is no national number. Licensure is a state function, so the requirement, the cycle length, and the unit of measurement are all set state by state.
    • Clock hours, CEUs, and graduate credit are different units. Ohio treats 18 CEUs as 180 contact hours and as the equivalent of six semester hours, which means one “hour” can mean ten hours or fifteen depending on who is counting.
    • Who provides the learning can matter as much as what you learn. New York only counts hours from sponsors the department has approved, and Texas publishes its own provider categories.
    • Some states require nothing at all. California renews a Clear credential without any additional coursework.
    • The research on whether this improves teaching is not flattering. Large-scale district spending on teacher development has repeatedly failed to show up as measurable improvement.
    • Verify everything yourself. Requirements change, pages move, and an article — including this one — is not a legal authority on your license.

    What does continuing education for teachers actually mean?

    It means the professional learning your state counts toward keeping your license, measured in a unit your state defines, provided by someone your state will accept. Those three conditions are separate, and failing any one of them can leave you with a stack of certificates that do not count.

    In practice the phrase covers a lot of ground. Graduate coursework counts in most states. District in-service days usually count. Conference sessions, online modules, book studies, curriculum writing, and mentoring another teacher count in some places and not others. The same workshop can be worth renewal credit in one state and worth nothing in the next.

    You will also see the term written several ways. “Continuing education credits for teachers,” “CEUs for teachers,” and “teacher continuing ed” all point at the same idea, but they are not interchangeable as units. A CEU is a specific measurement. A credit is usually a college credit. A clock hour is sixty minutes in a seat. Mixing them up is the most common way teachers miscount.

    Why is there no national answer?

    Because teacher licensure has never been a federal function. Each state board of education or professional standards commission writes its own rules, and those rules are amended by state boards and state legislatures on their own schedules.

    New America’s 2018 review of relicensure policy looked at all fifty states and the District of Columbia and found that the vast majority require some form of professional learning for renewal, but that only eleven states articulate why — what the requirement is actually supposed to accomplish. The report’s blunt summary of the typical system is worth sitting with: “whether a teacher grows considerably while fulfilling her state’s renewal requirements or does not improve at all is of no consequence under most renewal systems” (New America, August 2018).

    That is a policy critique, not an excuse to skip your hours. But it explains why the rules look arbitrary from the inside. They often are.

    Chart comparing clock hours, CEUs, semester credits and inservice points as units used in teacher license renewal
    The same amount of learning converts to very different numbers depending on which unit your state uses.

    Clock hours, CEUs, and graduate credit are not the same unit

    Before you count anything, find out which unit your state uses, because the conversion factors are large. Ohio publishes a conversion chart stating that “one CEU equals 10 contact hours” and that “3 CEUs equal one semester hour” (Ohio State Board of Education conversion chart). Texas, by contrast, treats one semester credit as fifteen CPE hours.

    So a single semester of graduate coursework is worth 30 contact hours in Ohio’s accounting and 15 CPE hours in Texas’s. Neither is wrong. They are different measuring systems, and the only number that matters is the one your state applies to your transcript.

    The three units, plainly

    • Clock hour or contact hour. One hour of actual instruction time. The most common unit for workshops and in-service.
    • CEU (continuing education unit). A bundled unit. Commonly ten contact hours, but confirm — the definition is set by whoever issues it.
    • Semester credit. College coursework, converted into hours at a rate your state publishes.

    Four states, four different rules

    The fastest way to understand the variation is to look at real requirements side by side. Everything in this table was read directly from the state’s own page in October 2026. Treat it as an illustration of how different the rules are, not as current advice for your license.

    StateRequirement per cycleCycleNotable condition
    New York100 clock hours of approved CTLEFive-year registration periodHours must come from a CTLE sponsor approved by the department; one requirement per educator regardless of how many certificates are held
    Texas150 CPE hours for classroom teachers; 200 for principals, counselors, librarians, diagnosticians, and reading specialistsFive yearsIndependent study is capped at 20 percent of total hours; all educators must include training on educating students with disabilities, including dyslexia
    OhioSix semester hours of coursework, or 18 CEUs (180 contact hours)Five yearsA Local Professional Development Committee must approve your Individual Professional Development Plan; filing after October 1 of the expiration year raises the requirement to nine semester hours
    FloridaSix college credits or 120 inservice points, or a combinationFive yearsAt least three credits in each retained specialization area, plus a minimum of one credit in teaching students with disabilities
    CaliforniaNo additional courseworkFive calendar yearsA Clear credential “may be renewed without the completion of additional course work or service requirements”

    Sources for each row, in order: NYSED CTLE requirements; Texas Education Agency CPE information; Ohio State Board of Education renewal page; Florida Statutes § 1012.585; California CTC leaflet CL-494.

    Look at the spread. A Texas classroom teacher owes 150 hours. A California teacher with a Clear credential owes none. An Ohio teacher owes a number that is only meaningful after a local committee signs off on a plan. New York’s CTLE credits — the state example most people have heard of — are 100 hours, but only from approved sponsors, which is a constraint Texas and Florida handle very differently. Five states, five genuinely different systems.

    What counts, and who is allowed to provide it?

    The provider question trips up more teachers than the hour count does. New York is explicit that acceptable CTLE must come from a sponsor the department has approved, and that activities have to target content area, pedagogy, or language acquisition for English learners. A good webinar from an unapproved provider is still a good webinar. It is not 100 hours of CTLE.

    Texas publishes provider categories instead of an approval list — the agency itself, accredited universities, education service centers, districts, and tax-exempt professional associations. It also recognizes activity types beyond sitting in a session: curriculum development and mentoring other educators count, and mental health first aid, trauma-informed care, and suicide prevention training count up to sixteen hours. Independent study of professional materials counts, but only up to twenty percent of the total.

    That twenty percent cap is a useful signal. States are telling you they will tolerate self-directed reading as a slice of your renewal and not as the whole thing. If your plan for 150 hours is “read a lot of books,” the plan fails on arithmetic before it fails on philosophy.

    How do I find my own state’s actual requirement?

    Go to the state agency that issues the license, not to a blog, a university continuing-education department, or a vendor selling hours. Vendors have a reason to describe requirements loosely. Here is the sequence I would use.

    1. Search the agency name, not the question. Try “[state] department of education educator licensure renewal.” You are looking for a .gov domain belonging to the state board, department of education, or professional standards commission.
    2. Find your exact license type. Requirements differ by tier. Ohio’s rules for a Resident Educator license are not its rules for a Professional license. New York treats Initial, Professional, and Teaching Assistant certificates differently.
    3. Write down the unit and the number. Hours, CEUs, or credits — and the conversion chart if the state publishes one.
    4. Write down the cycle and the deadline. Note whether the deadline is your expiration date or an earlier filing date. Ohio’s October 1 cutoff raises the requirement by three semester hours if you miss it. That is the kind of detail that costs money.
    5. Find the approved-provider rule. Approved sponsor list, provider categories, or no restriction at all. Save the page.
    6. Find the mandated topics. Many states now require specific content — students with disabilities, dyslexia, reading science, child abuse reporting. These are usually buried below the headline number.
    7. Screenshot the page with the date visible, and set a calendar reminder to re-check annually. Rules change between your renewals. Pages move. Having dated evidence of what the rule said when you planned is worth the thirty seconds.

    One more thing: call or email the licensing office with your specific question and keep the reply. A state employee’s written answer about your license is worth more than any article.

    Five-step sequence for locating a state teaching license renewal requirement on an official state agency page
    Thirty minutes once a year replaces most of the anxiety around license renewal.

    Does any of this make teachers better?

