the information literacy hat

hat_infolit

 

 

 

 

Information Literacy is the teacher librarian’s specialist subject, but it is a whole school responsibility.

 

In the K-12 education sector, information literacy is a double-edged concept. There is the workplace culture that Henri (1995) calls the ‘information literate school community’ (ILSC) and which he describes as “a philosophy as well as a place; it is a way of being as well as a working model.  It is a mindset as well as a map,” (Henri, 2005, p11). There is also the pedagogical platform of a skillset based on the definition that to be information literate means “being able to recognize when information is needed and have the ability to locate, evaluate, and use effectively the needed information.” (American Library Association, 1989, para 3).

Many, such as Eisenberg (2009), argue information literacy underpins all other literacies and is the foundation of lifelong learning defined as “the systematic acquisition, renewal, upgrading and completion of knowledge, skills and attitudes made necessary by the constantly changing conditions in which people now live.” (Candy, cited in O’Sullivan, 2002). While the ability to locate, evaluate, interpret, select, organise and use information has always been a skill required of students – indeed, the population generally- it was the development of the Internet that has had the most significant impact.  Internet usage is now so widespread that over 34% of the world’s population has access, an increase of more than 566.4%  since 2000 (World Internet Usage Statistics, 2012). It is estimated that by 2015, Brazil, Russia, India, China, and Indonesia alone will add 610 million users (Boston Consulting Group, 2010).

While it took 1850 years for all that was known in the time of Jesus Christ to double, in 2002 and prior to Web 2.0 technologies, it was estimated that, spanning the four storage systems of print, film, magnetic and optical and the information conduits of telephone, television, radio, and the Internet, five exabytes (1018) of information) were produced that year – about 800MB per person on the planet. (Lyman & Varian, 2003). In addition, researchers suggest that, in 2008, Americans alone consumed “information for about 1.3 trillion hours, an average of almost 12 hours per day. Consumption totalled 3.6 zettabytes [1021] and 10,845 trillion words, corresponding to 100,500 words and 34 gigabytes for an average person on an average day.” (Global Information Industry Center, 2009).

From this burgeoning, incessant production has arisen a new paradigm – information literacy, a term first coined by Zurkowski (1974) who used it to refer to workers who had mastered using information tools as well as their primary materials to solve work-based issues and which, by 2005, was identified as “a basic human right in the digital world” enabling individuals “in all walks of life to seek, evaluate, use and create information effectively to achieve their personal, social, occupational and educational goals”  by the Alexandria Proclamation

alexandria_procolamation

The Adelaide Declaration on National Goals for Schooling in the 21st Century acknowledged this right when it stated,

Australia’s future depends upon each citizen having the necessary knowledge, understanding, skills and values for a productive and rewarding life in an educated, just and open society … when students leave schools they should have the capacity for, and skills in analysis and problem solving and the ability to communicate ideas and information, to plan and organise activities and to collaborate with others.

Students will need to be able to survive and thrive in an information-saturated and technology-rich environment, and be independent, creative thinkers, making informed decisions based on careful evaluation and interpretation of available information, developing expertise through experience, and be lifelong learners. They need to be information literate. And as the ability to be able to access whatever, whenever, wherever becomes the norm, we, as teacher librarians, need to change our thinking so that rather than being the source or the gatekeepers of the information (as we were in a print-dominated society) we need to see ourselves as the filter. While the front end of the information literacy process involving location, selection and organisation remains important, it is the back end such as validation, synthesis, leverage, communication, collaboration and problem-solving with information that are the critical elements of information literacy in the 21st century. The what and the why are summarised in this clip which was created as a summary of the ASB Unplugged Conference in Mumbai, India 2010. It compiles thoughts from leaders in technology education and explores the big topics of conversation around what the 21st century classroom looks like. It demonstrates that these skills need to be an across-curriculum perspective, spear-headed by the teacher librarian but not limited by artificial boundaries such as physical location, job description and so forth.

Therefore, even though information literacy is the specialist subject of the teacher librarian, the creation of an information literate school community cannot rest on one pair of shoulders.

An ILSC is one that “places a high priority (policy, benchmarking, funding and  evaluation) on the pursuit of teacher and student mastery of the processes of being informed,”   (Henri, 2005, p12).  The community (which comprises all stakeholders including the principal, the teacher librarian, teachers and ancillary staff, students and parents) is built on collaboration, constructivism and constructionism with each member having a clear focus and responsibility so the synergy of the parts ensures the success of the whole. 

Rather than being an individual experience, learning becomes a collaborative and co-operative interaction dependent on its particular context to give it value and determine its application and communication. Learners are “engaged, enabled, enriched and embodied by social, procedural and physical information” (Lloyd, 2010, p30). A successful ILSC is driven by the staff led by the principal and teacher librarian, who, as the information specialist in the school, can enable classroom-based teachers to shape their teaching so it sits on a solid information literacy platform.  It requires a sustained commitment by willing partners who are prepared to evaluate, initiate and change philosophies, policies, programs, practices and priorities and invest time, money and effort in achieving the goal.

However, despite the demonstrated need for information literacy beyond the formal education period, and the evidence from numerous studies (summarised in Kachel, 2011) that “quality school library programs impact student achievement” (Kachel, 2011, p4) information literacy is still seen by many practitioners as “library skills” focusing on and confined to students’ use of print materials in the library and taught while they have their preparation and planning time. There is no broader vision that values and validates information literacy as an across-curriculum perspective with purpose and application in all spheres of life.

Thus, it becomes the TL’s job to drive the change towards an ILSC.

But if change is to be successful, it will have to explicitly demonstrate that it will improve quantitative student outcomes, rather than just making a more meaningful learning experience, as regular external testing is now used to measure a school’s ‘success’. It will require a clear blueprint that demonstrates the transition to an ILSC is not just a fad that will add to teachers’ workload.  Critical elements of that blueprint are

    • The principal’s support is imperative for success and there must be an expectation that the TL will take a leadership role and that staff will be required to make the requisite changes
    • Staff will need to understand the concept of and the need for an ILSC, and be actively involved in the changes to policies, programs, practices and priorities enabling them to invest in and take ownership of the new philosophy
    • If learning is to be successful it must engage students by meeting their needs and interests based on a constructivist, problem-solving approach
    • The depth and breadth of the TL’s role in the 21st century needs to be clear and accepted and thus the  TL must be part of a collaborative team involved in planning, preparation and assessment practices so that information skills are taught in context not isolation.
    • The library, its programs and its collection need to be viewed as the hub of the teaching and learning in the school community.
    • Parents need to be informed of and active participants in changes of philosophy, pedagogy and practice.
    • The transition to an ILSC will need to be gradual as such significant change needs to be planned and supported so concepts become culture as community members embrace and take ownership of a new era in education for the students at this school.

Thus there needs to be a plan in place and for that the TL will have to put on the planner’s hat.

Links

Information skills in the school: engaging learners in constructing knowledge (NSW Department of Education)

School Libraries & Information Literacy  (NSW Department of Education)

Beacons of the Information Society: The Alexandria Proclamation on Information Literacy and Lifelong Learning, 2005

Information Literacy: the most basic of basics (Mike Eisenberg)

Information Literacy models (a summary of some of the models as well as a graphic)

ILSC rubric Adapted from Henri, J., Hay, L. and Oberg, D. (2002). The School Library-Principal Relationship: Guidelines for Research and Practice. [International Federation of Library Associations and Institutions (IFLA) Professional Report]. The Hague, Netherlands: IFLA Headquarters, p.90.

Kathy Schrock’s Guide to Everything

Pinterest boards

Unlinked References

Henri, J. (1995). The information literate school community: exploring a fuzzy concept. Scan (14)3: 25-28

Henri, J. (2005). Understanding the information literate school community. In J. Henri & M. Asselin. (Eds.). The information literate school community 2: Issues of leadership. (pp. 11-26) Wagga Wagga, NSW, Australia: Centre for Information Studies

Lloyd, A. (2010) Learning from the workplace: Theorizing an architecture for understanding information literacy as practice. In Lloyd, A & Talja, S (Eds.) Practising information literacy: Bringing together theories and information literacy practice  (p29-49) Wagga Wagga, NSW Australia: Centre for Information Studies, Charles Sturt University

O’Sullivan, C. (2002). Is information literacy relevant for the real world. Reference Services Review, 30(1): 7-14.

Zurkowski, P. (1974). The information service environment: Relationships and Priorities. National Commission on Libraries and Information Science, Washington DC, ERIC Clearinghouse on Information Resources, ED 100391.

Print Friendly, PDF & Email

the supervisor’s hat

hat_supervisor

 

 

As with any job, there are parts of the multi-faceted role of the teacher librarian which do not require a tertiary qualification to do them well.  (Unfortunately, some of those jobs such as circulaton, shelving, data entry, and resource preparation are the most visible and are the tasks by which the role is defined by those who choose to look no deeper – but that’s another post for another time.)

Nevertheless, there is a significant number of daily chores that need to be done to ensure the smooth running of the library so our clients get the best service, and many of us find ourselves in the role of supervising clerical assistants. These people may be full-time or part-time, have some sort of library qualification or just their knowledge based on their own school experience, be willing to be in the library or not, be expected to be the library leader when you are not there or seen as a general dogsbody. You might not even have the same person each day. Regardless, there is an expectation that you will provide leadership and supervision so their work, like yours, leads to better teaching and learning outcomes within your school community.

From time to time, on the library listsevs I belong to there are queries about how these relationships can be managed successfully – usually inspired by a relationship which is not working out – and there are a plethora of answers of what might work and what doesn’t and usually both sides have a say and often the only outcome is a wedge driven even deeper between the parties.

When I was in a school-based library, for ten years I had the most amazing sidekick a person could wish to have and who was expected and able to run the library after I retired and wasn’t replaced (until a new principal with a different agenda changed everything). The founding principal of the school had the philosophy that my primary role was that of teacher – hence teacher librarian – and he couldn’t see why he should pay me $50 000 a year to do what someone paid $30 000 a year could do, so he made the clerical position a full-time one. (We had 20 classes and about 450 students). Thus, Jenny could take care of all the administrative stuff,  freeing me up to do the maximum amount of teaching I was allowed to do while still getting my mandated prep and admin time. This actually enabled me to do more teaching because I chose to schedule the preschool children twice a week for storytime during my admin time, providing a significant flow-on effect when they came to “big school”. The rest of that time was then taken up with such things as curriculum mapping, collection development and all those other things which required my professional knowledge of pedagogy, curriculum and child development. 

