Friday, 14 November 2025

Welcome to SPOCK: The Society for the Prevention of Children’s Knowledge aka Know-How for the In-Crowd

 



 Image source: MS PPT

Recently, I attended two Sydney events that have given me pause for (further) thought on the mixed state of play in Australian education. These were the Australian School Improvement Summit on Wednesday October 29, and the researchED Conference at St Catherine’s School on Saturday November 1. For those of you unfamiliar with researchED, it is a platform that hosts low-budget events, always on Saturdays, so teachers and researchers can come together, share ideas and discuss existing and evolving evidence concerning education across year levels and sectors. 

At both of these events, there was discussion about the importance of a knowledge-rich curriculum, for all students, but most particularly those whose backgrounds create a lack of financial, social, and human capital that can only be offset by strong educational experiences curated by classroom teachers.

Natalie Wexler is a US education writer and commentator, author of two highly regarded texts,  The Knowledge Gap and Beyond the Science of Reading, and co-author, with Dr Judith Hochman, of The Writing Revolution. Wexler was a keynote speaker at both of the above events, acknowledging first that the focus on explicit and systematic phonics instruction in recent years has been entirely appropriate, because of the serious and harmful policy and practice deficiencies highlighted in Emily Hanford’s American Public Media Sold a Story podcast. 

Wexler’s central thesis (like many before her) is that effective decoding skills are the necessary but not sufficient toolkit for students’ reading success. She highlights the complex factors that can stand in the way of children’s comprehension of text. These include knowledge of increasingly complex vocabulary, mastery of more elaborate sentence structure, inferencing ability, and the application of prior (background) knowledge when reading. Of course, different factors may be more or less in play to create difficulties for different children reading the same text.

Children who cannot efficiently and effortlessly lift unfamiliar text off the page, also cannot efficiently and effortlessly understand said text, particularly as its complexity rapidly increases after the first three years of school. The distinction between the constrained skill of decoding and the unconstrained skill of comprehending text should never have been a matter of debate, but some education academics continue to contest the importance of early explicit decoding instruction and oppose moves at policy level for this to be mandated, e.g., see here. Such commentators are silent on the fact that a growing number of schools, after adopting explicit teaching approaches, see a significant uplift in reading success in their students, often in spite of socioeconomic factors that make such success even more challenging, e.g., at Churchill Primary School in rural Victoria, Marsden Road Primary School in western Sydney, and Blue Haven Primary School on the NSW central-coast – to name a few.  

Wexler makes a compelling and evidence-based case for classroom practice to continue to be purposeful and explicit beyond the early mastery of decoding, so that children’s comprehension of texts (and by extension, their enjoyment and learning) continues to grow and meet the unconstrained challenges that can stand in the way of academic success. This is illustrated in the image below, which I compiled to reflect Nancy Lewis Hennessey’s analogy in her 2021 Reading Comprehension Blueprint text that reading comprehension is akin to a factory assembly line, so is dependent on all processes and components being fully engaged via classroom teaching:

  Image source: P.Snow

And just to be clear, neither Hennessey nor I are saying schools should be like factories. This is an analogy for how reading comprehension occurs.

If you thought the reading wars were only about decoding, there are concerning indications that this is not the case, with many education academics internationally, opposing the explicit teaching of background knowledge and some even opposing the explicit teaching of higher-order vocabulary to children identified as coming from linguistically diverse backgrounds.

Let’s look at these separately.

Opposition to the teaching of knowledge

It would probably surprise (and dismay) most parents and other tax-payers to know that there are education academics around the world who get up in the morning to rail against the teaching of knowledge to children at school.  Some refer to the privileging of knowledge-teaching as the “learnification” of schools. I am not making this up.

