Osborne

Primary School

Annual Report

2018

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Table of Contents

Principal’s report 3

School Board Report 4

P&C Report 5

Independent Public School (IPS) verification 6

• Leadership 7

• Relationships and Partnerships 8

Enrolment Profile 9

Attendance 10

• Student Mental Health & Wellbeing 11

• Learning Environment 12

• Teaching Quality 13

• Student Achievement and Progress 15

• Use of Resources 21

Surveys 24

Photo Gallery 26

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PRINCIPAL’S REPORT

LINDA GRIFFIN

CONTEXT

The Osborne environment is complex. Our ICSEA (Index of Community

Socio Economic Advantage is 1032 and the complexity rating(3). Our near

43% student transiency rate and 70% multicultural community added to

local complexity requires us to measure our students success not only by

national standardised assessments but with a range of assessments and

support structures shared further in this report. Our excellent teachers

access ongoing professional development, ensuring the quality of our

students successful development.

2018 was a challenging and rewarding year with the school transitioning

into a new era of leadership and responding to local demographic trends.

We started the year with a reduced student population and committed to

split classes across the school. Stabilising and growing student numbers

became a high priority.

In 2018 we reviewed Literacy and Numeracy practices with whole school

commitment to assessment and moderation practices. A strategic

professional development plan for staff for the next business plan was

developed. Staff and education assistants were trained in Sounds Write

which has replaced our Jolly Phonics program in Early Childhood.

At the beginning of the year long tenure staff reflected on the

incremental increase of challenging behaviour enrolment students in our

catchment. A focus on both student and mental wellbeing became a

research focus to affect and drive change in the school’s impending 2019-

2021 Business Plan. An overview of this is shared in this report.

The 2019-2021 business plan was developed and endorsed by the board

midyear, which we seamlessly responded to owing to the collective

involvement in the process.

Our highly successful Independent Public School Review was a testimony

to the professionalism of staff and the superb community who partner in

the success of our students. The IPS verification comments is the essence

of this document.3

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OSBORNE PARENTS & CITIZENS (P&C)

Osborne P&C has continued to develop as an inclusive and dedicated

of parents focused on supporting OPS in supporting quality education

through activities and purchasing equipment to enhance the learning

environment.

Our team consists of a small and dedicated core of parents who offer

their strengths, knowledge and energy towards the fundraising

activities.

The following activities have been subsidised by the P&C:

• Chaplain

• Edu dance

• Purchase of 200 chairs

• Hat subsidy

In/Excursions subsidies ensuring 100% participation by all classes

Confidential discretion fund at the principal’s disposal for students

need

It is with sadness that we farewelled our 2017/8 Treasure Brian

Burnell. Brian passed away early January 2019. His expertise in

bookkeeping and meeting protocols contributed greatly to the re-

establishment of our P&C which was near collapse. He will be greatly

missed.

SARAH AITKEN & MINETTE WYCOCO

P&C President 2018

Amanda Dyson(secretary) Sarah Aitken(President 2016/7/ Minette Wycoco

(President 2018)

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‘A community that nurtures children to

strive to achieve their

personal best.’

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ENROLMENT TRENDS

We started 2018 having to make the decision of having split

classes/heterogeneous groups across the school owing to the

distribution of student numbers. Teachers are highly skilled in

accommodating the range of student needs across a classroom and

therefore the impact was largely on the planning and knowledge around

curriculum for teachers, rather than on the students. The school is

aware that parents tend to prefer ‘straight year groups’ and we

endeavour to do so but student population and the population

distribution dictates our decisions in this area.

Strategically we have managed to grow our numbers through the intake

of international students. The trend throughout 2018 was an increase

of Bhutanese students with parents studying locally.

By the end of 2018 we had managed to grow the student population

from 215 to 228 with precarious numbers in kindergarten. The slow

down in local economy may have contributed to this.

The school works closely with Nollamara Intensive English Centre and

international students who are not assessed as competent at Stage 3 on

the EAL/D Progress Map (English as an Additional Language or Dialect)

are referred to the Intensive English Centre with the option of

returning at a later date.

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ATTENDANCE

In a small school absenteeism can impact attendance percentages highly.

At Osborne we track students closely with a pre-emptive approach. We

develop relationships with families to understand the underlying causes of

absenteeism and attempt to support where we are able. We work with

the Department of Child Protection when we become aware of

circumstances that may place the student at risk. The NMERO Regional

School Engagement Team supports us in the tracking of students. Regular

contact and home visits supports our attendance policy.

Please read our Attendance policy on our website to understand our

process.

