Teachers and school leaders: well-being or ill-being?

Concern about teacher and school leader wellbeing

Teacher and school leader wellbeing is an increasing issue for education systems around the world. Some commentators call teaching a profession in ‘crisis’ or ‘distress’. Many sources point to the emotional, mental, and physical health of those working in schools as something that needs to be seriously considered.

Some literature suggests that one quarter of those who begin teaching leave the profession in the first five years, often citing mental health, emotional exhaustion, workload, and wellbeing issues as reasons.

The Gonski 2.0 report (Gonski et al., 2018) names unstable employment patterns, and a heavy and increasingly complex workload, as reasons for attrition in the teaching profession.

A week ago The Guardian published this article on increasing teacher workload, saying that according to one UK teacher wellbeing index, “nearly three-quarters of teachers and 84% of school leaders now describe themselves as ‘stressed’, and more than a third of education professionals have experienced a mental health issue in the past academic year. Almost half (49%) believe their workplace is having a negative impact on their mental health and wellbeing.”

The longitudinal Australian Principal Occupational Health, Safety and Wellbeing Survey of principals and deputy principals reveals worrying trends in school leader wellbeing. The 2018 survey (Riley, 2019) involved 5934 participants. Its findings include the following.

  • 53% of principals worked upwards of 56 hours per week during term with ~24% working upwards of 61-65 hours per week;
  • 40-45% of participants take prescription medication for a diagnosed condition.
  • Principals experience high levels of job demands (1.5 times the general population) emotional demands (1.7 times) and emotional labour (1.7 times) being the highest demands when compared to the general population. This is correlated with higher levels of burnout (1.6 times higher), stress symptoms (1.7 times higher), difficulty sleeping (2.2 times higher), cognitive stress (1.5 times higher), somatic symptoms (1.3 times higher), and, depressive symptoms (1.3 times higher).
  • The two greatest sources of stress for principals and deputies are Sheer Quantity of Work, and Lack of Time to Focus on Teaching and Learning.
  • Principals’ stress is caused largely by increasing Mental Health Issues of Students, Mental Health Issues of Staff, and Teacher Shortages.
  • The prevalence rate for Threats of Violence is 45%, with close to 1 in 2 principals receiving a threat.

In their chapter in Flip the System Australia: What Matters in Education, Andy Hargreaves et al. (2019) acknowledge that teachers struggle to collaborate effectively amidst the frenetic rate of reform in education and ever-increasing workloads and accountabilities. They assert that there is no student wellbeing without teacher wellbeing, so teacher wellbeing is something we need to care about.

Should teachers and school leaders be expected to put the needs of the children in their care ahead of their own health and their own children? Should they be expected to teach social, emotional, and life skills, as well as the curriculum? Should they be scored and performance managed based on limited and limiting accountability measures? Should they be pressured into spending their leisure time working and their own money on resources because it shows that they care and are ‘good teachers’? Should overwork, late night emails, and accessibility during weekends and holidays be normalised?

If wellbeing of staff is an issue in our education system, what can leaders do, and what can we each do for ourselves?

Leadership of staff wellbeing

School leadership is key to staff wellbeing. Just this week, WorkSafe has launched an investigation into one Australian school, its psychosocial environment, and the psychological and physical safety of its staff.

Wellbeing in schools is about more than meditation, yoga, fitness classes, and complimentary employee counselling. These have their place (and I enjoyed workplace yoga for years), but addressing teacher and school leader wellbeing also means seriously considering workload, expectations, and accountabilities.

Those leading systems and schools need to ask: How do our norms and culture contribute to wellbeing or ill-being? What is the work that is really important and that makes a difference? What can we take off teachers’ plates? How do we balance high professional expectations with high levels of support? What does it look like when we treat our staff as human beings with relationships, bodies, and lives?

Schools need to think carefully about teachers’ multiple, competing duties, and make time for meaningful collaboration around student work, student data, curriculum, and pedagogy, as well as time for teachers’ core business: actually teaching (and planning and assessing).

The Gonski 2.0 report suggests that “much greater assistance could be given to reduce their [teachers’] hands-on administrative workload, particularly in schools that are part of a larger system. This assistance includes: exploring reduction and/or simplification in administrative burdens placed on schools and their reporting requirements (including simplification of work health and safety requirements); appointing more dedicated administrative resources to schools; identifying quality external providers to which schools may be able to outsource some administrative responsibilities; and exploring new models for school management including chief operating officers or business managers accountable to the principal” (p.88).

