Promotion

ETL512 Assessment 6: Professional Reflective Portfolio

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Part A: Statement of Personal Philosophy

Effective 21st century teacher-librarians require strong interpersonal skills alongside the pedagogical knowledge to teach a multitude of competencies and literacies across different curriculum areas. Through proficient leadership, strategic planning, resource management, and innovative program design, modern teacher-librarians inspire passion for reading for pleasure and information while supporting learning and wellbeing in our communities.

Modern libraries are about people, not just resources. Our ability to form effective relationships with students, staff, parents, and professional networks allows teacher-librarians to meet the diverse educational, wellbeing, and recreational needs of our learning communities and to advocate for our value in an ever-changing information landscape.

Part B: Critical Evaluation

My very first assessment for this degree required me to reflect on my understanding of the role of teacher-librarians in schools (Lysaught, 2021a). For this task, I discussed the roles I focused on as part of my then-recent job application:

Little did I know, but this visual would serve as a prescient highlight to many of the issues explored throughout this course.

The early work completed in ETL401 introduced me to several roles expected of modern teacher-librarians, and as a result of my continued learnings in this degree I have consolidated these varied elements into three key themes.

Theme 1: Resourcing and Inspiring Reading for Pleasure

The first theme, resourcing and inspiring reading for pleasure, in many ways reinforces pre-existing stereotypes about the work of teacher-librarians as predominantly dealing with books. I discussed this misconception in my early blog posts, noting that these perceptions were largely based on community experiences (Lysaught, 2021a; Lysaught, 2021b). As a result of the readings and learning tasks in this degree, I have concluded that teacher-librarians must therefore ensure that we provide a multitude of different experiences to our communities to shape their perceptions of our roles as varied and valuable in an ever-changing modern information landscape.

However, Herring (2007, p.31) noted that fulfilling all the possible roles expected of teacher-librarians at one time is impossible. Anecdotal evidence suggests many teachers still don’t know what information literacy is, let alone a teacher-librarian’s role in developing student proficiency; those few who do often lack the time for collaborative planning and teaching. Rather than stress myself out by fighting an uphill battle and overhauling community perceptions completely, at the start of my teacher-librarian journey I’ve chosen to draw on my strengths as an English teacher and my pre-existing relationships with this faculty to lean into community expectations and show my value to our school by establishing a culture of pleasure reading. Once trust in my abilities as a teacher-librarian and strong relationships are formed through this Trojan horse, the plan is to leverage my success and branch out into other facets of my role, such as information specialist, to further entrench my value to our school community.

Step one in my plan to channel then subvert community expectations was to create a Wide Reading Program for the Stage 4 English classes. To show the value of this program to our school leaders, I aligned it with our Strategic Improvement Plan, foreshadowing the learnings of ETL504 Teacher Librarian as Leader. This program, inspired by the ETL402 Literature Across the Curriculum readings, aims to create a school-wide culture of pleasure reading. Reading for pleasure has repeatedly been shown to improve student literacies and socio-emotional development (Combes & Valli, 2007; Howard, 2011; Allington & Gabriel, 2012; Kid & Castano, 2013; Gaiman, 2013; Wu et al., 2013; Whitten et al., 2016; Ipri & Newman, 2017; Stower & Waring, 2018; Smith, 2019; Merga, 2021; Merga, 2022). Student reading drops off during adolescence for several reasons, including lack of access to quality texts, lack of positive reading role-models, lack of time, and lack of confidence in their reading ability:

This program aims to address these issues by providing students access to appropriate, self-selected texts and by setting aside a 60-minute period each fortnight to allow students time to explore, share, and value their reading in a socially supported positive learning environment (Gibson-Langford & Laycock, 2008; Krashen, 2011; Fisher & Frey, 2018; Merga & Mason, 2019; Allington & McGill-Franzen, 2021). Through this program I aim to create independent, lifelong readers who are set up for personal and academic success.

This initiative was first trialed in 2022, our first year without a school-wide DEAR program. It initially ran with 4 Year 7 classes which dropped back to 2 due to staffing issues and frequent interruptions. Data revealed that overall, the students who participated enjoyed the experience and found it beneficial, and I reported these findings to our Senior Executive via my Annual Library Report (Lysaught, 2023a):

In 2023 the Wide Reading Program was expanded from one teacher to six and now includes our Support Unit and two Year 8 classes, largely due to word of mouth and positive feedback from participating teachers – proving Bonanno’s (2011) argument that we should build relationships with the staff willing to work with us, since others will choose to follow once trust is developed (Crippen & Willows, 2019, p.173).

A crucial element of successfully inspiring reading for pleasure, especially amongst teens asserting their independence and exploring their identity, is the provision of relevant resources which support self-selection of reading materials (Beach et al., 2011; Allington & Gabriel, 2012; Fisher & Frey, 2018). To ensure a robust collection which meets the needs and interests of my patrons, I drew heavily upon the learnings gained in ETL503 Resourcing the Curriculum. Library hygiene is an important element of ensuring an enticing, relevant collection (Fieldhouse & Marshall, 2011), and thus at the end of 2022 I completed a stocktake and significant weed of our Fiction and Quick Reads collections (Lysaught, 2023a). This was the first stocktake since 2018 and the median age of deselected resources was 1999, necessitating a serious update of our collection to ensure continued relevance. This was followed by subsequent stocktakes of our Picture Book and Graphic Novel collections at the start of 2023. Once these stocktakes were completed I introduced dynamic shelving to make the shelves more enticing and facilitate browsing (Bogan, 2022).

I also implemented patron-led acquisitions to increase circulation and user connection to the library’s resources (Hughes-Hassell & Mancall, 2005, p.9; Kimmel, 2014; Johnson, 2018; Aaron Cohen Associates, 2020, para.6; Crawford et. al, 2020, p.2), with 49% of newly acquired fiction resources specifically requested by staff and students in 2022 (Lysaught, 2023a). Drawing upon my experiences during my practicum, this year I bought 131 Hi-Lo books for our Quick Reads collection, and plan to use them for future Book Club activities during the Wide Reading lessons (Lysaught, 2023b). I am also in the process of genrefying our Quick Reads collection for easier browsing and selection, trialing the learnings gained in ETL505 Describing and Analysing Educational Resources (Lysaught, 2022a) in one of our popular, manageable collections.

Fisher & Frey (2018) argued that interventions designed to increase reading volume should rely on four factors: access, choice, classroom discussion of texts and book talks. The initiatives described above aimed to incorporate these four factors alongside efficient collection development and management. Loans statistics indicate that circulation has increased on the days when the Wide Reading lessons run, and as a result Oliver data shows we are on track to meet or beat our previous loans records since I became the teacher-librarian in 2020, despite our removal of a whole-school DEAR program in 2022.

Theme 2: Resourcing and Developing Reading for Information

As mentioned above, despite the importance of reading for pleasure in developing literacy, the role of a modern teacher-librarian should expand beyond the realm of books and into the crucial realm of information literacy to avoid the misunderstanding that our roles are limited and unnecessary in modern schools. I personally was guilty of this misconception prior to starting this degree, so I can hardly blame time-poor classroom teachers and senior leaders for not understanding our role, especially if they’ve never seen it in action! It is therefore necessary that we provide a variety of different experiences to our communities to shape their perceptions of our roles and ensure they understand our vital importance in developing our students as ethical, efficient users and creators of information. We cannot risk becoming an “invisible profession” (Valenza, 2010; Bonanno, 2011) and resourcing our libraries to develop information literacy is a path forward for teacher-librarians to show our value in a shifting infosphere increasingly filled with mis- and disinformation (Floridi, 2007, p.59; Lysaught, 2021c).

ASLA 2011. Karen Bonanno, Keynote speaker: A profession at the tipping point: Time to change the game plan from CSU-SIS Learning Centre on Vimeo.

The learnings gained in ETL401 Introduction to Teacher Librarianship were crucial in forcing me to revise my misunderstandings regarding the role of the modern teacher-librarian. For the second assessment I focused on how social media platforms affect our relationship with information, and discovered that improved internet access has changed information-seeking behaviours to favour passive information acquisition which uses the path of least resistance (often relying on social interactions), significantly impacting users’ ability to determine fact from fiction (Bates, 2010; Herbst, 2020; Liu, 2020; Kuhlthau et al., 2021). Teenagers are particularly likely to gain information from online, social sources and, far from being ‘digital natives’ equipped to navigate online information, are uniquely vulnerable to misinformation (Combes, 2009; Jacobson, 2010; O’Connell, 2012; Common Sense Media, 2019; Australian eSafety Commissioner, 2021). As a high-school teacher-librarian, I therefore have an ethical responsibility to ensure that my collections and programs equip my students with the skills and competencies they’ll need to be information literate in an increasingly digital world. Anecdotal evidence suggests that for many secondary classroom teachers, the fact that teacher-librarians don’t teach to a specific curriculum demeans our value. The recently released Information Fluency Framework (NSW Department of Education, 2023) offers an exciting way to legitimise our work moving forward, showcasing that we can be the glue which brings learning areas together, and will form the focus of my professional learning after finishing this degree. In the meantime I will continue to run one-off research skill lessons for my colleagues as requested.

Inquiry learning was another key aspect of our role explored in ETL401. While I had been familiar with concepts such as Project Based Learning from my time as a classroom teacher (Lysaught, 2021d), other methods such as Guided Inquiry Design were eye-opening and revealed a new pedagogy full of potential for my students (Lysaught, 2021e), since information literacy is foundational to inquiry learning (Fitzgerald, 2015). I greatly enjoyed reworking our existing Year 7 Shakespeare unit into a Guided Inquiry Design unit and look forward to the opportunity to co-teach it in future (Lysaught, via Guided Inquiry in Australia, 2020), alongside the digital narrative I created for ETL533.

ETL533 Assessment 4 – Digital Storytelling: A Day in Elizabethan England by Danielle Lysaught (Danielle Lysaught)

However, implementing inquiry learning and developing information literacy programs has not been without significant challenges in reality. Early on I identified that high staff workloads and minimal free time would likely hamper potential attempts to implement collaborative inquiry learning (Lysaught, 2021f). As such, there has been limited staff uptake. However, largely due to the relationships and trust developed through the Wide Reading Program, I have finally been asked to work with one of the English teachers and her Year 8 class in Term 4 on a unit exploring suspenseful narratives. The ETL512 Study Visits emphasised the importance of emotional intelligence and persistence as key traits for teacher-librarians, and my personal experience shows that we must be resilient in the face of setbacks and persist in the hope that we can eventually have the opportunity to showcase our value to our colleagues.

Effective collection management is another crucial aspect to developing information literacy in our community. ETL503 Resourcing the Curriculum and ETL505 Describing and Analysing Educational Resources reinforced the importance of efficient resource management for supporting curriculum learning. In 2021 I completed a stocktake of our non-fiction collections – the first since 2018. The shelves were overflowing, messy, and not conducive to easy selection of relevant material:

Prior to this stocktake, the median date of publication was 1981. I weeded 2468 outdated or damaged resources, almost halving the collection and bringing the median date of publication to 2000 – an improvement, but indicating that there is still significant work to be completed to ensure a current, relevant collection which meets the needs of my staff and students. Foreshadowing the learnings of ETL504, I published the findings from this stocktake in my 2021 Annual Report and shared it with the Senior Executive to highlight the complexities of my role to our school leaders (Lysaught, 2022b).

In 2022 we started accessioning English novels to support their resource management, leading to it becoming our third largest collection:

This year, due to the success of this initiative, we have also had requests from the Science Faculty to assist with the management of their Stage 6 resources. While not without challenges, this provides a way for me to showcase my value to my colleagues, support curriculum learning through effective resource management, and interact with students who would otherwise possibly not utilise the library.

Theme 3: Promotion and Advocacy through Leadership

Two of the most used tags on my blog are ‘promotion’ and ‘advocacy’, so it’s only appropriate that the final theme discussed focuses on these issues.

Early in this degree the readings revealed the importance of advocating for our positions (Lysaught, 2021g), meaning that right from the start I’ve developed an awareness of the importance of perception and relationships in our role. This was consolidated throughout this degree in every unit.

In an early blog post for ETL503 Resourcing the Curriculum I noted that, due to the teacher-librarian’s often poorly defined role and lack of clear curriculum direction, we are often utilised in different ways to support whatever the school requires (Lysaught, 2021h). It is therefore crucial for us to collaborate with our colleagues so that they understand our varied roles, ensuring our continued visibility and effectiveness to our school community. As seen through the frequent ‘promotion’ and ‘advocacy’ tags in my blog, so much of our work gives us the chance to increase our visibility; while it can be tempting to give up in the face of colleagues who view us as having the “cushy job”, we need to change our mindset and instead reframe challenges as “chopportunities” (Weisburg, 2020) and look for ways to make our work seen, valued, and understood (Valenza, 2010; Bonanno, 2011).

My final unit, ETL504 Teacher Librarian as Leader, emphasised the different leadership styles that we can leverage to maximise our effectiveness to our colleagues. Effective leadership, regardless of the approach or title, should focus on building strong relationships with others through mutual trust, respect, and effective communication (Holmes et al., 2012, p.271, 276; Moir et al., 2014, p.37; Ezard, 2015; Gleeson, 2016). My very first blog post had outlined my intent to support both staff and students (Lysaught, 2021i), and thus Servant Leadership appealed to me from the start (Lysaught, 2023c). In particular I was drawn to Servant Leadership due to its focus on empowering and developing others, humility, commitment to growth and community building, highly developed interpersonal skills, stewardship, healing, conceptualisation, and foresight  (Arar & Oplatka, 2022, p.83-87; Crippen & Willows, 2019; p.171-172), and found that its guiding questions – ‘do you want to serve or be served?’ and ‘do those served grow as persons?’ (Blanchard & Broadwell, 2018; Greenleaf, 2008, p.36) – aligned well with my personal traits and values, and could help me support and heal cynical, time-poor staff and to act as mentors for both staff and students (Branch-Mueller & Rodger, 2022, p.46-47; Reinsel Soulen, 2020, p.39-40; Uther & Pickworth, 2014, p.21-23).

As a result of the learnings in this degree, I’ve experimented with a variety of different promotions and advocacy methods. I began this degree in mid-2021 when NSW started online learning followed by cohorting, which made collaboration and promotion particularly challenging early on; this has been further compounded by the current teacher shortage and high staff turnover at our school. Some of the early initiatives I implemented to raise the library’s profile include the Student Media Team, a Babble, Books and Breakfast club working alongside the Wellbeing faculty, and a Staff and Student Book Club (Lysaught, 2021j). While the book club fell apart due to lack of interest and time after online learning finished, the other two initiatives are still going strong. My early attempts at strategic planning appear quite amateurish in hindsight, though the alignment of my initiatives to our Strategic Improvement Plan and promotion of my work through Annual Reports foreshadowed the strategies suggested in ETL504 (Lysaught, 2023d). Our school recently experimented with the idea of holding all Stage 6 exams in the library, which if enacted would necessitate its closure for over 2 months of the school year. I was able to successfully leverage leadership strategies and use visitor and loans data collected each day to show the impact library closures would have on our school community, convincing the decision makers to choose another option:

Looking to the future, I will continue to experiment and expand on the learnings gained from this degree. First I will create a library operations folio to ensure effective management and strategic planning moving forward (Braxton, n.d.; National Library of New Zealand, n.d.; Oberg & Schultz-Jones, 2015). I was particularly inspired by the idea of hooking in new and current staff via mentoring (Cox & Korodaj, 2019; Reinsel Soulen, 2020), and building community ownership through a library committee has been a long-time goal of mine (Lysaught, 2021h). Inspired by ETL505 and the ETL512 study visits, I’d also love to create a library website to increase visibility and support teaching and learning by providing easily accessible pathfinders and research lessons. This journey is a marathon, not a sprint, and this degree has shown countless potential pathways to follow in future.

 

Part C Reflection

At the beginning of this course, we were asked to consider what makes a teacher-librarian (Lysaught, 2021a). My understanding of the role has expanded significantly since those early days:

However, despite the complexity of our role, our work is still widely misunderstood. This degree has shown me that to be seen as professionals, we must act as professionals and take every opportunity to advocate for our role through the work we do in our school communities. The professional standards developed by the Australian Library and Information Association (ALIA) and the Australian School Library Association (ASLA) provide a useful framework for evaluating our professional practice and ensuring that we remain relevant and visible to our peers.

As a classroom teacher with experience teaching both the English and History syllabi from Year 7 through to Year 12, including the Extension courses for both subjects, I feel quite confident in my abilities as a teacher with strong professional and pedagogical knowledge who meets the Australian Professional Standards for Teachers, many of which align with the ALIA/ASLA Standards through their similar professional domains (Australian Institute for Teaching and School Leadership [AITSL], 2022). While I already had a strong understanding of reading practices, assessment, and ICT, this degree introduced me to the wonders of information literacy and collection management which have allowed me to be even more effective in my classroom practice and developed my understanding of how to support my colleagues more efficiently in my library role.

