LOGAN TOGETHER INTEGRATED GOVERNANCE MEETING AGENDA G:\PVC-Head_Logan_Campus\Logan Together\Governance\Leadership Table\2019\June 2019\LT Integrated Governance_Agenda_June 2019_LT Leadership Team.docx SECRETARIATS: Jen Kyriacou (e) [email protected](ph) 3382 1163 Logan Together Leadership Table Ellen Ferris (e) [email protected]Logan Together Action Group LT Backbone Team Project Administrative Support (e) [email protected]and [email protected]MEETING DATE MEETING VENUE Thursday 13 th June 2019 Meadowbrook Conference Room, Griffith University Logan Campus, University Drive, Meadowbrook TIME ITEM NO ITEM TITLE OPENING SESSION 9-9.30am Coffee and informal meet and greet 9.30-9.35am Acknowledgment of Yugambeh and Jagera people, sorry business and welcome and introductions 9.35-9.40am Introduction of Co-Chair TIME ITEM NO ITEM TITLE ITEM DESCRIPTION WHO FORMAT Logan Together Leadership Table Logan Together Action Group Community Leadership Group Government Network Logan Together Backbone Governance and/or Team NOTES/ATTACHMENTS 1 REVIEW PREVIOUS ACTIONS/DECISIONS 9.40-9.45am 1.1 Minutes and actions from previous meeting Table and approve minutes and review actions Matthew Cox Update Endorsement No Meeting Action Required No Meeting Action Required No Meeting Action Required No Meeting Action Required Attachment 1: Meeting Minutes 2 STRATEGIC DISCUSSION ITEMS 9.45-10.45am 2.1 Logan Together Integrated Governance Model Finalising collaboration arrangements including membership Matthew Cox Margaret Allison Discussion Feedback and Decision Feedback and Decision No Meeting Action Required No Meeting Action Required No Meeting Action Required Attachment 2: Presentation and Governance Diagram 2.2 Logan Together Live Register Project status – draft to be updated with current information Matthew Cox Update Review Review No Meeting Action Required No Meeting Action Required No Meeting Action Required Attachment 3: Live Register MORNING TEA BREAK 3 PROJECT UPDATES 7.1 Project Working Groups Review current Projects Status and prioritise Discussion No Meeting Action Required Decision No Meeting Action Required No Meeting Action Required Develop project documentation 10.55-11.15am 7.2 Going to Kindy and Enrol in Prep Evaluations Project Evaluation Report to be tabled Belinda Brown Presentation Endorsement Review recommendations and discuss findings No Meeting Action Required Submit Report to Department of Education (Completed) Integrate recommendations into existing Projects Attachment 4: Going to Kindy and Enrol in Prep Evaluation Report 7.3 Workforce Development Initiative Project status Table Report No Meeting Action Required Review No Meeting Action Required No Meeting Action Required No Meeting Action Required 4 INFORMATION SHARING & GENERAL BUSINESS 11.15-11.20am 8.1 Warril Yari-Go Requests Protocol Protocols and process for seeking advice and decisions Matthew Cox Update Disseminate to home organisations Disseminate to home organisations No Meeting Action Required No Meeting Action Required No Meeting Action Required 11.20-11.30am 8.2 Logan Together Events Calendar Schedule of events to be hosted in the next 12 months Sharon Worboys Presentation Feedback Feedback Feedback No Meeting Action Required No Meeting Action Required 8.3 LLA, CfC, Early Years Networks Committee/Network updates Multiple Update No Meeting Action Required Disseminate to home organisations No Meeting Action Required No Meeting Action Required No Meeting Action Required
Transcript
LOGAN TOGETHER INTEGRATED GOVERNANCE MEETING AGENDA
Thursday 13th June 2019 Meadowbrook Conference Room, Griffith University Logan Campus, University Drive, Meadowbrook
TIME ITEM
NO ITEM TITLE
OPENING SESSION 9-9.30am Coffee and informal meet and greet 9.30-9.35am Acknowledgment of Yugambeh and Jagera people, sorry business and welcome and introductions 9.35-9.40am Introduction of Co-Chair
TIME ITEM
NO ITEM TITLE ITEM DESCRIPTION WHO FORMAT Logan Together
Leadership Table Logan Together Action
Group Community
Leadership Group Government Network Logan Together