The general argument goes something like this (my high-level synthesis):

Knowledge-rich curricula are overly prescriptive, culturally narrow, and politically conservative, meaning that certain “knowledges” and learners are privileged/prioritised while others are neglected. It is not possible to agree on what knowledge should be included and what should be excluded, so curricula should be inclusive, dialogic, and socially transformative, where “knowledge” is not simply delivered but contested, contextualised, and co-created. There is a premium placed on so-called “21st century skills” such as communication, collaboration, critical thinking, and creativity and these are priorities for classroom time, via activities that favour “engagement” over evidence of actual learning. We can’t agree on what knowledge to privilege so we should by-pass it altogether.

Some academics are actually sounding an alarm about the “intrusion” of terms like “evidence-based” and “knowledge-rich” into education debates and policies, e.g., see here and here . Others argue for a greater emphasis on play (see here) and on building relationships and wellbeing at school, e.g., see here. Professor Pasi Sahlberg of the University of Melbourne has even coined the acronym “GERM” (Global Education Reform Movement) to deride the efforts of policy-makers, school leaders and individual teachers who work hard to leverage the social justice potential of education through evidence-based instruction and school accountability. Background knowledge might be handy here, as some germs are actually essential for good health. If there’s somewhere I can sign to be a card-carrying GERM ambassador, I’m in.

Accountability is disparaged by some as a “neoliberal” artefact. Funnily enough, I see no objections by these same commentators to accountability in health, engineering, and aviation - where they may personally experience the consequences of "choose your own adventure" practices. I’m musing over an opposite term to neoliberal – paleoprogressive perhaps?

For some education academics, the crisis is not that 30% of children are not proficient readers, or that the burden of this disparity is disproportionately borne by students in equity and diversity groups. No. The crisis is that governments and education sectors are visibly galvanised in increasingly coordinated efforts to do something about this – by putting in place the kinds of policies and practices likely to lead to intergenerational change. 

Much of the opposition to explicit teaching of knowledge comes from education academics (rather than teachers themselves) and  is veiled in the language of academic freedom, teacher autonomy and a vague need to “re-imagine” schools and schooling. Unfortunately, this is often a fig-leaf for “we don’t like the evidence on the impact of explicit teaching on student academic and wellbeing outcomes”. In the quest for improved educational outcomes for all students, academic freedom has a mere cameo role at the margins, and must yield to evidence, in the way this is managed in respected disciplines such as medicine, psychology, engineering, nursing, and aviation. These are all professions that have accountability contracts with the communities they serve, and practitioners are required to answer (often quite publicly) for poor decisions and adverse outcomes.    

As I have noted previously, much of the early heavy lifting in the so-called GERM has come from classroom teachers. Policy makers in Australia (and elsewhere) are increasingly on the bus but many education academics are yet to even acknowledge there’s a journey to undertake that they need to be part of. Until things change upstream in the halls of academia, there will be enormous practice bottlenecks and inefficiencies (and thus continued student inequities) downstream.

Opposition to the teaching of Tier 2 vocabulary to children from minority groups

In this 2024 paper, British educational linguist Dr Ian Cushing takes aim at the consideration of vocabulary in terms of “tiers”, as described by Isabel Beck and her colleagues in the US (e.g., in the well-regarded and widely-used text Bringing Words to Life). Cushing applies a postmodernist critical lens to argue against the teaching of higher-order (Tier 2) vocabulary to children from Black minority backgrounds, on the basis that to do so is to impose “colonial histories of raciolinguistic ideologies” (p. 972) and class-based power dynamics on the language of such children. He claims (p. 976) that:

It is a very specific type of child that Beck and her colleagues have in mind when arguing for the targeted instruction of tier two vocabulary: Black children from low-income communities. Reproducing the same raciolinguistic ideologies as articulated in the writings of white European colonisers and anti-Black deficit thinkers as I described above, Beck et al claim that such children are unlikely to experience ‘language rich’ envi­ronments at home or with peers, unlikely to use language in ‘reflective, playful, or novel ways’, and unlikely to encounter ‘extensive and sophisticated vocabulary’ (Beck et al. 1987, 156).