As a relatively new teacher-librarian, I feel that I still have a fair way to go regarding my professional practice, particularly regarding our role as information specialists. While I believe that I have created an environment where learners are encouraged to engage with our resources for understanding and enjoyment, I need to do more to ensure an information-rich learning environment which meets the needs of my community. I’ve worked hard over the last 2 years to build an environment which fosters positive wellbeing and strong reading culture, and due to these relationships and the trust I’ve developed with our teaching staff I’ve finally got the opportunity in Term 4 to collaboratively develop and teach a Guided Inquiry unit. Likewise, while I’ve previously done some strategic planning and budgeting (Lysaught, 2023d), the skills gained in this course will leave me much better equipped to plan for the future and ensure the library’s continued relevance and value to my school. In Term 4 I therefore intend to create a Library Operations Folio, including strategic and operations plans alongside policies for collection development, ICT use, and potential challenges.

I am already a member of several professional organisations, and fully intend to take advantage of their professional development. This will focus on the development and delivery of information literacy programs and wellbeing programs, broadening my understandings further and allowing me to showcase the potential in our practice to our wider school community.

Advocacy through action and alliances is my path forward in what could otherwise be an isolated, misunderstood role. While building my Wide Reading Program I have relied heavily on the action research process to ensure that my practice is evidence-based, innovative, and meets the needs of my staff and students. I have used this research to showcase my professionalism and the potential of my role to my colleagues, particularly to my school leaders. However, evaluating my work against the ALIA/ASLA standards shows that more could be done to develop my leadership capabilities. ETL504 emphasised the importance of leading from the middle by working with staff as well as students, such as through collaboratively teaching, leading professional development, or running key committees (Green, 2011; Wong; 2012; Wolf et al., 2014; Baker, 2016; Crippen & Willows, 2019; Reinsel Soulen, 2020). High staff turnover makes developing relationships with my colleagues a challenge, but also presents a ‘chopportunity’ (Weisburg, 2020) to exhibit both transformational and servant leadership, hook in new staff, and build a culture of library collaboration and appreciation from the ground up.

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Lysaught, D. (2022b). 2021 Annual Library Report. https://www.canva.com/design/DAEwsCALUsI/vyQMXh9an6lLizamxaUW_Q/view?utm_content=DAEwsCALUsI&utm_campaign=designshare&utm_medium=link&utm_source=publishsharelink

Lysaught, D. (2023a). 2022 Annual Library Report. https://bit.ly/3Jg1e7k

Lysaught, D. (2023b, July 13). ETL512 assessment 5: Professional placement report. All You Read Is Love. https://thinkspace.csu.edu.au/allyoureadislove/2023/07/13/etl512-assessment-5-professional-placement-report/

Lysaught, D. (2023c, March 12). ETL504 2.2 leadership theory. All You Read Is Love. https://thinkspace.csu.edu.au/allyoureadislove/2023/03/12/etl504-2-2-leadership-theory/

Lysaught, D. (2023d, April 27). ETL504 strategic planning and setting goals: An amateur’s journey. All You Read Is Love. https://thinkspace.csu.edu.au/allyoureadislove/2023/04/27/etl504-strategic-planning-and-setting-goals-an-amateurs-journey/

Merga, M., & Mason, S. (2019). Building a school reading culture: Teacher librarians’ perceptions of enabling and constraining factors. Australian Journal of Education 63(2):173-189. DOI:10.1177/0004944119844544

Merga, M. (2021). Libraries as wellbeing supportive spaces in contemporary schools. Journal of Library Administration 61(6). DOI:10.1080/01930826.2021.1947056

Merga, M. (2022). School libraries supporting literacy and wellbeing. Facet.

Moir, S., Hattie, J. & Jansen, C.  (2014). Teacher perspectives of ‘effective’ leadership in schools. Australian Educational Leader, 36(4), 36-40.

National Library of New Zealand. (n.d.). Getting started in your school library: An operations checklist. National Library: Services to schools. https://natlib.govt.nz/schools/school-libraries/library-systems-and-operations/library-operations/getting-started-in-your-school-library-an-operations-checklist

NSW Department of Education (2023). Information Fluency Framework. https://education.nsw.gov.au/teaching-and-learning/curriculum/school-libraries/teaching-and-learning

Oberg, D., & Schultz-Jones, B. (eds.). (2015). Collection management policies and procedures. In IFLA School Library Guidelines, (2nd ed.), (pp. 33-34). Den Haag, Netherlands: IFLA.

O’Connell, J. (2012). So you think they can learn? Scan 31, 5-11.

Reinsel Soulen, R. (2020). The continuum of care. Knowledge Quest, 48(4). 36-42.

Smith, A. K. (2019, October 14). Literature has the power to change the world. Here’s how. Books At Work. https://www.booksatwork.org/literature-has-the-power-to-change-the-world-heres-how/

Stower, H. & Waring, P. (2018, July 16). Read like a girl: Establishing a vibrant community of passionate readers. Alliance of Girls Schools Australia. https://www.agsa.org.au/news/read-like-a-girl-establishing-a-vibrant-community-of-passionate-readers/

Uther, J., & Pickworth, M. (2014). TLs as leaders: are you a Highly Accomplished teacher librarian? Access, 28(1), 20–25.

Valenza, J. (2010, December 3). A revised manifesto. School Library Journal. https://blogs.slj.com/neverendingsearch/2010/12/03/a-revised-manifesto/

Weisburg, H. K. (2020). Leadership: There is no other option. Synergy, 18(1). https://slav.vic.edu.au/index.php/Synergy/article/view/369/364

Whitten, C., Labby, S., & Sullivan, S. L. (2016). The impact of pleasure reading on academic success. The Journal of Multidisciplinary Graduate Research 2(4), 48-64.

Wolf, M., Jones, R. & Gilbert, D. (2014). Leading in and beyond the library. http://all4ed.org/wp-content/uploads/2014/01/BeyondTheLibrary.pdf

Wong, T. (2012). Strategic long-range planning. Library Media Connection, 31(2), 22-23..

Wu, Y., Mallan, K., & McGillis, R. (2013). Reimagining the world: Children’s literature’s responses to changing times. Springer.

ETL504 Assessment 2 Part B: Reflection

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This session has been incredibly difficult, with workload pressures leading to burnout. The challenges I’ve faced this session have highlighted the ways that effective leadership can support positive school culture, and this unit emphasised the importance of understanding leadership theory to advocate for our role to ensure effective practice.

One key idea is teacher-librarians should not be held back by their lack of formal leadership position, since good leaders have the vision and skills to inspire others to achieve a common goal and hold perceived influence regardless of title (Bush & Glover, 2014, p.554; Ezard, 2015; Gardner, 2013, p.18-19; Gleeson, 2016; Holmes et al., 2012, p.271, 276; Spencekao, 2013; Sutcliffe, 2013). Rather than relying on official authority, effective teacher-librarians should focus on developing a strong understanding of different leadership styles, integrating their traits to be responsive to their context’s specific needs (Bush & Glover, 2014, p.567; Smith, 2016, p.75-76). I greatly enjoyed learning about these leadership styles and recognised many aspects of Servant Leadership in my own practice (Lysaught, 2023a, 2023b, 2023c) due to its focus on service, community building, and empowering others (Arar & Oplatka, 2022, p.83-87; Blanchard & Broadwell, 2018; Crippen & Willows, 2019, p.171-172; Greenleaf, 2008, p.36). I particularly loved the ‘Continuum of Care’ concept (Reinsel Soulen, 2020), since showcasing my leadership by mentoring staff aligns well with my current position in the Teaching and Learning faculty.

   Image 1: Reinsel Soulen, 2020, p.39

However, despite my natural inclination towards Servant Leadership, this subject taught me it’s important to step outside my comfort zone to ensure effective practice and to be truly responsive to my community’s needs. Moving forward, I plan to also draw on the traits of Instructional and Transformational Leadership, with their focus on improving student outcomes through instructional quality, innovation, and reflective practice (Arar & Oplatka, 2022, p.3-5; Holmes et al., 2012, p.276; Moir et al., 2014, p.36, 39). For instance, these leadership styles can be integrated within our role as technology experts to support time-poor staff and demonstrate our value to our school community (Johnson, 2019):

Image 2: adapted from Johnson, 2019

In schools where misconceptions about our roles abound, ETL504 emphasised the importance of promoting the varied nature of our work and different ways we can leverage these leadership traits to advocate for our positions (Boyd, 2021; Jones, 2021). Reminding staff that our work extends beyond books – especially to technology and wellbeing – and that we can alleviate their workload is a key aspect of leading from the middle which I plan to integrate into my future practice (Lysaught, 2023d, 2023b, 2023e, 2023f). Module 5.3’s self-reflection was useful, identifying that I should improve my practice by leading staff professional learning and continued blogging (Lysaught, 2023f).

ETL504 revealed that ongoing strategic planning projects professionalism (Markless et al., 2016; Wong, 2012); reminding me “don’t get angry, get strategic” (Boyd, 2021).  I’ve improved my planning since my early amateur attempts (Lysaught, 2023h). Change fatigue and innovation overload are real threats in modern education (Clement, 2014; Dilkes et al., 2014; Holmes et al., 2012), and the various models summarised below were incredibly useful for understanding how to successfully manage change, allowing me to move forward in my own setting.

Image 3: Robbins et al., 2006

Image 4: adapted from Chow et al., 2019

Particularly, I found the focus on understanding stakeholder needs useful (Pratt, 2017). The two questions posed by Chow et al. (2019) and understanding resistance (Lancaster, 2019) will be at the forefront of my community consultation moving forward:

Image 5: adapted from Chow et al., 2019

Image 6: adapted from Lancaster, 2019

The importance of developing strong relationships with stakeholders, such as principals, was emphasised and helped me reframe my approach to ensure that my work was relevant to their vision. In future all library initiatives and budget submissions will align with the School Improvement Plan. Previously I’ve created an Annual Library Report, but didn’t know if my efforts were noticed (Lysaught, 2023i, 2023c). Inspired by ETL504, I created a Term 1 Library Snapshot which I published on social media, the newsletter, and library displays (Lysaught, 2023j) and received an email from the Principal thanking me.

Visibility is crucial!

Image 7: adapted from Softlink, 2017, p.3-11

 

 

Word count: 655

 

References:

Arar, K., & Oplatka, I. (2022). Advanced theories of educational leadership. Springer.

Blanchard, K., & Broadwell, R. (2018). Servant leadership in action. Berrett-Koehler.

Boyd, K. C. (2021). Advocacy: 2021 style & beyond. Knowledge Quest, 49(4), 26-31.

Bush, T. & Glover, D. (2014). School leadership models: What do we know? School Leadership and Management, 34(5), 553-571. https://doi.org/10.1080/13632434.2014.928680

Chow, A., Robinson, J., Paulus, L., Griffin, B., Smith, N. Z. & Watterman, A. (2019). From me to we: Seeing is believing. Knowledge Quest, 48(2), pp. E1-E7.

Clement, J. (2014). Managing mandated educational change. School Leadership & Management, 34(1), 39-51. https://doi:10.1080/13632434.2013.813460

Crippen, C. & Willows, J. (2019). Connecting teacher leadership and servant leadership: A synergistic partnership. Journal of Leadership Education, 18(2), pp. 171-180.

Dilkes, J., Cunningham, C. & Gray, J. (2014). The new Australian Curriculum, teachers and change fatigue. Australian Journal of Teacher Education, 39(11). https://doi:10.14221/ajte.2014v39n11.4

Ezard, T. (2015). Building trust and collaboration – Tracey Ezard [Video]. Youtube. https://youtu.be/kUkseAdKyek

Gardner, J. W. (2013). The nature of leadership. In M. Grogan (Ed.). The Jossey-Bass reader on educational leadership (3rd ed., pp. 17-27). John Wiley & Sons.

Gleeson, B. (2016, November 9). 10 unique perspectives on what makes a great leader. Forbes. https://www.forbes.com/sites/brentgleeson/2016/11/09/10-unique-perspectives-on-what-makes-a-great-leader/#276777b95dd1

Greenleaf, R. K. (2008). Greenleaf on Servant-Leadership: Who Is the Servant-Leader? The International Journal of Servant-Leadership, 4(1), 31–37. https://doi.org/10.33972/ijsl.234

Holmes, K., Clement, J. & Albright, J. (2012). The complex task of leading educational change in schools. School Leadership & Management, 33(3), 270-283.  https://doi.org/10.1080/13632434.2013.800477

Johnson, D. (2019). The school librarian: Your ultimate digital resource. Educational Leadership, 76(5). https://www.ascd.org/el/articles/the-school-librarian-your-ultimate-digital-resource

Jones, A. (2021, May 6). School library advocacy: The time is now. Knowledge Quest. https://knowledgequest.aasl.org/school-library-advocacy-the-time-is-now/

Lancaster, I. (2019, January 26). 5 strategies for managing change in schools. TeachThought. http://www.teachthought.com/uncategorized/5-strategies-for-managing-change-in-schools/

Lysaught, D. (2023a, March 12). ETL504 2.2 leadership theory. All You Read Is Love. https://thinkspace.csu.edu.au/allyoureadislove/2023/03/12/etl504-2-2-leadership-theory/

Lysaught, D. (2023b, March 21). ETL504 2.3: Promoting the teacher-librarian’s visibility and value. All You Read Is Love. https://thinkspace.csu.edu.au/allyoureadislove/2023/03/21/etl504-2-3-promoting-the-teacher-librarians-visibility-and-value/

Lysaught, D. (2023c, May 7). ETL504 5.2 & 5.3: Servant leadership. All You Read Is Love. https://thinkspace.csu.edu.au/allyoureadislove/2023/05/07/etl504-5-2-5-3-servant-leadership/

Lysaught, D. (2023d, April 8). ETL504 2.3: Leadership concept map. All You Read Is Love. https://thinkspace.csu.edu.au/allyoureadislove/2023/04/08/etl504-2-3-leadership-concept-map/

Lysaught, D. (2023e, March 5). ETL504 2.1: Organisation theory introduction. All You Read Is Love. https://thinkspace.csu.edu.au/allyoureadislove/2023/03/05/etl504-2-1-organisation-theory-introduction/

Lysaught, D. (2023f, February 25). ETL504 1.1: How school leaders can build hope and prevent teacher burnout. All You Read Is Love. https://thinkspace.csu.edu.au/allyoureadislove/2023/02/25/etl504-1-1-how-school-leaders-can-build-hope-and-prevent-teacher-burnout/

Lysaught, D. (2023g, May 7). ETL504 5.3 Future ready librarian self-reflection. All You Read Is Love. https://thinkspace.csu.edu.au/allyoureadislove/2023/05/07/etl504-5-3-future-ready-librarian-self-reflection/

Lysaught, D. (2023h, April 27). ETL504 Strategic planning and setting goals: An amateur’s journey. All You Read Is Love. https://thinkspace.csu.edu.au/allyoureadislove/2023/04/27/etl504-strategic-planning-and-setting-goals-an-amateurs-journey/

Lysaught, D. (2023i, March 5). Annual library report. All You Read Is Love. https://thinkspace.csu.edu.au/allyoureadislove/2023/03/05/annual-library-report-2022/

Lysaught, D. (2023j, May 2). ETL504 Advocacy and visibility. All You Read Is Love. https://thinkspace.csu.edu.au/allyoureadislove/2023/05/02/etl504-advocacy-and-visibility/

Markless, S., Bentley, E., Pavey, S., Shaper, S., Todd, S., Webb, C., & Webb, C. (Carol). (2016). The innovative school librarian (S. Markless, Ed.; Second edition.). Facet.

Moir, S., Hattie, J. & Jansen, C.  (2014). Teacher perspectives of ‘effective’ leadership in schools. Australian Educational Leader, 36(4), 36-40.

Pratt, A. (2017). The challenge of implementing change. SCIS Connections, (103). https://www.scisdata.com/connections/issue-103/the-challenge-of-implementing-change

Reinsel Soulen, R. (2020). The continuum of care. Knowledge Quest, 48(4). 36-42.

Robbins, S.P., Bergman, R., Stagg, I. & Coulter, M. (2006). Foundations of management. Pearson Education. In ETL504 Module 4. Strategic and Operational Planning. Interact 2. https://interact2.csu.edu.au

Smith, B. (2016). The role of leadership style in creating a great school. SELU Research Review Journal, 1(1), 65-78. https://selu.usask.ca/documents/research-and-publications/srrj/SRRJ-1-1-Smith.pdf

Softlink (2017). School libraries share: Ideas for school-wide collaboration. https://www.softlinkint.com/assets/img/banners/Whitepaper_-_School_libraries_share_ideas_for_collaboration.pdf

spencekao. (2013, April 6). Instructional leadership. [Video]. YouTube. https://www.youtube.com/watch?v=efzXDk1–4w

Sutcliffe, J. (2013, September 24). The eight qualities of successful school leaders. The Guardian. https://www.theguardian.com/teacher-network/teacher-blog/2013/sep/24/eight-qualities-successful-school-leaders

Wong, T. (2012). Strategic long-range planning. Library Media Connection, 31(2), 22-23.

ETL512 Assessment 2: Post 3 – Study Visit Reflection

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Finally, write a 300-word reflection on the overall study visit experience and how it has contributed to your journey as an information professional

The ETL512 Study Visits to West Moreton Anglican College (WMAC), Lake Tuggeranong College (LTC), State Library Victoria’s Rare Book Collection (SLV), and Bundaberg Regional Libraries (BRL) have opened my eyes to the variety of work available to information professionals and revealed that the skills developed in one setting are transferable to a myriad of others. 