Backbone Governance and/or Team
NOTES/ATTACHMENTS
1 REVIEW PREVIOUS ACTIONS/DECISIONS 9.40-9.45am 1.1 Minutes and actions
from previous meeting Table and approve minutes and review actions
Matthew Cox Update Endorsement No Meeting Action Required
No Meeting Action Required
No Meeting Action Required
No Meeting Action Required
Attachment 1: Meeting Minutes
2 STRATEGIC DISCUSSION ITEMS 9.45-10.45am 2.1 Logan Together
Integrated Governance Model
Finalising collaboration arrangements including membership
Matthew Cox Margaret
Allison
Discussion Feedback and Decision
Feedback and Decision
No Meeting Action Required
No Meeting Action Required
No Meeting Action Required
Attachment 2: Presentation and Governance Diagram
2.2 Logan Together Live Register
Project status – draft to be updated with current information
Matthew Cox Update Review Review No Meeting Action Required
No Meeting Action Required
No Meeting Action Required
Attachment 3: Live Register
MORNING TEA BREAK 3 PROJECT UPDATES 7.1 Project Working Groups
Review current Projects Status and prioritise
Discussion No Meeting Action Required
Decision No Meeting Action Required
No Meeting Action Required
Develop project documentation
10.55-11.15am 7.2 Going to Kindy and Enrol in Prep Evaluations
Project Evaluation Report to be tabled
Belinda Brown Presentation Endorsement Review recommendations
and discuss findings
No Meeting Action Required
Submit Report to Department of
Education (Completed)
Integrate recommendations
into existing Projects
Attachment 4: Going to Kindy and Enrol in Prep Evaluation Report
7.3 Workforce Development Initiative
Project status Table Report
No Meeting Action Required
Review No Meeting Action Required
No Meeting Action Required
No Meeting Action Required
4 INFORMATION SHARING & GENERAL BUSINESS 11.15-11.20am 8.1 Warril Yari-Go Requests
Protocol Protocols and process for seeking advice and decisions
Matthew Cox Update Disseminate to home organisations
Disseminate to home organisations
No Meeting Action Required
No Meeting Action Required
No Meeting Action Required
11.20-11.30am 8.2 Logan Together Events Calendar
Schedule of events to be hosted in the next 12 months
Sharon Worboys
Presentation Feedback Feedback Feedback No Meeting Action Required
No Meeting Action Required
8.3 LLA, CfC, Early Years Networks
Committee/Network updates Multiple Update No Meeting Action Required
Joint Logan together LEADERSHIP TABLE / action group meeting Thursday 16th may 2019 L07 3.06, Griffith University Logan Campus, University Drive, Meadowbrook 9:30-11.30 am Attendance: Note membership list attached to these minutes Apologies: Jody Taylor-Robinson, Louise Litchfield, Leith Sterling (Proxy Felicia Dingle), David Crompton, Craig Kennedy (Proxy Wendy Kastelein), Jacinta Powell, Lisa Ward (Proxy Anna Saldovere), Donna Shkalla (Proxy Melanie Houghton), Roger Marshall 1. Welcome and Introductions Margaret Allison, Chair, welcomed everyone to the May joint meeting of Logan Together Leadership Table (LT) and Action Group, and noted apologies, proxies and guests. 2. Minutes and Actions The minutes from the April meeting were confirmed. Matthew Cox noted item 51 is on hold, and action number 52 is in progress. 3. Under 8’s Week - Update Sharon Worboys (Backbone Team) presented on the activities planned by the Logan Together partners for Under 8’s Week (w/b 20th May). The mission is to deliver quality, free education sessions to Logan parents and children in popular, busy community spaces across the week. Three major shopping centres and five branches of McDonalds will host and promote sessions, facilitated by early education experts and educators from across Logan. More than 30 sessions across the week are planned. It is hoped these sessions will facilitate connection with local families who would not access services and familiarise them with services in the area, demonstrate activities which promote early learning which can be replicated at home, promote the Early Years and Logan Together brands, and encourage conversations with early educators about enrolling in kindy and prep.