There’s a major problem with this claim, however. It is not an accurate reflection of the Beck et al. source from which Cushing is quoting. I have read the chapter in question, and they make no reference to race, Black or otherwise, anywhere. It is unfortunate that this point escaped the Language and Education reviewers, who appear to have accepted on face value, the proposition that such an overtly racist position would be adopted by respected reading scientists.

It is notable too that Cushing seems happy to overlook the educational needs of minority children and the possibility that to succeed in an English-speaking education system, mastery of Tier 2 vocabulary might be as useful to them as it would be to other children (right across the socio-economic spectrum), whose comprehension of increasingly complex texts will be compromised without receptive and expressive vocabularies that go beyond everyday Tier 1 common words learned in the context of home and community interactions, regardless of text exposure. Vocabulary contributes to mental models of knowledge held in longterm memory. As Kintsch observed in 1998 (p. 127) “Comprehension begins with the identification of individual words and their meanings; without this, no higher-level integration is possible.” Kintsch was in no way suggesting that reading comprehension ends with word knowledge, a point taken up by E.D. Hirsch, in 2005, in his paper with a built-in self-explanatory title: Reading comprehension requires knowledge of words and the world.

Cushing offers no suggestions as to robust, culturally responsive, dare I say it, evidence-based instructional support for the children he is seeking to “protect” from being explicitly taught Tier 2 vocabulary. Presumably they should simply not be allowed to read texts that contain these words? Someone should alert the librarians in UK schools so this can be policed. Contrast this with the late Dr David Corson’s observation that “A diverse and rich vocabulary is a better tool for dealing with a complex universe” (1995, p. 2).

Interestingly, Cushing pays little attention to Tier 3 words (typically described as lower-frequency and more subject-specific than Tier 2 words) and in fact claims with respect to the work of Beck and colleagues that these are “….generally dismissed as not important for teaching” (p. 979). What Beck et al. actually wrote is that “…Tier Three consists of words that tend to be limited to specific domains (e.g., enzyme) or so rare that an avid reader would likely not encounter them in a lifetime (e.g., abecedarian)” (p. 20). If we “protect” students from the deficit-based thinking of Tier 2 vocabulary teaching, how, I wonder, should they leap-frog from Tier 1 to Tier 3 words, so they can engage with specific curriculum areas? Or should students from equity and diversity groups be spared exposure to vocabulary-dense subjects such as biology, geography and mathematics, on the basis that they contain “big words” that they would not use in their home contexts?

I wonder whether Dr Cushing asks his own students from minority backgrounds (who have presumably acquired sufficient Tier 2 vocabulary to succeed at school given they have made it to university) to engage with a different academic reading while those of white Anglo ethnicities read this paper?

Although I could have easily predicted the answer, I asked ChatGPT to analyse a 1000-word sample of Dr Cushing’s paper, to determine the proportion of content words (nouns, verbs and adjectives) that are Tier 2 or Tier 3. The result? Forty-five percent were Tier 2 and 35% were Tier 3. So, 80% higher-order vocabulary all-up, in a breathtaking example of pedagogy for the privileged.

In Tier 1 parlance, we might call this know-how for the in-crowd.

*********

So, if we’re not careful, the next reading war is not going to be about how we teach decoding (the jury has returned a verdict on that one), but rather whether we teach complex vocabulary and background knowledge to all students, so all students can engage deeply, and dare I say it, critically, with increasingly complex texts.

The Society for the Prevention of Children’s Knowledge is open for business.

Don’t trip over your privilege on the way in.

 

FURTHER READING ON THE VOCABULARY DEBATE

If you’re interested in this debate, do read US reading practitioner Harriett Janetos’ Substack article and make sure you work through the comments that follow:

Is Teaching Academic Vocabulary Racist?