Because our relationship was so successful,  I’ve reflected on what it was that made our time together so memorable and so productive that our library was regarded as leading-edge, even in international forums. Much of it was learned from my being “on the wrong side of the law” many times and being “managed” in ways that only built a feeling of resentment, a lack of respect for the “manager” and an unwillingness to co-operate in the future.

Jenny, ready for our Book Week parade. She made my yellow brick road so easy to travel.

Jenny, ready for our Book Week parade. She made my yellow brick road so easy to travel.

respect each other as people

Regardless of any age gaps, or experience and expertise gaps, you are first and foremost adults and therefore need to treat each other as such. Know that supervising adults is different to supervising students – there is no hierarchy, perceived or real, of power, authority, control, responsibility or whatever the word is that makes you or your role any more important than them or theirs.

Take time to get to know each other’s lives outside of the school situation.  You are going to be working side-by-side for up to eight hours a day so share as much as you’re comfortable with so on those occasions where home circumstances might interfere with the job, both of you have understanding and empathy and can step up for the other without rancour. As Covey says in The 7 Habits of Highly Effective People , “Seek first to understand, then be understood.”

Knowing your staff means that if there is a problem and you need to put on your supervisor’s hat you should know them well enough to understand how they would like it to be addressed. Ask yourself , “If I were in this position, how would I like it to be sorted?” “What insight do I have into my colleague’s way of being that will help me address the issue without insult or injury?” It fosters a degree of empathy and builds an atmosphere of trust and recognition that enables issues to be dealt with professionally.

 

know your roles and responsibilities

While both of you have a particular role, you each have a common goal.  Each of you is critical to achieving that. Some positions have formal duty statements attached to them clearly delineating who does what, but to assume that one role is more important than another can be a pathway to problems.  They are of equal value, just different.

The first thing we did was to designate Jenny’s job as Library Manager, and whenever there was a formal communication from the library both her name as Library Manager and mine as Teacher Librarian appeared on it, side by side. This reinforced the concept of dual equal roles to everyone, and identified that there was a need for both positions if the library’s services were to meet expectations. Jenny was also the “face of the library” – she was the first person that students, staff and visitors usually encountered and the one who made the greatest impression on people’s perceptions about what to expect.  The school was so lucky to have such an affable, calm and competent person, made moreso because she loved her job. If your assistant seems to be spending time chatting with staff or students, then it’s likely she is also building up positive relationships which will encourage greater use of the library.

If there is no clear duty statement, have a discussion about what each of you perceive your own and the other’s role to be, what you want it to be, clarify any discrepancies and build your working relationship on that. Examine your mission statement and your vision statement so you both know your purpose and your goals and work out how your roles and responsibilities will complement each other to achieve these. Knowing how your role fits into the big picture fosters a sense of belonging.

From this, prioritise tasks so there is a plan to ensure efficient and effective use of time which ensures priorities are addressed and longer-term tasks can be achieved but which also avoids continued monotonous routine that does not enthuse or stimulate thinking.

Explore and exploit each other’s strengths and build on these.  Both Jenny and I had a passion for creating inviting and engaging environments so we were able to combine that into some amazing displays and activities. I was a “big-picture” person, one who could have weird ideas that usually began with “What if…?” or “How can…?”; she was a “details” person who helped put them into practice.

Know each other’s jobs so, as far as possible and allowable, you can step into them when necessary.  Busy days saw me shelving alongside her so that students could access the returned resources as quickly as possible; she was able to tell me if a particular author, series or topic was in continued high demand so we could look at collection development. While she couldn’t teach for legal reasons, I knew that I could send a child needing a break to sit near her desk with confidence, or a student could ask her for guidance in resource selection and get quality advice.

If you introduce something new, ensure that the changes have been considered according to the identified criteria,  your assistant knows what is underpinning the change, and how it will be most efficiently achieved.  If the change requires new learning or extra time to set up and maintain, ensure these are made available. Acknowledge the time and effort made, both privately and publicly when the changes are announced.

Work together to implement procedural and/or physical changes and preparing the documentation to ensure consistency across time and personnel. Listen to opinions and advice about work practices and work flow- yours might not be the only way to do things. However, if you have a specific way you want something done because it is best-practice, then make your expectations and requirements and the reasons for them clear. If someone understands why a particular procedure is in place they are more likely to follow it. If there is resistance, suggest a trial period and an evaluation. If it appears improvements or changes are necessary, be open to them.  Be prepared to modify the theory to suit the circumstances.

Ensure your assistant has the resources – physical, human, knowledge, financial and time – to be able to successfully undertake their duties.

Never leave school at the end of the day without thanking them for what they have contributed to making the day better for everyone and highlight something you’ve noticed so they know you see what they do.

acknowledge and support aspirations

We each have professional goals so learn those of your assistant and look for ways that will enable these to be achieved.  Seek or create professional learning opportunities that will enable them not only to develop and enhance their skills but also keep abreast of changes that will impact on the design and delivery of the library’s services.

Ensure that there is adequate training provided for new initiatives, particularly ICT-related, so your assistant not only feels competent and competent to use them but also knows where to go for help or advanced training.

protect them

Because they are the “face of the library”, they are also the first port of call for disgruntled teachers and unhappy parents. However, it’s not their responsibility to cop the flak, so be ready to step into the fray if needs be.  Discuss this with your assistant before it happens, though, in case they feel your interference overrides what they are capable of handling and undermines their position in the face of the staff member or parent.  Let them know that you have their back so if they feel they need your help, they can always suggest the parent/staff member makes a time when the issue can be calmly discussed amongst the three of you.

be proactive

If either of you see a situation that could be improved through changes to the routine or method, discuss it and trial it.

If either of you see a situation developing that is impinging of the other’s self-esteem or work patterns, discuss it before it becomes insurmountable. Use the mutual respect you have to tackle the difficult.  It’s very difficult to counter the question, “Why didn’t you say something earlier?”

If school events or requirements are going to deprive you of your assistant for a period of time, let those who decide know that this is acknowledged but you would like to know in advance so you and your assistant can prepare for the change and make alternative arrangements.

Be flexible.  If your assistant is not replaced when she is absent, have a back up plan.  If she is replaced, then have a plan for what the substitute might do, remembering that he/she might not have library experience. Perhaps hold some sessions for those likely to be substitutes so they know the basics of circulation and so forth before they are called on.  Seek these people first when you need a substitute.

Look for opportunities when you and your assistant can work together and be acknowledged as a team.

People like Jenny are more precious than gold. Working with our assistants in a collaborative, collegial manner enriches everyone’s lives.

Print Friendly, PDF & Email

the reader leader’s hat

hat_rdr_ldrBeing an “independent reader” is much more than the mastery of the mechanics – it involves having an emotional attachment that makes the experience a part of who we are as a person, embracing the affective domain as well as the cognitive and the physical. 

Being an independent reader means developing a lifelong habit that continues because we want to read  and not because we are required to or have to. It means that we read even when daily support such as dedicated in-class reading time such as the DEAR and USSR programs are no longer available.

 

 

gaiman_quote

 

In her book Reading in the Wild , a professional text that has had the greatest impact on my beliefs and actions of any I’ve read for a very long time, Donalyn Miller identifies five key characteristics of an independent reader…

  1. They make time to read and dedicate part of each day to doing so.
  2. They  have the confidence, experience and skills to self-select reading materials
  3. They share their books and reading experiences with other readers
  4. They have a reading plan– they know what they will read next.
  5. They show and share preferences for particular authors, genres and topics.

While Miller’s book focuses on her experiences with her classes who have access to an extensive classroom library, the purpose of this blog post is to examine how we, as teacher librarians, can put in place supports that will enable students to move along the spectrum of reading mastery to complete independence.

Read the research

Apart from the research about the value of being able to read well which Miller cites in her books, there are also some important studies being undertaken that we should know about, particularly if there are moves afoot to abandon print resources in the library or discourage the reading of fiction. These are the key papers that are impacting on current collection development that I believe we should all know about.

 All should be on our professional reading lists.

In her 2014 paper, Children and Reading : Literature Review Dr Dianne Dickenson provides a snapshot of what  5-14 year-olds in Australia are thinking and doing in relation to reading right now.  While it states that “there is a vibrant culture of reading and writing in Australia right now” it also identifies Australian Bureau of Statistics research which shows that there has been “a significant fall in children’s reading for pleasure … from 2006-2012”.  Libraries, although not school libraries specifically, are identified as an important source of reading materials for children but it also acknowledges that there is a new concept of what reading is emerging – that it no longer is confined to traditional print resources – and thus new research needs to be undertaken with this included.  It also identifies other gaps in the research which might offer food for thought for those with a research-oriented brain.

As well as formal research there are also some professional texts that should be a core element of your personal professional collection.

The Book Whisperer

The Book Whisperer

Reading in the Wild

Reading in the Wild

Reading Magic

Reading Magic

The Read-Aloud Handbook

The Read-Aloud Handbook

The Power of Reading

The Power of Reading

Igniting a Passion for Reading

Igniting a Passion for Reading

Readicide

Readicide

Think like a reader

When Miller talked to her students about reading, she discovered that many of them viewed reading as a school-based activity, something done to achieve something else, please someone else or an obligation done for points, a grade, or a positive comment on a report.  Others, including me, have found that students don’t see themselves as readers – that’s something that adults and others can do.  Seldom do they classify themselves as readers because in their view, readers read fluently and perfectly without errors – something they don’t yet do. They also see “real reading” as something done with a traditional print-based object even though they might be succeeding very well within a different medium. So we need to help them view themselves and reading in a different light.

Firstly, we need to broaden our concept of what reading is.  Is it confined to traditional print materials or does it include how children relate to the diversity of digital media? If we are observing their reading behaviour, either formally or informally, what is it that we are looking for?  Qualitative measures like enjoyment and engagement, sharing and suggesting, taking risks to try new authors, topics and genres? Or quantitative measures like progress along an arbitrary achievement line, comprehension scores and other standardised progress measures?