My virtual visits to WMAC and LTC were incredibly relevant to my chosen pathway as a high school teacher-librarian. They inspired me with wonderful ideas to incorporate into my future practice by connecting our work developing reading for pleasure and information with our promotions and role advocacy. WMAC’s idea of getting students and staff involved in the CBCA Shadow Judging by linking nominated texts to different KLAs was something I hadn’t previously encountered, and is a wonderful way of linking the library’s work with faculty curricula to promote literary learning. LTC’s staff provided several excellent ideas to build a reading culture by forming strong relationships with students and staff. All staff in each virtual visit emphasised the importance of knowing our users and building strong relationships, and it was inspiring to see practical suggestions for successful implementation which could help me build my library’s profile and promote the value of my resources and services to students, staff, and parents.

The SLV visit was to a setting I hadn’t previously considered, but Wee’s work in collection and exhibition curation sounds quite interesting as a possible future pathway if I decide to leave the education sector. His point about the usefulness of pedagogical knowledge in his library was heartening, as was his point regarding the transfer of skills to different positions. I’m now inspired to experiment with object and digital exhibitions in my own library. 

My visit to BRL paired beautifully with my upcoming workplace learning at a local council library and cemented this as a possible future pathway if I leave education. I was inspired by Harris’ emphasis on integrating new technologies into his programs and his passion for ensuring accessibility, diversity, and inclusivity for all users; as a result, I plan to create my own Gamers’ Club and investigate Virtual Reality for my library programs. This visit highlighted the value of creating strong partnerships between local and school libraries, and in future I aim to work closely with our local library network to ensure maximum benefits for my learning community.

ETL512 Assessment 2: Post 2 – Challenges, Advice, and Pathways to Becoming an Information Professional

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Establishing a career in the information sector can often involve taking a variety of pathways. Discuss the examples, pitfalls, barriers and advice provided by agency hosts on their career journey to becoming information professionals. Provide one professional development action you are going to take as a result of the study visits to support your career. Include a short discussion about why and how you will take this action and include examples of possible opportunities for this PD. (500 words)

The hosts at State Library Victoria’s Rare Book Collection (SLV), Lake Tuggeranong College (LTC) and Bundaberg Regional Libraries (BRL) provided valuable points about the challenges and possible pathways into a career in the information sector. 

One key challenge identified by SLV relates to staffing and budgets, threats to libraries worldwide (Morris, 2022; Softlink, 2022, p.6-7; Woodcock, 2023). Wee noted that increasing demand for their services  was not matched by financial or staffing support, and positions were increasingly filled by people without information sciences backgrounds. BRL revealed they’d had programs cut by Council. LTC also recognised hopelessness, exhaustion and feeling unappreciated as significant challenges, echoing research outlining the negative impacts of poor leadership on staff wellbeing (Cross, 2015,p.10, 13; International Literacy Association, 2022, p.5). This devaluation of expertise is replicated in my experience, where only 1/7 local schools has a substantive, full-time, trained teacher-librarian, and our library budget hasn’t increased since 2001. Staff at SLV and LTC recognised that time management and prioritising competing demands was another challenge, with Godfree and Korodaj advising prospective teacher-librarians to view our work as a “marathon, not a sprint”. 

Wee advised that good traits for staff include: love of learning; emotional intelligence; and strong interpersonal skills to deal with the public-facing aspect of the role.  LTC advised that key characteristics of effective teacher-librarians include: persistence; gentleness; emotional intelligence; being pushy in an appealing way; cheerfulness and warmth; maintaining calm under pressure; lateral thinking; authenticity; and knowing when to say no to avoid overstretching yourself. Wee noted that all core skills were transferable to different information settings and clearly there is significant cross-over in desirable personality traits for both settings.

Volunteering was one piece of advice given by both SLV and BRL. Wee and Harris both stated that volunteering allows prospective information professionals to network and develop visibility, improve their skills, and show enthusiasm. All three hosts emphasised the importance of advocacy and promotions in their work. BRL emphasised that providing relevant programs to meet user needs is crucial to their advocacy efforts, while both SLV and LTC affirmed that constant promotions were necessary to ensure that their relevant resources connected with users in a timely, effective manner. 

As a result of these hosts’ emphasis on the importance of advocacy and promotions, I will create a school library strategic plan. This will help me to advocate for my role in a professional manner (Markless et al., 2016, p.87) and implement positive change over 5 years, heeding the ‘marathon’ advice from LTC. Within this strategic plan I intend to focus on increasing the promotion of library resources and services to ensure that my users are aware of how I can support their needs. The NSW Department of Education has a free subscription to LinkedIn Learning, which has many courses on marketing and promotions (such as this one Introducing Social Media Marketing) which I can use to improve my library’s visibility and community engagement. Changing technology will also be a focus of my strategic plan, and as a member of the Australian Library and Information Association (ALIA) I can access their professional learning (such as this one on Digital Trends). This strategic plan and continued professional development will help develop my key capacities in learning and teaching, management, leadership and collaboration, and community engagement (ALIA & Australian School Libraries Association, 2020, p.1-2).

Word count: 554

 

REFERENCES:

Australian Library and Information Association [ALIA] & Australian School Libraries Association [ASLA]. (2016). ALIA-ASLA statement on teacher librarians in Australia. https://read.alia.org.au/alia-asla-statement-teacher-librarians-australia

Cross, D. (2015). Teacher well-being and its impact on student learning [Slide presentation]. Telethon Kids Institute, University of Western Australia. http://www.research.uwa.edu.au/__data/assets/pdf_file/0010/2633590/teacher-wellbeing-and-student.pdf

International Literacy Association. (2022). Librarianship and literacy [Literacy leadership brief]. http://literacyworldwide.org/docs/default-source/where-we-stand/the-essential-leadership-of-school-librarians.pdf

Markless, S., Bentley, E., Pavey, S., Shaper, S., Todd, S., Webb, C., & Webb, C. (Carol). (2016). The innovative school librarian (S. Markless, Ed.; Second edition.). Facet.

Morris, L. (2022, December 21). National Library’s treasure Trove under threat from budget cuts. The Sydney Morning Herald. https://www.smh.com.au/culture/art-and-design/national-library-s-treasure-trove-under-threat-from-budget-cuts-20221212-p5c5m6.html 

Softlink (2022). 2022 Australian and New Zealand school library survey report. https://www.softlinkint.com/resources/reports-and-whitepapers/

Woodcock, C. (2023, January 13). Public library budgets are being slashed. Police have more cash than ever. Vice. https://www.vice.com/en/article/akemgz/public-library-budgets-are-being-slashed-police-have-more-cash-than-ever

ETL512 Assessment 2: Post 1 – Services and Resources to Meet User Needs

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Using examples from at least two information agencies you attended, discuss the range of services and resources they provide and how these services and resources are tailored to meet the needs of their users. (500 words)

My virtual visits to Lake Tuggeranong College (LTC), West Moreton Anglican College (WMAC) and Bundaberg Regional Libraries (BRL) provided me with an interesting opportunity to compare the ways school and public libraries are similar and different in the provision of services and resources to meet their users’ needs.

School libraries serve specific school learning communities which consist of students, staff, and parents (Kimmel, 2014, p.31), and aim to meet the educational, cultural, recreational, and professional needs of these users (NSW Department of Education, 2017, p.8). Conversely, public libraries provide free access to information for all community members to enable their participation in society and to contribute to the economic wellbeing of their families and the nation (Australian Library and Information Association [ALIA], 2018, p.1). While both aim to provide free access to a range of services and resources to their users, two key differences exist: firstly, attendance in schools is mandatory, whereas engagement with a public library is optional; and secondly, education is controlled by the state, whereas public libraries facilitate non-coercive, self-directed learning (Foundation for Economic Education & FEEGA, 2019, p.1-2).

Both school libraries visited placed a heavy emphasis on providing services and resources designed to improve their users’ reading, digital, and information literacies, a core expectation of teacher-librarians supporting young people (ALIA, Australian School Libraries Association, & Australian Education Union, 2020, p.1). LTC supported pleasure reading through genrefication and emphasised the need to build strong relationships with students to understand their needs and make them feel supported. LTC also discussed the creation of their library website to support student learning and staff teaching, and the provision of accessible, detailed PowerPoints which develop students’ research, evaluation, and referencing skills. Key to these resources’ success is staff collaboration and consultation, embedding them into classroom activities, and ongoing promotion. 

The need for advocacy and promotion were also discussed during both school visits, highlighting the importance of claiming our space (Bonanno, 2011). LTC noted their practices supporting reading and information literacy were crucial advocacy opportunities, and they frequently promoted their services to parents as well as staff and students. WMAC noted that they raised their library profile by supporting non-traditional tasks (e.g. uniforms), showcasing the library’s value by harnessing the needs of key decision makers and meeting patrons not normally involved with the library. 

BRL also emphasised the importance of customer service, proving that strong relationships are crucial to leadership in both public and educational libraries (Branch-Mueller & Rodger, 2022, p.46-47). Harris discussed the difference between traditional card holders and hidden patrons (e.g. homeless users). Climate-controlled safe spaces and harm reduction work in public libraries supports their role as ‘second responders’ who step in when other services are unavailable or inaccessible (Aykanian et al., 2020, p.S72), reflecting the wellbeing work I encounter in my school library. Harris also emphasised the importance of advocacy and promotions, especially regarding funding. BRL’s provision of technology and IT support (including senior digital literacy programs, digital collections, broadband access, robotics, and 3D printing) reflects the ways modern libraries must stay current with the changing infosphere (Floridi, 2007, p.59). All points discussed supported research regarding the wide variety of services valued by public library users (Hider et al., 2023, p.20-34) and highlighted the similarities with school libraries, despite our different clientele. 

Word count: 543

 

REFERENCES:

Australian Library and Information Association [ALIA]. (2018). Statement on public library services. https://read.alia.org.au/statement-public-library-services

ALIA, Australian School Libraries Association [ASLA], & Australian Education Union [AEU] (2020). Joint statement on school libraries. https://read.alia.org.au/joint-statement-school-libraries

Aykanian, A., Morton, P., Trawver, K., Victorson, L., Preskitt, S., & Street, K. (2020). Library-Based Field Placements: Meeting the Diverse Needs of Patrons, Including Those Experiencing Homelessness. Journal of Social Work Education, 56(1), S72–S80. https://doi.org/10.1080/10437797.2020.1723757

Bonanno, K. (2011). ASLA Keynote Speaker: A profession at the tipping point: time to change the game plan. [Video]. Vimeo. https://vimeo.com/31003940 

Branch-Mueller, J., & Rodger, J. (2022). Single Threads Woven Together in a Tapestry: Dispositions of Teacher-Librarian Leaders. School Libraries Worldwide, 39–49. https://doi.org/10.29173/slw8454

Foundation For Economic Education, & FEEGA. (2019). The Difference Between Public Libraries and Public Schools. ContentEngine LLC, a Florida limited liability company.

Floridi, L. (2007). A Look into the Future Impact of ICT on Our Lives. The Information Society 23(1), 59-64. https://doi.org/10.1080/019722406010599094

Hider, P., Garner, J., Wakeling, S., & Jamali Mahmuei, H. R. (2023). “Part of My Daily Life”: The importance of public libraries as physical spaces. Public Library Quarterly, 42(2), 190-219. https://doi.org/10.1080/01616846.2022.2092347

Kimmel, S. C. (2014). Developing collections to empower learners. ALA/AASL

NSW Department of Education (2017). Handbook for School Libraries.

ETL504 5.2 & 5.3: Servant Leadership

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Scenario: You are in your third year as a teacher librarian in a school where you had to work actively to promote the value and services of the library. Classes come to the library either for relief from face-to-face teaching (primary) or supervision for research (secondary) without planned opportunities for collaborative or shared teaching. As you engage with ETL504 you have evaluated your current library role as that of a servant, rather than a servant leader. You seem to be reacting to the immediate needs and requirements of teachers and students in regard to providing resources, responding to immediate information and digital literacy needs, supporting recreational reading requirements and providing technology support.

Task: Through the lens of servant leadership, identify and share one proactive approach to lead a shift in expectations and responsibilities that will build the capacity of either teachers or students in recreational reading.

It’s scary how accurate the give scenario for this task is – it almost exactly matches my situation! I started in the library in 2021 and when I stepped into the position the big perception of the library’s role in our school was that it’s all about books and reading. Rather than dedicate my non-existent time to pick that fight and battle this misconception while in the depths of Covid disruptions and completing the Masters on top of my library responsibilities and English teaching role, I leaned into this perception to show my value to my school community.

Inspired in large part by the work I completed for ETL402 Literature Across the Curriculum, I decided to start an Action Research Project based around my implementation of a Wide Reading Program for Year 7, 2022. That year our school restructured the timetable and removed DEAR from roll call despite our declining NAPLAN and HSC results, so I aligned this project with our School Plan to give it legitimacy and worked with several English teachers since I was still teaching English classes and part of that faculty despite my relocation to the library. I started with 4 classes but due to staffing issues and constant interruptions only maintained consistent contact with 2 classes.

I sold this as a service to these teachers which would support their teaching units and develop student literacy while saving them time. The reformed English curriculum explicitly references reading for pleasure, so this is another angle I’ve used this year to promote the program and ensure unity between my work in the library and teachers’ work in their classrooms.

Word got around about this program and its benefits, and so this year it has expanded to include 5 Year 7 classes and 2 Year 8 classes, ensuring access to reading materials and positive modelling for 190 teenagers who often otherwise wouldn’t take the time to read for fun.

Knowing what I do now as a result of ETL504, if I could go back in time I would be far more proactive about advertising this program and raising its visibility in the early stages with my Senior Executive to showcase my proactive response to community needs and my leadership potential. I did include comments and data from my research in my Annual Reportwhich I shared with my Head Teachers and the Senior Executive, though it’s hard to say if they even read this document so perhaps other tactics are needed, such as personal invitations to attend lessons, social media marketing, and professional publication of the results. I plan to leverage the success of this program and the trust built with staff and students to build collaborative planning opportunities in future, especially around information fluency and inquiry learning, and thus to slowly but surely change the perception of what a library is all about.

ETL504 Strategic Planning and Setting Goals: An Amateur’s Journey

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As I’m learning about effective ways to identify needs and create strategic plans, I thought it would be a good time to reflect on how far my understanding of strategic and operational planning has developed since I started in the library role at the end of 2020. In the last two weeks of 2020 I did my best to wade through the vast depths of the library space, resources and services and created a table to help me identify everything that the library did and everything that needed to be either fixed, implemented, or reassessed. This was such an overwhelming job and I felt completely unprepared, especially since the library didn’t have any policies or procedures that I could refer back to in my planning. At the time I managed to narrow it down to 5 key priority areas (I’ve deleted the other specifics since the original document went over a whopping 6 pages!):

Priority Area Purpose  Strategies Timeframe
Resource Management

Support Student Learning

Library Promotion

Literacy Improvement

Social Inclusion

In 2021 I had a bit more time and understanding of the library role, and refined this planning by setting 5 key goals which I reflected on in my 2021 Annual Library Report. It’s interesting to see how my chosen priority areas have been refined, and how my reporting of these achievement was simplified to show the value of the library to my school’s Senior Executive:

 

 

 

 

 

 

 

 

In 2022 this planning was further expanded via the brainstorm below. It’s interesting that at this stage of my understanding I’ve started to hone in on specific aspects of each goal. The achievements associated with each goal were reflected on in my 2022 Annual Library Report which was once again given to the Senior Executive.

Looking back on these now, they seem quite amateurish in comparison to the strategic plans explored as part of my studies for ETL504. However, at the time I was almost completely lacking any realistic knowledge of the library roles and responsibilities or of leadership theory, and so these initial attempts at strategic planning were the best I could accomplish with my limited knowledge. Now that I know better, I intend to do better and hopefully the library will flourish as a result!

ETL504 3.2 + 3.3: Applying Leadership Theory

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Scenario:
Recreational borrowing is declining and students’ engagement with the fiction collection has decreased. The collection is currently shelved alphabetically. Genrefication of the fiction collection is being proposed as a strategy to address the issue.

Task:
A) Consider both internal (library) and external (school wide) factors in this element as a response to the change process

B) Identify one leadership style that will facilitate your chosen element to support the change process. Explain the leadership attributes that will be of most value.