Readers are also referred to this response to Cushing’s paper, by Dr Kathleen Brown of the University of Utah Reading Clinic:

Letter to editors: commentary on tiered vocabulary and raciolinguistic discourses of deficit: from academic scholarship to education policy.

Cushing’s response to Brown is published here:

A response to Brown.

 

References

Beck I, McKeown M, Omanson R. 1987. The effects and uses of diverse vocabulary instructional techniques. In: McKeown, M & Curtis, M (eds). The nature of vocabulary acquisition. Erlbaum, pp. 147–163. https://psycnet.apa.org/record/1987-97117-009

Corson, D. (1995). Using English words. Kluwer Academic Publishers.

Hirsch, E.D., Jr., (2003). Reading comprehension requires knowledge of words and the world. American Educator, 27(1), 10-13.

Kintsch, W. (1998). Comprehension: A paradigm for cognition. Cambridge University Press.

 

© Pamela Snow (2025)

 

Sunday, 28 September 2025

Green lights at Blue Haven: A primary principal’s story of school transformation

 

Image source: MS PPT

Much has been written and debated about evidence-based practice in education in the last decade or so, particularly as this pertains to reading instruction. It is pleasing that we are now shifting our lens to practice-based evidence - accounts of major transformation as a result of a school leader's re-orientation of pedagogy in a school. Regular readers will recall Sue Knight's immensely popular 2021 Snow Report guest post about how leaders can motivate, drive, and sustain change. 

In this post, we hear from Paul McDermott, who has been a Primary School Principal for 25 years and a teacher for 33 years.  He has worked across sectors and has been recognised for leading significant school improvement in multiple settings.  He is currently a Chief Education Officer with the School Excellence team in the New South Wales Department of Education and a Director on the Board of Ochre Education.

Paul was most recently the Principal at Blue Haven Public School which was the Australian Government Primary School of the Year in 2019.  Paul was also awarded Government Primary School Principal of the year in 2019.

Paul is passionate about school improvement and collaboration and currently supports a number of schools across New South Wales. He shares the Blue Haven transformation story below.  

 

Image source: Paul McDermott

 Ground zero

I walked through the school gates as the Principal of Blue Haven Public School on the New South Wales (NSW) central coast, for the first time in August 2016.  It was the day that NAPLAN[1] results came out.  Staff from my previous school were euphoric as they sent messages celebrating the NAPLAN improvement that our students had shown.  I looked at ours.  We were below similar schools and the entire state in everything, and our value-added results (an internal NSW Department of Education [DOE] measure) placed us in the bottom 5% of schools across NSW. So many questions ran through my head.   

Over the next few weeks, after meeting with students, staff and parents of my new school, I realised the enormity of the task at hand.  The term “whole school improvement” had never meant more.  Where do I start?  Had I made the right decision to move to a new school?  Were they ready for change?

I quickly realised that the staff were ready for a common direction and consistency.  They had program fatigue from approaches coming and going, wellbeing was weighing them down.  Everyone was happy to tell them that results were poor, but no-one had told them how to fix them.  They were a great group of people who desperately sought a direction.

The staff had entrenched views and a commitment to an approach to instruction that was not evidence-based. There was a “choose your own adventure” approach to everything, with 24 Silos in operation.  We called it the “egg carton” effect.  We were all part of the same school, yet there was no authentic collaboration or sharing. We needed to build a deeper understanding of the evidence about teaching and learning, across the school. 

I decided to make professional reading at the beginning of every leadership meeting a priority.  References to the work of Dr. Jennifer Buckingham, Dr Ben Jensen’s Grattan institute report on “turnaround schools” and the Centre for Education Statistics and Evaluation (CESE) articles became the centrepiece of our discussions.  These were accompanied by classroom walk-throughs to reveal what was actually happening in the classrooms, followed by reflection on this. 