School leaders can make transparent decisions, underpinned by organisational vision and clear principles. We can exercise compassion. We can resist hyper accountabilities, narrow frameworks for assessing teachers, and negative narratives of schooling. We can create our own measures of success for our schools, teachers, and students. We can enable flexible working arrangements, and ensure we listen to and encourage honest feedback from our staff.

We can also consider an approach to professional learning that is about growth. This can include staff voice and choice, and supportive processes such and mentoring and coaching. In this way, leaders can acknowledge the complexity and humanity of teaching and schooling, and facilitating staff autonomy and agency. Staff can feel like trusted, valued professionals and authors of their own learning and development.

Individual wellbeing

wellbeing

some of my wellbeing spaces

Those of us working in education need to give ourselves permission to protect and nourish our own health and relationships. That means time to sleep, to exercise, to enjoy nutritious food, to be silent and still, to be with our families, to spend time with our friends, to attend our children’s events, to breathe. It means prioritising these things even when the work feels crushing or breakneck in ways that seem to squeeze out everything else.

Like many who work in education, I find putting work to the side a challenge, but the old adage applies: we need to fit our own oxygen mask before we can assist others. We need to look after ourselves if we are to effectively serve our staff, students, and school communities. Personal wellbeing is not optional.

When author, prison officer, social justice advocate and education powerhouse Celia Lashlie died in 2015, her family published some of her final words:

“We become complacent about the need to take care of ourselves… always something more to do. Some of this is driven by our desire to save the world, others driven by the desire we have to reach the many goals we have set ourselves – many of them superficial.

Late last year I slowly became unwell. The stress of the lifestyle I was living, the demands I made of myself, the demands the people made of me and expected to meet became too great and as 2014 closed I was diagnosed with pancreatic cancer that had spread to my liver. No treatment, no cure, only palliative care. I’d waited too long to look after myself and my body broke.”

For me, these words were a sober reminder to educators that while we may want to do our utmost to make a positive difference, we should also work hard at looking after ourselves.

 

References

Gonski et al. 2018. Through Growth to Achievement Report of the Review to Achieve Educational Excellence in Australian Schools.

Hargreaves, A., Washington, S., & O’Connor, M. (2019). Flipping their lids: teachers’ well-being in crisis. In D. Netolicky, J. Andrews, & C. Paterson (eds.), Flip the System Australia: What Matters in Education, 93-104. Abingdon: Routledge.

Riley, P. 2019. The Australian Principal Occupational Health, Safety and Wellbeing Survey 2018 Data.

Teacher research

Set up for today’s presentation via Zoom

Today I had the pleasure of being the opening speaker, via Zoom from Perth, at the King’s Institute Research Symposium at The King’s School in Parramatta. In this blog I outline some of the thoughts I shared.

The pracademic

Those working in schools doing post-graduate study or action research, might be considered a pracademics. The word ‘pracademic’ is used to describe those in their field who simultaneously straddle the dual worlds of practice and scholarship, industry work and research. In education, these are the boundary-spanners who operate as the bridge between the worlds of education research and that of classroom and school. We bring a research lens to our work in schools, and we bring lived experience to our writing and research.

Pracademics have a crucial role to play in connecting the dots between scholarly and practical domains in ways that empower those working in schools to meaningfully engage with research and to contribute outwards to narratives about education. This is about speaking out as well as bringing in.

As I reflect on my own pracademia, I realise that since completing my PhD in 2016, while continuing to work full time in a school, I have produced:

  • 8 peer-reviewed papers in academic journals;
  • 6 academic book chapters;
  • 1 co-edited book – Flip the System Australia: What Matters in Education;
  • 1 monograph – Transformational Professional Learning: Making a Difference in Schools; and
  • blog posts and opinion pieces.

I have spoken regularly at conferences in Australia and overseas, on podcasts and in radio interviews. I also peer review papers for academic journals and write academic book reviews.

As someone who is employed in a school, this is a kind of moonlighting that occurs in volunteered time. These certainly aren’t things I would encourage all teachers to do, but engaging in or with research does meaningfully inform my practice in my school. My overlapping double roles inform one another. The hybridity of the pracademic provides credibility within the school environment, a  perspective that understands the realities of schools. Those of us engaging in research in our schools bring important contextual, relational and practical knowledge to research.