    Honestly, the large-scale evidence is weak, and pretending otherwise would be dishonest. TNTP’s 2015 study The Mirage examined three large public school districts and one midsize charter network, surveying more than 10,000 teachers and 500 school leaders. The districts spent roughly “$18,000 per teacher, per year on development efforts,” and teachers reported spending about nineteen full school days a year on development activities — close to ten percent of the school year. The finding: “The evaluation ratings of nearly seven out of 10 teachers remained constant or declined over the last two to three years,” and researchers found “no type, amount or combination of development activities appears more likely than any other to help teachers improve substantially” (TNTP, 2015).

    That study is a decade old now and covered four systems, not a national sample. It does not prove that professional learning cannot work. What it shows is that volume and spending alone have not reliably produced improvement, which is precisely what an hours-based renewal requirement measures.

    There is better news on the other side. A 2017 Learning Policy Institute review of 35 studies that used experimental, quasi-experimental, or appropriately modeled designs identified seven features of professional development that showed effects: it is content focused, incorporates active learning, supports collaboration, uses models and modeling, provides coaching and expert support, offers feedback and reflection, and is of sustained duration (Darling-Hammond, Hyler, and Gardner, 2017).

    Read that list against your last compliance module and you will see the problem. A 45-minute asynchronous video with a quiz at the end hits roughly none of the seven. It still counts toward your hours. If you get to choose how you spend renewal hours, spend them on the things on that list. Sustained work with colleagues on something specific to your content beats a scavenger hunt for the cheapest hours every time — which is part of why a staff that believes it can move student outcomes together tends to get more out of the same calendar.

    What does it cost, in money and in time?

    The cost is real and it is unevenly distributed, which is worth saying out loud. The U.S. results from the 2018 TALIS survey of lower secondary teachers — grades 7 through 9 — found that 49 percent of American teachers named conflict with their work schedule as a barrier to professional development, 47 percent named a lack of incentives, 42 percent named family responsibilities, and 38 percent named cost (NCES, TALIS 2018).

    Those four numbers describe the actual experience of meeting a renewal requirement. The hours are not the hard part. Finding them inside a schedule that is already full, without a stipend, while paying for them, is the hard part. If you are a department chair or an administrator reading this, those percentages are a to-do list: fund it, schedule it inside contract time, and stop treating the renewal cycle as a private problem.

    What happens if I move to another state?

    Your hours do not automatically travel, and neither does your license. Reciprocity agreements usually get you a license in the new state, often a provisional or initial one, but the renewal clock and the renewal requirement reset to the new state’s rules. Coursework completed under an old state’s system may or may not be accepted.

    Practical advice: before you move, request an official transcript and a printed record of completed hours from your current state and your district. Do it while you are still an employee. Reconstructing nine years of in-service credit from another state, after you have left, is a miserable job.

    Four cards naming common errors teachers make when meeting license renewal requirements
    Most renewal problems are clerical, not academic.

    A renewal cycle you plan instead of survive

    Spread the requirement across the cycle and tie it to something you actually want to get better at. The teachers who hate this process are usually the ones doing 150 hours in the final eighteen months.

    A simple structure that fits most state systems:

    • Year one. Read the rule, record the unit and deadline, pick one instructional problem you genuinely want to solve. Start a running log with dates, provider names, hour counts, and certificate files.
    • Years two through four. Take roughly a quarter of the requirement each year, weighted toward the seven features above — sustained, collaborative, content-specific work. Knock out mandated topics early; they are usually the cheapest and the easiest to schedule.
    • Year five. File early. Re-read the rule before you file, because it may have changed since year one. Confirm every provider was approved at the time you completed the hours.

    Keep the log in a single place you will still be able to find in four years, with the certificates attached. A folder in cloud storage beats a drawer. The log is also useful for a reason that has nothing to do with compliance: it is a record of what you chose to learn, which makes honest reflection on your own practice considerably easier than trying to remember it.

    Common ways teachers get burned

    • Unapproved providers. Hours completed with a provider the state does not accept. Check before you pay, not after.
    • Unit confusion. Logging CEUs as clock hours, or assuming a three-credit course is worth more hours than your state says it is.
    • Missing the mandated topic. Hitting the total and missing the required disabilities, dyslexia, or reading component.
    • Filing-date surprises. Deadlines that precede the expiration date, with penalties attached.
    • Lost documentation. Certificates in an email account you no longer have access to. Download them the day you earn them.
    • Trusting a vendor’s summary of your state’s rule. Including, I will say again, this article.

    Link rot is a real hazard too. While checking sources for this piece in October 2026, I found that the deep links to the National Endowment for the Humanities’ EDSITEment lesson plans — a resource recommended in teacher materials for decades — now redirect to a single project page. If a federal humanities site can move out from under its own URLs, a state licensure page certainly can. Open the link. Do not trust the summary.

    Where continuing education meets the work you actually care about

    The requirement is a floor, not a plan. Hours get your license renewed. They do not make Tuesday better. The useful question is whether the learning you are already paying for in hours is pointed at a problem you can see in your own students’ work.

    If you teach grades 6–12 and you want the hours to do double duty, pick a problem narrow enough to observe. Students not reading the primary source before the discussion. Groups where one kid does everything. Feedback that students never act on. Then look for sustained, collaborative learning aimed at that, rather than whatever module is cheapest. Building a goal that is observable and revisited on a schedule turns a compliance cycle into something you would have done anyway. And if the materials you need to try something new are the barrier, free classroom materials worth printing exist in more places than most teachers realize — our own classroom resource library downloads directly with no email required.

    Continuing education for teachers: what to do this week

    Spend thirty minutes doing three things, and continuing education for teachers stops being a background anxiety. First, open your state licensing agency’s page for your exact license type and write down the unit, the number, the cycle, the filing deadline, and the provider rule. Second, start a log with every hour you have already earned, with provider names and dates, and attach the certificates. Third, pick the one instructional problem you want the next cycle to address.

    Then verify what you wrote down. Requirements change, and the only authority on your license is the agency that issued it. If something in this article conflicts with what your state board publishes today, your state board is right.

    Sources

    1. New York State Education Department, “Registration and Continuing Teacher and Leader Education (CTLE),” Office of the Professions / Higher Education, accessed October 2026. Supports the 100 clock-hour CTLE requirement, the five-year registration period, and the one-requirement-per-educator rule. Caveat: the language-acquisition portion of the requirement is described on a separate departmental page and is not quantified here. https://www.highered.nysed.gov/tcert/resteachers/ctle.html
    2. Texas Education Agency, “Standard Certificate Renewal and Continuing Professional Education (CPE) Information,” accessed October 2026. Supports the 150-hour and 200-hour figures, the 20 percent independent-study cap, the 1 semester credit = 15 CPE hours conversion, and the disabilities and dyslexia content requirement. https://www.tea.texas.gov/texas-educators/certification/certification-renewals/standard-certificate-renewal-and-continuing-professional-education-cpe-information
    3. Ohio State Board of Education, “Renew an Advanced, Associate or Professional License,” and the State Board’s professional development conversion chart, accessed October 2026. Supports the six semester hours / 18 CEUs / 180 contact hours figures, the LPDC and IPDP approval requirement, the October 1 filing date, and the CEU conversions. https://sboe.ohio.gov/educator-licensure/renew-a-license/renew-an-advanced-associate-or-professional-license
    4. Florida Statutes § 1012.585, “Process for renewal of professional certificates,” 2025 edition, Florida Senate. Supports the six college credits or 120 inservice points requirement, the three-credit specialization rule, and the one-credit students-with-disabilities requirement. https://www.flsenate.gov/Laws/Statutes/2025/1012.585
    5. California Commission on Teacher Credentialing, Leaflet CL-494, “Renewal and Reissuance of Credentials,” accessed October 2026. Supports the statement that Clear teaching credentials renew without additional coursework, and the five-calendar-year term. https://www.ctc.ca.gov/credentials/leaflets/cl-494/
    6. TNTP, The Mirage: Confronting the Hard Truth About Our Quest for Teacher Development (executive summary), 2015. Supports the $18,000 per teacher per year figure, the 19 school days figure, and the finding that nearly seven in ten teachers’ evaluation ratings held constant or declined. Caveat: three large districts and one midsize charter network, not a national sample, and now a decade old; the summary does not report grade levels. https://tntp.org/wp-content/uploads/2023/02/TNTP_Mirage_Executive_Summary_2015.pdf
    7. Linda Darling-Hammond, Maria E. Hyler, and Madelyn Gardner, Effective Teacher Professional Development, Learning Policy Institute, 2017. Supports the seven features of effective professional development and the 35-study review base. Also: U.S. Department of Education, National Center for Education Statistics, TALIS 2018 U.S. Highlights, for the barrier percentages among grade 7–9 teachers. https://learningpolicyinstitute.org/sites/default/files/product-files/Effective_Teacher_Professional_Development_REPORT.pdf

    Frequently Asked Questions

    Is there a national number of continuing education hours teachers need?