The worm started to turn as it was clear our practices did not align to the evidence.  Leaders and teachers were questioning the approaches and their efficacy.  It didn’t take long for staff to realise there were more effective ways to teach our students.  We completed an audit of current approaches and our staffing structures including approaches to intervention.  Linking with the evidence, we explored options that would best meet the needs of our students and our context.  Our students (as do all) needed an explicit and systematic approach to teaching and learning.  They also needed strong alignment between our core programs and modes of intervention.

No-one could articulate our vision as a school

One of my early questions as a leader was how many staff could articulate the school’s vision?  The answer was zero.  This was a problem.  Staff needed to know their moral purpose and their “why”. We set about creating a vision that reflected the aspirations of the community.   Collaboratively we sought three words from all community members about their aspirations for our school.  Terms like high performing, positive, inclusive, wellbeing, school culture and success became the centrepiece of our vision.  Our vision was everywhere, we discussed it regularly and it was a living, breathing part of school life. Eighteen months later I asked the same question.  This time all staff were able to articulate the key words from our vision. They even started debating the order they should be placed in to reflect our needs.  This was a goosebump moment for me as it was a sure sign that our staff were “on the bus”.

Our staff worked hard, but they didn’t work smart, and they didn’t share the load and collaborate.  We set about implementing strong processes for collaboration.  Staff shared the programming load, regular collaboration sessions supported the sharing of best practice, data reflections and using this to inform our teaching.

We set about raising our expectations across the board.  No more making excuses for our students.  They were capable.  The standard you walk past is the standard you accept” became one of our mantras.  So too did “Every child matters, every day”.

Teaching and learning

We adopted a signature pedagogy – explicit teaching.  Why?  Because the research was clear.  It is the only pedagogy that is beneficial to all, harmful to none and essential to many.  A consistent pedagogical framework was established in literacy and numeracy that was followed by all staff.  Having consistency across the school promoted collaboration and the sharing of the workload and resources.  All staff received significant professional learning and instructional coaching to support best practice.  Collaboration was a key element of our work.  Teachers met every five weeks to analyse data, share best practice and plan for the next steps in our journey.  These days were also great for our school culture.  I would often walk in to see a room that looked like a sizzler salad bar of nibblies and lots of laughter.  Much was achieved this way, in moving our school forward and building a positive school culture.

Intervention had to be targeted

A large percentage of our students were underachieving and unable to access grade level curriculum content.   Our intervention strategies had to be on point.  We engaged speech-language pathologists and occupational therapists to conduct screening assessments on all Kindergarten students that entered the school.  This was then followed up with meetings with our Kindergarten team to identify which students required Tier 1, 2 or 3 support[2].  Ongoing therapy was provided to any students who required it.  We employed additional teachers to provide Tier 2 and 3 literacy and numeracy support and upskilled our teacher aides (education support staff) to be more effective in this space as well. 

In 2017 we introduced a program called Early Birds.  This was a 30-minute session that was run before school.  Our instructional leaders co-ordinated these sessions and supported students.  In addition, we trained Year 6 students to support students to engage in the activities on offer.  This program received amazing support from the staff and the community.    All intervention students received a personal invitation to attend.  It was not uncommon for us to have 70-plus students in attendance, engaged in activities to support achievement across the full spectrum of literacy and numeracy skills.  Many of our students who attended Early Birds also achieved significant uplift in their academic performance.  We calculated that approximately 6000 hours of additional learning took place as a result of Early Birds. Our focus with intervention was always to make our Tier 1 (core programs) super strong to reduce the number of students requiring intervention.

Student, staff and community wellbeing

Blue Haven was a tough school in 2016.  We had a lot of students and community members with complex needs.  Behaviour was a major inhibitor to our academic progress.  We employed a Deputy Principal – Wellbeing to support the wellbeing of all.  The school was lacking any systems and processes.  Our DP Wellbeing did an amazing job of putting processes in place to support students with complex needs and to provide clear boundaries and expectations for behaviour.  Initially we encountered resistance to these new measures from the community as they adjusted to a new system, however very quickly, they could see a safer environment with consistent expectations and clear consequences for all. 