Teacher research is important

We are operating in an education world in which evidence-based practice is promoted and sometimes expected, and in which the field of medicine is seen as a benchmark against which education should measure itself. Schools, school leaders, and teachers are increasingly expected to be research literate, to be informed by research and evidence in our decisions and practices.

We are often presented with arguments that begin with sweeping and unsubstantiated statements like ‘the research says’. ‘Evidence-informed’, ‘research-based’ and ‘data driven’ are buzzwords. They appear in education reports, blogs, media, academic papers, speeches by consultants, books, in school staff rooms and in discussions on social media.

Teacher research and involvement with research is important, especially because so often education research knowledge remains separated from teaching practitioner knowledge. Much education scholarship is written in the structure and language of the academe. Often it resides behind a paywall (at USD$40 per article) or an expensive price tag (at upwards of $200 per book), making it inaccessible for many who work in schools.  Meanwhile, consultants and corporations promote often oversimplified, diluted or misleading solutions to education problems, while claiming that their solutions are based in research. However, as those of use working in schools know, context matters a lot. And the answer to ‘what works?’ is often ‘it depends’.

Teacher research helps us to:

  • make better decisions for our own contexts;
  • include student voice in school change;
  • listen to the voice and experiences of teachers;
  • engage teacher autonomy and agency; and
  • measure the impact of any changes we are making, setting our own success criteria, rather than relying on external metrics.

Teacher research seeks to understand and improve. It does not aim to provide prescriptions, mechanistic approaches, recipes, checklists or league tables. It is about engaging thoughtfully, critically and systematically with evidence, research, our own contexts and our own professional judgement.

Teachers engaging in research and research methodologies means we are applying these to our own contexts, and are also better placed to assess the relevance of other research and evidence we come across. We can make more meaningful sense of the research upon which advice and claims are based. It helps us to be careful of accepting simplified answers at face value. It gives us confidence in our own professional judgement and strengthens our willingness to interrogate claims of ‘the research says’.

Teacher research leads to better outcomes for students

Research cannot and should not tell teachers what to do, but research and other evidence has value in schools and can point us in directions worth pursuing. We improve our schools and our teaching when we integrate professional expertise with evidence and research. It is through practitioner research that we can marry the complex, human work of teaching with a critical, scientific mindset.

Teacher research can help those of us working in schools to make the best decisions for those in our classrooms and communities. It can help teachers and schools decide what is likely to be the best way to invest time and resources.

Practitioner research is an iterative, active, ongoing process that can hone our professional judgments and help to put us in a better position to bring about improved student learning and achievement, as well as other positive school-based results. It requires an ongoing, collaborative commitment to learning, understanding, critically examining what we think we know about what might work in schools to bring about the best outcomes for our students. That is ultimately what we are all here for.

End of an era

farewell gifts.jpg

a selection of farewell gifts

Friday was my last day at my current school.

I still remember a friend messaging me in August of 2008 about the position while I was travelling through the Balkans. I wrote my job application in an internet café in Sarajevo. The Bosnian keyboard made it a bit tricky! After a few phone interviews from my apartment in London I was offered the job. I arrived back in my Australian hometown of Perth in December of 2008, after seven years away in Melbourne and London, not yet having seen or met anyone from the school. I met the principal on 22 December 2008 and began in January 2009.

In my 11 years of service to the school, I taught English and Literature to hundreds of students. In particular, I took about 250 Year 12 students through their English course. I held three leadership positions, worked for two principals and two line managers, had ten sick days, started and completed my PhD, co-edited a book and wrote a book. I also had my two children in that time; so far, it is the only place their mum has ever worked.

I am proud of and excited by the work I have done at the school, much of which I have written about on this blog. Examples include:

I leave a place where I have felt a sense of belonging, an alignment of moral purpose, a deep connection to people.

This was a week of public and private farewells, of reminiscing, of gifts and messages given and received from students, parents and colleagues. Cards, emails, notes, chocolates, wine, jewellery, books, flowers, plants, and … a lab coat. I was told that I worked in the shadows and as the glue to connect and positively influence strategy, individuals, teams and practice. That I was a voice of respectful challenge and healthy skepticism. One colleague said I was an ‘institution’ at the school. Others shared reflections on my contribution to the people and the place.