4. Finalising Collaboration arrangements: Leadership Table and the Logan Together Action Group
Matthew Cox tabled the draft Logan Together Collaboration Model for discussion. Consultation has been undertaken with individuals and groups through this process and we are confident we have a more purposeful set of arrangements, the key elements of which are demonstrated in this diagram. Some are still to be established. The question posed to the membership is, does this make sense and do you understand where you fit in? Discussion ensued between the members. It was noted that the mechanisms and connections between the groups requires some thought, including reporting and decision-making flow. Where are the decisions owned and the level of autonomy and interdependency? It was suggested reviewing the different Terms of Reference to ascertain where the synergies are to ensure they are reflected in all sets to prevent silos. Some further work will be done regarding processes, connection and decision making for decision at the June meeting. In terms of the Board, it is anticipated there will be opportunities for stakeholders to become members of the company and in turn, elect the board. It was suggested regular joint meetings of the Leadership Table and Action Group are scheduled.
5. Brisbane South PHN Tracey Button from Brisbane South PHN was welcomed to the meeting to provide an update on BSPHN health projects. The first project is a review of the developmental screening training and support including PEDS and referral pathways. The purpose of this project is to stop and look at what is currently happening with training around universal development screening – what’s worked, what hasn’t worked and consult with ECEC and parents to look at what is happening. It was noted some of the enablers in this current process include opportunity for discussion with parents and parents voicing concerns, capacity building for parents in understanding the reason for PEDS, access to allied health, training (PEDS), support through following assessment steps, early intervention and developmental monitoring. Barriers noted in the process include family participation, parents not identifying concerns, parent perception of stigma, update of recommendations by parents, referral pathways point of contact for program queries, time and training. Concern was raised regarding the focus being put on the parents within these barriers, when it should be noted there are numerous issues with families accessing support through GP’s, the referral pathways and access to early intervention.
The second project is the Eagleby/Waterford ECEC pilot projects. Brisbane South PHN is working in collaboration with Education Queensland, Children’s Health Queensland, Metro South Health and Logan Together on a project with twelve Eagleby and Waterford ECECs, focusing on a targeted child health response for children 2.5-3.5 years and their families. Child Health nurses are visiting the centres providing a 2.5 and 3 year health checks and if there are any developmental concerns they will be referred to the GP. Additionally, allied health will be visiting the ECEC in the short term to provide some assessment and intervention. It was suggested consideration be made as to whether the ECEC’s involved in the pilot have met minimal standards of quality. Members of the Logan Together Action Group left the meeting. 6. Leadership Table – culturally inclusive processes John Davis, Stronger Smarter Institute, was welcomed to the meeting. John provided an overview of the Stronger Smarter Institute. Discussion ensued between the members and John as to what changes could be made to the Leadership Table meeting to ensure they are culturally inclusive. Suggestions included opening the meetings with yarn first to connect members, creating ways of tuning into each other before the meeting, self-reflection by members on our understanding of our history and suffering of our Aboriginal and Torres Strait islander community. After discussion, it was decided John Davis will attend meetings to observe how things are currently operating, provide advice and mentorship to the table members. 7. Leadership Table – Future nuts and bolts Matthew Cox provided an overview of the current membership of the Leadership Table for consideration. Discussion ensued on the current membership, with the suggestion that the purpose of the Leadership Table will have bearing on the membership, together with the mechanisms between the groups (as previously discussed). Suggested items for further exploration include possibility of co-chairs (including First Nations co-chair), community representatives, government representatives. In terms of the relationship between the Leadership Table and the Board, Matthew suggested the roles of the Board are:
• Strategic Planning • Safety mission and vision; • Legal and financial accountability; • Select and oversight CEO; • Support Backbone to achieve its role
In turn the suggested key roles of the Leadership Table include: • Agenda setting, planning, prioritising; • Leadership and setting culture; • Collaboration and accountability; • Two-way connection with Logan people; • Enabling change.
Further to this the roles that are interlinked, represented as follows:
• Ensures appropriate functioning of Leadership Table in its agenda setting task
• Ensures Backbone fit for purpose and resourced to deliver Roadmap
• Oversees Backbone Operational Plan • Plans ahead to ensure Roadmap and the
Movement can be delivered.