We more than halved the incidence of negative behaviours. The number of students absconding from class reduced to almost zero.  In-class behaviour was similar, as students were experiencing success and were supported to access the curriculum.  I distinctly remember one of our office staff coming into my office to say they had just delivered a message to a classroom, and it was the first time they had felt safe. 

A key element of our wellbeing strategy was to reward and acknowledge positive behaviour.  An example of this was our attendance strategy.  We identified chronic lateness to school as an issue, so we introduced a lottery system every day.  If the child’s name was identified and they were present in lines, a Wheel of Fortune went off where they could win a variety of awards e.g., computer time, shadow the groundsman, a photo on a Harley-Davidson motorbike.  This was extremely popular and resulted in a significant improvement in attendance.  The school continues to implement these strategies in order to promote a sense of belonging and fun for the community.

Leadership

We introduced a tiered leadership model across the school.  Our senior leadership team’s role was to set the vision, lead strategic directions and provide a filter to what was being asked of staff from external sources and the system.  This protected their workload and our direction.  There are a lot of fads in education, and we wanted to ensure we were true to our implementation journey.  Our middle leaders were brilliant.  They led their teams at a stage or team level and supported staff to implement with fidelity.  Initially, we made the mistake of not engaging them enough with the teaching and learning, due to having three instructional leaders, however we adjusted this to ensure they were the strong link to the classroom. 

Our Aspiring Leaders Program was a hit with staff, with up to 10 teachers nominating for this each year.  We supported them to build their leadership capability by engaging as a full member of the executive for at least a term and leading reference groups with the support of an executive member.  In 2019, I asked one of our brilliant beginning teachers to sit on the executive to provide a beginner teacher voice to our team without the expectation of other duties.  This was a great initiative as this person is now excelling as a leader and benefitted from early identification and mentoring.

Professional learning and instructional coaching

I knew our greatest asset was our staff.  We sourced expert professional learning for all of them.  Our senior leadership team led the way.  We all travelled to Eugene Oregon (self-funded) in 2019 to complete expert training in explicit teaching and direct instruction.  As leaders, we wanted to be knowledgeable about the pedagogies we were implementing.  We sought expert training from Explicit Direct Instruction (EDI) with Joe Ybarra, and John Fleming coached our staff in explicit teaching and the use of daily reviews.

All of our leadership team engaged in bespoke leadership analysis and coaching with Simon Popley, and our support staff received professional learning from our speech-language pathologist and occupational therapist.  We examined case-based scenarios where all staff would unpack the steps in a proposed suspension from the initial incident, through investigation to resolution.  Staff meetings focussed on our strategic improvement plan directions and on implementing evidence-informed practices in the classroom.

All teachers received instructional coaching multiple times a year across our school.  We used the analogy of Roger Federer still having a coach despite being an outstanding tennis player, to remove any deficit-thinking about coaching. Coaching was about being the best we could be.  A gradual release model was implemented.  Walk throughs were commonplace; teachers were able to have demonstration lessons, then team teaching and then coaching if they were unsure about a particular approach, however many teachers accelerated straight to coaching.  The coaching was a game-changer for our teachers.  It was not attached to teachers’ annual performance development plans but was simply all about support and improvement.

Community engagement

The relationship with the community was extremely poor when I started.  Many of our parents had negative experiences when they were at school, so their trust was low.  We needed to break down these barriers. The staff had inadvertently “circled their wagons” over the years, to keep the community out.  Communication with the community had been harsh and lacking in warmth.  The first parent session I ran had five parents in attendance. 

