悉尼西北部的克雷斯特伍德高中（Crestwood High）去年达成了公立非选拔性学校中的突出成就，其学生HSC平均分达到80分，跻身公立非选拔性学校前10强。[1]在按band 6成绩排名的年度HSC结果中，该校位列第23。[1]
该校成功的关键在于多层次的教学改革。学校邀请优秀毕业生分享学习经验，教师之间共享成功的教学方法，并从7年级开始逐步构建课程框架。[1]同样取得进展的还有麦夸里湖高中（Lake Macquarie High），在2023年至2025年期间平均分提升了10个百分点。[1]该校学生人数从不到250人增长到明年将超过500人。[1]
新南威尔士州教育部执行主任詹妮弗·巴克汉姆博士表示，这些学校的做法体现了集体合作精神。她指出："这不是竞争；他们分享资源，他们是一个团队，学生相互分享知识，将其视为集体努力。"[1]学校改革的重点并非追求高分学生，而是帮助那些曾认为自己无法获得HSC的学生——他们通常获得band 2和3分数的学生。[1]
Crestwood High School in northwestern Sydney has emerged as a model for elevating academic outcomes across all student cohorts, achieving an average HSC score of 80 and securing a place among the top 10 public non-selective schools [1]. The school's success stems from strategic initiatives including hosting former graduates to share study techniques, fostering knowledge exchange among educators about effective teaching methods, and building curriculum progressively from Year 7 onward [1].
Lake Macquarie High School has demonstrated comparable progress, lifting its average score by 10 percentage points between 2023 and 2025 [1]. The school's student population has grown significantly from fewer than 250 to over 500 expected enrollments next year [1]. These improvements reflect a broader commitment to professional development and teacher participation in HSC marking processes [1].
Rather than prioritizing band 6 achievement, these schools have concentrated their efforts on supporting students who believe themselves incapable of securing an HSC, typically those scoring in bands 2 and 3 [1]. Dr Jennifer Buckingham, Executive Director of NSW Education, characterised the collaborative approach among schools, stating: "This is not competition; they share resources, they are a team, students share knowledge with each other, seeing it as a collective effort" [1]. Lake Macquarie High's principal Brendan Maher transitioned to teaching in 1999 following redundancy from the closure of the Newcastle BHP steelworks [1].