It was a week of high emotion, especially because it coincided with Year 12 Valedictory celebrations (and also World Teachers’ Day celebrations in Australia). My last day was the Year 12s’ last day. My last event at the school was their Valedictory dinner, which ended with a standing ovation for the College Captain’s moving speech.

My advocacy for teacher voice and agency emerges partly from my daily experience of the care and expertise of those with whom I work. I worked alongside colleagues and leaders who have had a significant influence on me professionally and personally. I know that I have made a difference in the lives of many students. I’ve been a valued part of an exceptional team, a part of something special. The ‘me’ leaving is certainly different to the ‘me’ who arrived.

Finishing up at a school community is such an odd feeling, especially as I am now on long service leave until the end of the year. It’s great to have a break between leaving this position and starting my next one, but my identity is so caught up in work—in being a productive professional who makes a difference in my school—that stepping away from that for a couple of months feels strange and even difficult. Still, this is a problem I am willing to work through! I have plenty to occupy my time: training at the gym, walks along the coast, leisurely coffees, reading fiction, and travel. I also have some conference preparation as I am looking forward to presenting four times at ICSEI 2020 in January, in three symposia and one main stage event.

The thing about endings is that they coincide with beginnings. I’m excited about this break and, beyond it, the new community, new role and new contributions to follow.

Innovation in schools

Today I’m home from a thought-provoking day of professional learning workshops: Jan Owen on building the education ecosystem and Peter Hutton on creating an adaptive culture for school transformation.

An ecosystem is a complex community of interconnected organisms in which each part, no matter how seemingly small, has an active, agentic part to play in the community. There are constant interdependent relationships and influences. The notion of an ecosystem of education resonates with Bob Garmston and Bruce Wellman’s third Adaptive Schools underlying principle of what they call ‘nonlinear dynamical’ systems: that tiny events create major disturbances. This principle reflects the way change often happens. The little things we change or do can have unexpected, chaotic, incremental effects that are difficult to quantify or not immediately noticeable.

As we consider the education ecosystem, to what extent is innovation needed in education?

Certainly, there is a case often made for the need for radical change in education and schooling. Often the future of work is cited, the jobs not yet invented, automation and artificial intelligence disrupting industry. Jan Owen today spoke of globalisation, the flexible economy, job clusters, the need for meaning and purpose in work, diversity, equity, enterprise skills, micro-credentialing and the need for ongoing workplace learning. The Gonski 2.0 report talks about individualised learning, tracking student data, increased emphasis on teaching General Capabilities, and community partnerships as ways to address ‘declining performance’ and improve apparently ‘cruising schools’.

Skills and capabilities are increasingly the focus of futures-focused thinking in education. But knowledge remains crucial. Chief Scientist Alan Finkel said in his speech to the 2018 Australian Science Teachers Association Annual Conference:

“I have had many, many meetings with employers, in my role as Chief Scientist and as Deputy Chair of Innovation and Science Australia; and 6 before that, as Chancellor of Monash University and President of the Australian Academy of Technology and Engineering; and before that, as the CEO of a publicly listed company. In all my meetings with people actually hiring graduates, no-one has ever said to me: ‘gosh, we don’t have enough people who know how to collaborate.’ No, what they say to me is: ‘we don’t have enough specialists in software engineering. We can’t find graduates who are fluent in maths. We have meetings where three quarters of the people in the room can’t critique a set of numbers without pulling out a calculator and slowing us down. They were asking for T-shapes, and getting flat lines – but the flat line wasn’t lifted up and anchored by that all-important vertical pillar.”

We need people with specialist knowledge as well as transferrable skills. As I say to my students: we need to know stuff and also be able to do stuff.

French artists around 1900 depict the future of school. Source: publicdomainreview.org

Those commenting on the need for innovation in education often shown slides of classrooms that have students sitting at desks in rows. The argument is made that we have an industrial-age factory model of schooling in which inflexible schools manufacture homogenised experiences for students with little regard for difference, readiness, prior learning, and the idiosyncrasies of the individual.

And yet.

My research into and practical experience of schools and education is that today’s schools and classrooms are not factory-esque machines focused on creating compliant workers and unthinking drones. Audrey Watters wrote in 2015 about the invented history of the factory model of schooling, which she argues is used to justify the need for an ‘upgrade’.

To accuse schools and teachers of rigidly and unimaginatively churning students through regimented, authoritarian, one-size-fits-one education, is to do teachers, schools and school leaders a great disservice.

