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It takes a village to bring up a child
- 1. Curtin University is a trademark of Curtin University of Technology CRICOS Provider Code 00301J Greg Ryan-Gadsden, General Manager (WA), The Smith Family 14/03/2014 It takes a village to bring up a child
- 2. Your logo1 Thank you! …..to bring up a child. How the village works together It takes a village (community)
- 3. 2 All this little hero needs is a chance.
- 4. CHARITY PRESENTATION – DECEMBER 20133 Australia’s hidden problem There are currently more than 638,000* children living in financial disadvantage. That’s 1 in 10 Australian children. *Source: Australian Bureau of Statistics (2013). Labour force status and other characteristics of families, June 2012. Alex is not alone
- 5. 4 The Smith Family mission Helping young Australians in need to get the most out of their education, so they can create better futures for themselves.
- 6. TSF Brand Brief5 • International evidence is emerging that strong school-community partnerships can contribute to a diverse range of outcomes including*: • improved academic performance and school attendance; reduced student behavioural problems; • increased parental confidence regarding their role in their child’s education; • increased community resources being available for the school; and • increased use of school facilities by the wider community *(e.g. McKinsey & Company, 2010 and Coalition for Community Schools, 2009) Why the village (community)?
- 7. 6 • Can/should the school do it all? • Leveraging services from the local community • Pooled resources • Different to school services • Sharing responsibility across the community • Schools released to focus on core work • Import different skill sets • Building sustainability Why the village (community)?
- 8. 7 • Towards one line budgets • Local merit selection • Increased public accountability e.g. NAPLAN, AEDI • Growth in expectation (community, parents, employers, Government) • Entrepreneurial, form external partnerships • Curriculum reform Changing role of the principal
- 9. 8 • Community School, • Extended Schools, • Full Service Schools, • Integrated service delivery • School hubs • Wrap around services, • Extended School/community hubs! What are we talking about?
- 10. 9 Key components of an extended school hub are: BEYOND CO-LOCATION WORKING TOGETHER DOING THINGS DIFFERENTLY COORDINATING SERVICES LOCAL DECISION-MAKING POOLING FUNDS What is a HUB?
- 11. 10 Current thinking Community Schools in Action: Lessons from a Decade of Practice, Edited by Joy G. Dryfoos, Jane Quinn and Carol Barkin, Oxford University Press, 2005.
- 12. 11 Extended school hub outcomes Literacy and numeracy Attendance Transition to training/university and employment Retention to Year 12 or equivalent
- 13. 12 The Hub model
- 14. 13 TSF roles and responsibilities • Appoint and support project staff • Facilitate consultation, planning, implementation • Broker services • Reporting to Executive Committee • Manage financial and statutory accountabilities • Resource and document meetings and outcomes • Manage communications and linkage to all stakeholders • Maintain stakeholder engagement and motivation • Facilitate data collection toward evaluation activities.
- 15. 14 Establishing an extended school Hub
- 16. 15 Timing Phase Duration Phase 1: Analysis and Consultation 6 – 9 months Phase 2: Planning 3 months Phase 3: Implementation 3 – 10 years Evaluation Ongoing
- 17. 16 Schools and partners Clayton View Primary School Middle Swan Primary School Swan View Primary School Swan View Senior High School Fogarty Foundation The Smith Family
- 19. 18 Themes • Literacy & Numeracy • Health • Life Skills • Emotional Intelligence • Parental Engagement • Transitions (home to school, primary to secondary, school to training/work) • Resources
- 20. 19 Benefits to date Collaboration (network principals) Engagement of community, parents, CCI etc Innovative ways of engaging parents Evidence led priorities Audit of local services Audit of school activities Placement of health services students Joint board/council meeting Partnerships with private schools Donations from business 3 principal promotions!!
- 21. 20 • Stable committed school leadership • Parent consultation and involvement • Clear planning with outcomes and targets • Fostering strong partnerships across community • High expectations and shared accountability • Community programs and services that suit this context • Extended hours and diverse service provision • Long-term diversified funding base • Integration with other community initiatives Key Success Factors of Extended School Hubs
- 22. 21 Kwinana Hub Corporate sector investment Interest in innovation Focus on early years Different way of working
- 23. 22 Any Questions
- 24. 23 Thank you!
Editor's Notes
- Evidence suggests that positive outcomes for students result from moving to integrated community school models /extended service school models
- Community School Outcomes Community schools ultimately aim to strengthen educational outcomes for students including increases in: Literacy and numeracy; Retention to Year 12; and Transition to tertiary and employment Though community consultation and analysis of the needs and assets of a given community a number of ‘intermediary outcomes’ are identified as the priority areas of activity. These then function as the stepping stones to achieving the higher level outcomes of literacy, numeracy improvement, year 12 retention and improved take up of tertiary education pathways. Intermediary outcomes could include increasing student engagement and parent involvement with the school, providing a broad range of learning and development opportunities programs aimed at literacy and numeracy, or experiential learning opportunities. The evidence suggests that the move to more integrated community-school models has been associated with a range of positive outcomes, not just for students but for teachers, parents and the community as a whole. Armed with a more detailed knowledge of the challenges a community faces in achieving improved educational outcomes for students, a project may choose to employ a range of strategies to contribute to identified outcomes and objectives. These might include: Possible strategies: Extending the opening hours of the school both across the day, the week and the year; Extending school services to parents, families and the local community; Out-posting services on school grounds such as welfare services, health and dental services; Attracting local corporate support and volunteers; and Development of an after school program that compliments the school’s academic goals and matches the curriculum timetable.
- The Lead agency The ultimate aim of the community school model is to bring together a range of community partners to contribute to the achievement of the stated outcomes and objectives of a project. Existing resources and networks from the local area are leveraged in order to extend the range of services provided from a school to its student population and the wider community. The Smith Family proposes a community school model that incorporates a lead agency approach in order to achieve this outcome. The lead agency model - supported by International best practice[1] - requires The Smith Family to coordinate with key stakeholders, partners and/or existing committees in the school region and surrounding areas to enhance local strategies, forge new networks and partnerships (as required) and leverage community and school assets to achieve project outcomes. A Lead agency – in this case, The Smith Family - acts as the intermediary between the partnering community and government agencies, businesses and health services and the school itself, reducing the burden of partnership development and management on the school