• Develops Roadmap • Agrees priorities for collaboration • Brings opportunities to table • Taps networks to make things happen • Planning and strategy (shared with
Backbone Team and Board) • Identifying and reducing duplications /
targeting effort / filling gaps
Safeguarding mission and vision Leadership and setting culture
• Is ultimately responsible for fostering the Movement … is funded to do so
• Ensuring the structures, processes, ethos, purpose is maintained
• Translating the ChangeFest statement • Maintain focus on Logan Together
objectives • Holding the way of working together • Building a culture within own
organisations: committing to change within organisations
• Being creative Further discussions will be held at the June meeting with regard to the purpose of the Leadership Table, mechanisms of connection between the groups and membership
The next meeting will be held on 13th June. The meeting closed at 11.35am
Membership
Margaret Allison Chair [email protected] Allison McClean Waterford West State
51 13/9/18 Request Logan employment initiatives to attend to brief the CSLT in the future.
On Hold
52 14/04/19 Backbone Team to call a meeting with Yarrabilba stakeholders to synchronise workplans.
Backbone Team In progress
Decision Register Decision Number
Date made
Decision
1 11/03/16 Accept the Terms of Reference as a working document. 2 11/03/16 To allow for additional proxy members as long as they are fully briefed
prior to attending the meeting. 3 13/05/16 A long-term Roadmap to be delivered at the end of 2016 4 10/06/16 The Leadership Table endorsed the statement of project priorities as
reflecting the Table’s views. 5 12/08/16 The Leadership Table endorsed the Maternity Continuity of Care proposal
in principal, subject to the detailed written proposal being finalised with stakeholders.
6 14/10/16 The Leadership Table endorsed the concept proposal for the Early detection and support for developmental vulnerabilities project and supports further development of the project.
7 14/10/16 The Leadership Table endorsed the Multidisciplinary support for Early Childhood Centres project proposal in principal and supports progress towards the development of a co-designed model of delivery
8 11/11/16 Leadership Table endorsed progressing the following 3 focus projects arising from Project 11 (Early Detection and Support) for further development:
● the development of transdisciplinary support teams to work across early childhood services in several priority districts in the city
● the integration of public education messaging and activities relating to child health support as part of a wider Logan Together community engagement and mobilisation campaign
● the development of tools and processes to support better joined up clinical pathways.
9 09/12/16 The Leadership Table provided concept approval for the Ensuring Logan
P-2 children have adequate nutrition to learn and grow project for further development, subject to an explicit community co-design component to the project.
10 10/2/17 The 0-8 Community Partners project received concept approval subject to more work being done to resolve the two issues raised and subject to a further presentation on the campaign design by Red Suit.
11 10/3/17 The Young Parents Under 19 project received concept approval 12 10/3/17 School neighbourhoods were agreed as the basis for geographic
segmentation of the city. 13 17/6/17 The Early Childhood Education and Transdisciplinary Support concept
was endorsed for further development, noting the various points of feedback, most particularly the need to resolve how health supports are provided into the model and how the model will link to the introduction of the NDIS. The proposal should come back to the Leadership Table for further review as it develops.
14 14/07/17 The Early Years Campaign concept was endorsed. The Cross Sector Leadership Table will act as strategic oversight for the concept. Additionally a project group will be formed including community and marketing personnel from Logan Together community partners to further the concept.
15 08/09/17 The Community Connection and Engagement Strategy (Draft 2.2) was endorsed.
16 08/09/17 Cross Sector Leadership Table meetings to be rescheduled to Thursdays for the first half of 2018 on trial.
17 10/11/17 Phase one implementation of the Community Connection & Engagement Strategy, within the current Logan Together budget, was adopted. The Director has been tasked with finding additional funds to expand Stage 1.
18 8/12/17 The Logan Together Project Status Update is adopted by the CSLT as a reporting tool to be tabled quarterly.
19 8/2/18 Strategic Projects being undertaken by Logan Together to be expanded to now include Community Gateways.
20 13/09/18 Jobs for Families project to sit idle with no further action at this point in time.
21 14/02/19 1. The Leadership Table adopt and implement the vision and principles embedded in the ChangeFest 2018 Statement for the practices, policies and projects in Logan Together.
2. The member agencies of the Leadership Table commit to: a. Taking the ChangeFest 2018 Statement back to their Boards
or governing bodies with a view to adopting it and translating it to action.
b. Making other organisations in their networks aware of the ChangeFest 2018 Statement, and its importance to their services and operations, and engage them to also commit to its vision and principles.
3.
The Leadership Table –finalising arrangements
Today
Confirming purpose and scope
Future membership mix of Leadership Table
Proxies, meeting format, frequency
The relationship with Logan Child Friendly Community Ltd – Board
Processes underpinning collaboration structures
Purpose
Be the peak collaborative body of the Logan Together movement.