 

External factors potentially leading to conflict over proposed genrefication could include:

  • Different or competing personal beliefs held by leaders and teachers regarding the role of the fiction collection
    • Possible solution: present summary of research into the benefits of fiction as a literary learning tool to support the curriculum; show connection between this research and the impacts that increased pleasure reading has on NAPLAN/HSC scores to align the project with the school’s Strategic Improvement Plan; show testimonials and data from other teacher-librarians or public librarians who have genrefied their collections to benefit their communities
  • Lack of communication opportunities
    • Possible solution: in addition to email communication which members of the leadership team can review in their own time, potentially schedule a meeting to present research and make a professional case for the genrefication of the fiction collection; briefly explain process and reasoning to whole staff at a meeting
  •  Limited available time and resources to genrefy the fiction collection (this is especially problematic given current staff shortages and workload issues!)
    • Possible solution: form a student library committee to a) increase student voice and ownership over the project and b) provide students with their own leadership opportunities (in my school, Student Voice is a key component of the Strategic Improvement Plan)

Internal factors which could potentially lead to conflict in this scenario are:

  • Lack of understanding about what genrefication is and how to undertake this process
    • Possible solution: undertake professional learning in this area, read professional articles (such as those in SCIS Connections), seek support from professional networks and other local libraries (both school and public libraries)

To implement a project such as this, I believe that a teacher-librarian would benefit from understanding both Transformational and Distributed leadership styles. We need to ensure that we have the support and buy-in of both official leaders and classroom teachers and can achieve this by providing them with the reasons why this project benefits them as individuals as well as the whole school community. Our colleagues would need to trust that we are capable of achieving this goal and so we would need to project our professionalism and base our plans in research and best-practice at all times. Leading this change by example is another way we can exhibit Transformational leadership. Empowering selected students to assist in the process of genrefication would also display elements of Distributed leadership.

ETL504 2.3: Promoting the Teacher-Librarian’s Visibility and Value

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How can we take the perception of the TL’s role from the keeper and stamper of books in the quiet place to something different?

I think it’s fair to say that as a profession teacher-librarians have an image problem. Way back at the start of this degree I wrote about Bonanno’s keynote speech in which she described teacher-librarians as an ‘invisible profession’ (Lysaught, August 29 2021a) and the misconception that the library is purely about books (Lysaught, August 29 2021b). A 2021 study revealed that in the US, teacher-librarian numbers declined 20% in the past decade (Ingram, July 19, 2021), and this trend of shrinking school libraries is being replicated in Australia (Tidball, February 10, 2023) alongside stagnating or declining budgets, staffing levels, and staff engagement or support (Softlink, 2022, p.6-7).

Maybe, like a good dancer, we make our work look effortless. Maybe too much of what we do is in the background of busy teachers’ days. One thing that’s for sure is that we need to work on improving our visibility and perceived value to our school community if we are to ensure the future of our profession (Weisburg, 2020).

Moir, Hattie and Jansen (2014, p.37) identified a number of key attributes that teachers perceived as important for leaders:

They also state that “Trust is often best developed in team environments, as then there is opportunity for collaboration and shared decision-making, especially when there is a common focus on improving teaching and learning” (p.39). Bush and Glover (2014, p.554) also discuss the idea of leadership as influence rather than stemming from formal authority, which suits teacher-librarians since we often lack official leadership positions in school hierarchies. Both discussions relate beautifully to the work of the teacher-librarian as literacy expert and information specialist, and they highlight a key way that teacher-librarians can both improve their visibility and their perceived value to their school community through collaborative programming, teaching, and assessment which supports the work of time-poor classroom teachers.

The work of Crippen and Willows (2019, p.174) highlights the 10 characteristics of servant-leaders, and teacher-librarians are uniquely placed to assist healing for colleagues overburdened by heavy workloads, administrivia, and poor student behaviour: “Through their actions as servant leaders they are facilitating a healing process and followers often look to them for support when times are difficult or something traumatic has occurred (Barbuto and Wheeler, 2007).” Teacher-librarians can also exhibit the persuasion trait of servant-leaders: “Supovitz (2018) also describes how teacher leaders use strategies such as leading by example, earning their colleagues trust and encouraging and collaborating with their peers.” 

Another area where teacher-librarians can shift the perception of the school community is in the space surrounding emerging or rapidly changing technologies. A 2016 article notes that “By virtue of their training, relationships, systems knowledge, and instructional roles … teacher librarians are ideally suited to lead, teach, and support students and teachers in 21st century schools” (Digital Promise, 2016). Digital literature has the potential to move students from passive consumers to active creators of content while engaging them with the process and ethics of digital content creation (Lysaught, October 4 2022), and Artificial Intelligence is another emerging space where teacher-librarians can position themselves as experts to increase their visibility and perceived value (Lysaught, March 5 2023). It is imperative that we stay current with new and developing technologies to best position ourselves as experts in this field. Our expertise in copyright and the ethics of digital tools alongside our ability to connect the General Capabilities to specific learning programs is invaluable – however, we need to ensure that we’re promoting our abilities in this area and marketing collaborative teaching and planning as a benefit to time-poor teachers rather than just another thing to add to their plates. 

Weisburg (2020) argues that while there are numerous barriers to showcasing our value, as a profession we have no other option. We must make it a priority to develop our visibility and promote our value to our school community or we run the risk of becoming obsolete. Weisburg suggests that teacher-librarians should start by looking for ways to showcase what we’re already doing; social media posts, visible displays, and staff emails can promote this work among the school community, while annual library reports can increase the perception of our professionalism and showcase for senior leaders much of the behind the scenes work that goes into running a library (Lysaught, March 5 2023). Weisburg’s suggestion about speaking at P&C meetings is another interesting one which links well to our aforementioned technology expertise. The most crucial aspect of Weisburg’s article for me was the concept of “chopportunities” – “challenges that can be turned into an opportunity.” So much of what affects the library is decided without our input and while it can be tempting to fall into the “why bother?” disheartened state of mind, for our own protection (and sanity!) reframing these issues as “chopportunities” can be a way to reclaim some sense of agency and showcase the benefits we provide to our school communities. 

 

References:

Bush, T. & Glover, D. (2014). School leadership models: What do we know? School Leadership and Management, 34(5), 553-571. https://doi.org/10.1080/13632434.2014.928680

Crippen, C. & Willows, J. (2019). Connecting teacher leadership and servant leadership: A synergistic partnership. Journal of Leadership Education, 18(2), pp. 171-180. https://journalofleadershiped.org/jole_articles/connecting-teacher-leadership-and-servant-leadership-a-synergistic-partnership/

Digital Promise (2016). The new librarian: Leaders in the digital age. In SCIS Connections, (96). https://www.scisdata.com/connections/issue-96/the-new-librarian-leaders-in-the-digital-age/

Moir, S., Hattie, J. & Jansen, C. (2014). Teacher perspectives of ‘effective’ leadership in schools. Australian Educational Leader, 36(4), 36-40.

Softlink (2022). 2022 Australian and New Zealand school library survey report. https://www.softlinkint.com/resources/reports-and-whitepapers/

Weisburg, H. K. (2020). Leadership: There is no other option. Synergy, 18(1). https://slav.vic.edu.au/index.php/Synergy/article/view/369/364

ETL504 2.1: Organisation Theory Introduction

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Informed by Robinson’s presentation, think about the influences upon a school – structural, cultural and societal and identify a key driver for change in each area that the teacher librarian could respond to through school library programs.

A lot has changed in the 13 years since Robinson’s video was first published to Youtube. When this video was published, Youtube was still a fairly new and groundbreaking platform, Facebook was still a relative baby, Instagram had only just been launched, and TikTok wasn’t even a twinkle in its creators’ eyes. Early in my studies I was introduced to the concept of the changing infosphere (Lysaught, 2021, August 30) and my understanding of these issues and their relationship to the role of the teacher librarian has continued to develop as I’ve moved through this degree.

Since 2010, a multitude of new apps, sites, and other assorted technologies have emerged. The big one causing much consternation in the education community at the moment is the rise of AI tools such as ChatGPT. While there’s a lot of fear and uncertainty about the role artificial intelligence will play in the future of education, I strongly feel that this emerging technology is one area where effective teacher librarians can position themselves as leaders and drivers of innovation in their school communities. While some concerns are not without merit (especially around potential student plagiarism and the ethics of AI), at the moment my experiences have led me to view AI tools such as ChatGPT as a sort of “Google on steroids” and a valuable time-saver for overworked, time-poor teachers. As such, for this reflection I used it to get my head around the idea of what could be meant by structural, cultural and societal influences upon schools. I was rather pleased with the results:

Let’s address some of these influences more directly.

Structural influences upon a school:

  • School funding: obviously a teacher librarian in a school setting (especially one without formal leadership credentials) will have limited impact on the way schools are funded. However, through advocating for our role, our value to our school community and our professionalism I believe that teacher librarians can in some cases successfully apply for a greater slice of the funding pie. I used our 2021 Annual Library Report as evidence to request more funding and was granted additional support for my 2022 Wide Reading Program trial.
  • Curriculum: again, teacher librarians have an extremely limited ability to determine the curriculum set by National and State educational bodies (beyond participation in focus groups and curriculum groups when these documents are reviewed). However, our role within schools has the potential to act as the “glue” which draws together different curriculum areas (Lysaught, 2021, October 5) and the general capabilities (Lysaught, 2021, November 22), and can unite otherwise isolated subject ‘silos’ to ensure cross-curricular learning.
  • School policies: through participation in school-wide teams and committees, teacher librarians can help guide and implement these policies and procedures. For instance in the past I have been a member of our school’s Gifted and Talented Education committee, and when that was dissolved I moved into the Technology in Education committee.
  • Physical facilities: often the physical layout of the school is beyond the teacher librarian’s control; however, we can absolutely make a difference in the design and layout of the library space, and can develop and manage efficient collections which meet the learning and recreational needs of our school community. As noted in my 2022 Annual Library Report (Lysaught, 2023, March 5), 49% of library purchases were patron-led acquisitions to build student and staff ownership over the collection.

Cultural influences upon a school:

  • School culture: building respectful relationships and trust is crucial with both staff and students. Bonanno (2011, via Lysaught, 2021, August 29) emphasises the importance of building relationships with the 10-30% of staff who are likely to work with us to ensure that we are maximising our potential and adding value to our school community efficiently and meaningfully. My own experience has revealed that this takes time, but once I made progress with one teacher and the word spread about how I could help time-poor staff with their work, soon I was inundated with requests. 
  • Diversity: representation matters. Decolonising collections and ensuring inclusivity and diversity in resources and their promotion is one area where teacher librarians can positively affect school culture.
  • Parental involvement: communication to parents and caregivers via channels such as social media and parent bulletins is important for promoting the library as a useful resource centre for their children.

Societal influences upon a school:

  • Community resources: effective promotion of library educational and recreational resources can build a positive school culture where students and staff feel supported, valued and can take ownership of the space. Student-created social media posts is one of my favourite ways of helping promote library resources while encouraging students to take ownership of the space.
  • Economic factors: teacher librarians can’t change the socio-economic demographics of their school community, but they can provide access to tools and resources which can ameliorate the effects of potential disadvantage (Krashen, 2011). The ISCEA value of my school has gone down in the last few years; my implementation of the Wide Reading Program aims in part to mitigate some of the disadvantages our students face by drawing on research into pleasure reading and by providing time and access to reading materials.
  • Political climate: well, ain’t this one a tough nut to crack. It seems that everywhere we look teachers are easy pickings for politicians wanting to stoke the fires of the culture wars for their own gain. However, advocacy and professionalism can go some way towards easing public and political misconceptions about the role of teachers in society. Would it be cheeky of me to add media and digital literacy teaching programs here?

Annual Library Report 2022

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One key tool I use to advocate for my school’s library is our Annual Library Report. I give this to all members of the Senior Executive at my school to remind them of the value our library provides to our school learning community. While time-consuming to create, I strongly believe that this is an important promotional tool which projects my image as a professional, a team player and a leader. The full report can be accessed here: https://bit.ly/3Jg1e7k 

          

ETL533 Assessment 4: Part D – Critical Reflection

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My understanding of digital literature has grown significantly over the last few months. From my early definitions to the creation of my own narrative, I’ve gained a solid understanding of what digital literature is, why it’s beneficial and how it can be implemented to support my school.

My preliminary definitions of digital literature focused on the distinction between the digital and the digitised (Lysaught, 2022, July 19; Lysaught, 2022, July 25). As my research progressed I consolidated these distinctions by combining Unsworth’s (2006, p.2-3) and Allan’s (2017, p.22-23) categories (Lysaught, 2022, August 7). Like my peers (Curtis, 2022, July 19), I believe digital literature should be quality and meet community needs, which led me to consider what makes quality digital literature (Lysaught, 2022, August 14) and to design my own evaluation criteria where I determined three key aspects: multimodality, interactivity, and connectivity (Lysaught, 2022, August 28). Self-evaluations and peer feedback reveals – despite the amateur multimodal features – mine’s an effective, quality text suitable for its intended purpose and audience:

Evaluation of The Shakespeare Chronicles

However, defining digital literature is arguably less important to teacher-librarians than understanding how to incorporate it effectively. Digital literature provides exciting opportunities to move students from passive consumers to active creators of content  (Morra, 2013, para.2; Kitson, 2017, p.66), and as new technologies and communication tools emerge, students require new literacies to ensure they’re critically consuming and ethically creating texts (Walker et al., 2010, p.214-216; Kearney, 2011, p.169; Leu, 2011, p.6-8; Mills & Levido, 2011, p.80-81, 89; Leu et al., 2015, p.139-140; Serafini et al., 2015, p.23; Combes, 2016, p.4). In 2009 students spent an average four hours a day online (Weigel, 2009, p.38); by 2015 US teens consumed between 6-9 hours of media a day (Common Sense Media, 2015, para.6), while Australian teens now spend an average of 14.4 hours a week online (eSafety Commissioner, 2021, p.4). Digital literature therefore harnesses our students’ preferences and familiarity with technological platforms (Figueiredo & Bidarra, 2015, p.323; Skaines, 2010, p.100-104; Stepanic, 2022, p.2; Weigel, 2009, P.38). Digital literature incorporating interactivity, multimodality, and connectivity can develop ‘nöogenic narratives’ wherein personal growth is achieved by viewing our lives as a story (Hall, 2012, p.97), a key element of the English syllabus (NSW Standards Authority, 2019, p.10). Research shows that educators can exploit digital narratives to create meaningful and authentic learning opportunities for students to create personal and academic growth (Bjørgen, 2010, p.171-172; Dockter et al., 2010, p.419; Hall, 2012, p.99; Reid, 2013, p.38-41; Smeda et al., 2014, p.19; Sukovic, 2014, p.222-226).

However, educators must carefully consider the purpose of integrating digital narratives into their programmes. While research reveals digital texts’ benefits supporting young, emerging, or struggling readers and developing transliteracy (Tackvic, 2012, p.428; Cahill & McGill-Franzen, 2013, p.32-33; Matthews, 2014, p.29; McGeehan et al., 2018, p.58), others raise issues regarding reading comprehension, retention, and attention (Cull, 2011, para.35-38; Goodwin, 2013, p.79; Jabr, 2013, p.5-30; McGuire, 2015, para.30-35). Technology should be used as a meaningful tool, not just as a gimmick. Monsen (2016) explored the idea that we are “quintessentially cyborgs” due to the symbiotic relationship between humanity and technology. My research into digital learning frameworks such as the SAMR model (Lysaught, 2022, August 6) revealed that effective implementation of technology should not replace, but co-exist with and supplement existing print literacies. Printed choose-your-own-adventure narratives arguably improve literacy (Chooseco & Hofmann, 2016, para. 8-9) and can be updated using digital features to form powerful digital texts (Farber, 2015, para.1-2). Thus, my own digital narrative was designed as an immersive, interactive, multimodal resource to develop students’ understanding of life in Shakespearean England while supplementing traditional print resources and online information sources.

Throughout ETL533 I have examined how I currently incorporate digital literature into our school and considered ways to increase this in future (Lysaught, 2022, July 31; Lysaught, 2022, August 7; Lysaught, 2022, August 13). As discussed with my peers (Macey, 2022, September 24; Barnett, 2022, September 27; Facey, 2022, September 29) difficulties arise surrounding cost-effectiveness, storage, access, and user preferences that often impede digital literature’s success in schools. Despite these challenges, after creating my own digital narrative I strongly believe that student-created digital texts can enhance their own learning and connections to content, and integrate well with Guided Inquiry units and literary learning (Lysaught, 2022, January 27; Lysaught, 2022, August 14; Lysaught, 2022, September 3; Lysaught, 2022, September 16). Peer feedback also supports this (Lysaught, 2022, September 3). Due to this unit I am more aware of my students’ discussions around digital literature (Lysaught, 2022, July 25; Lysaught, 2022, August 28), revealing these are powerful texts with which students are already engaging. Literature in digital environments allows teacher-librarians to show our value to our school community, as we can support time-poor staff as they include more captivating, rich resources and utilise digital narratives to support our students with various interests and literacy needs.

 

 

Word count: 806

Reference list: https://thinkspace.csu.edu.au/allyoureadislove/2022/10/04/etl533-assessment-4-reference-list/

ETL533 2.3: Challenges of using digital literature in the classroom

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There is an enormous difference between facility with technology and being able to engage with the content of digital literature as a consumer or a creator. What are some ways (small or large) you could alter your pedagogy to ensure technology and digital literature is embedded in your educational practices?

In this week’s readings I liked the distinction made by Allan (2017) between the different types of digital fiction:

1. eBooks or “paper-under-glass” texts;

2. Narrative or enhanced apps; and

3. “Born digital” multimodal narratives.

