When there is a strong vision and plan for a school, which has been discussed and negotiated with the school community and actively embraced by the staff,  all staff are able to proceed in their roles with confidence. When this process is led by the Principal who encourages teacher leadership at all levels, having and using this school plan is very important in providing the structures and scaffolds necessary for the freedom entrusted to staff.

Oberg (2006, p.13) suggests that the Principal’s contributions in terms of ” vision building, evolutionary planning, empowering others, resource mobilization, and problem coping and monitoring” are critical in implementing change in schools. Having the support of the Principal, and through her/him the school plan means that the investment of money, time, effort, resources, planning,  and collaborating must have a real pay off in terms of student learning.

For the teacher librarian to have the support of the Principal means that the work done in and through the Library programmes is visible, validated and contributes to the learning outcomes of the whole school.The Principal’s expectations evidenced in the support (in various forms including time for collaborating, focus, prominence of information literacy programs) offers the TL (teacher librarian) opportunities to affect learning in many areas across the school:

• students
• classrooms
• Teacher Professional Learning
• resourcing
• committees
• special interest groups – both Teacher or Student