Embody the collective impact way of working: put outcomes for kids and families at the centre, co-design action and then prioritise resources and effort in a coordinated way to get things done.
1. Leadership and setting the culture• Translating the ChangeFest statement• Maintain focus on Logan Together objectives• Holding the way of working together• Building a culture within own organisations: committing to change
within organisations• Being creative
2. Enabling change• Creating an authorising environment• Enabling through resourcing, decisions and commitments
3. Collaboration and accountability• Promoting accountability for project delivery and method (eg
appropriate consultation)• Taking priorities back to organisations to action• Monitor our shared progress (oversighting MEL plan)• Power of relationships• Listening to each other
4. Agenda setting, planning and prioritising• Agenda setting for the Movement• Prioritising• Planning and strategy (shared with Backbone Team and
Board)• Identifying and reducing duplications / targeting effort /
filling gaps
5. Two way connection with Logan and Logan people• Connection back and forward with the community• A safe place for voices to be heard (may need to slow things down
sometimes)• A place to look through different cultural lenses• Bring expertise about Logan to the table
What the Leadership Table does …. and doesn’t do
Does Doesn’t
Maintain the overall Logan Together vision and planning to deliver it. Own the Roadmap as our shared plan for making change.
Dictate the strategy of individual organisations – although we hope partners will reflect their commitment in their own ways.
Bring community, Government, NGOs and business (in the future !) together to make solutions
Think all the answers – or all the responsibility - lies with one stakeholder group.
Bring partners together to work collaboratively, agree shared projects and commit effort and resources out of goodwill.
Contractually bind organisations or people to action nor take financial, legal or delivery responsibility for strategies and actions – that remains with individual partners.
Track progress towards our shared aims and develop a shared sense of responsibility for making progress.
Blame people or organisations for not achieving specific objectives.
Focus on the connections between projects and the gaps and amplify the successes of individual partners.
Take responsibility for or direct the work of individual projects or partners -that’s the role of partner organisations, project groups and / or the Logan Together Action Group.
Set directions and expectations of what the Backbone Team must act on to power the collaboration.
Govern or monitor the performance of the Backbone Team in meeting the Leadership Table’s expectations. Those accountabilities lie with the Board of LCFC Ltd.
Find or align resources to achieve shared purposes and create an authorising environment that allows teams to take action.
Hold a budget, control others’ budgets, direct others’ employees.
Represent and advocate for joint positions built by consensus Claim to represent the views of individual members or organisations or speak on behalf of those organisations or members.
Put kids and families at the centre and use design thinking and co-design processes to work out the best solutions
Put organisational needs first and push these on families or partners.
What does it mean when the Leadership Table makes a decision or endorses a project ?
It means the Leadership Table has reached a consensus position on an issue or supports a particular course of action – such as delivery of a particular service model.
This means partners agree the course of action is worthwhile and have voluntarily committed to put in effort, align resourcesor advocate for the issue.
Partners are accountable to each other as part of the collaboration to undertake the actions they have committed to.
Some important questions ….
Does a decision by the Leadership Table bind organisations to actions or $$ ?
No.
Organisations commit to action on a voluntary basis. All the governance, finance, risk, legal and human resources responsibilities remain with partners and are governed in the way acceptable to those partners.
Partners are, however, accountable to each other to live out the commitments they have made to progress a particular course of action.
Some important questions ….
What power does the Leadership Table have ?
The Leadership Table has little formal power, but substantial informal power, status and influence
It derives its power and influence from having great ideas, having a whole-of-community view, having strong relationships between the right people and from the personal commitment and capabilities of its members.
Additionally, many of its members do have formal power and will voluntarily use that power to advance the shared agenda of the Leadership Table.
Some important questions ….
What is the use of the Leadership Table if it doesn’t make binding decisions, have a budget or deliver projects?
Well …… it achieves things through influence, shared accountability, good ideas and the power of networking.
That’s why we said it has important roles in things like:
• Coherent planning at the whole-of-city level• Accountability - within a collaborative framework• Advocacy and influence• Creativity• Relationships
Routines
Annual Which would look like ….
Review the Roadmap and progress against high level outcomes Annual review process and consideration of Results Scorecard
Prioritise strategies for the year ahead and identify gaps or emerging issues Annual planning process
Review wider collaboration arrangements to ensure fitness for purpose Annual review process
Participate in ongoing evaluation activity Participation in MEL program
Several times a year
Engage Government networks to translate on the ground imperatives to policy and funding responses.