    No. Teacher licensure is a state function, so the hour count, the unit, the cycle length and the list of acceptable providers are all set state by state. Texas asks classroom teachers for 150 CPE hours across five years. New York asks for 100 clock hours of approved CTLE across a five-year registration period. Ohio asks for six semester hours or 18 CEUs. California renews a Clear credential with no additional coursework at all. Any page that gives you a single national figure is wrong, and the only authority on your license is the agency that issued it.

    What is the difference between a clock hour, a CEU and a college credit?

    A clock hour or contact hour is one hour of actual instruction. A CEU is a bundled unit, commonly ten contact hours, but the definition belongs to whoever issues it. A college credit is coursework converted into hours at a rate your state publishes. The conversions are not small. Ohio states that one CEU equals ten contact hours and that three CEUs equal one semester hour, while Texas treats one semester credit as fifteen CPE hours. Record which unit your state uses before you count anything, because mixing units is the most common way teachers miscount.

    Will hours from any provider count toward renewal?

    Often not. New York requires that acceptable CTLE come from a sponsor the department has approved, which means a genuinely good workshop from an unapproved provider earns you nothing toward renewal. Texas publishes provider categories instead — the agency, accredited universities, education service centers, districts and tax-exempt professional associations. It also caps independent study at twenty percent of the total. Check the provider rule before you pay, save the page you checked, and keep the certificate the day you earn it rather than hoping the provider still has records in four years.

    Who is supposed to pay for this, and when am I supposed to do it?

    That depends entirely on your district contract, and the survey data says it is a genuine problem. Among U.S. grade 7 through 9 teachers in the 2018 TALIS survey, 49 percent named conflict with their work schedule as a barrier to professional development, 47 percent named a lack of incentives, 42 percent named family responsibilities and 38 percent named cost. If you lead a department or a building, those numbers are an argument for funding renewal and scheduling it inside contract time rather than treating the cycle as each teacher’s private expense.

    Does meeting a renewal requirement actually make someone a better teacher?

    The large-scale evidence is not encouraging. TNTP’s 2015 study of three large districts and one charter network found roughly $18,000 per teacher per year spent on development, about nineteen school days a year of teacher time, and no type or amount of activity that reliably produced substantial improvement. That is four systems rather than a national sample, and it is now a decade old. The 2017 Learning Policy Institute review is more useful: professional learning that is content focused, collaborative, coached, sustained and tied to feedback does show effects. Hours alone do not.

    What should I do if I move to a different state?

    Assume nothing transfers automatically. Reciprocity agreements usually get you licensed in the new state, frequently at a provisional or initial tier, but the renewal clock and the renewal requirement reset to the new state’s rules, and hours earned under the old system may not be accepted. Before you leave, request official transcripts and a printed record of completed in-service hours from both your current state agency and your district, while you are still an employee. Reconstructing years of credit from a state you no longer work in is a genuinely miserable job.

    How often should I re-check my state’s requirement?

    Once a year, and again immediately before you file. Requirements get amended by state boards and legislatures on their own schedules, mandated topics get added, and the pages themselves move. When I checked sources for this article in October 2026, deep links to a long-recommended federal humanities teaching resource redirected to a single project page. If that can happen to a federal site, a state licensure page can certainly move. Screenshot the rule with the date visible when you plan your cycle, and set a calendar reminder.

    Can I use this article as documentation of my requirement?

    No, and please do not try. Everything in the state comparison here was read directly from official state pages in October 2026 and is accurate to those pages as of that date, but it is an illustration of how much the rules vary, not a legal authority on your license. Open your own state agency’s page for your exact license type, confirm the unit, the number, the cycle, the filing deadline, the provider rule and the mandated topics, and keep that page. If your state board contradicts this article, your state board is right.

    About Clay Shumate

    Clay Shumate is a certified secondary Social Studies teacher in the public schools of West Alabama, with seven years of classroom experience, a B.A. in History, and an M.Ed. in Secondary Education. He writes about project-based learning, student responsibility, respect, and practical ways to hold young people to a higher standard while giving them room to learn from mistakes. He is a member of the Society of Professional Journalists and writes to its Code of Ethics; this site’s editorial standards and corrections policy are published in full. More about Clay.

  • Teacher Professional Development Workshops: When They Work and When They Are Theater

    Teacher Professional Development Workshops: When They Work and When They Are Theater

    By Clay Shumate

    Teacher professional development workshops are single sessions, usually one to six hours, in which a presenter introduces a practice to a group. A workshop can do three things well: introduce an idea, demonstrate what it looks like, and give a staff shared language for it. It cannot install the practice. That requires follow-up, and most workshops are never funded for any.

    I want to be careful here, because “workshops do not work” has become the kind of thing people say to sound informed, and it is not quite true. The format has a job. The problem is that the job it can do is small, and we keep asking it to do a much bigger one. This piece is about the single session specifically — what the delivery format can and cannot carry, and how to tell the difference before you sit down.

    Key Takeaways

    • A workshop is an introduction, not an installation. Explaining a practice and getting it running in a classroom are different jobs, and only the first fits in one session.
    • Under roughly 14 total hours, the studies stop finding student effects. In the federal review that applied What Works Clearinghouse standards, the three programs with 5 to 14 hours showed no statistically significant achievement effects.
    • Follow-up is the whole variable. The one delivery model with strong causal evidence — coaching — is essentially “someone comes back,” and it produced a 0.49 SD effect on instruction across 60 studies.
    • Design features are not the same as effectiveness. Reviews that catalog the features of good PD studied programs that already worked, which is a different claim than the one most workshop agendas imply.
    • Teacher workshops are not theater because teachers are cynical. They are theater when nobody is accountable for what happens after, and the people booking them usually know this.
    • A good one-off tells you the truth about itself. “Today is awareness, implementation starts in October with these three supports” is a defensible sentence. “You have now been trained” is not.

    What is a professional development workshop supposed to do?

    Change what a teacher knows and believes, so that a later change in practice becomes possible. That is the honest job description. A session can put a practice in front of forty people who had never considered it, show it working, name its parts, and answer the first round of objections. That is real value and it is not nothing.

    The trouble starts when a workshop gets described as training. Training implies that someone can now do the thing. After one session, almost nobody can. They can describe it. The gap between describing a practice and executing it at 9:15 on a Tuesday with twenty-eight teenagers is the entire problem of professional learning, and the single-session format does not touch it.

    So when you look at an agenda, read it for what it is claiming. A session that promises awareness and delivers awareness has done its job. A session that promises implementation in ninety minutes has made a claim nobody can keep.

    What can a workshop genuinely accomplish?

    Four things, all of them upstream of practice. I would rate them in this order.