Secondly, we need to think about the language we use when we talk to them about their reading. Is their concept of “reading” the same as ours’?  As discussed in the learner’s hat one of the drivers of learning is that there is an expectation that the learner will succeed, so we need to shape our comments, questions, suggestions and tasks so the students believes they can achieve this exulted title of “reader”.

Thirdly, we need to get them to focus on their reading – what they read, what they like, how often they read, where they read … all sorts of questions that help them understand that they can and do read beyond the scope of a classroom-based task and a print-based object. In collaboration with the classroom teacher we can get students to complete a personal survey thinking_reading to focus on their habits which will give both student and teacher an insight into their preferences.

Then, we can get them to track their reading so they have a visible record of it.  Very young students might have something like a themed-chart with ten spaces and a star is placed in each for each book read while older readers could have personal reading journals which contain reading logs, responses, to-read plans and so forth. Services like Goodreads and Shelfari offer an online option for this but you might also consider Biblionasium or A Book and a Hug which have been designed for young readers.   However, while we want the students to track their reading so they can identify their preferences, plan their future reading – both characteristics of independent readers identified by Miller – and prove to themselves they are indeed readers, the paperwork should not become more important than the reading. While individuals might set themselves personal challenges to accomplish, the reading record should never be a competitive document.  Tracking their reading also enables them to make recommendations for their peers, both positive and negative, and this contributes significantly to their perceptions of themselves as readers. Many of these crowd-sourcing sites also offer suggestions for new reading based on the student’s entries, so that helps develop a reading plan for the future.

Time to read

No one will deny that reading proficiency is dependent on practice and that, of course, requires time.  But students, like adults often find it difficult to find this time both at school or at home. However, if students see that the significant people in their lives read and make the time to do so because they value reading they want to be be a part of that reading community, belong to that “in-group”, sharing experiences and forging bonds that help them define themselves as readers.

Students often see reading as an all-or-nothing event – something that is done in blocks of 30 minutes or so, 30 minutes that they don’t see themselves as having in their hectic school and after-school lives.  Miller suggests the solution to this is to get students to read “on the edge” although “in the gaps” might create a stronger visual image, but they need to learn how to identify those gaps, such as waiting for the bus or an appointment or during a sister’s soccer practice.  As TLs, we can lead a lesson where we help our students identify those gaps and turn them into opportunities.  Teach parents to read in the gaps too – encourage them to have a book in their bag that they can read aloud to their child, such as I did yesterday when I had the chance to look after Miss 2 while Miss 7 was busy so we sat and read together, much to the delight of the other patients who enjoyed her version of The Gruffalo’s Child and didn’t have a bored 2 year-old disturbing them. It teaches the young child so much about reading…

Miller suggests having them keep a reading itinerary for a week, identifying when they read, where they read and for how long. This not only helps them look for those opportunities but also helps them understand where they are most often and most comfortable reading. This can lead to individual discussions that help the student gain insight into their reading habits, and that it can be done anywhere, anytime even just for a few minutes.

As well as helping the students make time to read, look for opportunities to promote reading within the community and read aloud to students.  Consider…

For a comprehensive list of events as well as opportunities to highlight reading in the library click here.  Add to the document if you can.

A place to read

As the TL we should be able to set up areas that are conducive to personal reading within the library and which students can use during breaks. There should be spots for individuals who like to curl up in out-of-the-way spots and be alone in the world of their book as well as places where they can share what they’re reading with their friends. Have a special story-teller’s chair where they can role-play being the TL or their teacher -anywhere that invites them to spend a few minutes just reading.

Couches, beanbags ... comfortable seating entices readers

Couches, beanbags … comfortable seating entices readers

I purchased bean bags for my library and was fortunate enough to have a couple of couches donated.  Students love to curl up in these and read to themselves or to the teddies that were always there as a friend.

As well as making places and spaces in the library, look for other areas around the school where students have to wait and possibilities for reading are created. Ask parents for donations of comfortable chairs and leave a pile of books that can be taken and returned or not.

A reason to read

A writer can’t help but divide all the world he knows between readers and nonreaders.

I can only reach for the readers, and through them, the future. I conclude then, in the voice of a young reader,

I read because one life isn’t enough, and in the pages of a book I can be anybody;

I read because the words that build the story become mine, to build my life;

I read not for happy endings but for new beginnings; I’m just beginning myself, and I wouldn’t mind a map;

I read because I have friends who don’t, and young though they are, they’re beginning to run out of material;

I read because every journey begins at the library, and it’s time for me to start packing;

I read because one of these days I’m going to get out of this town, and I’m going to go everywhere and meet everybody, and I want to be ready.

Peck, R. (1991) Anonymously Yours. Englewood Cliffs, NJ: Messner

Encourage students to read by setting up interactive displays that require them to read.  Two of the most popular I created were based on setting up Graeme Base’s The Eleventh Hour as a whodunnit with a clue released each day, and a series of challenges based on Emily Rodda’s Deltora Quest  which meant the students had to read the books to complete the tasks and earn another stone for their belt. Look for books that lend themselves to such treatments and beg, borrow or buy enough copies for the participants.

CSI was very popular on television at the time so it inspired an interactive display based on The Eleventh Hour by Graeme Base. The library was the place to be at lunchtime, and reading was the thing to do.  even the most reluctant readers in this cohort wanted to be part of the in-crowd.  csi3
csi4 csi1
csi5 csi2

Set challenges that can be completed by the students as a reading community.  HarperCollins have a poster of an A-Z of literary characters  which, because it has a strong US orientation, could be a model for creating an A-Z of Australian literary characters. Or set personal challenges such as Read-a-Rainbow in which each student selects seven genres to read over a set period time, completing an appropriately illustrated record for their reading journal.

The opportunities are endless but my rule of thumb was not to put anything on the walls that did not have a reason to read to accompany it.

 Growing readers

If our students are to grow into competent, confident, independent readers we need to help them by actively promoting opportunities for them to broaden their experiences. For every TL in every school library there is an idea of how this can be achieved but here are a few…

  • collaborate with the classroom-based teachers who set reading-based assignments, encouraging them to set open-ended tasks which students can meet using texts of their choice, avoiding the traditional one-size-fits-all class novel
  • support what is being taught in the classrooms by creating displays of resources, particularly fiction, which are aligned to the topic.  Teachers may well clear the shelves of non fiction resources but often fiction focusing on a particlar time, place, event or topic will offer extra insight
  • read aloud to students of all ages, not just those unable yet to read for themselves, and suggest appropriate read-alouds to your classroom-based colleagues. Read-alouds
    • build a sense of community through shared experiences and memories, as well as sharing those books that are valued by the community at large
    • introduce students to titles, authors, genres and topics that they might not discover for themselves or which they avoid or which are beyond their independent reading level at the time
    • they make popular texts accessible to those who, for whatever reason, are not yet able to read them for themselves enabling them to share in the conversations about current fads
    • support developing readers through discussion of unfamiliar vocabulary, concepts and contexts which enhance comprehension, as well as enabling them to hear fluent reading and the nuances of our spoken language
  • plan specific activities within your teaching programs which highlight books, authors, genres, formats and series so that students have a feeling of familiarity when they recognise them on the shelves
  • build anticipation for new releases through promotions and competitions, ensuring that allocations are fair and that there is the opportunity to reserve titles
  • recognise those readers who might have a passion for a particular author, genre, topic or series and direct inquiries about them to those students. This is particularly effective for those who may not be the leading lights in a class and whose self-esteem needs a boost.
  • talk to reluctant readers about the things they are interested in, not just what they like to read about, and direct them to titles – fiction and non fiction – so they learn that the library has stuff for them too.  Look to cater for that ‘long tail’ who have yet to learn that reading and libraries are relevant for them
  • create and promote displays of authors, illustrators or topics that you know appeal to a particular group but which they haven’t discovered yet
  • create and promote displays of themes such as sustainability, values, international stories to bring unfamiliar resources to the fore
  • offer an engaging display of genres and have students commit to reading a selection of them including some that are unfamiliar but allow them the ownership of their choices
  • troll winners of awards from home and overseas, add them to your collection and promote them
  • if award winners drive your literature program but you need those titles for teaching, look for other titles by the authors and offer these
  • offer reading materials in a variety of formats so they appeal to a wider range of readers
  • challenge students to read the winners, honour books or shortlists for a particular award for the year they were born
  • capitalise on special days and develop activities that promote these such as speed-dating with books on Valentine’s Day
  • exploit interest in movies, television shows, online games and apps by providing the books on which they are based
  • promote author studies and organise author visits
  • publicise and promote target resources through blogs, booktalks, book trailers, school notices and newsletters – any opportunity which presents itself
  • if your school requires readers to keep a reading journal then 10 authentic ways to hold students accountable for home reading offers suggestions that might refresh old practices. Biblionasium is a great place for under-13s to reflect and share.

Here are some more suggestions from teachers in the UK … How to encourage students to read for pleasure: teachers share their top tips.

Growing readers is one of the most important parts of our role – it requires both our teacher and librarian hats because we need to know how students learn to read and then how to develop a collection which meets their needs.

Use this publication Get Everyone Reading  from the UK School Library Association for ideas that promote reading across both the staff and student body. 

Encouraging self-selection

Neil Gaiman says

Read. Read anything. Read  the things they say are good for you, and the things they claim are junk.  You’ll find what you need to find.  Just read.

It is our role as teacher librarians to enable our students to do just that. Confident self-selection is one of the hallmarks of an independent reader and there is a range of research which demonstrates how choosing their own texts enhances engagement and promotes reading motivation and interest. Allowing students to take responsibility for selecting their reading materials 

  • boosts their confidence in their ability to make decisions
  • provides a sense of ownership of the choices and thus a greater motivation to read them
  • increases their knowledge about authors, topics, series, genres and formats
  • helps them become more discerning about their likes and dislikes
  • teaches them that it is OK not to finish something that doesn’t live up to expectations
  • enables them to match their choices to their particular life circumstances at the time – sometimes a light read is appropriate, sometimes something more challenging

As teacher librarians and student advocates we must resist any demands to organise the library’s collection based on arbitrarily imposed reading levels, grade levels, points systems or any other device or system which limits the students’ choices.  We need to refuse to identify books in any way that might marginalise readers or discriminate against them whether that be ability-based, cultural, religious, or sexual orientations, or any other criterion that might result in a student refusing to read at all.  We need to know the research so our refusal can be defended on pedagogical grounds and be willing to require those wanting change to answer those questions identified in the information specialist’s hat.