As I wrote recently: education is not broken and teachers do not need fixing. Education is not operating in the deep deficit that is sometimes the subject of media headlines, reports or popular rhetoric. Teachers deeply know their students. They use a range of data to adjust planning, teaching and assessment to address their students’ needs. They are experts in their fields who know their content and how to teach it. They use a range of resources and technologies to deepen content knowledge and skills, and to allow individualisation and accessibility of learning. They give a range of meaningful feedback. They build productive relationships with students, parents, one another and those in the wider community. Our teachers are working hard every day to empower students and develop their capabilities, relationships and citizenship as well as their knowledge and skills.

Yes, we can consider how to better structure schools and build in further agility. Yes, we can develop the ways in which we harness technologies to do education better. Yes, we can all work to improve our policies, processes and practices, to serve our students and communities more effectively. Yes, we can challenge the measures of success in education and the ways in which students, teachers, school leaders and schools are judged in terms of their positive impact. We can resist external pressures and consider what really matters. We can imagine and enact better ways of doing things. We can consider relevance, authenticity, values, purpose, agency, identity. We can respectfully challenge one another and those leading education systems. We can advocate for our students, families, communities, teachers and school leaders, their learning, their voice, their wellbeing.

Flip the System Australia argues for equity and democracy, and for the elevation and amplification of those in schools and classrooms: students, teachers, school leaders. As Adam Brooks said at the Perth launch of the book: We (teachers and school and system leaders) are the system. We can drive change from the ground up, as the original Flip the System book argues. Peter Hutton today challenged those educators present to “do what you can do now.” “Do what you’re allowed to do,” he said, “and then do a little bit more.”

For me, innovation in education is about interrogating where voice, power and agency reside. It is worth asking: who has power and influence? Who has control of measures, expectations, systems, norms and processes? Who has autonomy, voice and ownership? And what can we each do, now, that is productive and meaningful for our students?

Book cover design for ‘Transformational Professional Learning’

Netolicky BOOK COVER

My book Transformational Professional Learning: Making a Difference in Schools has a cover design!

For me, the image on the cover speaks to transformation, collaboration, the interaction between the individual and the organisation, the fluidity of identities, the complexity of learning, the non-linearity of growth, and the humanity of education.

It is available for pre-order from the hyperlink above (due for release on 20 September), where you can also read the table of contents and the book’s first reviews.

It is also available for pre-order–in paperback, hard back and eBook versions–from other online booksellers like bookdepository and Amazon.

My editor and I have worked with the publisher to reduce the price of the book from AUD$60 to the more teacher friendly AUD$39.99 (already reduced further by some sites), although some sellers don’t yet have the updated price.

Education is not broken. Teachers do not need fixing.

abandoned chairs

source: @MichaelGaida on pixabay

This week, New South Wales MP Mark Latham, of the Australian One Nation party, discussed the One Nation NSW education policy. The policy uses language like “embarrassing” to describe Australia’s performance on PISA testing, as well as constructing teachers as “substandard” and “underperforming”, arguing that many should be reported and “removed”. It states that “what gets measures [sic] gets done”. It advocates for introducing performance-based pay for teachers, based on measuring teacher performance; “for example, testing a class at the beginning and end of the year and assessing the improvement (or regression) in results over the 10-month period.” Of course, measuring so-called teacher effectiveness is notoriously unreliable and a teacher’s influence on the students in their care is multifaceted. Check out the Twitter hashtag #OurWorkCannotBeMeasured through which teachers describe student progress or teacher work that cannot be quantified through an oversimplified performance measure.

On Thursday, as a result of an article I wrote for The Conversation back in 2016 on performance pay for teachers, I was invited to comment on ABC New South Wales radio about Mr Latham’s proposal. The interview is online here, at about the 2 hour and 7 minute mark. I explained during the interview that performance pay for teachers has no evidence for improving student achievement. Rather, merit-based pay is damaging. It creates toxic cultures of fear, isolation and competition. It leads to reduced collegiality and collaboration, less innovation, exacerbated wellbeing issues and the dehumanisation of teachers and students to data points.

During the interview I was asked, “What will fix all these problems we have in our education system?” My response was that “while there are issues, part of the problem is this notion that the education system needs fixing, that the system is broken, that schools and teachers are failing and we need to fix them. We have excellent teachers doing incredible work in our schools. Part of what is going to help the system is trusting teachers to do their jobs and providing trust, support, resourcing and time, instead of punishments, rewards and accusations.”

