A place for curiosity.
A purpose beyond novelty.
My vision for the Centre for Innovation and Research is a professional community where inquiry is part of how people work together. I imagine a place where a question from a girl can become a conversation among teachers, where research helps us look more closely, and where what we discover leads to thoughtful changes in learning and wellbeing.
I would approach this work with respect for PLC’s educational heritage, Christian ethos and commitment to an inclusive culture. Integrity, Empathy, Courage, Delight and Service would be more than a set of words: they would shape how we listen, how we treat one another and how we judge the value of an innovation. Academic ambition and care should strengthen each other.
Learn with girls, not only about them
I would want the Centre’s questions to begin close to girls’ experience. What helps a girl feel known? Which feedback moves her learning forward? When does challenge build confidence, and when does she need a different kind of support? Girls should help shape these questions, contribute to educational design and hear what we learn from their involvement.
Across early learning to Year 12, participation would need to reflect age, development and context. Listening might look like observation and conversation in early learning, or collaborative inquiry with older students. A coherent College-wide approach should connect learning, care and wellbeing without assuming that the same practice suits every stage.
Make teacher expertise the engine of inquiry
The Centre should belong to the everyday work of the College, not sit apart from it. I would work alongside Heads of School, the Head of Teaching and Learning and the Director of Teacher Practice to connect contemporary research with what teachers notice in their classrooms. A useful inquiry begins with a real question, a manageable change and time to examine what happened.
Coaching would help create the professional trust this work needs. I would seek to build an ongoing cycle of inquiry, practice, feedback and reflection, with support that recognises different career stages. Teachers should have room to question an approach, share uncertainty and learn from one another without every experiment becoming another demand on their time.
Hold human potential at the centre of digital learning
My interest in digital learning began long before generative AI. Building my first webpage at Yogyakarta International School in 1999 gave me a sense of the connections technology could make possible. I still feel that curiosity and awe. I also care deeply about the relationships, presence and independent thinking that make learning human.
At PLC, I would work with staff to develop an educationally grounded approach to digital learning and AI. The question would not be whether a tool is impressive, but what a girl can understand, create or explain independently after using it. Carefully bounded trials could investigate feedback, creativity or student agency, with privacy, safety, accessibility, academic integrity and wellbeing considered before use. Girls and staff would need the confidence to question these tools as well as use them.
Where I would begin
01Listen and establish the foundations
I would begin with girls, teachers, families and College leaders: listening to what is already strong and where inquiry could help. With the Principal and Executive, I would clarify the Centre’s purpose, responsibilities and ways of working, and agree on resource priorities with the Head of Business and Finance.
02Choose a small number of shared inquiries
Together, we could identify a focused research agenda, protect time for coaching and agree on ethical processes, including appropriate consent, assent and research review. Each inquiry would have a clear question, an evidence plan and a review point before it began.
03Evaluate before extending
I would bring findings back to girls and colleagues, report progress to the Executive and Council, and decide together what to refine, stop or extend. Partnerships and programs should grow from demonstrated educational value and sustainable use of people, time and resources.
What meaningful impact would look like
I would judge the Centre by what changes for girls and the adults who work with them. That means looking at learning and progress alongside belonging, wellbeing, agency and the ability to think independently. For staff, it means greater confidence, stronger collaboration and evidence that professional learning is changing practice, without unsustainable workload.
Numbers would matter, but they would not tell the whole story. Student work, girls’ explanations, teacher observations and family perspectives would help us understand both improvement and unintended effects. I would want us to be able to explain not only what we tried, but what we learned and what we chose to do differently.
The ambition is not simply to build a Centre. It is to make curiosity, connection and careful inquiry part of the life of the College—in service of who girls are becoming.
My proposed vision, informed by PLC Melbourne’s supplied position description for Head of the Centre for Innovation and Research. This is not an official College strategy or a statement of appointment.
Read my PLC responses