    • Existence. Teachers cannot adopt a practice they have never heard of. A workshop is a cheap, fast way to put something on the table.
    • Demonstration. Watching a practice done well — live, modeled, or on video with real students — resolves questions no handout answers. The Learning Policy Institute’s review of 35 rigorous studies found modeling of effective practice among the features common to programs that worked (Darling-Hammond, Hyler & Gardner, 2017).
    • Shared vocabulary. When a whole department leaves with the same words for the same move, the hallway conversations afterward get cheaper. This is a genuinely underrated function.
    • Content knowledge. A workshop can teach subject matter. A randomized federal study delivered 80 hours of summer mathematics content work and measurably improved teachers’ mathematical knowledge and the quality of their in-class explanations — so sessions can move knowledge, and reliably (Garet et al., NCEE 2016–4010).

    Note the word “upstream” in all four. Existence, demonstration, vocabulary and knowledge are preconditions. None of them is a changed lesson.

    Four cards distinguishing what a one-off teacher workshop can accomplish from what it cannot do without follow-up.
    The format has a real job; the trouble starts when it is asked to do the installation too.

    What can a workshop not do on its own?

    It cannot get a new practice past the second attempt, and the second attempt is where practices die. The first try of anything new is usually rough. A teacher who has nobody to debrief that rough first try with reads the roughness as evidence the practice does not work in their room, and goes back to what was working well enough. That is a rational response to no feedback.

    The same federal study that raised teacher knowledge with 93 total hours of PD found no positive impact on student achievement. The teachers knew more math and gave better explanations, and the students’ scores did not move within the study window. Worth naming the population: over 200 fourth-grade mathematics teachers across six districts in five states. This site is about grades 6–12 and I am not going to pretend a fourth-grade math result transfers directly. The structural lesson does transfer: knowledge gain is not the finish line, and a workshop that delivers knowledge has delivered a middle step.

    A workshop also cannot solve the problems that are actually blocking the practice — no planning time, a grading load that eats the weekend, a schedule with no common prep, a class where the basic routines are not yet reliable. If the obstacle is time or structure, more explanation does not help.

    Why do teacher workshops keep getting booked anyway?

    Because the workshop is the only PD format that scales to an entire staff on one calendar day at a known price. I think it is worth being generous about this rather than cynical. A principal with one professional day and a fixed budget can reach every adult in the building for the cost of a presenter and a cafeteria. Nothing else does that.

    There is also an accountability logic. When a district needs to demonstrate that staff were informed of something — a policy change, a legal requirement, a new platform — a session with a sign-in sheet produces a record. For genuinely informational content, that is the right tool. Nobody needs coaching cycles to learn where the new incident report lives.

    The failure is not booking the workshop. The failure is booking a workshop for an instructional change and then reporting attendance as if it were implementation. TNTP’s widely cited 2015 report estimated teachers spent the equivalent of about 19 school days a year on development activities in the districts it studied, at roughly $18,000 per teacher, without finding a pattern that separated the teachers who improved (TNTP, 2015). That report has serious methodological critics and I would not lean on its conclusions, but the time estimate is the part worth sitting with. Nineteen days is a lot of days.

    How many hours before a workshop shows up in student learning?

    The best available threshold is about 14 total contact hours, and below it the evidence goes quiet. The federal regional lab review by Yoon and colleagues screened more than 1,300 studies and found nine that met What Works Clearinghouse evidence standards. Programs above 14 hours showed positive, significant effects on student achievement; the three programs with the least time — 5 to 14 hours total — showed no statistically significant effects (Yoon et al., REL 2007–033).

    Be careful with that number. Nine studies is a thin base, the review is from 2007, and all nine ran in elementary grades. It is not a law. What it is good for is arithmetic. A single three-hour session is a fifth of the way to the floor. Three such sessions across a year, with nothing between them, still does not clear it. If your professional learning plan for a priority consists of two half-days, you now have a defensible reason to say the plan is under-resourced rather than the teachers under-committed.

    And hours alone are plainly insufficient — the 93-hour study above had the hours and no student effect. Duration is a floor, not an engine.

    Five-row checklist of elements that distinguish a workshop likely to change practice from one that will not.
    Five of the ten checklist items from the article; six or more unchecked means plan for awareness only.

    What makes the difference between a workshop that transfers and one that does not?

    Follow-up, and specifically follow-up in which somebody sees the teacher teach. This is the closest thing to a clean finding in the whole literature. Kraft, Blazar and Hogan’s meta-analysis of 60 causal studies of teacher coaching found a pooled effect of 0.49 standard deviations on instructional practice and 0.18 on student achievement (Kraft, Blazar & Hogan, 2018). An effect of 0.49 on instruction is large for education research.

    Read what coaching actually consists of and it is unglamorous: someone watches a real lesson, talks about that specific lesson, and comes back. The workshop supplies the idea; the return visit supplies the installation.

    The same paper carries the caution that matters for a school planning this. Effects from effectiveness trials of larger programs were only a fraction of the effects in efficacy trials of smaller programs. A coaching model with one coach for sixty teachers is not the intervention the meta-analysis measured. Ratio and protected time are the program.

    Mary Kennedy’s review of 28 rigorous studies points the same direction from another angle: sorting programs by their theory of action rather than their design features, she found many popular design features were not associated with effectiveness, while the pedagogy used to help teachers enact the practice varied sharply in impact (Kennedy, 2016). In plain terms: what the session does to help you do it matters more than how the session is shaped.

    Does choice matter, or is that just a morale concern?

    It is both, and the research does not settle it. I will separate what I can support from what I believe. What I can support: the feature lists that mention active learning and relevance are correlational, and Sims and Fletcher-Wood argued in a critical review that those lists rest on inappropriate inclusion criteria and cannot bear the weight placed on them (Sims & Fletcher-Wood, 2021). So I cannot tell you that choice causes transfer.

    What I believe, as a professional judgment: a teacher who chose the session arrives having already decided the problem is worth solving, which is most of the work of adoption. A twenty-year veteran and a first-year teacher sitting through the identical required session on questioning technique are not in the same room. Required compliance content should be required. Instructional learning does not have to be uniform, and departments that offer two or three strands instead of one usually do not pay much for it.

    A checklist for evaluating teacher professional development workshops

    Run the session against these ten items; six or more unchecked means you are looking at an awareness event, and should plan accordingly. This works equally well as a design tool if you are the one building it.

    ElementWhat to look for
    Stated purposeThe agenda says whether this is awareness, knowledge-building, or implementation — and does not confuse them
    Total hoursThe session is part of a sequence with enough combined time to clear roughly 14 hours
    Return visitA named person and a scheduled date for someone to see the practice attempted
    ModelingThe practice is demonstrated with students in a comparable grade band and subject, not described
    RehearsalParticipants actually try the move during the session, on a real lesson they teach next week
    Artifact out the doorEveryone leaves with something usable: a planned opening, a rewritten prompt, a scored exemplar
    Something removedA named task comes off the plate to make room, rather than the new practice being purely additive
    ChoiceMore than one strand, or a path for people who already do this well
    Success evidenceA specified observable change or student-work artifact that would indicate it worked
    Honest follow-up planIf there is no follow-up, the organizers say so out loud instead of calling it training

    I would add one informal test. Ask whoever is running it: “What are you going to look at in six weeks to know whether this landed?” A good answer exists in about one case in five, and the answer tells you almost everything about how the session was planned.

    Five-row sequence showing three short workshop sessions wrapped around two paired classroom visits across five weeks.
    Under five hours of seat time, built backward from the second classroom attempt.

    How should a department lead design a series that is worth the time?

    Build backward from the second attempt. Most workshop planning starts with content and a date. Start instead with the question of who will be in whose room in week three, and build the session to serve that visit.