Joint meetings and delegations to translate Leadership Table priorities into Government planning.
Engage Citizen Leadership Groups to gain detailed understanding of their priorities Joint meetings to hear perspectives and priorities and plan for the future
Engage with Contact Group of key allies and supporters Special meeting(s) to keep key contacts up to date.
Regularly
Initiate projects that will deliver the Roadmap and review their progress Discussion to agree projects and commit effort and resources to develop them. Partners to present periodically as projects develop.
Link other projects into the Roadmap and shape and align them for greatest impact.
Receive briefings from project owners and work with them to make connections and adaptations to align with Roadmap.
Nourish professional and personal relationships Structured and unstructured networking and relationship building activities.
Be exposed to new thinking, case studies and successes from elsewhere relevant to achievement of the Roadmap
Guest speakers, presentations and professional learning experiences.
Membership
Criteria for membership
Leadership and setting the culture • Believe in what we are trying to achieve together• Be prepared to invest personal time and energy and influence own networks / organisations to get things done• Champion collaborative work, be prepared to put the community first and organisation second, hold the way
of working together and challenge others
Enabling change • Have the ability to create an authorising environment in your organisation or network - or to influence it• Have the ability to direct resources and make commitments – or to influence them• Have personal influence, connections or powerful knowledge, insights and relationships
Collaboration and accountability • Be prepared to make commitments and be accountable for them• Have the ability to take priorities back to organisations or networks and get action• Invest in relationship building and the collaborative culture of the Leadership Table
Agenda setting, planning and prioritising • Be interested in strategic thinking and whole-of-community perspectives• Have the ability to compromise and put the shared agenda in front of personal or organisational agendas
2 way connection with Logan and Logan people • Be from the community and / or have deep connection with the community• Bring a cultural lens or local expertise to joint discussions• Be prepared to give equal value to community and context experts
Current membership: Chair + 22 active “official” members Choices and options: 8+8+8 ?
Chair (1) Margaret Allison* Co-chairs (+1)
Community representatives (4) Angela Tui Samoa (Logan Together)Aunty Faith Green (Gunya Meta & Warril Yari Go)Karen Dawson Sinclair (Logan Together)Michael Jacobs (KENG + Mens networks)
University / academic (2) Geoff Woolcock (USQ)*Linda O’Brien (Griffith)*
Local Government (1) Nick McGuire (LCC)
Queensland Government (4) Erin Earle (Dept of Child Safety, Youth and Women)Craig Kennedy (Children’s Health Qld)Michelle Wellington (Metro South Health)John Norfolk (Education Queensland)
Dept of Communities (Qld Government) (+1)
?? Fewer reps but with link to established
cross-government group ??
Commonwealth Government (3) Rep (Dept of Social Services)Jody Taylor-Robinson (Department of Human Services)Louise Litchfield (BSPHN)
* Denotes LCFC Ltd Board Member
?? Fewer reps but with link to established
cross-government group ??
Other matters
Proxies • No
Observers • Yes
A “contact group” …. Friends of Logan Together • Key contacts and supporters who can’t sit on the Leadership Table, but we can stay in close contact with –come along 1-2 times per year.
Meeting format • Adopt culturally inclusive processes• 2 Hours ? 2.5 hours ? 3 hours ?• Move venues around the City
Frequency • Monthly ?• 10 meetings a year – no January or December meetings ?• Bi-monthly ?
The Leadership Table and
the Board of Logan Child Friendly Community Ltd
Board
Leadership Table
Backbone Team
Relationship between Leadership Table and Board of LCFC Ltd
Board
Safeguard mission &
vision
Legal & financial
accountability
Select & oversight
CEO
Support Backbone to achieve
its role
Strategic planning
What is the Board of Logan Child Friendly Community Ltd ?
A new company established to employ the Backbone team and work with partners to deliver Logan Together
• Receive and manage funding• Employ backbone team • Take on legal and financial
accountability• Key roles
Leadership Table
Agenda setting,
planning, prioritising
Collaboration and
accountability
2 way connection with Logan
people
Enabling change
Leadership and setting
culture
Creativity, energy, momentum
Peak collaborative body for Logan Together movement
Brings together partners from community, sector, Government and business.