This distinction fit nicely with Unsworth’s classifications (via Walsh, 2013) from the Module 1 readings, where he identified three main categories of e-literature:

1. Recontextualised literary texts;

2. Electronically augmented literary texts; and

3. Digitally originated texts.

This also links with previous discussions I’ve read about what counts as digital literature, which emphasise the difference between “the digitised and digital literature” (for more on this, please feel free to check out my blog post).

In our school we have a virtual library with eBooks and audiobooks that our students, staff and parents can engage with, but it’s an expensive subscription (last year’s invoice was over $3000 – more than a third of our yearly budget!) with logistical issues around promotion and access. It also falls into the digitised, ‘paper-under-glass’ or ‘recontextualised literary texts’ category where technology facilitates access rather than exists as an innovative and inherent aspect of the texts. While it was a useful resource during last year’s lockdowns, data suggests that average use each month is down on last year’s figures. This year our school removed the DEAR (Drop Everything and Read) program, so I’ve been trialing a Wide Reading Program with a few Year 7 classes (initially 4, now dropped back to 2). Given Foley’s (2012) findings about student engagement with ebooks, it might be worthwhile creating activities for the Wide Reading Program which target and promote our virtual library.

One of the texts I’ve been investigating for the second assessment is the iPoe app by iClassics Collection. From my engagement with this app so far, it appears to fall under the ‘enhanced app’ or ‘electronically augmented literary text’ categories outlined above. I chose this because a) Poe is awesome fun and b) we have a Year 8 unit on suspenseful stories that this would work well with. I had a great time exploring this app and playing with its features, designed to immerse the reader with the texts’ Gothic emotions, settings, and atmosphere. I think this is a resource that could work really well with our Year 8 unit, though it cost $8.99 for all three volumes/apps, therefore presenting a financial and logistical issue for faculties with tight budgets.

This week I also had a little play with Microsoft Sway, in an attempt to create my own ‘born digital’ narrative in preparation for the final assessment. One of my projects this year has been to build up the Student Media Team I introduced to the school last year, and Microsoft Sway was one of the tools we were investigating for our student-designed newsletter. While it has many useful features and is (mostly) user-friendly, one issue I found while playing with it is that this tool lacks the ability to link to content within the Sway, and thus might not work for my intended ‘choose your own adventure’ style narrative. However, this investigation did remind me that for larger projects teachers might have, it takes time to find the right tools with the right features for their vision. While wonderful guides exist (such as http://www.schrockguide.net/bloomin-apps.html and https://instructionaldesignbykelly.wordpress.com/2016/03/01/the-evolution-of-blooms-taxonomy-and-how-it-applies-to-teachers-today/ from this week’s readings) these take time to investigate and, given the current educational climate, this is time that many teachers simply cannot spare. This is where an innovative, technologically current teacher-librarian could be an invaluable resource for time-poor teachers!

 

 

Allan, C. (2017). Digital fiction: ‘Unruly object’ or literary artefact? English in Australia, 52(2), 21-27.

Foley, C. (2012). Ebooks for leisure and learning. Scan, 31, pp. 6-14.

Walsh, M. (2013). Literature in a digital environment (Ch. 13). In L. McDonald (Ed.), A literature companion for teachers. Marrickville, NSW: Primary English Teaching Association Australia (PETAA).

ETL505 2.1: Digital Libraries – Organising Digital Content for Schools

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Consider how a school might organise digital content.

For a high school library, I feel like the following might be important to consider when organising digital content:

  • student literacy needs
  • student attention span
  • student access to technology
  • student ability to navigate online spaces
  • student information behaviours (sadly they often take the easy, convenient way out)
  • student information needs (such as for specific subjects or assessments)

Due to this, a school’s digital collection should be organised with accessible language and formatting, in a visually appealing manner. Visuals such as book covers could support simple summaries of the text, while simple bibliographic details and subject headings could help users determine whether content is relevant to them or not. For instance, most students probably wouldn’t select a resource based on its size or page numbers. I think that having groups of similar resources would be an effective way of organising digital content for students who are looking for quick fixes with their research. Teacher librarians, working alongside classroom teachers, could curate reading lists for specific assessments which can help students navigate their way through the digital catalogue, and TLs should teach specific strategies (such as boolean operators, filters) to help students access and find relevant, quality information. Access to these digital libraries should be provided within the library and promoted to the school community to ensure students can independently access these resources in their classrooms and, where possible, at home.

ETL505 2.1: Tools of Library Organisation – Scootle Digital Library

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Comment on Scootle as a starting point when searching for electronic resources.

Scootle appears to be a very useful starting point for electronic resources aligned to the Australian Curriculum. It is easy to navigate, uses a convenient range of filters, and allows users to explore resources based on subject, year, or curriculum outcome. I also like that it takes you straight to the resource or unit of work, though due to the dynamic nature of the internet it would be a lot of work for site administrators to ensure that the links are all correct and still live!

Despite its use as a starting point when searching for electronic teaching resources, I had never heard of Scootle prior to starting this degree so I’m not sure how well it’s advertised and promoted to the wider teaching community. A resource is only useful if users know about it and how to use it.

ETL503 Assessment 2 Part B: Reflective Practice

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A school library without an effective collection is like a body without a working heart. Just as our hearts pump vital blood to our organs, the school library collection – developed and maintained by a qualified, perceptive, and vigilant teacher-librarian – ensures our learning communities get what they need to function and thrive.

The collection is so crucial to the library that the concept of a library is almost synonymous with its resources (Fieldhouse & Marshall, 2011, p.3). As information specialists, it is essential for teacher-librarians to provide balanced collections which serve the educational, socio-emotional, and recreational needs of our communities through the provision of relevant, accessible physical and digital resources. By providing equitable access to our collections, school libraries safeguard the right of users to seek, receive, and impart information (United Nations 1948, Article 19; South Australia Department of Education, 2020, p.2). Like many of my peers, I was shocked at the different types of censorship affecting libraries (Hilzinger, 2022, January 10; Abed Ali, 2022, January 12). We must be acutely aware of our own biases when managing our resources and resist attempts by others to censor our collections (Morrisey, 2008, p.165; Evans & Saponaro, 2012, p.306).

ETL503 exposed the complex paradigms underpinning the various approaches to collection management. The teacher-librarian in the Collection-Centred Model amasses resources “just in case” (Hughes-Hassell & Mancall, 2005, p.6). Conversely, the Learner-Centred Model and Collaborative Access Model create “just in time collections and position teacher-librarians as guides ensuring equitable, user-friendly access to materials serving user needs (Hughes-Hassell & Mancall, 2005, p.9, Crawford et. al, 2020, p.2). Yet patron-driven models, while increasing user connection to library resources, potentially lead to unbalanced collections where popular titles are prioritised over quality or curriculum resources (Fleishhacker, 2017, p.26, 31).

Therefore, in a rapidly changing information landscape and with increasing budget pressures, it is important for teacher-librarians to future-proof our collections through continual evaluation, ensuring a balance between “just in case” and “just in time” as well as popular and quality resources, and to extend our collections through the provision of curated digital resources and interlibrary loans (Evans & Saponaro, 2012, p.83; Albitz et. al., 2014, p.267; Gregory, 2019, p.9, 37). We must think carefully about the ongoing selection, acquisition, and promotion of our collections (Keeling, 2019, p.4) to ensure we combat overt and covert censorship and meet the ever-changing educational, cultural, recreational, and professional needs of our students (NSW Department of Education, 2017, p.8). Clearly, being an effective teacher-librarian is about so much more than just buying the books we love!

If a library without an effective collection is like a body without a heart, then a collection without a development or management policy is like a body without a brain. Just as the brain co-ordinates the body’s actions, so too does a collection development policy guide the library’s effective operation. A well-written manual with clear policies and procedures is essential for ensuring best practice and effective delivery of relevant, accessible resources and services for the library community (Australian Library an Information Association [ALIA], 2017, p.4).

Early in this course I learned that while collection management and collection development are often used synonymously, they can also refer to separate concepts (Lysaught, 2021a, para.3-4):

(Johnson, 2018, p.1; Gregory, 2019, p.xiv).

Gregory argues that effective collection development policies have three main purposes: to inform, direct, and protect (2011, p.31). Fieldhouse & Marshall extend on this, stating that effective collection development policies function as a ‘contract’ between the library and its community, and are powerful advocacy tools which inform users, guide administration, and justify funding decisions (2011, p.165-166). While Newsum argues that collection development is the teacher-librarians’ exclusive responsibility (2016, p.101), others argue that collection policies are most effective when planned and implemented democratically (Oberg & Schultz-Jones, 2015, p.34; Johnson, 2018, p.83). I believe that while the final responsibility lies with the teacher-librarian as qualified expert, libraries should be as democratic as possible (Lysaught, 2021b, para.14). A collaboratively designed collection policy is an important public relations tool which encourages ownership, understanding, and support from the school community regarding the library’s role, resources, and processes (Kimmel, 2014, p.70). It is crucial that school libraries have strong policies supported by their local community and colleagues (Lysaught, 2022a, January 17). Without them, a library and its resources are vulnerable to misuse and misunderstanding, exposed to challenges, and overall likely to be less effective at meeting users’ needs and interests.

When I inherited the library, the collection was damaged, outdated, and irrelevant (Lysaught, 2022b, para.4). Like many of my peers, there was no Collection Development Policy (Gemell, 2021, December 27; Losanno, 2022, January 1) and as a result the collection was not effectively meeting user needs (Lysaught, 2022b, para.3). The understandings developed during this unit assisted me in conducting my first ever Stocktake (Lysaught, 2022c, para.4), and helped me weed many resources that no longer met the needs and interests of our users (Lysaught, 2021b, para.10).

This is what happens when library hygiene is neglected – we have a collection in desperate need of a weed!

Moving forward, I intend to engage in the Continuous Review, Evaluation and Weeding cycle outlined by Larson (2012, p.13). Library hygiene is a key element of our role as information specialists (Fieldhouse & Marshall, 2011, p.36; Newsum, 2016, p.201). Just as we need to keep our hearts in shape, so too must we ensure that our collections are in shape via continuous needs assessment, evaluation, selection, acquisition, and promotion (Kimmel, 2014, p.17; Johnson, 2018, p.122). I’ve already created a draft selection criteria to help with ETL503 Assessment 1 (Lysaught, 2022b). One of my first priorities in 2022 will be to create a Library Committee where students and staff come together to collaboratively plan, implement, and promote our policy and resources (Lysaught, 2021b, para.12). Once our collection development and management policies are ratified, I intend to present the information to the whole staff body – though making it accessible and entertaining will likely prove to be a challenge (Lysaught, 2022d, January 14; Oddone, 2022, January 23)! By creating a collection development and management policy in partnership with my community, I hope to protect our collection against changes to user interests and needs, to the information landscape, and to the curriculum by planning for continual evaluation and improvement. To quote the well-known adage, if we fail to plan, then we plan to fail!

 

Word count: 1043

 

Bibliography:

Abed Ali, K. (2022, January 12). RE: Key takeaway from your readings on censorship [Online discussion comment]. Interact 2. https://interact2.csu.edu.au/webapps/discussionboard/do/message?action=list_messages&course_id=_58478_1&conf_id=_115077_1&forum_id=_260201_1&message_id=_3899339_1&nav=discussion_board_entry

 

Albitz, B., Avery, C., & Zabel, D. (Eds.). (2014). Rethinking collection development and management. ABC-CLIO, LLC.

 

Australian Library and Information Association [ALIA]. (2017). A manual for developing policies and procedures in Australian school library resource centres (2nd edition). Australian Library and Information Association.

 

Crawford, L. S., Condrey, C., Avery, E. F., & Enoch, T. (2020). Implementing a just-in-time collection development model in an academic library. The Journal of Academic Librarianship 46(2), p.102101.

 

Evans, G. E., & Saponaro, M. Z. (2012). Library and information science text : Collection management basics. ABC-CLIO, LLC.

 

Fieldhouse, M., Marshall, A. (2011). Collection development in the digital age.

 

Fleishhacker, J. (2017). Collection development. Knowledge Quest, 45(4), 24–31.

 

Gemell, L. (2021, December 27). RE: Editing a collection development policy [Online discussion comment]. Interact 2. https://interact2.csu.edu.au/webapps/discussionboard/do/message?action=list_messages&course_id=_58478_1&nav=discussion_board_entry&conf_id=_115077_1&forum_id=_260200_1&message_id=_3853862_1

 

Gregory, V. L. (2011). Collection development and management for 21st century library collections : An introduction. American Library Association.

 

Hilzinger, C. (2022 January 10). RE: Key takeaway from your readings on censorship [Online discussion comment]. Interact 2. https://interact2.csu.edu.au/webapps/discussionboard/do/message?action=list_messages&course_id=_58478_1&conf_id=_115077_1&forum_id=_260201_1&message_id=_3899339_1&nav=discussion_board_entry

 

Hughes-Hassell, & S., Mancall, J. C. (2005). Collection management for youth: responding to the needs of learners. American Library Association.

 

Johnson, Peggy (2018). Fundamentals of collection development and management. ALA Editions.

 

Keeling, M. (2019). What’s new in collection development? Knowledge Quest 48(2), 4-5.

 

Kimmel, S. C. (2014). Developing collections to empower learners. American Library Association.

 

Larson, J. (2012). CREWing children’s materials. In CREW: a weeding manual for modern libraries, (pp. 33-36), Austin, TX: Texas State Library and Archives Commission.

 

Losanno, J. (2022, January 1). RE: Editing a collection development policy [Online discussion comment]. Interact 2. https://interact2.csu.edu.au/webapps/discussionboard/do/message?action=list_messages&course_id=_58478_1&nav=discussion_board_entry&conf_id=_115077_1&forum_id=_260200_1&message_id=_3853862_1

 

Lysaught, D. (2021a, November 15). ETL503 1.1 definition of collection management and collection development. All You Read Is Love. https://thinkspace.csu.edu.au/allyoureadislove/2021/11/15/etl503-1-1-definition-of-collection-management-and-collection-development/

 

Lysaught, D. (2021b, November 22). ETL503 2.1 developing collections. All You Read Is Love. https://thinkspace.csu.edu.au/allyoureadislove/2021/11/22/etl503-2-1-developing-collections/

 

Lysaught, D. (2022a, January 17). RE: Editing a collection development policy [Online discussion comment]. Interact 2. https://interact2.csu.edu.au/webapps/discussionboard/do/message?action=list_messages&course_id=_58478_1&conf_id=_115077_1&forum_id=_260200_1&message_id=_3900966_1&nav=discussion_board_entry

 

Lysaught, D. (2022b, January 14). ETL503 6.1 editing a collection development policy. All You Read Is Love. https://thinkspace.csu.edu.au/allyoureadislove/2022/01/14/etl503-6-1-editing-a-collection-development-policy/

 

Lysaught, D. (2022c, January 6). ETL503 5.1 methods of collection analysis. All You Read Is Love. https://thinkspace.csu.edu.au/allyoureadislove/2022/01/06/etl503-5-1-methods-of-collection-analysis/

 

Lysaught, D. (2022a, January 14). RE: Editing a collection development policy [Online discussion comment]. Interact 2. https://interact2.csu.edu.au/webapps/discussionboard/do/message?action=list_messages&course_id=_58478_1&conf_id=_115077_1&forum_id=_260200_1&message_id=_3900966_1&nav=discussion_board_entry

 

Morrisey, L. J. (2008). Ethical issues in collection development.Journal of Library Administration, 47(3-4), 163-171.

 

Newsum, J. M. (2016). School collection development and resource management in digitally rich environments: An Initial Literature Review. School Libraries Worldwide, 22(1), 97–109.

 

Oberg, D., & Schultz-Jones, B. (eds.). (2015). 4.3.1 Collection management policies and procedures. In IFLA School Library Guidelines, (2nd ed.),  (pp. 33-34). Den Haag, Netherlands: IFLA.

 

NSW Department of Education [NSW DoE] (2017). “Handbook for School Libraries. https://education.nsw.gov.au/teaching-and-learning/curriculum/learning-across-the-curriculum/school-libraries/your-library

 

Oddone, K. (2022, January 23). RE: Editing a collection development policy [Online discussion comment]. Interact 2. https://interact2.csu.edu.au/webapps/discussionboard/do/message?action=list_messages&course_id=_58478_1&conf_id=_115077_1&forum_id=_260200_1&message_id=_3899262_1&nav=discussion_board_entry

 

South Australia Department of Education. (2020). Selecting and using resources for educational purposes guideline. https://www.education.sa.gov.au/doc/selecting-and-using-resources-educational-purposes-guideline

 

United Nations (1948). Universal Declaration of Human Rights. https://www.un.org/en/about-us/universal-declaration-of-human-rights

ETL402 Assessment 2 Part B: Reflective Blog Post

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ETL402 has greatly expanded my understanding of how children’s literature is more than a literacy tool only useful in the English classroom. This unit has built on the knowledge I’ve developed over the last 10 years as an English/History teacher and expanded my understanding of new literacies and text types that have evolved (largely due to new technologies) since I finished my Master of Teaching in 2011.