    A sequence that fits an ordinary school calendar, roughly:

    1. Session one, 90 minutes. One narrow practice. Modeled, not described. Everyone leaves having planned where it goes in a specific lesson next week.
    2. Week two, protected 20 minutes. Paired teachers trade a short visit or a recording of one class. No form, no rating. One question: what happened at the moment you tried it?
    3. Session two, 60 minutes. Bring student work. Troubleshoot the three failures that actually came up, which will not be the three you predicted.
    4. Week five, second visit. Same pairs. The second attempt is the one that decides whether this becomes a habit.
    5. Session three, 45 minutes. Decide together what the department keeps, what it drops, and what it will not pretend to be doing.

    That is under five hours of seat time and it will outperform a full day, because the seat time is wrapped around two real classroom attempts. The expensive part is not the sessions. It is the twenty protected minutes in weeks two and five, which is a scheduling fight somebody has to be willing to have.

    Pick the narrow practice carefully. A single move with a visible student behavior attached works best — something like a specific way of checking what students actually understood rather than a broad commitment to engagement.

    What does an honest one-off look like?

    One that names itself accurately and gives people something they can use tomorrow without any further support. Not every session needs a coaching cycle behind it. Some content genuinely is informational, and some practices are small enough to adopt from a single demonstration.

    An honest one-off: announces that it is awareness or a tool handoff, runs ninety minutes rather than a day, ends with a concrete artifact in hand, and does not appear in anyone’s evaluation as evidence of training. If a presenter says “this is one idea, here is the one-page version, and nobody is going to check whether you used it” — that is an honest session, and teachers respond to that honesty.

    The dishonest version is the day-long session on an instructional change, followed by nothing, followed in spring by an observation rubric that references it. That sequence teaches staff that professional learning is a compliance performance, and it is hard to un-teach. It also corrodes the shared belief that a staff can actually move students together, which is its own thread worth reading about.

    How should a teacher handle a workshop they did not choose?

    Decide in the first twenty minutes what the session can give you, take that, and stop grading it against what it was never going to do. This is not resignation. It is calibration, and it protects the energy you need for the class you teach the next morning.

    Concretely: look for one usable thing — a phrasing, a template, one example you can steal. Ask the two operational questions out loud, because they are polite and they surface the truth: how many sessions is this, and is anyone coming by to see us try it? Write down the one thing you will actually attempt, and when. If the answer to both questions is nothing, you have learned that this is awareness, and you can give it awareness-level attention without guilt.

    And then do the part the workshop cannot do for you. A short structured reflection after your own first attempt is the cheapest available substitute for a coach. The evidence base for self-reflection is much weaker than for coaching, and I will not oversell it — but it does not require anyone else’s budget or calendar.

    What to do next with teacher professional development workshops

    Keep the format, shrink its claims, and spend the saved money on the return visit. That is the recommendation, and it follows directly from the evidence rather than from anybody’s preference about meetings.

    If you are a teacher: run the checklist, take the one usable thing, and ask the two questions. If you lead a department: book the follow-up before you book the session, and if the calendar cannot hold the follow-up, run a ninety-minute honest one-off instead of a day you cannot support. If you are a principal: stop letting attendance count as implementation in your own reporting, even internally, because that is the habit that makes every other problem invisible.

    For the broader question of which professional learning models have real evidence behind them, I laid that out in the wider look at what actually changes teaching. And for why teachers should be treated as people capable of judging these offers in the first place, see the case for professional judgment over scripts.

    Sources

    1. Yoon, K. S., Duncan, T., Lee, S. W.-Y., Scarloss, B., & Shapley, K. L., Reviewing the evidence on how teacher professional development affects student achievement, REL Southwest, REL 2007–No. 033, October 2007. Source for the roughly 14-hour contact threshold, the nine studies that met What Works Clearinghouse standards out of more than 1,300 screened, and the finding that programs of 5 to 14 hours showed no statistically significant achievement effects. Caveat: all nine qualifying studies were conducted in elementary grades, so the threshold is an orientation for grades 6–12 rather than a finding about them. https://files.eric.ed.gov/fulltext/ED498548.pdf
    2. Kraft, M. A., Blazar, D., & Hogan, D., “The Effect of Teacher Coaching on Instruction and Achievement: A Meta-Analysis of the Causal Evidence,” Review of Educational Research, 2018. Source for the pooled coaching effects of 0.49 SD on instruction and 0.18 SD on achievement across 60 causal studies, and for the finding that larger programs produced only a fraction of smaller programs’ effects. Caveat: coaching programs in the pool differ widely in design, dosage and grade level. https://annenberg.brown.edu/publications/effect-teacher-coaching-instruction-and-achievement-meta-analysis-causal-evidence
    3. Garet, M. S., et al., Focusing on Mathematical Knowledge: The Impact of Content-Intensive Teacher Professional Development, NCEE 2016–4010, September 2016. Source for the randomized study in which 80 hours of summer content workshop plus 13 hours of meetings and coaching raised teacher knowledge and explanation quality but produced no positive impact on student achievement. Caveat: the population was over 200 fourth-grade mathematics teachers, not secondary teachers. https://ies.ed.gov/use-work/resource-library/report/evaluation-report/focusing-mathematical-knowledge-impact-content-intensive-teacher-professional-development
    4. Darling-Hammond, L., Hyler, M. E., & Gardner, M., Effective Teacher Professional Development, Learning Policy Institute, June 2017. Source for the seven common features of effective programs, including modeling of practice and sustained duration, drawn from 35 rigorous studies. Caveat: the authors state they cannot draw conclusions about individual components and could not examine PD that produced no positive results. https://learningpolicyinstitute.org/sites/default/files/product-files/Effective_Teacher_Professional_Development_REPORT.pdf
    5. Kennedy, M. M., “How Does Professional Development Improve Teaching?” Review of Educational Research, 86(4), 945–980, 2016. Source for the finding across 28 rigorous studies that many popular design features are not associated with effectiveness while the pedagogy supporting enactment varies sharply in impact. Caveat: the theory-of-action classification is the author’s own framework. https://journals.sagepub.com/doi/abs/10.3102/0034654315626800
    6. Sims, S., & Fletcher-Wood, H., “Identifying the characteristics of effective teacher professional development: a critical review,” School Effectiveness and School Improvement, 32(1), 47–63, 2021. Source for the argument that influential feature lists rest on inappropriate inclusion criteria and flawed inference, and for the caution against treating those features as causal. Caveat: this is a methodological critique, not evidence that collaborative or sustained formats fail. https://discovery.ucl.ac.uk/id/eprint/10101575/
    7. TNTP, The Mirage: Confronting the Hard Truth About Our Quest for Teacher Development (executive summary), 2015, with Hill, H. C., Review of The Mirage, National Education Policy Center, September 2015. Source for the estimate of roughly 19 school days and $18,000 per teacher per year on development in the districts studied. Caveat: Hill’s review argues the study relied on unstable evaluation ratings and measured PD by format rather than quality, making its broad conclusions unsupported. https://www.nepc.colorado.edu/sites/default/files/ttr_hill_tntp_mirage.pdf

    Frequently Asked Questions

    Are workshops a waste of money?

    No, but they are frequently mispriced. A ninety-minute session that puts a practice on the table, demonstrates it, and sends people out with a usable artifact is cheap and worth doing. A full day booked as an instructional change, with no follow-up and no protected implementation time, costs a great deal and predictably produces little. The spending problem is not workshops existing. It is buying a format designed for awareness and then expecting it to deliver changed practice.

    What if our school genuinely cannot afford coaching?

    Then build the return visit out of the people you already have. Paired peer visits cost release time rather than consultant fees: twenty protected minutes in week two and again in week five, with no form and no rating. That is not the coaching the meta-analysis measured and I would not claim the same effect size. It is, however, the same mechanism — somebody sees the real lesson and talks about it afterward — and it is available to a department with no budget at all.