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In 2018 we had a comprehensive overview and

self-reflection around the interconnectedness of

behaviour management, the SAER portfolio,

pastoral care and classroom engagement. The

role of the parent as partner and the support of

external agencies as stakeholders in this critical

area supported the considerations in developing

our policy for student mental wellbeing.

Our level three teacher, Peta Cashion was

identified to lead this portfolio in a school with a

strong distributed leadership model. The

preliminary work to identify the needs and a

timeline was established in the latter half of 2018.

Actions for the 2019-2021 business plan were

outlined with a timeline and the above diagram is

a framework and timeline for actions.

STUDENT MENTAL HEALTH & WELLBEING

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The demographic trend in our area is tabled below. While the school has an

average ICSEA (Index of Community Socio-Economic Advantage, the

bracketed (3) indicates a complex environment and the transiency rate at

the school is an identifier of even further complexity. This information

means that while the school participates in NAPLAN we can only use our

stable cohort data for analysis.

Our stable cohort in both year 3 and 5 evidence good measured growth,

and all students below benchmark are identified and well supported

through a range of support mechanisms tailored to their needs. See our

support services overview diagram

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Osborne Primary SchoolFinancial Summary 2018

Cash Position as at:

Bank Balance $ 145,991.07

Made up of: $ -

1 General Fund Balance $ 64,212.59 2 Deductible Gift Funds $ - 3 Trust Funds $ - 4 Asset Replacement Reserves $ 83,069.15 5 Suspense Accounts $ 310.35 6 Cash Advances $ - 7 Tax Position -$ 1,601.02

Total Bank Balance $ 145,991.07

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Osborne Primary SchoolFinancial Summary 2018

Expenditure - Cash and Salary Budget Actual

1 Administration $ 19,793.00 $ 13,773.53

2 Lease Payments $ - $ -

3 Utilities, Facilities and Maintenance $ 87,068.00 $ 77,624.81

4 Buildings, Property and Equipment $ 41,660.00 $ 41,660.07

5 Curriculum and Student Services $ 150,656.31 $ 118,395.84

6 Professional Development $ 25,500.00 $ 14,181.19

7 Transfer to Reserve $ 35,000.00 $ 35,000.00

8 Other Expenditure $ 2,054.69 $ 1,399.09

9 Payment to CO, Regional Office and Other Schools $ 15,452.00 $ 15,362.00

10 Residential Operations $ - $ -

11 Residential Boarding Fees to CO (Ag Colleges only) $ - $ -

12 Farm Operations (Ag and Farm Schools only) $ - $ -

13 Farm Revenue to CO (Ag and Farm Schools only) $ - $ -

14 Camp School Fees to CO (Camp Schools only) $ - $ -

Total Goods and Services Expenditure $ 377,184.00 $ 317,396.53

Total Forecast Salary Expenditure $ - $ -

Total Expenditure $ 377,184.00 $ 317,396.53

Cash Budget Variance $ 73.66 22

RESOURCESAn ongoing process of reflection for improvement

With the introduction of Qkr! and Passtab.

Passtab ensures effective signing in an out processes with labels and is

considered part of the workforce taking pressure off our Administration

staff.

Qkr! is an efficient payment system.

Flexibuzz has increased digital efficiency in communication

Monique Sperring

OPS Corporate Business

Manager

Suzanne Bate

Administration Officer

Librarian

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The school is invested in improving the individual student behaviours

that impact the culture of our environment and the professional morale

of our teachers. This is a priority focus area. Professional performance

management that is transparent in its objective of successful students

drives and a well supported staff is addressing part of the survey results.

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Volunteers morning tea

Our families mainly come

from South East Asia

Student councillors with Matthew

O’Keeffe, board member leading

the ANZAC ceremony

Welcoming new friends to our

school

Sports Day

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Constable Care

Partnerships with Balcatta Senior High School

Professor Maths 27

Engaged and Inspired Learning

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We prioritise human over physical resourcing and our

classes. Mrs Bezant is one of our outstanding

education assistants working alongside teachers in the

classroom

Bookweek Messy mud day

Dressups

Building cross- cultural friendships

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Yr 2 artwork – Native Fauna & Flora

Our values• Respect

• Honesty

• Do your personal best

• Resilience

• Responsibility

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Innovative classroom environment

Introducing our families to education in Australia

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Inspiring teachers

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Fostering a strong sense of belonging at Osborne Primary School

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Assemblies that showcase our learning

Supporting the training of pre-service teachers in partnership with ECU

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This annual report

is in honour of our well respected

P&C Treasurer, Brian Burnell (2017 – 2018)

Local intake area

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