Literary learning – teaching curriculum content through literature – is a powerful tool to develop students’ multiliteracies. In a changing information landscape, it is crucial that we develop multiliterate students who are flexible, have the skills to reformulate knowledge and practice, and can make meaning via multiple modes and formats (Anstey & Bull, 2006, p.19-21; Gorgon & Marcus, 2013, p.42). Sometimes as classroom teachers we can get stuck in a rut and it’s hard to find the time to explore new developments. ETL402 exposed me to new, exciting text types such as digital narratives (Lysaught, 2022a, para.4-6) and emphasised that teacher-librarians, acting as a mediators for time-poor classroom teachers, should seek out, explore, and curate useful resources to ensure that our colleagues have the best tools possible to teach our students (Braun, 2010, p.47; Lysaught, 2022b, para.6).

While many ETL401 readings emphasised that libraries were about more than just books (Lysaught, 2021a, para.8-9; Lysaught, 2021b, para.7-8, 15), ETL402 reminded me about reading’s importance and the value of literature across the curriculum (Lysaught, 2021c, para.1, 5). Like my peers (Poyitt, 2021, para.1), it troubles me that so many teens I work with simply don’t read. ETL402 made me question my own practices, preferences, and habits (Lysaught, 2021e, para.1-2). Many readings and discussions explored the reasons why people read or don’t, leading me to create these infographics:

These readings gave me valuable insights and inspiring strategies to inform my future practice as I work towards building a whole-school reading culture (Fulton, 2021, para.1; Shaw, 2021, para.2-9; Lysaught, 2022b, para.5; Lysaught, 2022c, para.2-3; Lysaught, 2022d, para.4-6). Literary learning is a particularly exciting way to build whole-school reading culture which I plan to implement to benefit my school community, as summarised in my infographics which I plan to share with my colleagues:

Moving forward, I understand that as information specialist, curriculum leader, and literacy expert, I should:

  • Offer professional development opportunities for staff wishing to engage their students with literary learning;
  • Collaboratively plan for the implementation of literary learning with classroom teachers;
  • Implement literary response strategies with my own classes and support colleagues’ implementation e.g. Book Bento Boxes, Literature Circles;
  • Curate appropriate resources to support staff and student needs and interests;
  • Encourage further investigation and continued pleasure reading with a diverse, relevant, accessible collection;
  • Effectively display and promote relevant materials as well as successful literary learning units via parent bulletins, social media, staff meetings, and school reports;
  • Work with other stakeholders (e.g. Head Teacher Teaching and Learning, Literacy Committee Co-ordinator) to collect and analyse data determining the efficacy of literary learning;
  • Draw upon the expertise and strengths of numerous staff to build a more effective whole-school reading culture which supports students’ personal and academic needs;
  • Be responsive to the changing information landscape, time-pressures, and other issues (e.g. Covid restrictions) which may hinder implementation of collaborative practice

 

Bibliography:

Allington, R. L., & Gabriel, R. E. (2012). Every child every day. Educational Leadership, 69(6), 10-15.

Anstey, M., & Bull, G. (2006). Chapter 2: Defining multiliteracies. In M. Anstey & G. Bull (Eds.) Teaching and learning multiliteracies: Changing times, changing literacies. International Reading Association.

Barone, D. M. (2010). Children’s literature in the classroom: Engaging lifelong readers. Guildford Publications.

Braun, P. (2010). Taking the time to read aloud. Science Scope, 34(2), 45-49.

Brugar, K. A., & McMahon Whitlock, A. (2019). “I like […] different time periods:” elementary teachers’ uses of historical fiction. Social Studies Research and Practice 14(1), 78-97.

Carrillo, S. (2013, June 14). The power of a single story. Facing History & Ourselves. https://lanetwork.facinghistory.org/the-power-of-a-single-story/

Combes, B., & Valli, R. (2007). Fiction and the twenty-first century: A new paradigm? Paper submitted to Cyberspace, D-world, e-learning. Giving schools and libraries the cutting edge, 2007 IASL Conference, Taipei, Taiwan.

Daley, P. (2014, November 6). Anzac and Gallipoli are the novelist’s terrain as much as the historians. The Guardian. https://www.theguardian.com/books/australia-books-blog/2014/nov/06/-sp-anzac-gallipolli-novelists-terrain-as-much-as-historians

Dickenson, D. (2014). Children and reading: literature review. University of Western Sydney, Australian Government, and Australia Council for the Arts.

Donnelly, D. (2017). Multi-platformed historical fiction: Literacy, engagement and historical understanding. SCAN 36(3), 43-47.

Earp, J. (2015, March 3). The power of a good book. Teacher. https://www.teachermagazine.com/au_en/articles/the-power-of-a-good-book

Fulton, A. (2021, November 17). Re: 1.2: Affirmative action – examples of practice [Online discussion comment]. Interact 2. https://interact2.csu.edu.au/webapps/discussionboard/do/message?action=list_messages&course_id=_58477_1&conf_id=_115076_1&forum_id=_259135_1&message_id=_3855912_1&nav=discussion_board_entry

Gaiman, N. (2013, October 16). Why our future depends on libraries, reading and daydreaming. The Guardian. https://www.theguardian.com/books/2013/oct/15/neil-gaiman-future-libraries-reading-daydreaming

Gorgon, B. & Marcus, A. (2013). Lost in transliteracy: How to expand student learning across a variety of platforms. Knowledge Quest, 41(5), 40-45.

Howard, V. (2011) the importance of pleasure reading in the lives of young teens: Self-identification, self-construction and self-awareness. Journal of Librarianship and Information Science, 43(1), 46-55. https://doi.org/10.1177/0961000610390992

Ipri, T., & Newman, B. (2017). Beginner’s guide to transliteracy: Where did the term transliteracy come from? Libraries and Transliteracy. https://librariesandtransliteracy.wordpress.com/beginners-guide-to-transliteracy/

Jorm, M. & Robey, L. (2020, December 7). Libraries as literacy leaders. National Education Summit. https://nationaleducationsummit.com.au/new-blog/librariesasliteracyleaders

Kidd, D. C., & Castano, E. (2013). Reading literary fiction improves theory of mind. Science 342(6156), 377-380.

Krashen, S. D. (2011). Free voluntary reading. ABC-CLIO, LLC.

Lysaught, D. (2021a, July 19) ETL401 assessment 1: What is the role of the teacher librarian? All You Read Is Love. https://thinkspace.csu.edu.au/allyoureadislove/2021/07/19/etl401assessment1/

Lysaught, D. (2021b, August 29) ETL401 3.2 the role of the teacher librarian: LIBERating our perceptions.  All You Read Is Love.

https://thinkspace.csu.edu.au/allyoureadislove/2021/08/29/3-2-the-role-of-the-teacher-librarian-liberating-our-perceptions/

Lysaught, D. (2021c, July 19) ETL402 half-session reflections: The function of historical fiction in secondary schools. All You Read Is Love.

https://thinkspace.csu.edu.au/allyoureadislove/category/etl402/

Lysaught, D. (2021d, December 26) ETL402 3.1 strategies to leverage a love of reading. All You Read Is Love.

https://thinkspace.csu.edu.au/allyoureadislove/2021/12/26/etl402-3-1-strategies-to-leverage-a-love-of-reading/

Lysaught, D. (2021e, December 31) Top reads 2021. All You Read Is Love.

https://thinkspace.csu.edu.au/allyoureadislove/2021/12/31/top-reads-2021/

Lysaught, D. (2022a, January 3) ETL402 5.1 practical idea and digital text to support literary learning. All You Read Is Love.

https://thinkspace.csu.edu.au/allyoureadislove/2022/01/03/etl402-5-1-practical-idea-and-digital-text-to-support-literary-learning/

Lysaught, D. (2022b, January 10) ETL402 6.1-2 teaching and promotion strategies for using literature. All You Read Is Love.

https://thinkspace.csu.edu.au/allyoureadislove/2022/01/10/etl402-6-1-2-teaching-and-promotion-strategies-for-using-literature/

Lysaught, D. (2022c, January 17) ETL402 6.3 responding to literature: The read aloud. All You Read Is Love.

https://thinkspace.csu.edu.au/allyoureadislove/2022/01/17/etl402-6-3-responding-to-literature-the-read-aloud/

Lysaught, D. (2022d, January 17) ETL402 6.2 curriculum-based literary learning: Year 9 English power and freedom. All You Read Is Love.

https://thinkspace.csu.edu.au/allyoureadislove/2022/01/17/etl402-6-2-curriculum-based-literary-learning-power-and-freedom/

Manuel, J., & Carter, D. (2015). Current and historical perspectives on australian teenagers’ reading practices and preferences. Australian Journal of Language and Literacy 38(2), 115-128.

Poyitt, B. (2021, November 29). Re: 1.2: Affirmative action – examples of practice [Online discussion comment]. Interact 2.

https://interact2.csu.edu.au/webapps/discussionboard/do/message?action=list_messages&course_id=_58477_1&conf_id=_115076_1&forum_id=_259135_1&message_id=_3855912_1&nav=discussion_board_entry

Rodwell, G. (2019). Using fiction to develop higher-order historical understanding. In T. Allender, A. Clark & R. Parkes (Eds.), Historical thinking for history teachers: A new approach to engaging students and developing historical consciousness (p.194-207). Allen & Unwin.

Shaw, B. (2021, December 22). Re: 3.1: Strategy to leverage a love of reading [Online discussion comment]. Interact 2. https://interact2.csu.edu.au/webapps/discussionboard/do/message?action=list_messages&course_id=_58477_1&nav=discussion_board_entry&conf_id=_115076_1&forum_id=_259138_1&message_id=_3855937_1

Smith, A. K. (2019, October 14). Literature has the power to change the world. Here’s how. Books At Work. https://www.booksatwork.org/literature-has-the-power-to-change-the-world-heres-how/

Stower, H. & Waring, P. (2018, July 16). Read like a girl: Establishing a vibrant community of passionate readers. Alliance of Girls Schools Australia. https://www.agsa.org.au/news/read-like-a-girl-establishing-a-vibrant-community-of-passionate-readers/

Taylor, T., and Young, C. (2003). Making history: a guide for the teaching and learning of history in Australian schools. Curriculum Corporation.

Wadham, R. L., Garrett, A. P., Garrett, E. N. (2019). Historical fiction picture books: the tensions between genre and format. The Journal of Culture and Values in Education 2(2), 57-72.

Whitten, C., Labby, S., & Sullivan, S. L. (2016). The impact of pleasure reading on academic success. The Journal of Multidisciplinary Graduate Research 2(4), 48-64.

Wu, Y., Mallan, K., & McGillis, R. (2013). Reimagining the world: Children’s literature’s responses to changing times. Springer.

Young, S. (2012). Understanding history through the visual. Language Arts 89(6), 379-395.

 

 

Creative Commons License The infographics in this post are licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.

ETL402 6.1-2 Teaching and Promotion Strategies for Using Literature

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Reflect on your personal theoretical stance on the teaching of literature and how this is evidenced in your practice.

Reflect on your own and your professional colleagues’ knowledge of literature. Identify an occasion when you successfully connected a book with a child or group of students and how your knowledge of the book facilitated this process. Identify possible opportunities for a teacher librarian to respond to this research within the library and beyond to support teacher colleagues.

There are three theories regarding the teaching of literature. Transmission theories posit that the teacher transmits learning to the students, who are empty vessels willingly waiting to receive this information. While this approach can be useful for the direct, explicit instruction of certain aspects of literature (e.g. the definition of a literary device) the focus on the teacher at the expense of student involvement can limit engagement and higher order thinking. Student-centred theories put the focus back on students, allowing them greater control over their learning and thus more motivated to learn. However, student-centred theories are not without their flaws, since they fail to account for the social aspects of learning. Socio-cultural theories of learning fill this gap, arguing that learning takes place within specific social contexts and to serve specific needs. 

In my own teaching practice there is a definite focus on socio-cultural theories. Student ownership and engagement, adjustments to their zone of proximal development, and building strong relationships within the learning community of our classroom have been key elements that I have tried to implement in my own practice over the past decade. As such, I have been a strong proponent of literature circles in my time as an English teacher and have found that they can elevate the quality of literary understanding. This module has explored some other interesting strategies, some of which I’ve heard about before, some of which are new. I’m inspired to try a number or adjust of them in the context of the new understandings I’ve developed as a result of this unit: 

  • Publishing staff and student works in a school magazine (Reading Today [RT], 2010)
  • Writing competitions supporting curriculum outcomes (RT, 2010)
  • Silent and wide reading activities (Krashen, 2011; Fisher & Frey, 2018)
  • Read-alouds (Krashen, 2011; Jewett et. al., 2011)
  • Book displays (Krashen, 2011)
  • Food incentives (Krashen, 2011; Jewett et. al., 2011)
  • Recommendations or ‘blessed books’ (Krashen, 2011; Jewett et. al., 2011; Fisher & Frey, 2018)
  • Book clubs involving respected staff to model positive reading habits (Beach et. al., 2011; Jewett et. al., 2011; Fisher & Frey, 2018)
  • Book bento boxes (Bales, 2018)

I think that it is crucial for teachers to have a strong knowledge of children’s and young adult literature. However, the increasingly complex nature of teaching and escalating workloads often mean that staff have little time to read widely in these formats. This is where a well-read teacher librarian who prioritises this activity can show their value and provide displays and book lists to enable staff and students to make effective reading choices. Indeed, it is impossible to read all potentially engaging texts on one’s own, and this is where recommendations by trusted content creators such as Facebook book clubs, librarians on Instagram, GoodReads, practitioner blogs, and other publishers come in handy. Following hashtags such as #LoveOzYA, #booktok, and #WeNeedDiverseBooks can also benefit time-poor teachers looking to connect their students with meaningful, relevant literature.

Last year I can think of three separate occasions where I was in a position to have a positive impact on the reading choices of my students. The first was a Year 9 student who is already a voracious reader and had just devoured the Scythe series; I recommended the Obernewtyn Chronicles and the Throne of Glass novels, both of which spurred entrance into an additional fandom for this student. The second was a student in Year 7 who was looking for something to read for the Premier’s Reading Challenge. After a quick conversation I ascertained that her interests might be excited by Westerfeld’s Leviathan series, which presents an alternative steampunk version of WWI from the perspectives of a girl disguised as an British airman and the exiled son of the assassinated Archduke Franz Ferdinand. The third, and most rewarding, example was when I connected a disengaged Year 10 student (who had been forced to repeat) with The Story of Tom Brennan, and his English teacher told me later than he’d been talking about it in class. I was so proud of him and it was such a fantastic moment to see the impact that my recommendations could have on our students. 

It really comes back to the first two Australian Professional Standards for Teachers about professional knowledge: 1. know students and how they learn, and; 2. know the content and how to teach it. While we might not be teaching traditional content in a conventional classroom, our content is literature and we have to know our stuff and our students to effectively support our school’s learning needs. 

 

Bibliography:

Bales, J. (2018, September 24). Book bento boxes. JB on not Just Books [blog]. https://jenniebales.wordpress.com/2018/09/24/book-bento-boxes/ 

Beach, R., Appleman, D., Hynds, S., & Wilhelm, J. (2011). Teaching literature to adolescents. Taylor and Francis.

Fisher, D. & Frey, N. (2018). Raise reading volume through access, choice, discussion, and book talks. Reading Teacher, 72(1), 89-97. https://doi.org/10.1002/trtr.1691

Jewett, P. C., Wilson, J. L. & Vanderburg, M. A. (2011). The unifying power of a whole school read. Journal of Adolescent & Adult Literacy, 54(6), 415-424. https://doi.org/10.1598/JAAL.54.6.3 

Krashen, S. D. (2011). Free voluntary reading. ABC-CLIO, LLC.

A culture of reading (2010). Reading Today [RT], 27(6), 38.

ETL503 5.1 Methods of Collection Analysis

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From your readings of module 5.1,  discuss which collection methods are suitable and practical in school libraries, and which ones you will use. 

As teacher-librarians, one of our core responsibilities is to identify the needs of our learning community and then figure out what we have and what we require to ensure those needs are served effectively and efficiently. The readings for this module reveal that a balance of qualitative and quantitative methods can help teacher-librarians discover and meet these needs with our existing collections and future purchases. Some of the methods outlined in Johnson’s (2018) chapter fit the ‘just in case’ collection development paradigm, while others exemplify the ‘just in time’ approach.

In my secondary library, I already use circulation statistics from our library management system, Oliver, as well as from Wheelers ePlatform which hosts our online library collection. For these eresources I will also conduct cost-per-use analysis to determine whether to renew all of our subscriptions later this year (we currently subscribe to 3 packages through Wheelers: ebooks, audiobooks, and the Wellness collection). 

I have just completed a stocktake of our non-fiction, biography, and senior fiction collections since circulation data indicated that they were our least used resources. During this process I was able to conduct a direct collection analysis/shelf scanning, though I didn’t realise that this was what it was called at the time! During this process I was able to not only become familiar with our collection, but also to determine whether these resources were still relevant and in good condition. Our shelves have gone from an overpacked, outdated, uninviting mess to a more streamlined collection which will hopefully allow students to identify relevant materials more effectively. One thing I realised was that sometimes poorly performing resources might still be valuable, but need to be displayed or promoted in a more effective manner. However, this was definitely a time-consuming process and not one which could be conducted easily every year!