Self-selection needs support and I’ve already shared some suggestions on how to do that as you grow readers. However, Miller also identifies having a reading plan as a critical characteristic of being an independent reader and in her case her students have preview stacks of books they might like drawn from her extensive classroom library. A more practical situation in the school library situation is to encourage students to create to-read lists, either print-based in their reading journals such as growing_reading or using an online service such as Goodreads. or Biblionasium for the under-13sRecording recommendations not only offers a plan for the future but it jogs the memory and allows the reader consider options that might meet the particular circumstances.

Miller also encourages her students to examine their reading, particularly the last five books they’ve read, and ask these questions to help them reflect on their selection methods and thus fine-tune them.

    • How do you find out about books that you would like to read?
    • Which sources influence you the most? Why?
    • When you see a book or hear about it, how do you decide that it is a book you would or would not like to read?
    • Do you ever abandon a book? Why or why not?
    • Are you successful in choosing your own books to read?  Why or why not?

Enabling students to self-select and ensuring they have the skills to do so is one of the most critical things we can do for our students.

Sharing reading

Sharing reading is an important indicator of an independent reader.  Being able to reflect on what has been read, contribute to a discussion about it and make a judgement about its worthiness shows both competence and confidence. Providing a supportive environment which fosters a reading community in which each member sees that reading is valued and valuable and that they themselves are considered readers is a critical element. 

Reading as a leisure activity needs to be as accepted as any other pursuit, and not just for those with “brains” or nerds or the socially inept.  We need to surround our students with models of reading, particularly those whom they hold in high regard. So invite community members in to read to them, display posters and create displays of celebrities and sports stars reading; reach out to the classroom, home and beyond – anything that helps show that reading is cool and a mainstream activity.

Providing readers with the opportunity to share their reading means it becomes a two-way street where students know they can give and their gifts are valued. As with growing readers, there are as many ways to provide students with opportunities to share as there are TLs in libraries. But here are a few…

  • Provide time for and encourage students to talk about their reading informally -often what looks like idle chit-chat is actually a reflection and and a recommendation
  • Establish a quotable quotes wall.  Have speech bubble templates on hand so students can record significant sentences from stories they read. Have them include the title, author and location.

dumbledore_quote

  • Create a book snapshots wall. Take photos of what each student in a class is reading at a particular time and create a collage. Change it regularly so all classes have a turn.
  • Create a five-star display and poster where students can record the details of books they believe to have a five star rating.
  • Have a Recommended Returns display where books which students highly recommend are displayed for others to borrow without having to search the shelves. Scan the covers   and keep them in a folder for students to browse when they’re looking for something new.
  • Invite students to create displays focusing on their favourite authors, themes or genres.
  • Display a catchy caption such as The Land Before Time and have students find the resources, fiction and non fiction, that they think should be part of a display.
  • Leave a legacy.  Have your graduating classes decide the five titles every student should read before they leave your school and develop a display with their reasons for recommending them.
  • Have students create book trailers, bookmark reviews, and blurbs to display in commonly-used places such as the bathrooms.
  • Encourage students to read_and_reflect
  • Explore the use of QR codes encouraging students to provide the back-end information.
  • Encourage students to contribute comments to the library’s blog or other communication tools, recommending reads they have enjoyed.
  • Have students track their reading using an online service such  Biblionasium, Goodreads or Shelfari or using a print form such as tracking_reading

Reaching readers

We need to reach out to readers who believe reading is not for them – those who can read but choose not to and those who are still learning and are finding it a challenge – as well as those who don’t have the opportunity

  • When you create a display on a topic or genre, include titles that cater for a range of abilities so students can choose the fit for them
  • Invite suggestions for titles and authors from the students so you make an effort to reach out to that long tail of those who don’t come into the library
  • Look for out-of-library ways to promote what you’re offering, again to reach that long tail
  • Look beyond the staff and student body and consider how you can support the parents and the preschoolers so they understand the value of reading at home and can put it into practice 
  • Offer reading in all its guises – picture books, ebooks, novels, graphic novels, magazines, comics, instructions, captions, fiction, non fiction, in print and online – so it is seen as accessible, purposeful, valuable and valued

Putting on the reader leader’s hat is one of the most important aspects of the teacher librarian’s role.  Not only does it need to be big enough to hold all the ideas and suggestions we have, it also needs to be big enough to encompass those who come under our influence.

 

 

 

Print Friendly, PDF & Email

the reader’s hat

the reader's hat

There is a perception that the role of the teacher librarian is to sit and read all day. After all, we are ‘the gatekeepers of the literature’, with the power and ability to “bring the beauty and the joy of the written word to students”.

So it comes as a surprise to many, including those who entering the profession that we are not English teachers or language arts teachers or literacy coaches on steroids. It also comes as a shock that to have any time to read anything during the day is a rare time indeed!

Nevertheless, the teacher librarian as a reader is a critical role if we are to guide students on their reading journeys, confirming their choices, consolidating their skills and helping them plan new adventures.

It is not the purpose of this post to examine the value of literature to children.  Others much more knowledgeable have written about this such as Maurice Saxby’s The gift of wings: The value of literature to children. Neither is it to provide a crash course in children’s literature – there are many university courses to do that including those from Charles Sturt University. And nor is it to examine the role of literature in education – there are hundreds of pedagogical texts which address that. It’s not even to offer an opinion on what sort of literature to add to your collection and promote – your collection policy should be your guide for that. Rather, it is to consider our role as the readers’ advisory service and how we might do this better given the limited time we have.

The high purpose of book selection is to provide the right book for the right reader at the right time.

Drury, F.K.W. (1930) Book Selection Chicago: American Library Association

Every reader his or her book…

Every book its reader.

Ranganathan, S. R. (1931) The five laws of library science. Madras, India:Madras Library Association

As can be seen by the date of these two quotes, the concept of the librarian and teacher librarian as being the readers’ adviser has been around for a long time, and while it may be impossible these days to put the right book in the right reader’s hands at the right time because there are so many book and so many readers and only one of us, we do have a responsibility to have

  • an understanding of the significant stages in reading development across the ages of our clientele
  • an understanding of the sorts of text formats and features which support reading development at different times
  • a working knowledge of those titles  in the library’s collection
  • a desire to continue reading the literature that is most appropriate for those in our care

Because we are teacher librarians. there is an expectation that we will have a knowledge of a child’s literacy development from the reading-like behaviour of the toddler mimicking the adult who reads to them to the independent reader who has mastered not only the mechanics but who has also taken responsibility for their “reading life” (Miller, Reading in the Wild p.xviii). Although it is not our role to be reading instructors, there is much that we can offer to support reading instruction by making selections to add to the collection that are age and stage appropriate. 

In my opinion, and that of many others – experts and practitioners alike –  it is not the library’s role to support instructional reading to the extent that we organise our collections according to an artificial measure such as the in-vogue assignment of a lexile which does not take into account the prior knowledge or maturity level required to enjoy the book to its fullest, or according to a points system imposed by a commercial scheme or any other arbitrary standard that is likely to limit or marginalise our students based on their choices. However, we do have a responsibility to provide titles which have the textual and graphical formats and features that support the students at different times in their reading lives.

We need to know that

  • role play readers display reading-like behaviour which imitates those who read to them as they reconstruct the story for themselves, often differently each time as they use the pictures to prompt their memories. They need durable books with bright pictures that have recognisable elements and have text which incorporates rhyme, rhythm and repetition so they can join in as it is read or repeat it as they retell it.
Role-play readers know that there is meaning and enjoyment in stories.

Role-play readers know that there is meaning and enjoyment in stories.

  • experimental readers rely on their memory of familiar stories to retell them and the retelling is close to the original story as they understand that text carries a constant meaning. They rely on pictures to prompt their recall and may recognise familiar words so they need books with limited text where key words are often enlarged or in a different font; have repetitive phrases either cumulative or alliterative which they can memorise and repeat; and pictures which are lifelike and may have fun elements such as lift-the-flap. They also like stories featuring familiar characters from their favourite television series as they bring their knowledge of the situation and the character to an unfamiliar situation.
experimental

Some of the elements which support experimental readers.

  • early readers read texts slowly and deliberately, concentrating on every word and using their knowledge of the context and pictorial clues to support their meaning-making and their retelling. They are ready for new characters in new situations although they like these to mirror their own experiences and issues.  Animals and toys in human-like dilemmas allow them to discuss and reflect on their own situations, setting up the foundation for the development of critical literacy skills. They prefer their stories to be completed in one sitting although many will listen to serialised stories where there is a complete adventure in each chapter such as The Faraway Tree series by Enid Blyton.
  • transitional readers are able to use a variety of strategies to make meaning from texts and adapt their reading to different types of text. They understand the basics of story construction such as setting, plot and characterisation and are beginning to think critically about texts. They are making the transition from basal readers and picture books to novels which have short chapters, larger fonts and monochrome illustrations which still support the storyline. They’re willing to move beyond settings and characters with which they are familiar and into the realms of the imaginary and the fantastic.  Series are popular and they are beginning to identify favourite authors and topics.

tashi1

A willingness to explore the imagninary and the fantastic take these readers to new worlds.

Books for this stage are characterised by short chapters, larger font and monochrome illustration which support the story.

Books for this stage are characterised by short chapters, larger font and monochrome illustration which support the story.

  • independent readers are just that.  They can read, retell and reflect on texts choosing from a wide range of authors, series, subjects and genres.  They have favourites and can justify their choices, and select according to need, interest and mood. They have developed the emotional connections that lifelong readers possess and share an innate love of reading.

Adapted from Reading Developmental Continnuum. Education Department of Western Australia, 1994

Even if our clientele do not span the range of readers, we should know where they have come from and to where they are headed.

Miller tells us

The path to lifelong reading habits depends on internalising a reading lifestyle along with reading skills and strategies.