    Does peer observation make teachers feel watched or judged?

    It can, and that is a design problem worth taking seriously rather than dismissing. The fix is separating it completely from evaluation: no form, no rating, no report to an administrator, pairs chosen by teachers where possible, and a single agreed question rather than a general critique. If a principal needs observation data, that is a different activity with a different name. Mixing the two kills the honest conversation that makes the visit useful in the first place.

    How do I object to a badly designed workshop without damaging my standing?

    Ask about logistics instead of value. “How many sessions is this across the term?” and “Will anyone be coming by to see us try it?” are operational questions with clean answers, and they expose the follow-up gap without putting the presenter on trial. If the answers are none and nobody, you have learned what the session is for rather than criticized anyone. Save the design argument for whoever actually builds the calendar, and bring the checklist instead of a complaint.

    Should new teachers be in the same workshops as veterans?

    Often not, and the mismatch is one of the most common complaints about staff development for teachers. A first-year teacher usually needs classroom systems before content pedagogy; a fifteen-year veteran may already run the practice being introduced. Required compliance content should stay universal, but instructional strands can reasonably split, and offering two or three paths rarely costs more than one. Where splitting is impossible, giving veterans a facilitation role is better than seating them through an introduction.

    Is there any evidence that choice in professional development improves outcomes?

    Not clean causal evidence, and I would rather say so than imply otherwise. Relevance and active learning appear on the correlational feature lists, and those lists have been criticized for methodology that cannot support causal claims. My position on choice is professional judgment, not research: a teacher who selected the session has already decided the problem matters, which removes the largest barrier to trying anything. Treat choice as a reasonable design principle, not a proven lever.

    Does any of this change what happens to students?

    Indirectly, and more slowly than most plans assume. The chain runs from what a teacher learns, to what they try, to whether the attempt survives, to whether students do something different with their thinking. A single workshop reaches the first link. Students notice the later links — a clearer explanation, a better question, feedback that arrives while the work still matters. If a professional learning plan cannot describe the student-facing change it is aiming at, it probably will not produce one.

    What should a school report after a workshop instead of attendance numbers?

    Name the practice, the number of teachers who attempted it in a specific class, what was seen on the follow-up visits, and what the department decided to keep or drop. If none of that is known yet, the honest report is that the session was awareness and implementation has not begun. Reporting “forty staff trained” is reporting an input as an outcome, and once that habit sets in, nobody in the building can tell which initiatives are real.

    About Clay Shumate

    Clay Shumate is a certified secondary Social Studies teacher in the public schools of West Alabama, with seven years of classroom experience, a B.A. in History, and an M.Ed. in Secondary Education. He writes about project-based learning, student responsibility, respect, and practical ways to hold young people to a higher standard while giving them room to learn from mistakes. He is a member of the Society of Professional Journalists and writes to its Code of Ethics; this site’s editorial standards and corrections policy are published in full. More about Clay.

  • Free Professional Development for Teachers: Where the Good Stuff Comes From, and What Free Costs

    Free Professional Development for Teachers: Where the Good Stuff Comes From, and What Free Costs

    By Clay Shumate

    Free professional development for teachers is real, and some of the best content-specific material available costs nothing: federal agencies, museums, libraries and public media all run it. What free usually does not include is the expensive part — somebody who responds to your work — and it rarely carries the credit hours a license renewal needs. Know which you are short of before you start looking.

    This article is a map of where genuinely good free PD comes from, with working links, plus an honest accounting of what free costs you instead of money. It is not a list of recommendations and nothing here is endorsed. This site takes no money from any professional development provider, and I am naming these as factual examples of what exists.

    Key Takeaways

    • Federal agencies and national museums run substantial free PD, and it tends to be the most content-specific material a secondary teacher can find at no cost.
    • Some free programs pay you. National Endowment for the Humanities summer institutes for K-12 educators carry participant stipends.
    • Free PD from a company is usually product training. That is not a scandal, but know what you are learning: the tool, not the teaching.
    • Free rarely means credit. Most free offerings do not generate the documented hours or graduate credit a state renewal requires, and state rules differ.
    • The most underrated free PD is structured time with a colleague, and the research on teacher collaboration is stronger than the research on most courses.
    • What free actually costs is your time and your follow-through. Nobody is waiting for your work, so you have to arrange for somebody to be.

    Is free professional development for teachers actually any good?

    Some of it is better than things people pay for, and the reason is funding rather than charity. A federal agency, a national museum or a central bank runs educator programs because public outreach is part of its mission, not because PD is its revenue stream. That changes what the material is for.

    Judge it the same way you judge anything: is it specific to your subject, is it long enough to matter, does anyone respond to your work, and does it leave you something you can use. The criteria do not change because the price did. Our writeup on how to judge whether any PD course is worth your time includes a scoring checklist that works on free offerings too.

    Where free material tends to be strong: content knowledge, primary sources, subject-specific depth, and ready-made classroom materials. Where it tends to be weak: feedback on your teaching, accountability, and anything resembling coaching. That pattern holds across almost every category below.

    Federally funded and government-run programs

    This is the first place to look, and most teachers never do. Several federal agencies run educator programs that are free by design.

    The Library of Congress teacher professional development program describes itself as free primary-source-based professional development and includes onsite Teaching with Primary Sources workshops, self-guided online modules, webinars led by Library education specialists, ready-to-facilitate staff development content, and a regional partner network. For a history, English or government teacher, the primary-source modules are about as on-target as free material gets.

    Federal Reserve Education publishes economics and personal finance resources for grades K-12 and college, and runs free webinars and self-paced courses. As of October 2026 the site lists free self-paced professional development certificate courses and digital badge modules issued through Credly, and at least one webinar listing states that participants receive one hour of professional development credit. A free account is needed for some features such as answer keys. If you teach economics, government, or a personal finance requirement, this is the most directly useful free option I am aware of in that content area.

    The National Archives runs DocsTeach, which is free and hosted with funding from the National Archives Foundation. It is primarily a document and activity library rather than a course — thousands of primary sources plus activities built by other teachers, and tools to build and share your own. Treat it as material and a model of document-based task design rather than as training.

    The National Endowment for the Humanities also runs EDSITEment, a free K-12 humanities resource with peer-reviewed material and several hundred lesson plans.

    One more category, worth knowing exists: the Institute of Education Sciences funds ten Regional Educational Laboratories on a 2022-2027 contract cycle. Alongside applied research, each provides training, coaching and technical support for implementing evidence-based practices. Those partnerships are arranged with states and districts rather than individual teachers, so the realistic route for one teacher is the published reports and webinars — or asking whoever handles curriculum in your system whether your REL is already a partner.

    Six cards listing sources of free teacher professional development, from federal agencies and museums to stipended summer institutes and colleagues in the same building.
    Six categories, in rough order of how often teachers overlook them.

    Museums, libraries and cultural institutions

    National museums produce free educator programming of a quality that is hard to buy.

    The Smithsonian Learning Lab is free to use, with millions of digital assets across history, art, culture and science. It also runs a professional development series called Cultivating Learning, in which Smithsonian educators model teaching techniques for using digital museum resources; the site describes these as free and accessible to anyone.

    PBS LearningMedia is free with a free account and provides videos, interactives and lesson plans. Note the distinction: the LearningMedia library itself is free, while PBS TeacherLine is a separate line of graduate-level courses, and you should check its terms directly rather than assuming the free label carries over.

    And the category where free PD can actually pay you. The NEH summer programs for K-12 educators are one-to-four-week institutes that convene teachers to study a humanities topic in depth, and the page states that participant stipends are based on program format and duration. For the 2026 cycle, the page lists applications opening December 8, 2025, closing March 6, 2026, with all applicants notified by April 6, 2026. If you have ever wanted several uninterrupted weeks inside your own subject, this is the structure that exists for it. It is competitive and it costs you the summer weeks, which is a real cost.

