Dear Bloggers: I have made some changes to the link-up rules based on some recent experiences. For most of my regular linkers, this is not an issue but as I am getting some newer people come on board, I have added some rules. Thank you. Denyse Whelan.

8/51 #LifeThisWeek. Telling My Story. Chapter Fourteen. 2001-2002.  16/2020.

The story behind Telling My Story is this: I began in May 2017 and then was diagnosed with cancer. I had a lengthy break and returned to the plan to keep on documenting my life, one blog post at a time. Here is the link to the page where they all are now. This too, like the post 2 weeks ago has been a mix of what I wrote back in 2018 over 4 weeks about the challenges and more of being a principal from 1998 – 2003. Today’s post has much of the second two years in it, and the next one, in a few weeks, will outline how challenging (read: hard and stressful) it was to leave the role I had loved. I also shared this as My Woman of Courage story here.

Onward: New Decade and Century. 2001.

This year started in a wonderful way. After one of the hottest, awful January days in Sydney in 2001 this young man became our 3rd grandchild and our first grandson. I wrote something about his birth here and this is a recent photo of US.

My year as a grandmother was very full-on and combined with my role as a principal somewhat precariously – only because I wanted to do both well. Sometime into 2001 I took leave every Wednesday to do a “grandma-daycare” at our place for this young man and his older sister because “I” felt like I needed to help with this kind of care as I had with granddaughter number one. I was trying “not to let school” into my life on those days but it was inevitable with phone calls and catching up the next day with the assistant principal that I acknowledged I could not do both well. Lucky for me my family understood and as already explained they had a great family day care setting to go to.

We were living at Glenwood. My husband was reasonably well but still faced health challenges after his second neck surgery to fuse his spine. He was now working in a high school full-time. Our adult son was living at home. Life was BUSY and my life was full-on. I do recall some minor socialisation happened for me when I might meet a friend for coffee. My educational leadership role was, for a conscientious and practical person like me, all consuming. Very hard to switch off.

We did try, when we could to attend events at school or pre-school for our grandchildren. I recall, taking a day’s half long service leave to attend this young one’s first Athletics Carnival.

My Day as a Principal Started and Ended Like This. Mostly.

I attempted to have a relaxed morning at home, eating my breakfast along with reading the front page of the paper before setting off for school. It was about 30-40 minutes drive and I had a ‘cut off’ point where I could ‘leave home’ behind and the reverse happened on my way home! I was usually the 2nd to arrive at school and generally the last to leave. I did try to leave before the cleaners locked up at 5.30 as much as I could.

I admit I did not self-care well. Sometimes because of the day itself I would not have eaten anything until on my way home. That is the way to ill-health so I took myself in hand, and with the office staff, we had lunch before the school lunch times and that ensured I “ate” better.

I cannot recall specifics of this year at the school as I guess one change lead to another. I do know I dealt with some major difficulties in terms of one parent who berated and threatened me because (I found out later) he hated women and teachers. He was going through a difficult separation from his teacher wife. Sadly my office and the school became the butt of his anger and I had to get an order for him not to enter school grounds. These things are not great for anyone.

As the only non-teaching executive staff member I often had to do much alone in terms of policy making and decisions based on the current school’s needs and demands. This does not mean I was not a team player! However, I was conscious of the fact that teaching executive had dual roles. Therefore I made fewer meeting times and hoped that would suffice for my care of their needs. It did not always play out that way and by the time I got to 2002 the challenges I faced to lead the school well increased.

What Was Different in 2002 School Year?

It was my fourth year as principal. There were many changes within the education system, via the NSW government policies of the day, and in schools themselves. Families may move on due to work changes, sometimes those families are not replaced by new ones so a school population can begin heading downwards.

School staff (teacher and executive staff) may need to take leave for reasons of: family needs, maternity and long service leave as well as sick leave.

The other change heralding 2002 was the need to upgrades of maintenance (big cost jobs) to the school as it was one that was first occupied in the 1940s. Back in 2002 it was up to the principal to make the contacts with contracted companies to get in suppliers who could quote for major works. Then the principal, with enough funds in the school account, could give a project a green light.

I was trained to teach but there I was, like all principals still, being a site manager and a financial manager as well as HR manager. Sigh.

Systemic Changes.

More and more, I noted, as did my principal colleagues that schools were being expected (rightly too) to ensure that Codes of Conduct for staff were not only understood and agreed upon by them but if behavioural issues arose, then the principal would be the first person to begin making an action plan when the code was violated.

There always had been the mandatory notification to the Department back then called Family and Community Services where if a child was deemed by a mandatory reporter (all school staff are) to be ‘at risk’ then a first notification was to be made by telephone. This saw me, often waiting for a person to answer, locked into a phone call because of issues which may look trivial on the outside but may be clues to more.

One such event could be repeatedly coming to school with no food. Other times it could be the child letting her/his teacher know that a parent may be unwell or even violent and it was never our role to investigate but we did need to reassure the child, then make the reports. Over the years I have sat in with a child in my role as a support person (if the child requested that from me) and it is heart-aching to be witness.

Our system, the N.S.W. Department of Education, was updating its role in terms of staff compliance and behaviour. This was nothing new and in fact teachers have had annual reviews in a conversation form for decades. Since I left teaching, this has become a joint venture between the schools and the overseeing body of school governance.

Returning to my principal days.

IF there was a reported incident told to me by a student, parent or staff member where a staff member’s behaviour (spoken, actions or in written form) was not within the Code of Conduct (signed off annually as part of mandatory training) then the principal had to act upon it.