The experience of this brief radio interview—squeezed into the school day in between lessons and meetings in the last week of Term 2—led me to reflect on themes in my upcoming book. Titled Transformational professional learning: Making a difference in schools, it includes chapters on collaboration, mentoring, coaching, self-directed learning, professional standards and leadership for professional learning.

When people ask me what my book is about I say, “professional learning for teachers and school leaders” (usually followed by a tongue-in-cheek “it’s a real page-turner”). It is about that, but it is also about significantly more.

My book is about trusting and supporting the profession through meaningful opportunities to grow. It is about why, how and on what education stakeholders can best spend time, money and resources, for positive outcomes. It is about treating those working in schools as professionals who are experts in their work but who can always improve, not because they are deficient, but because their work is complex and entangled with identities, relationships, society and humanity. It is about policy that takes the long view rather than aiming for quick wins, and about leadership that empowers rather than inspects or punishes.

It is about nurturing collaboration and collegiality, over surveillance and isolation. It is about those things that systems and organisations can do to develop the capacity of those within the system. It is about how to build productive organisational cultures that simultaneously value, honour and sustain each individual and the group as a whole. It is about meaningfully considering workload and wellbeing, so that teachers and school leaders can best serve their students and communities without sacrificing themselves, burning out or taking shortcuts to stay afloat. These themes are relevant to other organisations and systems, too, not just to education.

When I reflect on my upcoming book, one of its central messages is this:

Education is not broken. Teachers do not need fixing. There is outstanding work going on every day in schools around Australia and the world. We should focus on trusting and empowering the teaching profession.

Sharing research in schools through a Research Report

‘The research says’ is often an empty statement used as a basis for an argument for a particular education reform, approach or product. I encourage teachers to ask: What research? Whose interests are served by this claim? Where did the studied intervention work? For whom? Under what conditions? How many participants were in the study? From what school contexts? How were data generated? What were the ethical considerations and how were these dealt with? How relevant is this to our context?

Dylan Wiliam has recently noted in a TES article that:

“classrooms are just too complicated for research ever to tell teachers what to do. Teachers need to know about research, to be sure, so that they can make smarter decisions about where to invest their time, but teachers, and school leaders need to become critical consumers of research – using research evidence where it is available and relevant, but also recognising that there are many things teachers need to make decisions about where there is no research evidence, and also realising that sometimes the research that is available may not be applicable in a particular context…. Evidence is important, of course, but what is more important is that we need to build teacher expertise and professionalism so that teachers can make better judgments about when, and how, to use research.”

I agree that teachers and school leaders need to become critical consumers of research. A number of us additionally participate in research degrees. While research can inform our decision making in classrooms and schools, the teaching profession is a profession of experts, who should be trusted to serve their students and respected for their expertise. Teachers can and should engage with research.

There are a number of ways via which schools can engage in research. I have written on this blog and in my upcoming book about what I call the ‘Research Report’ at my school. I introduced this Report in 2017 as one approach to developing a research culture in a school. It is a document that I regularly publish to the whole staff. This involves everyone—including administration and operations—in our core purpose of education. It illuminates current debates, incites corridor discussion about teaching, and provides bite-size, user-friendly resources for busy teachers and school leaders. I love getting bailed up by a member of the administration team, finance department, executive or teaching staff for a discussion about one of the references from the Report.

The Report is not a place for only long reads or complex academic papers, although these are included when relevant. Often, the research I share is easily accessible via links, and sometimes via podcasts and videos. The report is not a panacea or an echo chamber; I include controversial and sometimes conflicting resources to spark thinking and encourage dialogue.

My Research Report is one small attempt–among a suite of protocols, practices and collaborative structures–to engage staff with research findings, and with systematic and scientific ways of thinking. It is a cogitation and conversation starter, intended to develop a rich and robust professional culture.

While I began in 2017 with two reports per term, I found that this was too much for staff, so now each term I populate one Report that includes three Report sections with around three resources each. Foci are based around strategic priorities and/or current issues. For instance, to align with NAIDOC week, this term’s report included a section on intercultural understanding. I use PowerPoint to collate these together and publish ‘teaser’ quotes for each resource.

I have had some people ask me what these Research Reports look like, so below I have included an example slide deck with snippets of previous Reports. Let me know if it’s of use, or if your school does something similar.

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