And she also says

We must push ourselves to read widely in order to best serve our students – as role models who read for diverse purposes and reading advisers who know a lot about books that appeal to all types of readers.  The more widely we read, the more expterise we offer to our students.

This is where we must put on the reader’s hat.  If we are to help our students along their road to independence then we must read and read and read so we can assist them with their choices, and assist their teachers in their choices. It may be that during term time your pile of to-be-read books comprises only children’s literature but it will pay off because not only will the staff and students view you as the go-to person when they’re wondering what to read next, but it puts the library at the hub of the school’s literacy program known for a collection that is built on professional knowledge and tested against a set of selection criteria that ensures it meets certain standards.

Just as we should not let personal bias interfere with the selection of resources for the collection, so we should not let personal preferences dictate our reading selections.  Of course, as we first start to learn about the collection from the inside out, we will start with our favourite authors, topics, series and genres but we need to read beyond those boundaries so we can build a broad base of knowledge and understanding.

Many of us will have childhood favourites or those we have used in our classroom practice and which we know children enjoy and it’s worth finding these and re-reading them as a starting point.  Then start to branch out. There are many sources…

  • Publishers have regular free newsletters that you can subscribe to so you can keep up-to-date with new releases. As well as Australian publishing houses, I also subscribe to some in the US and UK which is how I had copies of Harry Potter and the Philosopher’s Stone on the shelves when students came in demanding it. 
  • Use subscription services which provide reviews and overviews from a wide range of publishers. I like Publisher’s Weekly which has a range of free e-newsletters including Children’s Bookshelf which has a plethora of articles related to children’s literature including reviews, meet-the-author, podcasts and news but others include Booklist, Horn Book, School Library Journal, Scan, and Magpies which includes The Source and The Literature Base.
  • Look at the publishers’ catalogues and websites, particularly those of the independents who often publish new authors or books with interesting topics. If you’re going to a conference or network meeting, browse the vendor displays – and perhaps pick up a bargain!
  • Learn which newspapers and periodicals promote books for your target clientele and follow their reviews and recommendations.
  • Know your students’ favourite authors as well as those who write for your students’ age group and keep tabs on their websites and blogs. There are often sneak previews, sample chapters, book trailers, information about public appearances and what they’re currently working on so you can look for them in the future.
  • Look for new authors whose work might appeal to your students by becoming familiar with the independent publishers as well as the mainstream ones.  Find the CBCA page on Facebook where new authors often let others know of their work, including that which has been self-published.
  • Browse the bookstore displays to see what’s new and recommended in a variety of genres.  Some bookstores promote staff recommendations so you can discuss possibilities with them.
  • check out second-hand stores for older titles that may no longer be in print but which are still popular
  • Look at what other TLs are posting on their library blogs and websites to discover what other students are reading
  • Seek out blogs which review the titles for your target age group.  There are many of these, particularly for YA,  and I’ve gathered some of them on Blogs About Books. Three that are great for younger readers are A Book and a Hug (have your readers take the What kind of reading superhero are you? quiz to find out what they might like); The Book Chook which has a strong Australian flavour and The Bottom Shelf where I review picture books, old and new, for the under-8s. Create your own blog where you share your reading with others.
  • Read reviews.  There are many sites and journals which are dedicated to reviewing children’s literature and I’ve collated some of these on the Read a Review page.
  • Get recommendations from other teachers and teacher librarians using your personal learning networks such as OZTL_NET. Everyone has a favourite they like to share. If schools have organised book clubs, find out what books they are focusing on.
  • Use crowd-sourcing sites such as Goodreads  and Shelfari where you can get recommendations as well as creating your own reading journal. Follow dedicated pages on Facebook and Twitter.
  • Talk to the students about what they are reading. Miss 9, an avid reader, told me that the favourite story among her peers this year was the classic Black Beauty and she was delighted when she found a copy of it among a collection of other classics on my home shelves.  She’s now reading her way through them, as well as War Horse by Michael Morpurgo which is of a similar nature to Black Beauty. One conversation and she had two pathways to follow – the classics, which may well open up new paths in themselves, and the other works of Morpurgo. 
  • Ask the students what they think you should be reading. Many will have favourites that they have sourced beyond the school library and which you need to know about and consider for the collection.  Peer recommendations are powerful, as even the most reluctant reader wants to be part of the in-crowd.
  • Keep abreast of new and upcoming releases through sites such as
  • Troll the best-of lists that come out at the end of the year from a range of sources. It’s surprising how many titles are common entries on these lists, indicating that they are worth considering.  If you want to discover the best of the best of times gone by, look for publications such as 1001 Children’s Books you must read before you grow up 

 

1001 Children's Books you must read before you grow up

1001 Children’s Books you must read before you grow up

 

  • Look at the award winners such as the Australian Children’s Book of the Year, the Newbery Medal, the Caldecott Medal, The Kate Greenaway Medal and The Carnegie Medal
  • Look for and explore if-you-like-x-then-try… lists.  They are a great source of new titles that match an identified preference.
  • Know which books have been turned into movies, or are about to be, and read the print versions of them so both you and your students are familiar with them, but be aware that the movie’s rating may be different to that of the book.  Useful sites are…
  • Trust your experience and expertise – if you see a book that you think will appeal, read it.
  • If you want to try before you buy, check out what your public library has.  Build a relationship with your local children’s services librarian and discover what are the most commonly borrowed titles there.
  • Maintain your professional reading with books like The Book Whisperer, Reading in the Wild, Readicide, The Rights of the Reader, The Power of Reading, The Read-Aloud Handbook and Igniting a Passion for Reading. Each will help you understand how to wear your reader’s hat well.

Wear your reader’s hat in public. Let the children see you reading in those rare spare minutes that you get.  Let them see your pile of to-be-reads.  Let them see the reading goals you have set yourself and which you celebrate as you achieve them.  Let them flip through your reading journal where you keep an annotated record of what you’ve read, what you want to read and their recommendations.

If you put your reader’s hat on, they will too.

Print Friendly, PDF & Email

the leader’s hat

The leader's hat

Many teacher librarians associate leadership with hierarchy and believe that it is the domain of the principal and the school’s executive.

But anyone with specialist knowledge and skills acan be a leader, even students, and particularly the TL because their position within the school is often unique.  In many cases, there is only one of us in a school, perhaps several schools, and staff and students look to us as being the leaders in literature and information access and management.

Teacher librarians are ideally suited to lead from the middle.

 

Much has been written in many forums about leadership types and there are almost as many types as there are articles about them. Examples are

  • Transactional Leadership
  • Situational Leadership
  • Transformational Leadership
  • Servant Leadership, and
  • Instructional Leadership

A good place to start for a basic understanding of the sorts of leadership that are applicable to schools would be Marzano, R. J., Waters, T., & McNulty, B. A. (2005). Some theories and theorists on leadership. School leadership that works: from research to results (pp. 13-27). Alexandria,Va.: Association for Supervision and Curriculum Development. (If you cannot access this title, a review of the key factors is available  here.)

As well as there being a multitude of articles about leadership theory there are any number of video clips including Leadership Theory and Critical Skills and Ten Leadership Theories in Five Minutes.

However, the most effective form of leadership in the school situation would seem to be transformational, in which change is effected through

  • having a clear vision that is articulated well,
  • a passion for the change and involvement in what needs to be done
  • a desire to ensure that all those involved succeed through encouragement and empowerment to explore new ways and new opportunities

Nelson Mandela is widely regarded as being an exceptional example of a transformational leader.

Check out your natural leadership style by taking this quiz developed by my leadership hero, Stephen Covey and assess your leadership skills using this one. Even if you don’t view yourself as a leader, perhaps even shy away from the mantle, as the TL you ARE a leader so it’s worthwhile knowing and learning about the critical elements essential for success of your vision and the design and delivery of effective programs and services which will enrich and enhance the teaching and learning in your school.

Whatever the style, effective leadership has some critical skills, common to any situation – business, school, library, whatever.

 

Chapter 4 of School leadership that works: from research to results is entitled The 21 Responsibilities of the School Leader and the authors set out a set of characteristics which, according to their research, are essential for the successful school leader if there is to be a significant impact on student academic achievement. Substitute “teacher librarian’ for “principal” and it’s possible to understand what the TL needs to know, understand, appreciate, value and do to ensure the achievement of the vision and the successful implementation of the plan.

Let’s look at some of these characteristics and how they might be applied to your vision and strategic plan.

Change Agent

The change agent is not satisfied with the status quo just because it is the way things have always been done. They willingly and actively challenge it if there is a proven better way of doing things that is relevant to the situation.  “If it ain’t broke don’t fix it” is an anathema to them because they are constantly striving for the best, operating at the leading edge of a school’s competence and are prepared to take risks, encourage and protect those who take them with them and live with uncertain outcomes.

The TL who is a change agent examines two key elements…

  1. What is happening at the leading edge of education generally and considers how the library’s services can be shaped to accommodate and reflect this. ( A great example is the early adoption of ICT and its embedding into the curriculum by TLs which is why they are often viewed as the ICT specialist.)
  2. What is happening in leading edge libraries, school , tertiary and public, and considers how these practices can be embedded into their situation.  (A great example of this is the way that the Arizona State University libraries have embraced social media to connect with students.)

There has been much discussion and debate about the need for libraries let alone librarians and teacher librarians in this ‘digital age’  where “everything is available on the Internet.  To help crystallise your responses when challenged this way have a look at this range of infographics that show that while our direction may have changed, our destination has not.  Use those that encapsulate your circumstances best to create your own to reflect  your role, purpose, goals and influence and display it prominently.

Ideals and Beliefs

Well articulated beliefs are at the core of effective leadership.  The leader knows and understands what is best policy and practice in teaching and learning and is driven to provide these within the school.  This knowledge and understanding is based on an intimacy with

  • the ethos of the school
  • the school community’s desires and expectations
  • who the students and staff are-
    • their needs, interests and abilties
    • their ethical, cultural and social make-up
    • their aspirations and challenges
    • their rights, responsibilities and roles
  • pedagogy
  • curriculum requirements, design, delivery and assessment

For the TL, this means identifying and articulating your beliefs about teaching and being a TL as demonstrated in The teacher’s hat and understanding the rights of the students as articulated in The Students’ Bill of Rights and marrying these to both current best practices in teaching and library services – hence our dual title- and the school’s vision and goals. From this comes the vision statement

Culture

Fostering a positive culture of community, communication and co-operation based on shared beliefs is essential if the library is to be seen as a place that belongs to all in the learning community. The TL should be seen as a custodian not the owner.