 

I’d also love to begin more qualitative methods of collection analysis this year. One of my 2022 goals is to establish a student-led library committee, and we could incorporate other methods such as focus groups and more regular user opinion surveys (for my last one, only 11 staff out of 95 responded). I have also tried to get staff to share their assessments with me so that I can conduct curriculum mapping, but this task often gets put aside and forgotten amidst the rush of term so I’ll try to find new ways to get my hands on their tasks. List checking, for example against lists such as the Suggested Texts for the English K-10 Syllabus (2012) or the NSW Premier’s Reading Challenge, is another useful qualitative way to analyse the relevance and quality of our library collection. 

I think it would be interesting to see whether the gaps in our collection could be filled by resources available at other local libraries; however, while this might be a cost effective way to ensure the needs of our learning community are met, it is hard to quantify using data and when we pass these ‘sales’ (so to speak!) to other libraries they don’t appear on our statistics which makes it difficult to prove the value of the school library’s work to the powers that be. The importance of advocating our value is a recurring theme in this course, and I’d love to be able to include some of these qualitative and quantitative collection analysis methods in our annual School Report to show students, staff, and parents the complicated nature of our work and how we are supporting their learning and recreational needs.

ETL402 4.1 Digital Publishing Trends

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Identify one trend that you have experienced in an educational or library setting and reflect on how this could shape or inform future library services.

Just before she left and I took over, the previous teacher librarian at our school purchased an ebook subscription via Wheelers ePlatform for our library. It was slow to take off (possibly because of our school’s mobile phone/BYOD policy and DEAR procedures) but became more popular during online learning and in the school holidays, which suggests that many of our students enjoy the continued flexible access it provides. A lot of our staff have also taken advantage of the online library collection. During online learning I expanded the collection to include an Audiobook and Wellness package, though I’m not sure if these are providing value for money at the moment. Based on our current data over the past 12 months, it’s worked out at around $13 per resource that has been borrowed. I suppose it’ll take time, effort, and patience (as well as continued advertising and promotion!) to build a general culture of reading in our school, let alone one that relies on digital access! 

However, one issue associated with these online collections (apart from the inequities around technology and internet access) is that the Australian Government’s lending rights payments aren’t currently extended to digital formats despite their increasing popularity. It’ll be interesting to see how this issue proceeds over the next few years.

I’m personally really interested in how transmedia storytelling and gamification can help build engagement with literature. As a classroom teacher I’ve often relied on role-plays and simulations to engage my students and deepen their understanding of historical periods and concepts as well as literary themes. The year I advertised Year 11 Ancient History by stating we’d be investigating Assassin’s Creed: Origins we had enough students to create an extra class!  While a lot of the articles in the readings for this module focused on technology-based gaming as a resource, I think there’s a lot of potential in analogue, ‘old-school’ games too. For instance, a few years ago I was able to teach a unit on ballads and narrative poetry by getting my Year 8s to play Dungeons and Dragons. In my experience I’ve found that Mary Poppins was right, and regardless of the way the game is delivered, if it’s fun, they’ll learn.

One particular example I can think of where transmedia storytelling could be used in the library to support curriculum outcomes and pleasure reading is our Year 9 English unit on Survival. Students could play/watch the prologue of a digital game such as The Last of Us as a fun hook activity; honestly, this introduction is one of the best, most emotional examples of digital storytelling I’ve ever played. This could be supplemented throughout by a role-play/simulation that drew on elements of tabletop gaming to test their own survival skills. The library could provide the space/resources for these activities, and the TL could co-teach the role-play lessons to encourage engagement with library resources and staff.

ETL402 3.1 Strategies to Leverage a Love of Reading

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Consider the key arguments presented in the theory you have read and how this is evidenced in the varied activities incorporated in the Read Like a Girl project. Identify one strategy that you could leverage in your school or library to promote a love of reading.

 

The big takeaway I got from the readings on this topic was that access is the crucial first step in helping students develop a love of reading. Much like Kevin Costner’s character in Field of Dreams, if we offer enough opportunities for our students to engage with our collections then hopefully it will tap into the one of the 5 reasons Howard (2011) gave for personal pleasure reading: entertainment, escape, relaxation, imagination, and reassurance.

I work in a high school and since teenagers are naturally social creatures (despite their occasionally anti-social behaviours!) I’ve been trying to leverage their love of social capital with the activities I’ve implemented this year in the library, such as:

– Student Media Team which allows students to publish reviews and content that they’re passionate about

– Babble, Books and Breakfast which encourages students into the library space where they can catch up for breakfast with our Welfare team (and hopefully talk about and borrow reading materials while they’re there!)

– Staff and Student Book Club which I’ve been promoting via emails, social media and posters

Next year we’re unfortunately removing our DEAR program and shortening our roll calls to 10 minutes, which means that I’ll have to find new, creative ways to encourage students to read for pleasure. It’ll also be interesting to see if the current cohorting model remains in NSW, since this will drastically limit the scope of my plans. I’m taking a Year 7 English class in 2022, and I’m in discussions with the English faculty to encourage fortnightly lessons in the library which allow students to choose their own reading materials. I’m looking to implement new social gatherings such as First Chapter Friday (where I’ll read a chapter of a favourite book to our students; hopefully other teachers will also jump on board!) and fan-fiction competitions. I’d also love to show that our school values reading achievement in the same way it values sporting achievements, and have put in a budget submission to allow me to purchase and award medals to our monthly top borrowers. Fingers crossed that it gets approved, though even if it doesn’t I will probably take it out of the library budget anyway.

ETL503 2.1: Developing Collections

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  • Discuss how the teacher librarian’s expertise and role is different from that required by all teachers.
  • Share ideas on how teacher librarians might effectively collaborate with the school community in the selection of resources in a school with which you are familiar.
  • Consider also how to engage your learners in selection of resources for their school library.
  • Who should have the final say on what is included? Why?

From my understanding of the readings set for this module (and my personal experience working in a high school library), there are a number of ways that the teacher librarian’s role and expertise differs from the expectations of all other teachers. The main three that I can tell are:

a) that the TL’s role is poorly defined and seems to be whatever the school requires, whereas a classroom teacher is working from a clearly defined curriculum document;

b) that the TL’s curriculum knowledge spans multiple subjects, general capabilities, and cross-curricular priorities, whereas in the secondary setting most classroom teachers might only have knowledge of two subject areas (and most likely only work within one); and

c) that TLs are in the privileged position of seeing students across different subject areas throughout their time at the school.

As a result, TLs are uniquely placed to know the diverse interests and capabilities of their students and can use their wide-ranging curriculum knowledge to develop collections to support the needs of their learning community.

However, it takes a village to raise a child and schools are no exception. I inherited a library that still has content from when the school was founded in 1976, which means that there is a lot of material that I simply don’t know about or that is irrelevant to the changing needs of today’s teachers and learners. One way I will get my head around this is by conducting a stocktake in a few weeks time, followed by a review of the physical resources once this subject is completed.

I have also collaborated with members of my school community by sending out a survey to staff asking if they had any recommendations for our library collection, and as a result I was able to stock up on relevant learning materials that will better support the staff as they implement their learning programs. I’m in the process of collecting the units of work for each faculty so that I can design displays and curate resources to help staff and students with their work.

Our library is sadly closed to students due to Covid restrictions and our finances had to be finalised in week 2 of this term so no more purchases can take place this year, but next year I plan to form a library committee with students who can help recommend books and other resources that they and their peers might enjoy and find useful. I feel that this will be useful especially with the development of our manga collection (one of the most popular in our library) since I’m not entirely up to speed with the different series that our students seem to love.

One final way that I’m collaborating with my school community is to build a digital space to complement our physical space. I’ve worked hard this year to build a virtual library using Wheelers ePlatform and promoting it via the school’s official Facebook and Instagram accounts. Next year I’d love to build more excitement and increase student ownership of the library collection by creating ‘unboxing’ videos which showcase our new purchases.

While I believe that libraries should be largely democratic, the final say will be mine. While staff and students can request resources and should definitely have a role in shaping a library that is relevant for them, the expertise and responsibility ultimately lies with the Teacher Librarian. After all, I’m the one who will cop the blame if there are any complaints, and therefore I’m the one responsible for creating a collection development and management policy that can justify purchases and stand up to potential challenges. It’s all well and good for a staff member to request that we stock the Outlander series (true story!) or for students to want more copies of the raunchy Food Wars series (it’s amazing how much our teen boys love these images 😂) but if it doesn’t serve the teaching and learning needs of our school community then I have to be prepared to reject these requests. A well-developed collection development and management policy can be a crucial tool in situations like these.

ETL402 2A: Introduction to Children’s Literature

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As an English teacher, I am already quite familiar with children’s literature and the benefits of reading for pleasure. Nonetheless, it has been interesting starting this subject to consider recent research and trends in this area.

One thing mentioned in the research that I can definitely back up with anecdotal observation is the trend for interest in reading for pleasure to drop off between the ages of 9-12. The research mentioned that this could be because of competing demands on children’s time as they get older and a growing sense that reading for pleasure isn’t valued as a leisure activity, especially in contrast with competing entertainment platforms such as the internet and gaming. I also think that for many students their identity as ‘non-readers’ and the perception that reading is something ‘nerdy’ only done by a specific type of person has been established by the time they hit high school. This issue seems to be compounded by the limited amount of books relevant to struggling teen readers (especially boys!). If a student has a lower reading ability in high school they are often limited to texts where the content (characters, events, themes) is more relevant for a younger audience; it would be nice if publishers recognised the need for age-appropriate content and cover designs on easy-to-read books. This is perhaps one area where the flexibility of ebooks and audiobooks could be highlighted by school librarians as a potential solution for students who perceive themselves as ‘struggling readers’.

Also supported by my own observations are the statements in the research about the continued popularity of series fiction. The students who regularly borrow from our school library are often borrowing texts from the same authors or series, which shows that once you hook a reader with a specific set of characters or world they are more likely to continue to engage due to the comfort of familiarity. Many of our manga series such as My Hero Academia,  Death Note, Fullmetal Alchemist, and Fairy Tale are incredibly popular and many of the students read them as a friendship group, which increases their cultural capital within that group. Teacher librarians could capitalise on this by promoting Book Clubs where students and staff read from a curated book list and discuss their experiences of reading these texts. These book clubs can also serve the purpose of reframing student perceptions about who counts as a ‘reader’. Series fiction is also incredibly popular, with titles such as the Wings of Fire and Arc of the Scythe series providing students a chance to engage with an imagined world over the course of several books. Teacher librarians can capitalise on the popularity of these texts by promoting fan-fic activities and through displays recommending their next reads based on their previous favourites.

It can be hard to keep up with trends in children’s literature. One strategy that teacher librarians can utilise is to follow websites and blogs such as Goodreads and Booktopia. Another is to use technology and social media platforms as a way of tracking popular resources, such as the #booktok or #bookstagram tags. A third is to regularly visit bookstores and local libraries (either the physical location or their online space) to see which books are popular right now and engage with the people selling and promoting these resources in a different setting. Most important is the need for teacher librarians to carve out time for their own reading of these texts. Not only will this allow us to engage in meaningful conversations with our students about these texts (increasing our own cultural capital i.e. ‘cool’ factor with certain groups of students!) but it will also allow us to show that reading for pleasure is a valuable activity that should be likewise valued by our school community. It’s hard for us to advocate for the importance of reading for pleasure if we aren’t taking the time to walk the walk (or read the read, as the case may be).

ETL401 Assessment 3 Part C: Reflections

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Starting out, I had a narrow understanding of the various roles and responsibilities of teacher-librarians. Comparing my blog posts reveals my developed understanding (Lysaught, 2021a cf. 2021b). I had never heard the terms information literacy or fluency, and although I am working in a TL position in a school with inquiry units, they’re mainly PBL units concentrating on the product rather than directed by an information literacy model focusing on the process.

This unit emphasised that students need multiple strategies to help them find, evaluate, and apply information in their lives so they can actively and ethically participate as lifelong learners in the workforce and global community. While nominally “digital natives”, our students aren’t inherently equipped to navigate information, often taking easy solutions, giving up, or believing misinformation (Coombes, 2009; O’Connell, 2012). This unit illustrated schools must explicitly teach information literacy to develop independent, responsible, and respectful information users (Berg et. al., 2018; Kulkarni, 2021). Students must understand their rights and responsibilities as global citizens and cannot do this effectively without the necessary preparation (Lysaught, 2021c).

Information Literacy, embedded in the Australian Curriculum as the oft-forgotten and poorly implemented General Capabilities, develops the 21st century learning skills our students need to navigate increasingly popular internet and social media platforms (Jacobson, 2010; Common Sense Media, 2019; Australian eSafety Commissioner, 2021). Our Generation Z/Alpha students look to their parents as trusted news sources (Notley et. al., 2020), a problematic approach given Generation Y’s ineptitude (Coombes, 2009, p.38). Government legislation has failed to keep up with the evolving information landscape and unethical behaviours (Australian Competition and Consumer Commission, 2020, para.70). Schools must step in to fill this void.

This subject proved “information literacy is at the heart of inquiry learning” (Fitzgerald, 2015a, p.17). I now know inquiry units framed by an IL model support Generation Alpha’s preferred learning styles (McCrindle, 2019), accelerating social/emotional learning and learner autonomy (Consortium for School Networking, 2021). Inquiry learning framed by IL models benefits students, teachers, librarians, educational leaders, and parents (Maniotes et. al., 2015 p.212-215). Teacher-librarians should be familiar with multiple models to flexibly serve the learning needs of their students and so I expanded my awareness of inquiry learning models by exploring Big 6 (Big6.org, 2015), PLUS (Herring et. al. 2002, 2007, 2011), the NSW (2020) ISP and Information Fluency Framework (Wall, 2018, 2019, 2021; Cook, 2021; Grimmett, 2021). This gave me a deeper grasp of research processes, my own research methods, and an appreciation for the confused frustration that our students feel!

The ISP/GID model struck me as most useful for my context due to its emotional stages and collaborative practice (Lysaught, 2021d). My research expanded my comprehension of the way GI moves away from unenjoyable imposed questions (Gross, 2006, p.31) to promote the Third Space Merger (Maniotes et. al., 2015, p.22-23) and authentic learning for an authentic audience (Sorensen, 2019, p.30). Crucially, GI encourages transfer of skills across learning areas (Garrison & Fitzgerald, 2017). I envisage GI being successful at my school, though I need to ensure adequate time, planning, resourcing, and staff buy-in: “If you want to go fast, go alone; if you want to go far, go slow” (Leung et. al., 2021).

One prevailing misconception is teacher-librarians primarily focus on books and reading (Lysaught, 2021a). While improving literacy is important, it isn’t the teacher-librarian’s sole responsibility (Herring, 2007, p.29). Bonanno (2011a) states we should promote our specialist services, look for ways to be relevant, and “claim our space” to avoid becoming an “invisible profession”. I’ve learned teacher-librarians, as information and curriculum specialists, are uniquely positioned to teach information literacy explicitly and develop transliterate communities in ways other teachers are not (Lysaught, 2021e). Research repeatedly shows the positive impacts trained teacher-librarians have on student achievement (Bonanno, 2011b). Active teacher-librarians – supported by and collaborating with their colleagues – act as the glue connecting otherwise disparate learning areas (Lysaught, 2021e, 2021f).

As a result of my work in ETL401, I can now see many ways to positively contribute to my school’s Strategic Improvement Plan goals to enhance learning culture and wellbeing to improve student engagement, results, and belonging. In addition to improving student achievement, collaborative teaching of information literacy through inquiry learning draws together both aspects of our position – our teacher hat and librarian hat – and allows us to increase our visibility, advocate our value, and change public perceptions about our roles. What has struck me throughout this unit is the power of social media/networking as a promotional tool for teacher-librarians; as I move forward in this role I intend to continue learning from colleagues and triumphantly claim my space.

To conclude, I leave you with one final wordcloud of my ETL401 posts:

Word Count: 746

 

Bibliography:

Australian Competition and Consumer Commission. (2020, August 5). The ACCC’s Digital Platforms Inquiry and the need for competition, consumer protection and regulatory responses. https://www.accc.gov.au/speech/the-acccs-digital-platforms-inquiry-and-the-need-for-competition-consumer-protection-and-regulatory-responses

Australian eSafety Commissioner (2021). eSafety research: the digital lives of Aussie teens. https://www.esafety.gov.au/sites/default/files/2021-02/The%20digital%20lives%20of%20Aussie%20teens.pdf

Berg, C., Malvey, D., Donohue, M. (2018, April 7). Without foundations, we can’t build: information literacy and the need for strong school library programs. In the Library with the Lead Pipe. http://www.inthelibrarywiththeleadpipe.org/2018/strong-school-library-programs/

Big6.org (2015). Welcome to the Big6! Inquire every day and every way with the Big6! The Big6. https://thebig6.org/

Bonanno, K. (2011a). ASLA Keynote Speaker: A profession at the tipping point: time to change the game plan. [Video]. Vimeo. https://vimeo.com/31003940

Bonnano, K. (2011b). Opinion: do school libraries really make a difference? Incite 32(5), 5.