I dealt with the Officers from the Conduct Unit first who listened to what had been reported to me and then I was given advice that it could be managed at school level (guess by whom?) or it could be escalated, with the staff member’s knowledge to a higher authority.

I had to do this on one occasion and the fallout for me came later. The temporary staff member who brought along a permanent staff member as a support person as the complaint was told to her from my account given to me was aghast at the inference.

In fact, there was nothing I had done wrong at all….but remember way back “your role will be to bring this school into the next century” comment by MY boss…this matter was a prime example of how staff thought they could still behave but it was not compliant with the Code of Conduct.

Executive Members of Staff  Were All On Leave.

Not at all related to the above in were two instances where my school staff allocation of experienced executive became diminished’. Apart from me, there were 3 other executive staff at the school by 2002: 2 Assistant Principals and 1 Executive Teacher. They all taught classes too.

The executive teacher was to have a baby and so went on maternity leave, the other, an assistant principal took extended long service leave both for the remainder of 2002 from early in the year.

But wait, there was one more. Yes, this one person who was an assistant principal ‘broke me’ in so many subtle then obvious ways.

And whilst I cannot say much, the continued leave based on medical certificates over and over did cause alarm for the parents of that class as it did me because the year had started well. As it was expected of him by me, this Assistant Principal would perform other executive duties (as do all teaching executive) this person refused and did not return after many months.

Oh, yes, one day there was a return, after hours to access my office and computer telling the only person on site, the cleaner, that “I” had given him permission. Following that, he was disciplined and placed in a different school.

How Did That Affect Me?

In some ways it was a relief but in many more, as we geared up for the mid-year reports, parent-teacher interviews and then Education  Week along with concerts and fund raisers, it was the beginning of my end.

Sadly I did not see it for some time.

I kept on working even harder.

Yes. I was doing the roles of the appointed executive who were on leave.

I know that I did have three teachers put their hands up to do the relieving roles but without the experience and knowledge beyond their classroom teaching, I was giving more and more of myself to duties that were not mine.

I was even writing reports for a class teacher with little experience. I will say now that I know I was over-doing things but I could see no way out. I was under pressure to perform well for the school’s sake and also to answer to my ‘bosses.’

My lovely boss actually retired at the end of Term One (sadly) and he was replaced by someone I knew well but was nothing like the people-person my old boss was.

 

Schools have a culture of their own.

I can now walk into a school and get a feeling of how things are. In my school, as Winter took hold I know that my mood was also one of worry and concern. That was for the school and its staffing into the next year.

When school populations decrease in the NSW public system, the principal will be asked to nominate a teacher to leave. In the majority of cases, teachers are very comfortable in their current school and rarely does anyone volunteer. So then it becomes a matter of ‘asking’ and ‘hoping’.

The staff were getting the idea that with the school’s drop in population, which occurred when the Special Needs unit was disbanded and there was a reduction of families moving to the area, that “I” had something to do with the reduction.

I was told this by telephone on the night (4th September 2002) I heard staff were arranging a delegation to my office the next day. They were going to tell me it was my manner with parents that was the cause.

This may have had one essence of truth after I was threatened by a violent father who I had to get removed from the grounds, but generally I had a supportive P&C and was a principal who was active and even did playground duty. But people like someone to blame. Of course, and that was me.

The Night Which Wounded My Career.

Before I go on, I was feeling emotions of overwhelm from the role. I remember with clarity coming back from yet another principals’ meeting where they was MORE that we needed to take responsibility for. I wondered how I could possibly manage more.

In the meantime, I became probably hyper vigilant after another meeting about my responsibilities for Work Health and Safety.

The school was OLD in many parts and I knew that there was much that did not comply, so I contacted my properties’ manager (the centralised one, not a personal one!) and for a fee, he came out and condemned or ok-ed parts I was concerned about. One such area was deemed so risky I had to tape it off before demolition and in doing so, incurred the wrath of the teachers who had been there forever. I could not take a trick.

I stood for what was right because that is who I am. I knew I needed to have a timeout but it happened to be an official one to attend a meeting for a day and then a personal one to accompany my husband to a vital medical appointment.

Two days away from school…..then I was rung the night before I was to return. Wednesday 4th September. One of my relieving Executive who I always thought was both compassionate and brave to rang to tell me that some staff were getting a delegation ready along with a Teachers Federation Organiser to meet with me to discuss their issues.

Initially I listened with interest and then with surprise/shock at what was apparently my fault: declining numbers, meaning one of them would be asked to transfer. Once I had talked (and been upset a bit) with her, I had successive phone calls from the remaining two relieving executive and it was then I said “I will be speaking to…(my boss) in the morning and will not be returning to school until I have”. They implored me not to but I had the sense not to act upon a threat like this.

I broke.

I broke down. I was ill. I couldn’t contact my boss: left a message that I would be going to my GP in the morning.

That would be the start of pretty horrible days but also some days of relief and release. Yet, nothing ever has helped me get over the fact that I loved being a principal but one day I never went back.

There was so much shame in me for that and it has almost all faded now some 17 years later. Lifeline: 13 11 14

Thank you for reading. At least I hope you did.

Denyse.

 

Next Chapter Will Be About The Outcome for Me Personally and Us Financially.

Link Up #177. Life This Week.

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Next Week’s weekly optional prompt is: 9/51 D: Day for Taking Stock #1. 2.3.2020