    Local institutions follow the same pattern smaller. State humanities councils, state archives, historical societies, art museums and science centers frequently run free or stipended teacher workshops that never appear in a national search. Get on their educator mailing lists.

    Professional associations

    Associations are a mixed bag, and the honest summary is that the good material usually sits behind membership.

    Most subject-area associations charge dues, so journals, conference content and member webinars are not free. What is often freely available: position statements, standards documents, some archived webinars and public-facing guidance — genuinely useful for understanding what your field considers good practice. Before paying dues, check whether your district already holds an institutional membership, because teachers routinely buy access their system already has.

    Open courseware and self-paced modules

    Open courseware is excellent for shoring up content knowledge and nearly useless for changing your teaching.

    University open courseware and free online course platforms can give a secondary teacher real depth in a subject they teach at the edge of their training — the chemistry teacher covering a physics section, the social studies teacher assigned economics, anybody teaching outside their primary certification area. That is a legitimate and underrated use of free material.

    What it will not do is tell you how to teach that content to fourteen-year-olds. Open courseware is usually built from university lectures for university students, and the pedagogy in it is aimed at that audience. Take the content and do your own translation; our material on checking for understanding during a lesson is the shortest path from content knowledge to something students experience. Completion is the known weak point of self-paced free material, so expect to need a deadline and a reason.

    Four-row graphic listing the real costs of free professional development: teacher time, missing accountability, no feedback, and the lack of renewal credit.
    Free is a price change, not a cost removal.

    Free from vendors: name the catch

    Free PD from a company is usually training on that company’s product, and that is fine as long as you know it.

    The clearest example of the category: Google for Education’s educator certifications. As of October 2026 the page lists Level 1 and Level 2 Certified Educator and Gemini Certified Educator as valid for three years and free of charge, with training materials in a learning center. That is a real, substantive, no-cost credential. It is also, by definition, training in one company’s tools. Both things are true at once. Prices and offerings in this category change often, so check the page rather than trusting this paragraph in two years.

    The pattern to watch for across the vendor category: a free webinar that is a product demo, a free course that only works if your school buys the platform, a certificate whose value depends on one company continuing to exist, and a free library whose account is used for sales contact. None of that is dishonest. It is marketing.

    My own test is simple. Ask what this material teaches that would still be true if the company went out of business tomorrow. If the answer is nothing, it is tool training. Tool training has a place — if your district has adopted a platform, learning it properly is a reasonable use of two hours — but do not file it under professional learning about teaching. Our rundown of tools that support project work stays deliberately agnostic for the same reason.

    The most underrated free PD: structured time with a colleague

    The free option with the best research behind it is not a course at all. It is organized collaboration with the teachers already in your building.

    Matthew Ronfeldt, Susanna Owens Farmer, Kiel McQueen and Jason Grissom studied more than 9,000 teachers across 336 schools in Miami-Dade County Public Schools using survey data from 2010 to 2012. Eighty-five percent of teachers reported participating in instructional teams. They found that high-quality collaboration — and collaboration about assessment in particular — was associated with greater student achievement gains, and that the effect extended to the students of teachers who were not themselves the strongest collaborators. Their conclusion: “Student achievement gains are greater in schools with stronger collaborative environments and in classrooms of teachers who are stronger collaborators” (summarized in Learning Forward’s journal, October 2015; the study is Ronfeldt et al., American Educational Research Journal, 52(3), 2015, pp. 475-514).

    Note what that study does and does not show. It is correlational and it is one large urban district. It does not prove that scheduling more meetings produces achievement. What it supports is that the quality of what teachers do together tracks with outcomes, which is a more interesting claim than “collaboration is good.”

    The coaching evidence points the same direction. Kraft, Blazar and Hogan’s meta-analysis of 60 causal studies found teacher coaching produced effects of 0.49 standard deviations on instruction and 0.18 on student achievement, with effects shrinking substantially as programs scaled (Kraft, Blazar & Hogan, 2018). The active ingredient in coaching is somebody watching you teach and responding. A colleague can do that for free, and a small arrangement between two teachers is closer to the small efficacy trials than to the large programs where the effects faded.

    Here is my position on this, offered as opinion. Keeping your ears open and your mouth closed sometimes pays off. But sometimes keeping your ears open and asking questions really pays off. I have borrowed practices from other teachers, and I got them by asking — not by waiting to absorb them. The teachers around you have already solved problems you are currently losing to, and almost none of them have written it down. Asking is the cheapest professional development available and the one most of us use least.

    How to actually set that up

    The thing that separates this from a hallway conversation is structure. A four-step version that does not require anyone’s permission:

    1. Pick one specific problem. Not “classroom management.” “Students stop working in the last eight minutes of class.” Specific problems get specific answers.
    2. Ask one person who you suspect has solved it. Say what you are struggling with and what you have already tried. Teachers answer that question generously and almost nobody asks it.
    3. Trade an observation. Ask to watch one period of theirs, and offer one of yours. During your planning period, this costs nothing but nerve, and it is the part that does the work.
    4. Debrief with one question. “What did you see students doing in the first five minutes?” is better than “how did I do?” because it produces information instead of reassurance.

    If you want a structure for processing what you notice afterward, a practical approach to teacher reflection is free and takes about ten minutes a week.

    What does free PD actually cost?

    Time, follow-through, and usually credit. Those are the three prices, and they are not trivial.

    What free PD costsWhy it bitesWhat to do about it
    Your own hoursNothing is scheduled for you and no sub is arranged. The time comes from evenings, planning periods or summer.Block it on a calendar like a meeting. Unscheduled intentions lose to grading every time.
    No accountabilityNobody takes attendance and nobody notices if you stop in week two.Tell one colleague your deadline and what you will show them.
    No feedbackThe scarce, expensive part of PD is a person who responds to your work. Free material almost never includes it.Trade observations with a colleague, or bring a student work sample to a department meeting.
    Rarely any creditMost free offerings do not generate the documented hours or graduate credit a state renewal needs.Verify with your state licensing office before counting on it. Some free programs do document hours; most do not.
    Search costGood free PD is scattered across agencies, museums and councils with no central listing.Spend one hour joining educator mailing lists. Then it arrives instead of being hunted.
    Uneven qualityNo price signal, and some free material is thin or dated.Apply the same criteria you would to a paid course. Free does not exempt it.
    Four-row graphic showing how two teachers can set up a free peer observation exchange, from naming a specific problem to debriefing with one focused question.
    Eight hours and some nerve, with no approval needed from anyone.

    Will free PD count toward license renewal?

    Often not, and you need to check before you count on it. Nearly every state ties license renewal to some form of continuing education, but the accepted providers, the hour-to-credit conversions and the documentation requirements are set state by state.

    A 2018 New America report on relicensure found that most state systems are organized around accumulating approved credits rather than demonstrating growth, such that “whether a teacher grows considerably while fulfilling her state’s renewal requirements or does not improve at all is of no consequence” as long as the credits clear (Rethinking Relicensure). The practical consequence for free PD is that excellent uncredited learning and mediocre credited learning are not interchangeable on your renewal paperwork.

    I am not going to tell you how your renewal works, because it depends on your state and it changes. What I will say is to separate the two questions. “What will make me better at this?” and “what will clear my renewal requirement?” are different questions with different answers, and the continuing-education question deserves its own research with your own state’s certification office rather than an answer from a blog. Some free programs do document hours — the Federal Reserve webinar listing above states a professional development credit, and badge-issuing programs produce a record — but documentation is not the same as your state accepting it.