A community-based culture is the most effective way to achieve change and building your library committee is the first step in this.  Sharing the sense of ownership amongst all the stakeholders, including the students, is much more likely to achieve the vision.

Seek ways that staff and students can have input into the design and delivery of the library’s services and programs and into the decision-making process.  Acknowledge this through the policies you write and the procedures you develop.

Communication

The library is not an ivory tower.  It needs to be receptive and responsive to the needs of its users. Communication is essential! Establish strong lines of communication to and from the library using a range of traditional and social networking tools so that you can not only reach the visible users but also that invisible long tail who believe that the library has nothing to offer them.

Effective and frequent communication also keeps the library’s purpose and goals in focus and ensures accountability.  If you say you’re going to do something, then you need to deliver!  Publicise the goals of your strategic plan so they are clear and visible to all, adhere to the timeframe and performance indicators, and celebrate the milestones.

Affirmation, Acknowledgement and Rewards

Everyone wants to have what they have contributed or achieved recognised so be aware of what your team and your clients are doing and seek appropriate ways to acknowledge these.  It can be a simple thank you, a thumbs-up, a private note, a team-based reward or a full-blown celebration. 

Build relationships. The best leaders are aware of the individual and the effort they put in and take the time to let the person know that they know. Even if it is dissent or criticism, acknowledge the courage that the person had in raising the issue, thank them for their new insight and consider what has been offered.  If you take the suggestion on board, attribute it to its source; if you don’t then take the time to explain to the person why their idea is not a good fit at this time.

Collaboration

John Donne wrote “No man is an island.” No matter how skilled, no single TL can provide the best of the best from the library without collaboration and if progress, achievement and success are to be sustained it is essential.  It is very easy for a specialist such as a TL to believe they are the key-holder and gate-keeper to the knowledge but if that is not shared, what’s the point of having it?

Using a team approach to achieve the vision is the most likely road to success but there are bound to be road-blocks. View these videos for some insight into problem-solving and group decision-making to turn those obstacles into opportunities.

Professional Knowledge, Practice and Commitment

Effective leaders are seen to talk the talk and walk the walk.  Obvious and demonstrated sound professional knowledge, practice and commitment inspire confidence in the team, but you need to to empower your team so they have the wherewithal to accomplish what they have undertaken. Remember:

  • Your team (and the broader learning community) do not have the TL’s specialist knowledge so where it is appropriate explain why things are so, and back it by sharing relevant research and professional reading.
  • Your team members may need personal professional learning so they can accomplish what they need to do so look for the most appropriate way to share this whether it is 1:1 with you in an incidental situation such as learning to access a database; a mentor relationship in which the one who has empowers the one without; a school-wide initiative such as building inquiry-learning as the basic pedagogy in alignment with the Australian Curriculum; or seeking sources further afield for either yourself or your colleagues.  Teachers, as well as students, are learners!
  • You need to enable access to the resources – human, financial, physical and time – that are essential for the team members to achieve their commitments.

If the library’s services driven by a knowledgeable qualified teacher librarian are to be seen to be as essential, non-negotiable elements of the school’s core business then each of us has to step into the limelight, find our inner leader and let it shine.

It is impossible to address the whole issue of the TL as a leader in one blog post, so if you want to follow this path in greater detail you are urged to undertake Teacher Librarian as Leader through Charles Sturt University to whom I am indebted for much of my knowledge and the content of this blog post. 

You might also like to read 4 Ways to Lead from the School Library

In December 2016, School Library Connection posted the results of their one-question-survey about who were considered to be “school library rockstars” in a Wordle.

leaderr_wordle

No surprises about the names in the biggest print but what is interesting and important is what it is that makes these leaders stand out and influence our professional thinking, learning and practice in the way they do.  As the article says, “Aspiring school librarian leaders can use the descriptor headings as action statements.”

 

Print Friendly, PDF & Email

the planner’s hat

hat_planner

 

A vision statement is just the beginning.

If it is to come to fruition then it needs to be teased out in and supported with a formal strategic plan which becomes the road map to the destination of your vision. Such a plan shows the pathway forward, guides decisions, helps negotiate obstacles and avoid detours, has markers and milestones which prove your progress and ensures that your steps are leading in the right direction.

 

It includes identifying

  • purpose
  • priorities
  • goals
  • timeframes
  • performance indicators
  • stakeholders
  • roles and responsibilities
  • financial, human, time and physical resources
  • external support
  • documentation
  • review periods

It needs to answer these sorts of questions…

  • What have we already got?
  • Is this still valid, valued and valuable?
  • What more do we need to have?
  • What more would we like to have?
  • How can we make the tasks manageable?
  • What will be the roles and responsibilities of each person?
  • How should the map to our destination  be constructed?
  • What are the priorities along the way?
  • What resources are needed so we arrive at the destination safely?
  • How will we know we are making progress?     
  • How will we know that our destination  has been reached?
  • Is the destination as far as we can travel or is there somewhere beyond the rainbow’s end?

Purpose

All that is done within the library, whether it is wearing your teacher’s hat or your librarian’s hat must contribute positively to the teaching and learning in the school. Whether overt or covert, it needs to support the staff and students in some way.  Therefore, any changes need to be underpinned by an articulation of how they do this. Making changes based on sound pedagogical practice which is supported by evidence of its efficacy and efficiency demonstrates why we are teacher librarians with dual qualifications.

For a list of the questions which need to be considered to demonstrate that your changes are based on best practice,  read The Information Specialist’s Hat

All that is done also needs to meet the needs of the library’s users, both staff and students, and these cannot be assumed. Undertaking an Information Needs Audit will provide you with insight into those services which staff and students believe to be the most useful for them. It can also serve as an advocacy tool to alert them to the range of services you provide. Clicking on information_needs_audit will take you to a pdf version.

 

Priorities

Not everything needs to be done at once.  In fact, it cannot be as one thing is often the foundation for the next. Establishing priorities  not only identifies the sequence of the plan but also provides a defence if your professional practice is challenged.

Areas of priority to be considered include

  • the development of an information literate school community
  • curriculum development, design and delivery
  • collaborative planning and teaching
  • recreational reading programs
  • collection development, management and appraisal
  • simple circulation systems of resources for all users
  • an understanding of intellectual property and copyright issues
  • the introduction and integration of digital technologies
  • the development, design and delivery of online services
  • the establishment of an attractive and supportive library environment
  • management of archives and school memorabilia
  • the development of clear, identified, safe and fair workflow and work practices
  • an understanding of the services and support a qualified teacher librarian can offer
  • the professional learning for yourself and your colleagues
  • other areas of responsibility specific to your situation

While all areas are important, priorities should be established based on

  • your professional knowledge of the needs of the staff and students
  • identified in-school priorities so the library’s goals are aligned to those of  the school
  • external factors such as the implementation of new strands of the Australian Curriculum
  • practical concerns such as available or proposed infrastructure

 

Goals

Goals are  concise, specific statements of what will be achieved within a certain time period.  They should be SMART.

 

SMART Goals
S specific significant stretching sustainable succinct
M measurable meaningful motivational manageable
A achievable agreed acceptable action-oriented authoritative
R relevant realistic responsible rewarding results-oriented
T timely tangible trackable

To ensure that the goals are achieved, it is necessary to

  • allow key stakeholders to have input and ownership
  • display them prominently
  • identify the starting point, strengths, and weaknesses of each
  • identify the obstacles and opportunities that exist
  • identify the cost, time and sacrifices or trade-offs that each demands
  • develop a plan for achieving each one so the task is manageable

Timeframes

The usual timeframe for a strategic plan is three years as that enables time to identify, implement, expand and review.  However, within the overall timeframe, specific smaller periods need to be identified so that the overall plan remains on track.  These are based on the identified priorities of what is, what should be and what could be.

Ensure that the timetable for action is published and readily available and establish a communication mechanism so team members are aware of dates and deadlines.

Also create an at-a-glance management plan so progress can be easily seen.

At-a-glance management plan

At-a-glance management plan

Performance Indicators

Performance indicators are the markers and milestones which demonstrate achievement and ensure that the goals are being met in a timely fashion over the course of the plan. They identify

  • how a goal will be measured, either in increments or overall
  • what has been achieved
  • what needs to be done
  • how what has been achieved can be built on

Where possible, identify the benchmark or starting point, and, like the goals, make the performance indicators SMART. While keeping priorities in mind, capitalise on initial enthusiasm and have a cluster at the start of the plan so initial success is achieved quickly, is clearly visible and the foundations for future development are laid.

Set up a public document that clearly shows the progress that is being made so that success can be seen and annotate it to identify the contribution to teaching and learning.

Stakeholders

Because the library belongs to the whole school community and everyone has a part to play, this raises many questions …

  • Who should lead the expedition towards achieving the vision?
  • Who else should be on the journey?
  • Who are the stakeholders?
  • What are their vested interests?
  • What will they need to know to enable the destination to be reached?

Building your vision with a team offers many advantages including…

  1. It makes the whole task much more manageable
  2. It enables a broad range of stakeholders to be involved thus giving them ownership and a greater commitment to ensuring the success of the plan
  3. It brings a greater range of expertise, experience and viewpoints to the table so best practice is more likely to be achieved
  4. It enables a greater understanding of what is on offer through the library’s services and why things are done the way they are
  5. It puts the library at the educational centre of the school for staff, students and parents
  6. It is a great advocacy tool

Roles and responsibilities

In an address to a conference in Christchurch, New Zealand in 2003, leadership expert Tom Sergiovanni suggested that each team member makes five promises that will help the whole group work together to achieve the vision.

As the teacher librarian, what promises should you make?

Become familiar with the research about the impact of a well-funded, well-resourced school library program under the guidance of a qualified teacher librarian so you know there is well-founded evidence to support your beliefs about your role.  Summarise the research into a list of key findings to distribute to team members.

