creating a whole school approach to information and digital literacies
TRANSCRIPT
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Strategy into Action
Creating a whole school approach to information and digital literacies
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Purpose and Outcomes
To examine the critical elements of strategic planning in developing information and digitally literate students across the curriculum.
To identify the unique position of the teacher librarian in the process of strategic planning in a whole school context.
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New Learning Environments
Learning preferences have changed dramatically due to instant electronic information sources (Herring, 2011).
Critical thinking behaviours of information literacy and digital literacy are essential for students to effectively find, understand, use and evaluate all information sources for learning (Abilock, 2004).
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Strategic Operations
Working strategically involves setting direction and translating strategies into goals and action whilst aligning people and resources to achieve that strategy (Davies, 2003).
Strategic planning requires being receptive to new information and responding and adapting accordingly (Davies & Davies, 2005).
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The Strategic Planning Cycle: Information and Digital Literacies
(Adapted from Davies, 2003)
1. Conceptualisation
2. People Interaction and Development
3. Articulation4. Implementation
5. Evaluation
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The Cycle Explained1. Developing a new vision for information and
digital teaching and learning.2. Strategic conversations build participation
and motivation.3. Facilitate strategic focus verbally and
through documentation.4. Actioning and aligning strategies with
appropriate timelines.5. Reviewing outcomes of new strategies for
information and digital literacy learning .
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Results of Effective Strategic Planning (Outcomes???)
School – sustainability of process and strategically opportunistic (Davies, 2003)
Teachers – teach creative, critical thinking and lifelong learning skills using the tools of technology
Students – deeper learning and sustained performance through digital and information literacies (Davies and Davies, 2005).
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Awakening-Teacher Librarians Planning for Change
Connected to all stakeholders, the teacher librarian is uniquely positioned to lead dialogue to;
Identify existing information and digital literacy teaching practices and understandings.
Create a school vision and translate this into achievable goals.
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Implementation-Teacher Librarians Responding to Needs
Professional knowledge and expertise empowers the teacher librarian to;
Develop flexible long term organisational strategies and timelines for collaborative planning and teaching .
Foster the implementation of information and digital curriculum perspectives and critical thinking.
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Ongoing Support-Teacher Librarians Sustaining Commitment
Teacher librarians as visionary, proactive leaders maintain the impetuous for change by;
Providing ongoing professional development.
Working collegially and communicating effectively (Balnaves, 1996) with stakeholders to illustrate the benefits of student information and digital literacy acquisition.
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Review-Teacher Librarians Evaluating the
Strategic Plan
The capacity to absorb and adapt the flow of knowledge (Davies and Davies, 2005) allows the teacher librarian to review success by;
Communicating with stakeholders
Re-shaping strategy as required
Entering a new cycle of planning
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Teacher Librarians Unique Position in Literacies
Having a deep understanding of curriculum they are able to make recommendations to staff.
They provide guidance and resourcing in information and digital literacies to implement the whole school curriculum effectively (Wizenreid, 2010).
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Importance of the Teacher Librarian in Planning for Literacy
They awaken, envision and re-architecture the planning and change process; implementing information and digital literacies across the curriculum.
They are easily accessible and knowledgeable to ‘lead from the middle’ (Winzenreid, 2010).
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Teacher LibrarianStrategic Leader
Attributes
Organised
Cooperative
Motivational
Innovative
Behaviours
Works collaboratively
Stimulates conversation
Incorporates all stakeholders
Considers new perspectives
Recognising the TL as an asset is VITAL
Utilising their capabilities to deliver the school’s goals is ESSENTIAL.
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