    A four-week plan to build your own free PD

    If you want a starting structure rather than a list, this is what I would do with four weeks and no budget. It assumes about two hours a week.

    1. Week 1: Name the problem and find the content. Write down one thing your students consistently struggle with in your subject. Then spend ninety minutes in the agency or museum collection closest to your content area looking specifically for material about that, not browsing generally.
    2. Week 2: Ask a person. Identify one colleague who seems to handle that problem better than you do and ask them how. Arrange to watch one of their class periods during your planning time.
    3. Week 3: Build one thing. Make a single usable artifact — a task, a document set, a rubric, a sequence of questions — that combines what you found and what you saw. Not a unit. One artifact.
    4. Week 4: Use it and look at the work. Teach it, then read what students produced and decide whether to keep, fix or drop it. Tell the colleague what happened.

    Total cost: eight hours and some nerve. That sequence has more of the features the research associates with effective PD — content focus, modeling, practice, feedback, implementation — than most one-day workshops do. It is also, as far as I know, the only version you can start this week without anyone’s approval.

    Where to start with free professional development for teachers

    Start with the agency or museum closest to what you teach, and start with one problem rather than one browse. If you teach history or English, the Library of Congress modules and the National Archives material are the obvious first stop. Economics or personal finance, Federal Reserve Education. Science or art, the Smithsonian collections. If you have a summer to give and a subject you love, the NEH institutes are the most serious free option on this page, and they pay a stipend.

    Then add the part the free material leaves out: one person who will look at your work. That is the whole gap, and a colleague closes it for nothing.

    Two cautions before you go. Verify any credit claim with your own state rather than the provider. And if you are weighing a paid option against these, read the criteria for judging whether a course is worth the money first, and what specifically changes when PD moves online if the format is the question. After seven years of classroom experience, the free thing I would defend hardest is still the simplest: ask the teacher down the hall how they did it.

    Sources

    1. Library of Congress, Professional Development for Teachers. The source for the Library’s description of its offerings as free primary-source-based professional development, including Teaching with Primary Sources workshops, self-paced modules and webinars. Caveat: program availability and formats change; confirm current offerings on the page. https://www.loc.gov/programs/teachers/professional-development/
    2. Federal Reserve Education. The source for free K-12 economics and personal finance resources, free self-paced professional development certificate courses, Credly-issued badge modules, and a webinar listing stating one hour of professional development credit. Caveat: described as of October 2026; offerings and credit statements change. https://www.federalreserveeducation.org/
    3. National Endowment for the Humanities, Summer Programs for K-12 Educators. The source for one-to-four-week institutes, the statement that participant stipends are based on program format and duration, and the 2026 application dates (open December 8, 2025; close March 6, 2026; notification April 6, 2026). Caveat: stipend amounts are not published on this page and vary by program; application cycles change annually. https://www.neh.gov/divisions/education/summer-programs
    4. Smithsonian Learning Lab. The source for the free platform description and the Cultivating Learning professional development series in which Smithsonian educators model teaching techniques. https://learninglab.si.edu/
    5. Google for Education, Certification Programs. The source for the statement that Level 1, Level 2 and Gemini educator certifications are listed as valid for three years and free of charge. Caveat: checked October 2026; this is training in one company’s products and its terms and pricing can change at any time. Naming it here is description, not endorsement. https://edu.google.com/for-educators/certification-programs/
    6. Ronfeldt, M., Farmer, S. O., McQueen, K., & Grissom, J. A., “Teacher Collaboration in Instructional Teams and Student Achievement,” American Educational Research Journal, 52(3), 2015, pp. 475-514, as summarized in Learning Forward’s journal, October 2015. The source for the 9,000-plus teachers across 336 Miami-Dade schools, the 85 percent instructional team participation, and the association between collaboration quality and achievement gains. Caveat: correlational, one large urban district, survey data from 2010-2012; this is a summary of the study rather than the paper itself. https://learningforward.org/journal/october-2015-issue/high-quality-collaboration-benefits-teachers-and-students/
    7. New America, Rethinking Relicensure: Promoting Professional Learning Through Teacher Licensure Policies, August 2018. The source for the finding that most state renewal systems are organized around credit accumulation rather than demonstrated growth. https://www.newamerica.org/education-policy/policy-papers/rethinking-relicensure/

    Frequently Asked Questions

    Why would anyone pay for PD if good free options exist?

    Because money buys the part free material almost never includes: a person who reads your work and responds to it, plus documented hours a state will accept for renewal. Free offerings are strongest on content knowledge and classroom materials and weakest on feedback and accountability. If what you need is depth in your subject, free is often equal or better. If what you need is coaching or credit, that is usually what you are paying for, and it is worth paying for.

    Can I count free professional development toward my license renewal?

    Sometimes, but never assume it. Renewal rules, approved provider lists, hour-to-credit conversions and documentation requirements are set state by state, and a program that issues a certificate or badge is not the same as a program your state will accept. Check with your own state certification office before you rely on anything, and keep whatever documentation the provider gives you. Treat growth and credit as two separate questions with two separate answers.

    Is free PD from a company a bad idea?

    Not bad, just narrow. A company’s free training teaches its product, which is genuinely useful if your district has already adopted that platform and you need to use it well. The thing to avoid is filing tool training under professional learning about teaching. A simple test: ask what this material teaches that would still be true if the company disappeared tomorrow. If the answer is nothing, you have learned software, which is fine as long as you know that is what happened.

    How do I find the local free programs that never show up in a search?

    Get on educator mailing lists. State humanities councils, state archives, regional historical societies, art museums, science centers and public university outreach offices frequently run free or stipended teacher workshops that are advertised only to their own lists. It is roughly an hour of signup work once, after which opportunities arrive instead of being hunted. Asking whoever handles curriculum in your system what they already receive is the other fast route.

    Is asking a colleague for help going to make me look incompetent?

    It reads as the opposite to most teachers, especially when the question is specific. “My students stop working in the last eight minutes, what do you do?” is a craft question, and craft questions are flattering to receive. Vague requests are what feel awkward, for both people. If it still feels risky, start by offering something: ask to watch one of their periods and offer one of yours. A trade is easier to accept than a favor.

    Should a principal count free PD as real professional learning for staff?

    Judged on the same criteria as anything else, much of it holds up, and the federal and museum material is often more content-specific than what a building can afford to bring in. The honest caution runs the other way: free PD is not a substitute for coaching, because coaching is labor and labor costs money. A plan that replaces paid follow-up with free content has cut the part the evidence most supports, and that is worth saying out loud in a budget conversation.

    Does observing a colleague raise fairness or privacy issues?

    It can, which is why the arrangement should be voluntary, reciprocal and kept away from evaluation. A peer visit is not an evaluation, nothing about it belongs in anyone’s personnel file, and what you see students do stays between the two teachers. Tell your administrator what you are doing so it does not look like something else, and do not record anything. The value comes from the exchange, and the exchange depends on it being safe for both people.

    What do students get out of a teacher doing free PD on their own time?

    Whatever actually reaches the classroom, which is the only part that counts. Done well, it shows up as a task worth doing, a document set that is not condescending, clearer feedback, or an assessment that matches what was taught. Done badly, it shows up as nothing, or as a tired teacher. That is a real trade-off and worth being honest about. The four-week plan in this article ends with reading student work for exactly that reason.

    About Clay Shumate

    Clay Shumate is a certified secondary Social Studies teacher in the public schools of West Alabama, with seven years of classroom experience, a B.A. in History, and an M.Ed. in Secondary Education. He writes about project-based learning, student responsibility, respect, and practical ways to hold young people to a higher standard while giving them room to learn from mistakes. He is a member of the Society of Professional Journalists and writes to its Code of Ethics; this site’s editorial standards and corrections policy are published in full. More about Clay.

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