Use the Standards of Professional Excellence for Teacher Librarians  to examine your professional knowledge, practice and commitment to identify the areas for personal improvement in relation to achieving the goals of your plan.

Use the descriptions from  Learning for the Future, review those roles you have as

    • curriculum leader
    • information specialist
    • information services manager

Identify not only what you do when you wear each hat, but how much time you spend on each.

    • Is there a balance or a predominance of one over another?
    • What is your key role?
    • What are the unique areas of knowledge and expertise that you provide the staff and students as a result of your training that a librarian or administration officer can not?
    • What should your priorities be?
    • What can you delegate?

Compare the answers to the goals of your plan and identify the priorities that you need to focus on so it can be achieved.

Use what you have learned to develop a personal professional pathway which includes five promises which will enable the achievement of the vision. Use a format such as this…

 
Promise What do I intend to do?
Purpose Why am I doing this?How will it contribute to the achievement of the vision?
Strategies What are the steps that will help me achieve it?
Timeframe When do I plan to start and finish?
Support What do I need – time, people, resources, finance, learning – to achieve this promise?
Success  How will I measure and share my success?

 Have each member of the team

  • read the research summary
  • consider the vision statement and the contribution they can make towards its achievement
  • identify the five promises they will make on behalf of the group they represent and how these might be achieved.
  • complete a similar document based on their experience, expertise and commitment to the vision.

Publish and display these promises so that everyone in the team in whatever capacity is continually reminded that they are part of a connected community and have a responsibility to it.

Resources

It is essential to identify the resources that will be needed so these can be planned for.

Human – As well as the experience and expertise of the team members, there may be others whose expertise can be co-opted for a particular project.  Their availablitiy may influence the priorities of your plan. Human resources may also include obtaining or providing essential professional learning so a target can be achieved successfully.

Finance Many of the components may require financing either within or beyond the library’s normal budget so clear and complete costings are an essential part of the plan so these can be budgeted for by the prinicpal, the teacher librarian or external sources.

Time As the plan’s co-ordinator, the teacher librarian may well need extra time beyond their normal allocated administrative time so this needs to be negotiated with the timeclock holders within the school. Regular team meetings will also need to be held and appropriate times for these need to be negotiated.

Physical Achievement of the vision may require the provision of physical resources such as the reconfiguration of a space or the provision of ICT infrastructure, so these also need to be identified and costed, and their provision worked into the priorities.

External support

Identify the sort of external support that will be required, such as tradesmen to upgrade the ICT infrastructure; experts who can provide appropriate professional learning; collaboration with other staffmembers; or outside funding and integrate these into both the priorities and the budget. 

Documentation

Often with a new vision,  there is a new focus and direction which brings with it changes or updates of policies and procedures. It is essential that these are done so that the plan can continue regardless of who is sitting in the teacher librarian’s chair. 

It is also important for the strategic plan to be formally constructed, published and displayed so that all stakeholders and those in the school community can see that there is purpose supported by identified prioriites and so forth.  It also enables progress to be mapped.

As parts of the plan are achieved, document these for future reference, including the pitfalls so there is a clear account of and accounting for all the time and effort that has been expended.  Share progress and success with the school community so they are kept informed of the changes and how these are impacting on the teaching and the learning within the school.

Review

A vision and a strategic plan can only ever be guides, not set in concrete.  Circumstances change over three years and so there always has to be the flexibility of reviewing the priorities and programs, and changing direction as necessary.

As well, as things are put into place, new opportunities and possibilities open up.  But instead of following these detours, perhaps at the expense of your ultimate destination, write them down so they can be new pathways to be explored in your next vision statement. Ensure your steps continue to lead you towards that destination.

Print Friendly, PDF & Email

the visionary’s hat

hat_visionary

Libraries have been part of society’s culture since man first began to convey information by etching images on the walls of caves. School libraries have been part of the Australian education system since well-meaning people in London sent religious texts to recently-established Sydney so the children of the convicts would learn to read the scriptures, learn from them and become better people than their parents. But libraries, like society, change so they can meet the needs of their users and remain relevant in the context in which they sit. Digital technoliges have replaced markings on cave walls, and school libraries have evolved to be much more than a repository of religious readings.

These changes have not happened because Tinkerbell sprinkled fairy dust.  They’ve been inspired by visionaries in the profession – those who have the ability to see around corners and over hills; who see obstacles as opportunites; who aspire and inspire and lead change which others are compelled to emulate.

With the introduction and implementation of a national curriculum in Australian schools, and the rollout of the Common Core Standards in US schools, and other significant changes being made as the developments in technology roll inexorably on, this is a time for great change and great opportunities in school libraries – change that can be directly linked to mandated requirements and supported by evidence that makes its acceptance and resourcing more likely.

But for change to be successful and sustainable, it needs to be planned and supported. In my very first post on this blog I explained my adherence to Covey’s mantra of “Begin with the end in mind”, and this is essential to the change process. 

To begin with the end in mind means to start with a clear understanding of your destination. It means to know where you are going so that you better understand where you are now and so that the steps you take are always in the right direction … how different our lives are when we really know what is important to us, and, keeping that picture in mind, we manage ourselves each day to be and to do what really matters most.

Covey, S. (1989) The 7 Habits of Highly Effective People

Melbourne: Information Australia

To have a vision of the destination so your journey continually leads towards that is essential. Encapsulating the dream in a precise and succinct statement provides the focus and foundation on which to develop a strategic plan  incorporating goals, policies, strategies, performance indicators, and a timeframe that will lead to its achievement.

the vision statement

Creating a vision statement is a complex task. It is a narrow, future-oriented declaration of the library’s purpose and aspirations.

Firstly, you need to know what you want to achieve so you need to know

  • What does a best-practice library look like?
  • What does a best-practice teacher librarian do?

There are many models on which you can base your ideas – my favourite is the Springfield Township High School Library developed under the guidance of Joyce Valenza – and the Standards of Professional Excellence for Teacher Librarians statement developed by ASLA is an essential guide to the sort of professional knowledge, practice and commitment a top-shelf TL has.

Regardless of the model (or combinations of models) you use, your vision must be in alignment with your own beliefs or it will never sit well or be a good fit.  Go back to The Teacher’s Hat  and revisit your beliefs about being both a teacher and a teacher librarian and create a new manifesto based on what you believe a top-shelf library should look like including the elements which drive your

  • literacy and literature programs and collections
  • research and information literacy programs and collections
  • services you offer your clients
  • environment in which you and they work

Articulating your beliefs in such a way takes them out of the world of the airy-fairy and into a tangible document that can be used to shape goals and defend decisions.

However, you need to keep in mind the practicalities of your particular situation. Consideration must be given to any requirements, restrictions or expectations put on your vision by your school and only you can decide if these are important enough to embrace as an enhancement of your beliefs, adapt so they fit with your beliefs or try to change through evidence of better practice   To set impossible goals based on someone else’s ideality rather than your reality only leads to despair and despondency as it looks like failure.  

The next step is to craft a mission statement so the purpose of the library and its place within the school’s philosophy, ethos and educational programs are explicit.  It is based on those beliefs, values and principles that are at your inner core, be they personal or corporate.  It needs to be clear and concise and should answer the questions

  • What is this library about?
  • What does it stand for?
  • How do we demonstrate these?

It is the basis for all decisions made regarding policy, procedures and practice and sets the guidelines and parameters for the services you offer

A sample mission statement can be found here

However, it is essential to understand the difference between a mission statement and a vision statement – the former defines your purpose, your reason for being; whereas a vision statement identifies your future direction.

 

The next step involves several key elements

  • reading and research identifying what is, what needs to be and what could be for the three key hats that the teacher librarian wears – curriculum specialist, information specialist and information services manager
  • identifying specific areas of focus to develop policies, programs, procedures, practices and priorities
  • drawing on the perceptions and needs of the stakeholders so that the vision is shared and they feel they have ownership of it and can make a contribution towards its success.

identifying what is

Establishing the current state of the library’s programs, services and environment is essential because it identifies its strengths and its needs, as well as establishing a benchmark against which future progress can be measured. It identifies whether what is currently on offer is valid, valued and valuable.

There are several ways that this can be done – the most common being a SWOT analysis. Rather than trying to assess everything in one analysis, it may be more practical to identify the key factors that make up what you offer and on both the educational and resourcing sides of the coin and analyse them individually, then combining them into a summary.

SWOT Analysis diagram

SWOT Analysis

A STEEP analysis is another option or you might consider purchasing Strategic Planning for Nonprofit Organizations: A Practical Guide and Workbook, 2nd Edition which has a whole section on assessing the current situation including

  • preparing a history and descriptive profile of operations
  • articulating previous and current strategies
  • gathering information from internal and external stakeholders
  • gathering information from documents and other sources
  • summarising the information into a situational assessment

identifying what needs to be

School library programs and services and the environment in which they sit are subject to outside influences such as mandated curriculum, identified school priorities and the needs, interests and abilities of their clientele so establishing and articulating what these are and how they shape what is delivered is essential.  As well as pinpointing what the essential elements are, they also provide evidence to support any proposed changes enhancing the likelihood of the vision being accepted and resourced.

identifying what could be

Start by examining the Standards of Professional Excellence for Teacher Librarians and identifying some personal professional goals that will guide your professional learning and practice and may lead to innovation and initiatives that have not been considered.

Identify leaders in the field such as Joyce Valenza, Buffy Hamilton, Judy O’Connell, Doug Johnson and Lyn Hay and follow their blogs and other social media communications to see what’s happening at the leading edges and how you might be able to adapt it to your situation.  Look for Facebook groups such as iCentre and Evidence-based Practice for School Libraries and for Pinterest boards and so forth which share photos and links that can provide inspiration.

Standing on the shoulders of giants is a great way to become a giant yourself and instead of following the pack, you become a leader of it.

Create surveys for your clients that give them input into what they would like the library to provide and go out of your way to find out the needs of the long tail -those whose needs and interests are not met by the common, the popular or the overtly-on-offer and who do not use the library’s services becasue of this.

 

Writing the vision statement

The final step in this process is writing the vision statement. Visions statements need to be precise and concise stating what the library and its services (educational, resourcing and environmental) will be like at the end of the time period (usually three years or in line with the school’s development plan.) They are aspirational using superlative language that inspires others to want to be part of the process. 