We worked with the staff to ensure that communication was positive while maintaining our high expectations.  We held a session we called “Bridging Blue Haven” when we were developing our strategic improvement plan.  We had about 35 community members from local preschools, secondary schools, local real estate agencies, service providers etc in attendance.  The next year we decided to advance on this idea by getting our community groups to hold stalls.  We enticed the community with a sausage sizzle and some fun games.  Our community engagement team was incredibly nervous that nobody would come.  At 3pm, the flood gates opened and over 400 community members entered the school, engaged with stalls, spoke to staff and became informed about the services we offered. 

We held open classrooms whenever we had a school event like our annual Book Week Parade.  By 2020 it was standing-room-only for these events and hundreds would stay to visit their child’s classroom afterwards and see explicit teaching in action.  We developed vignettes on our school website to support the community to engage with new initiatives.  The community reputation of the school became extremely positive, and our enrolments reflected this, increasing by over 100 in four years.

School culture

This is a hard one to measure.  We focussed on creating a positive school culture and embedding a sense of fun in everything we did.  We were at the school drop off every morning opening car doors, high-fiving kids and welcoming them to school.  We occasionally dressed in our silly suits and had our dolphin mascot out there as well.  The kids loved it.  We supported our staff and their wellbeing to do the best job they could.  We held fun and engaging staff meetings once a term that focussed on us as a team and as individuals.  We redeveloped our staffroom to make it an oasis for staff.  We acknowledged great work by staff, students and the community.  In the space of only two years, we had transformed from an underperforming school that had declining enrolments and an adversarial relationship with the community to one that was amongst the highest-performing in Australia (compared to similar schools), had reached our enrolment cap (growing from 530 students to almost 650), and had an outstanding reputation and strong relationships with the community.   

Measuring change

By 2018, Blue Haven was significantly outperforming similar schools (MySchool). Our Year 3 students were the highest-performing students in Australia when compared to statistically similar schools via MySchool.

Value-added results (via the afore-mentioned internal NSW DOE measure) indicated that student growth across reading and numeracy had shifted from the bottom 5% of NSW schools to well inside the top 10% in under two years.  This result was sustained in 2019, and the school continues to perform strongly.  NSW DOE public schools assess against a School Excellence Framework.  The school was identified as excelling in Student Growth and Performance.

Parent feedback

·         As a parent, I valued that Blue Haven provided a warm and welcoming environment where every child truly matters. The visible presence of staff and leadership, along with their commitment to giving every student the opportunity to reach their full potential, makes me confident my child is supported.

·         As a parent I experienced my children develop excitement for learning and confidence in their ability. They all experience a level of success that they hadn't experienced before. Communication around student learning between the school and community meant that I was also aware of what and how my children were learning.

Teacher feedback

·         When Paul commenced as Principal, I believe I had a certain level of content knowledge, but my delivery was nowhere near impactful (but I didn’t know this at the time).  The change was managed in a way that felt exciting rather than nerve wracking from day one.  We felt part of the process.  As a result of strong structures and consistency, I was able to spend more time teaching and less time managing challenging behaviours.

·         As a staff, we were engaging in professional learning that was able to be implemented immediately into the classroom. There was purpose and direction around all of the PL.  This was reinforced with wrap around support from Instructional Leaders and the school executive.

·         We were collaborating as a whole for the first time. It was the first time in my career I had seen something implemented as a whole school approach effectively. What was happening in one room was happening in all rooms. I had only ever known a choose your own adventure approach prior to this with teachers working independently on one another.

·         We also felt a part of the improvement journey.  We celebrated small wins, and big ones.  It was an exciting time.  

Concluding remarks

This post outlines some of the key initiatives that made a difference at Blue Haven and have sustained the uplift over time.  It is by no means a complete account, but hopefully it gives some insight into how and why we did the things we did.


[1] National Assessment Program Literacy and Numeracy. See https://www.acara.edu.au/assessment/naplan 

[2] Tiers of support are part of the Response to Intervention (RTI) framework. See https://ldaustralia.org/information-resources/response-to-intervention/

 

(C) Paul McDermott and Pamela Snow (2025)