Common Sense Media (2019). The Common Sense census: media use by tweens and teens. https://www.commonsensemedia.org/sites/default/files/uploads/research/2019-census-8-to-18-key-findings-updated.pdf

Consortium for School Networking. (2021). Driving K-12 innovation: 2021 hurdles and accelerators. https://cosn.org/k12innovation/hurdles-accelerators

Cook, A. (2021). Shaping a framework for information fluency. Scan, 40(1), 4-10.

Coombes, B. (2009). Generation Y: are they really digital natives or more like digital refugees? Synergy 7(1), 31-40.

Fitzgerald, L. (2015a). Guided inquiry in practice. Scan 34(4), 16-27.

Garrison, K., & Fitzgerald, L. (2017) ‘It Trains Your Brain’: Student reflections on using the Guided Inquiry Design process. Synergy, 15(2), 1-6.

Grimmett, C. (2021). Trialling the Information Fluency Framework: a report from the pilot schools. Scan 40(9), 10-14. https://education.nsw.gov.au/content/dam/main-education/teaching-and-learning/professional-learning/scan/media/documents/vol-40/Scan_40-9_Oct2021_AEM.pdf

Gross, M. (2006). Studying Children’s Questions: Imposed and Self-Generated Information Seeking at School. Scarecrow Press.

Herring, J., Tarter, A. M., & Naylor, S. (2002). An evaluation of the use of the PLUS model to develop pupils’ information skills in a secondary school. School Libraries Worldwide 8(1), 1-24.

Herring, J. (2007). Chapter 2: Teacher librarians and the school library. In S. Ferguson (Ed.) Libraries in the twenty-first century: charting new directions in information (pp.27-42). Wagga Wagga, NSW: Centre for Information Studies, Charles Sturt University.

Herring, J., & Bush, S. (2011). Information literacy and transfer in schools: implications for teacher librarians. The Australian Library Journal, 60(2), 123-132. https://doi.org/10.1080/00049670.2011.10722584

Jacobson, H. F. (2010). Found it on the internet: Coming of age online. American Library Association.

Kulkarni, M. (2021, January 27). Young people like me need to be taught how to navigate the news. ABC Education. https://education.abc.net.au/newsandarticles/blog/-/b/3926480/young-people-like-me-need-to-be-taught-how-to-navigate-the-news?sf242496742=1

Leung, N., Radziminski, F., & Tortevski, C. (2021, August). Leading literacy change in schools [webinar]. Edutech Conference 2021, Australia.

Lysaught, D. (2021a, July 19). ETL401 assessment 1: what is the role of the teacher librarian? All You Read Is Love. https://thinkspace.csu.edu.au/allyoureadislove/2021/07/19/etl401assessment1/

Lysaught, D. (2021b, August 29). 3.2 the role of the teacher librarian: LIBERating our perceptions. All You Read Is Love. https://thinkspace.csu.edu.au/allyoureadislove/2021/08/29/3-2-the-role-of-the-teacher-librarian-liberating-our-perceptions/

Lysaught, D. (2021c, July 31). 2.5 TL in the information landscape [Online discussion comment]. Interact 2. https://interact2.csu.edu.au/webapps/discussionboard/do/message?action=list_messages&course_id=_57504_1&conf_id=_114040_1&forum_id=_244142_1&message_id=_3722025_1&nav=discussion_board_entry

Lysaught, D. (2021d, September 14). 5.4a information literacy. All You Read Is Love. https://thinkspace.csu.edu.au/allyoureadislove/2021/09/14/5-4a-information-literacy/

Lysaught, D. (2021e, September 14). 5.4b convergence. All You Read Is Love. https://thinkspace.csu.edu.au/allyoureadislove/2021/09/14/5-4b-convergence/

Lysaught, D. (2021f, September 7). 4.3 the TL and the curriculum. All You Read Is Love. https://thinkspace.csu.edu.au/allyoureadislove/2021/09/07/4-3-the-tl-and-the-curriculum/

Maniotes, L., Harrington, L., & Lambusta, P. (2015). Guided Inquiry Design® in Action: Middle School. Libraries Unlimited.

McCrindle Research (2019). GenZGenAlpha [Information card]. https://2qean3b1jjd1s87812ool5ji-wpengine.netdna-ssl.com/wp-content/uploads/2018/03/GenZGenAlpha.pdf

New South Wales Department of Education (2020). The information process. Learning across the curriculum. https://education.nsw.gov.au/teaching-and-learning/curriculum/learning-across-the-curriculum/school-libraries/teaching-and-learning

Notley, T., Dezuanni, M., Zhong, H. F., & Chambers, S. (2020).  News and Young Australians in 2020: How young people access, perceive and are affected by news media. [Research Report]. Western Sydney University and Queensland University of Technology. https://www.westernsydney.edu.au/__data/assets/pdf_file/0009/1717875/News_and_Young_Australians_in_2020_web.pdf

O’Connell, J. (2012). So you think they can learn? Scan 31, 5-11.

Sorensen, A. (2019). Guided inquiry in Stage 4 history: Collaboration between teacher-librarians and classroom teachers. Teaching History, 53(4), 30-32.

Wall, J. (2018). Information + competency + literacy = fluency. A thought piece. Scan 37(6). https://education.nsw.gov.au/teaching-and-learning/professional-learning/scan/past-issues/vol-37-2018/information-competency-literacy-fluency–a-thought-piece

Wall, J. (2019). Information fluency – a path to explore and innovate? Scan 38(9). https://education.nsw.gov.au/teaching-and-learning/professional-learning/scan/past-issues/vol-38–2019/information-fluency-a-path-to-explore-and-innovate

Wall, J. (2021). Information fluency – a NSW journey. Scan 40(9), 4-9. https://education.nsw.gov.au/content/dam/main-education/teaching-and-learning/professional-learning/scan/media/documents/vol-40/Scan_40-9_Oct2021_AEM.pdf

ETL401 3.3 The Role of the Principal and the TL

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Share your ideas about the ways in which Principals can enable the role of the TL, and how  TLs might enable the role of the Principal. 

I have seen what is possible when Principals and Senior Executive support a TL, and I have seen the detrimental impacts when this key relationship is damaged or toxic.

In so many ways Principals and Senior Executive staff determine the culture of the school. Fairness, trust, and respect are crucial in developing a positive school culture and ensuring teacher buy-in. However, this relationship is a two-way street.

I have witnessed the consequences of a lack of fairness, trust, and respect on the library. The previous TL had many initiatives rejected and perceived that this was because of personality clashes rather than sound policy decisions (as an outside observer I am not confident to make a judgment either way!). However, the damage caused by years of increasingly negative interactions affected not only the library staff but ultimately the entire school community, since the previous TL was often absent, meaning that library services and resources were largely inaccessible and in many ways neglected, and that her contributions were generally dismissed or went unnoticed.

I personally have been very fortunate to have the support of my Principal. She encouraged me to apply for the temporary position and again when it became permanent. She has always made me feel that she is approachable and open to new initiatives, and has been a key supporter in helping me increase the visibility of the TL position in the school community by starting/continuing conversations on Facebook promotion posts and going out of her way to send content for these initiatives. She has also helped me establish a Student Media Team. I have yet to have any initiatives rejected and genuinely appreciate her support. Having said that though, I’m careful to “play the game” and align all of my proposals to our school’s Strategic Directions, backed up with evidence and data.

It is a shame that the previous TL did not (for whatever reason) have the same experience, but our contrasting encounters emphasise how important it is to develop strong relationships with all staff, but particularly with the decision makers. To quote Hamilton: “When you got skin in the game, you stay in the game/But you don’t get a win unless you play in the game […] I’ve gotta be in the room where it happens!”

ETL401 3.2 The Role of the Teacher Librarian: LIBERating Our Perceptions

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It has been an absolutely INSANE time over the last few weeks. Teaching online, HSC assessment marking and reporting, and my own preparation for the second ETL401 assessment have left me feeling a little brain-dead. I’m therefore going to start this post by channeling my inner high-school debater and turning to the good book – i.e. the Dictionary – for guidance:

English: library (derived from Latin liber meaning “book”)

German: bücherei (roughly translates to “bookery”)

Spanish and Italian: biblioteca (from Ancient Greek bibliothekē meaning library; derived from biblio “book” + theke “place, box, receptacle”)

French: bibliotheque (as above).

Mandarin: 图书馆 [Túshū guǎn] (meaning “picture or image” + “book” + “gallery”)

I could go on, but I feel that my point is becoming clear. In many languages around the world, libraries are etymologically associated with the idea of “books” and this public perception persists regarding the role of the Teacher Librarian in schools. However, when we examine the day to day functions of TLs, the complexity of the position becomes apparent and books, wonderful as they are, are often not at the centre of academic or practitioner descriptions of our role.

In his comprehensive (if older) review, Herring (2007) argues that libraries should be seen as “a centre of learning first and a centre of resources second” (p.27). Books, fundamentally useful resources for learning though they are, therefore should not necessarily be the priority of TLs in the current information landscape. He states that many school library mission statements give “unnecessary prominence” (p.27) to the idea of reading as central to the school library’s purpose. Although I would argue that libraries certainly do have the capacity to support the development of reading for pleasure (especially given that many classroom teachers are dealing with overcrowded curricula and often feel they lack the necessary skills, particularly in the secondary setting), Herring emphasises the importance of TLs primarily as specialist teachers of information literacy who lead the collaborative development of learning programs and resource collections to meet the needs of their students and staff, with the end goal of allowing them to become independent, life-long learners. In Figure 2.1 (p.30), Herring lists the following roles as integral: teacher; librarian; information services manager; information literacy leader; information specialist; curriculum leader; instructional partner; website developer; budget manager; staff manager; fiction and non-fiction advocate. Based on my experience, I feel that he leaves out: PR and marketing manager; ICT support; technology resource manager; casual cover supervision; counselling service; diplomats; inclusivity advocate; and interior designer. Nonetheless, his list is quite comprehensive and useful for understanding the vast array of roles we are expected to fill. Teacher librarians function as the glue that holds everything together; it seems we have to fit into all the nooks and crannies to do our jobs!

Within his analysis, Herring referenced a number of different professional documents from around the world. ASLA (2003) focused on three key roles of the TL: 1) curriculum leader; 2) information specialist; 3) information service manager. A 1998 publication from the United States listed our roles as: 1) teacher; 2) instructional partner; 3) information specialist; 4) program administrator. A Canadian document published in 2005 emphasised TLs leadership in: 1) information literacy and inquiry processes; 2) ICT; 3) teaching and curriculum planning; 4) collection management. A UK publication (2004) emphasised the proactive role TLs must play in innovations for education, which supports the positions held by Bonanno (2011) and Valenza (2010). Ultimately, TLs must be flexible and ready to adapt to the changing needs of the information landscape, and our function as information specialists is primarily an “educational as opposed to an administrative role” (Herring, 2007, p.32). Drawing from Herring’s analysis, I conclude that our role in collection management and as information service providers should be framed by our role as information specialists, and determined by the interests and needs of our school community – staff, students, and parents alike. Teacher Librarians are no longer limited to books but must expand into the digital world to ensure that we are relevant to our community, effectively promoting our skills, services, and resources, and engaging our students with meaningful opportunities to participate in their own learning.

Purcell (2010) boils our function down to five key roles: leader, instructional partner, information specialist, teacher, and program administrator. Information clearly plays a role in many of these areas, supporting Sheerman’s argument that “A TL’s primary role is that of an information specialist, trained in the teaching and integration of information literacy skills and inquiry skills across the curriculum, as well as being a library collection manager” (2013, p.4). Although books certainly do play a part as tools of teaching and learning, they are not explicitly mentioned in either Purcell’s or Sheerman’s analysis.

I thought Purcell’s idea to keep a diary of each day’s required tasks was a great way to understand how these roles function in my school context and to help me understand how better to serve the specific needs of my community. I’d actually read Purcell’s article as preparation for my first ETL401 assessment, so it was interesting to revisit her arguments now that wider reading has granted me a (hopefully) deeper understanding of the TLs position in schools. In particular, her emphasis on the need for TLs to effectively promote themselves and their library was instrumental in developing my line of inquiry for the second ETL401 assessment task, where I explored the way that social media platforms influence our relationship with information and each other, and the implications that this has for TLs.

In her 2011 deconstruction of the TL’s varied roles, Lamb used the acronym PALETTE to examine the knowledge, skills, attitudes, and dispositions we will need moving into the future. Her concept of the Media Specialist’s PALETTE included a focus on: People; Administration; Learning; Electronic information; Technology; Teaching; and Environments. Interestingly, Lamb also identified the importance of promotion and advocacy in this changing environment: “If the school media specialist is to survive … [they] must demonstrate their value” (p.35). While they don’t state it explicitly, both Purcell and Lamb emphasise that modern TLs play vital roles as Social Media Manager, Customer Engagement Analyst, and Chief Marketing and Promotions Director.

I thought that it was interesting that Valenza’s 2010 “Revised Manifesto” was published around the same time as Bonanno’s 2011 ASLA speech, since both emphasised that attitude is a key element to the TL’s success: “not moving forward is not an option” (Valenza, 2010, para. 3). There was clearly a significant amount of ennui and existential angst amongst TLs at the start of this decade! Valenza was one of the few authors who explored the idea of reading in the context of the TL’s role, yet interestingly the focus was still not on traditional books, but instead shifted to encompass new technologies and formats: “You expand your notion of collection” (para. 40). Valenza’s manifesto, similar to so many discussed previously, discussed how TLs must be flexible, innovative and relevant regarding the changing information landscape, our collection development, our commitment to providing equitable access for all students, the importance of collaborating with our audience at all levels, teaching and modelling ethical information behaviours, implementing new technologies in meaningful ways, providing opportunities to professionally develop our staff (this was in line with Sheerman’s 2013 Guided Inquiry approach), and to provide opportunites for our students to become lifelong learners. While I fundamentally disagreed with the premise that we should be actively available 24/7, there were nonetheless a variety of useful, practical suggestions in this manifesto which I can see myself testing or adapting in future.

As Herring so astutely noted, “it is clear that no teacher librarian could fulfill all of these roles at the same time” (2007, p.31). I wholeheartedly agree as I sit here fighting down the rising tide of panic at the thought of being everything, to everyone, at all times. Have I bitten off more than I can chew? Just between you and me, I found it interesting that (in addition to limited references to books) none of these examinations referenced one of the most common functions I personally have been called upon to perform in my new capacity as TL: armchair psychologist, ersatz counsellor, and life-coach. The centrality of the TL to the school community (coupled perhaps with the misconception of abundant time) has led many students (and staff!) to seek out my advice for all manner of issues. While I am grateful to be trusted in this way and to have the potential to positively impact my school community through these meaningful connections, it does highlight one of the issues consistently raised in the above readings: that TLs MUST promote their services, skills, and resources effectively to dispel misunderstandings and misconceptions about our role. This promotion, in my school context at least, seems to be the biggest area of need and one from which all other aspects of the role spring. After all, I could have amazing, collaborative programmes and resources which will ultimately fail to make an impact if no one knows about them or engages with them. In order to facilitate this priority, I am working very closely with the lovely support and administration staff, the Communications Committee, and a newly minted Student Media Team. It is difficult considering the misconceptions around our position, but I am also trying to follow Herring’s advice and focus on my educational, not administrative role for the time being.

I will leave you with one final thought: a word cloud of this blog post. Hopefully this will visually illustrate the complex, varied, multifaceted roles expected of a modern teacher librarian. We aren’t just about the books; let’s liber-ate ourselves!

ETL401 3.2 The Role of the Teacher Librarian: An Invisible Profession?

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ASLA 2011. Karen Bonanno, Keynote speaker: A profession at the tipping point: Time to change the game plan from CSU-SIS Learning Centre on Vimeo.

In her speech, Bonanno raised several cogent points about the roles of Teacher Librarians and the risk we face of becoming an “invisible profession” if we fail to promote our skills, resources, and services effectively to our school community. By adapting the Five Finger Plan to Success to the TL’s context, Bonanno emphasised that we need to understand our strength of character, FOCUS (know the outcome and follow it until achieved), understand and develop our brand (with special consideration of the values we stand for), build relationships with the 10-30% of staff who are likely to work with us(particularly with key figures such as Principals), and consider the little things we can do each day to add value to our school community.

I found Bonanno’s perspective refreshing in many ways. The key message that we should reframe the difficulties we experience as opportunities to promote our continuing relevance was something that I personally found quite relevant given the overall (and largely understandable!) negativity among the wider teaching profession in our current climate. I loved the idea of “claim your space” and have been working over the last few weeks to build a social media presence for our school library in an attempt to promote our online library resources and recent reading initiatives, such as the staff and student Book Club. Bonanno’s message, along with Vanessa Trower’s Edutech presentation “The Learning Brand: What Marketing Has Taught Us Learning Professionals to Drive Engagement and a Learning Culture”, revealed a variety of strategies that I can utilise moving forward as I “claim” this virtual space on social media. This is especially important considering that while we are learning from home we cannot access our physical library spaces!

One final thought: it is interesting that in many discussions about the TLs role in academic and practitioner content that there is limited reference to the importance of marketing and promotions. So many people have identified that the key roles of TLs include our capacity as information specialists, instructional partners, ICT experts, and resource managers. Yet it seems that if we do not effectively promote these skills and services, we do in fact risk becoming an “invisible profession.” It up to us to ensure that this does not happen.