The vision statement for my current school library is

An excellent 21st century library which supports the teaching and learning at xxxx Primary School.

 

Having identified where you are going and where you want to be it is time to put on your leader’s hat but that is another post for another day.

Print Friendly, PDF & Email

the information service manager’s hat

hat_ismFitting as snugly as the first two, the third hat is that of the information services manager, perhaps the most complex of the three because it is the one that combines both the T and side of Teacher Librarian and is the one that most clearly demonstrates why we have those post-grad qualifications. Learning for the Future (2nd edition) (ASLA & ALIA, 2001) describes this hat as the one which requires the TL to 

develop and implement strategies for evaluating the collection and for determining curriculum and student needs within the context of identified school priorities

 

The TL needs to put on a teacher’s hat and know

  • the learning needs, styles, interests and abilities of the students who will access the collection, including any special needs relating to cultural, ethnic, social, religious, and language issues as well as specific requirements relating to individual children
  • the teaching needs of the staff so they have access to the resources that will support the design and delivery of the curriculum
  • the philosophy and ethos of the school and the expectations of the parents who send their children there so that, on the whole, the collection is aligned to this
  • the philosophies, pedagogies and programs on which the curriculum is built and delivered so that challenges can be met and decisions defended
  • the breadth of the curriculum across all key learning areas and across-curriculum perspectives, as well as new initiatives including national requirements such as the Australian National Curriculum or the US Common Core Standards,  as well as those areas that the school has identified as areas for development

Then the librarian’s hat needs to be worn so the TL can

  • identify and negotiate priorities for collection development so that this is fair, equitable and meets needs, and decisions and expenditure are defensible
  • prepare, submit and disburse a budget that enables the collection to move forward 
  • locate potential resources
  • evaluate them according to the selection criteria identified in the Collection Policy, juggling general and specific criteria and making an informed judgement about their suitability and likely use
  • acquire them according to the school’s policies and procedures
  • put in motion the process that will get them from the delivery van or online source to the hands and eyes of the users now and in the future, a series of steps that can be complex and time-consuming
  • account for the disbursement of monies and resources through formal process such as stocktake and an annual report

Finally, both hats have to be worn at the same time as the newly-acquired resources are promoted and displayed so that their existence is widely known and they are used.

In the past, this wasn’t such a complex task because the format focus of the collection was print, with some audio-visual resources to add variety.  But with technological developments, there are a multitude of other formats and factors to consider and what we provide access to is as important as what we acquire.  So the TL also has to know

  • the access to ICT devices and delivery that staff and students have both within and beyond the school so that if online resources are acquired, they can be easily used
  • the individual preferences for a particular format and whether this is the best for the teaching purpose
  • the research underpinning current pedagogy and how this impacts on format selection, such as that relating to onscreen reading and the need for a foundation of skills built on print
  • how to map and evaluate the collection so that it meets the needs of all its users and ensure that it remains relevant and current
  • how to create and maintain a library landscape that is inviting and appealing to users as well as showcasing their learning

On top of all that, the TL also has to be able to write the  policies and procedures that encapsulate the decisions and the thinking that underpins and justifies them so that collection development remains constant and consistent regardless of who is at the helm.

 

Print Friendly, PDF & Email

the information specialist’s hat

hat_isp

 

The second hat that the teacher librarian wears is that of information specialist.

According to Learning for the Future (2nd edition) (ASLA & ALIA, 2001), this means we provide

access to information resources through efficient and well-guided systems for organising, retrieving and circulating resources and training and assistance to students and staff in the effective use of these systems

In the past, that was a relatively simple assignment – fiction resources were split into two sections, either picture books or novels, and given a classification based on the author’s name; non fiction was classified and shelved according to the Dewey Decimal Classification system.  Students were taught now to use the catalog, how the Dewey system worked so they could make sense of the numbers and then expected to locate the required resources on the shelves.

But the rapid development of technology has changed the goalposts and now, instead of staff and students coming to the information, in many situations the TL takes the information to the students.  Thus, as well as having an efficient, up-to-date catalog we need to know how to create and use hotlists, databases, social media, content management systems, virtual learning environments and a host of other tools so we can provide efficient and equitable access to the resources 365/24/7.  No longer is the library confined by walls and clocks.

There is also a push to abandon the traditional arrangements of the library so they become more like bookstores – the titles arranged by genre rather than author or subject.  From time to time, this issue is discussed on the TL networks around the world, and Jan Radford has collated a range of articles hereOther changes include arrangement by reading level particularly those assigned by commercial programs, or making special collections such as those for the LGBTI students.

However, before any such change is considered, there is a range of questions that need to be asked and answered with acceptable, independent evidence.  

Given that the definition of being the information specialist is based on providing efficient and effective access to resources, then we must demonstrate that any changes will do this better than what is offered now.  So we need to consider…

    • Why is the change being considered?
    • Is this a sound reason for change?
    • Why is what is currently in place not working? What is the evidence that it is not? How can it be changed/ modified to work rather than introducing a non-standard ‘fix’?
    • Is the solution based on sound pedagogical reasons whose efficacy can be measured?
    • What reliable evidence (apart from circulation figures) exists to support the changes and demonstrates improvement to student learning outcomes?
    • How will the change support the Students’ Bill of Rights?
    • Have students had input into the proposal?
    • Will the proposed changes lead to students being more independent, effective and efficient users of the library’s resources?
    • Will the change marginalise or discriminate against any users such as identifying their below-average reading level or sexual preferences?
    • Will the change broaden or narrow the students access to choices and resources?
    • Is it based on school-library best practice? Are there successful models (measured through action research and benchmarks and published in reliable authoritative literature) that demonstrate that this is a sustainable, effective and efficient model to emulate?
    • Will the change make it easier to achieve your mission statement and your vision statement?
    • How do the changes fit within your library policy, which, presumably, has been ratified by the school’s executive and council? Will the change in procedure require a change in policy?
    • Who is responsible for developing the parameters of the change and documenting the new procedures to ensure consistency across time and personnel?
    • If a change is made, what S.M.A.R.T. goals will be set to measure its impact?
    • Who will do the measuring and ensure that the conclusion is independent and unbiased?
    • If those goals show no change or a decline, will the library be willing to reverse the process? Will this be a practical proposition?
    • How will the proposed change impact on the role and workload of the teacher librarian?
    • How will the proposed change impact on the role and workload of other library staff?
    • If the change changes the traditional library arrangement, how is consistency across time guaranteed if personnel change because decisions are  subjective?
    • Who is responsible for developing and maintaining the criteria for placement and the Procedures Manual to ensure consistency?
    • Is the change worth the time that is invested in re-classifying every title and the money invested in new labels, staff wages etc?
    • Could that time and money be better spent?
    • Would better signage, including more shelf dividers, address the problem?
    • What role can displays play in highlighting different and unfamiliar resources to broaden access and choices?

Library 2.0 means that Librarian 2.0 keeps changing and we need to continually monitor and modify the shape and the fit of this hat.  

Print Friendly, PDF & Email

the curriculum leader’s hat

hat_curric_ldr

Every now and then there is a challenge to encapsulate the role of the TL into six or seven words, and I always respond with

curriculum leader

information specialist

 information services manager

 

I learned way these terms back when from Learning for the Future (2nd edition) (ASLA & ALIA, 2001) and they still hold true today.

I believe that that sums up what we do so succinctly and is timeless. Regardless of any changes such as a name change of the space, the new horizons opened by technology, new curricula or in-vogue pedagogy, those three roles remain our core business. 

For me, the hat that fits most snugly is that of curriculum leader for that is the one that puts the teacher in teacher librarian. I’ve been working with a colleague developing a new Library Development Plan, in particular aligning it to the school’s development plan, and almost every proposal came back to putting on the curriculum leader’s hat.

The nature of the role means it is the TL who has the best overview of the entire curriculum being designed and delivered in the school, sees how it all interweaves and locks together and through collaborative planning and teaching, can embed the information literacy process into it so there is connected, meaningful learning for the students. 

The rollout of the strands of the Australian National Curriculum across the country is an exciting time for TLs because not only does it give them the perfect opportunity to shine but they are the ones with the birds-eye view who can pull together the old and the new so the transition is smooth; identify the connects and disconnects so learning is cohesive and coherent; and support staff and students through the provision of the most relevant resources.

In a school I once had the privilege to teach at, the curriculum only had two strands – investigation and communication.  Everything fell under one umbrella or the other – we were either learning about something or we were sharing what we had learned.  As the TL, I held the ends of both strands.

Investigation is based on research.  Regardless of the depth required to solve the information need, the skills of research are an essential and those skills are based on information literacy -the ability to identify an information need, locate appropriate resources to solve it, then reading, evaluating and interpreting what is found to create a satisfactory solution.

If, as Mike Eisenberg says, information literacy is “the most basics of basics”, then who better than the teacher who has information literacy as their specialist subject to lead its embedding as an across-curriculum perspective? To teach the teachers as well as the students? To lay the foundations of a scaffold that will support that platform  of lifelong learning that is the stated outcome of Australian education for K-12?

Communication is based on talking, listening, reading, writing, viewing and performing so who better than the teacher who has the whole curriculum as their specialty to support the development of the essential skills? To provide leadership in curriculum planning so these are to the fore? To collaboratively plan and teach with teachers so opportunities are explored and exploited.? To provide a range of resources to make the design, delivery and assessment of the curriculum seamless?  

ICT stands for information communication technologies so who better than the information and communication specialist to be the leader in the introduction and implementation of new ways to do old things? To encourage teachers to pose problems that cannot be answered through copy-and-paste and a few mouse clicks?  To ensure that ideas, information and images are used ethically? To understand the potholes and pitfalls that exist in the online world and help staff and students navigate them safely, managing their digital footprints responsibly? 

The TL is also the person who sees every student in the school, often at least once a week, so who better to tap into that long tail of students who don’t see the library as meeting their needs and addressing their concerns? Who, with a reasonable budget, a knowledge of the collection, and the ability to search effectively and efficiently, can better respond to students needs at the point of need?

If we are to ‘future-proof’ our positions, then it is essential that we promote the teacher part of teacher librarian.

Print Friendly, PDF & Email