• Ensures appropriate functioning of Leadership Table in its agenda setting task
• Ensures Backbone fit for purpose and resourced to deliver Roadmap
• Oversees Backbone Operational Plan• Plans ahead to ensure Roadmap and the
Movement can be delivered.
• Develops Roadmap• Agrees priorities for collaboration• Brings opportunities to table• Taps networks to make things happen• Planning and strategy (shared with Backbone
Team and Board)• Identifying and reducing duplications / targeting
effort / filling gaps
Safeguarding mission and vision Leadership and setting culture
• Is ultimately responsible for fostering the Movement … is funded to do so
• Ensuring the structures, processes, ethos, purpose is maintained
• Translating the ChangeFest statement• Maintain focus on Logan Together objectives• Holding the way of working together• Building a culture within own organisations:
committing to change within organisations• Being creative
Future questions about the Board and the Leadership Table ……
A skills-based board is important. But several questions remain:
• Should there continue to be an overlap in membership ?
• Should Leadership Table members be Members of the company ?
• How do different perspectives of Leadership Table and Board get resolved when they occur ?
Decision and issue escalation processes
Single integrated agenda and project register across all the collaboration structures
Jen Kyriacou
How do I get something on the Leadership Table agenda ? Referral from another collaboration bodyOrDirect via Jen Kyriacou
How do I get something on the Logan Together Action Group Agenda ? Referral from another collaboration bodyOrDirect via Ellen Ferris
How do I get something on the Warril Yari Go or other community leadership group agenda ?
Referral from another collaboration bodyOrDirect via Jen Kyriacou
Setting up a project Anyone can set up a project, but ….
If you want collaboration – go to LT Action Group
If you want resources, commitment, influence – go to Leadership Table
Engaging Government partners and their resources Leadership Table will develop structured links into Government networks and decision making
Making decisions Decisions by consensus, accountability is to each other for commitments made.
Resourcing effort Resources are voluntarily committed by partnersLeadership Table can agree to advocate / use influence to secure resources.Leadership Table / Board direct Backbone Team effort
LOGAN TOGETHER COLLABORATION MODEL
The Backbone Team’s role is to serve partners across the Movement and support collaboration through these structures. Maintaining the shared agenda and communicating progress are important. The Board of Logan Child Friendly Community Ltd is the employer of the Backbone Team and has legal and financial responsibilities. The Board is responsible to Funders for mission delivery and connects with the Leadership Table to safeguard the mission and values of the Movement.
Logan Together
Child Friendly Ltd Board
Logan Together Backbone
Team
COMMUNITY LEADERSHIP
GROUPS Warril Yari Go
Pasifika Maori
CALD Parent Network
LOGAN TOGETHER LEADERSHIP TABLE
GOVERNMENT NETWORKS
LT Movement
Partners
Local
State
Federal
LOGAN TOGETHER ACTION GROUP
LLA
Logan Beenleigh
LLA
Browns Plains
Communities for Children
Family Support
Collective
Project Working Groups
Project Working Groups
Enabling reform of policy, service procurement and direct service delivery
∼ Resourcing ∼ Data and insights ∼ Skills and capability
Providing strategic leadership and setting culture ∼ Enabling change ∼ Collaboration and accountability ∼ Agenda setting, planning and prioritising ∼ Two way connection with Logan and Logan people ∼ Creativity, energy and collective momentum
Ensuring community voice and leadership ∼ Leadership within the community ∼ Engagement and co-design – two way
information flow ∼ Direction setting and prioritisation ∼ Collaboration on Projects
Serving as an important operational coordination and collaboration mechanism Logan Together Action Group …
∼ Will inform and be informed by the Logan Together Leadership Table ∼ Assist and support the establishment and oversight of project working groups ∼ Commit cultural and systemic change ∼ Drive the shared Logan Together and “Supporting Families, Changing Futures”
child protection reform agenda and its associated governance structure.
The Local Level Alliance (LLA) is a multi-agency network of community service providers established as part of the Family and Child Connect (FaCC) Initiative. The main purpose of these LLA’s is to improve local access to high quality services for families to help them safely care for their children.
The Browns Plains LLA has a strong place-based focus on the western suburbs of Logan City. It identifies priority issues for local families and organises responses to those issues.
Communities for Children (CFC) supports integrated and prevention based responses to improve child wellbeing and development, safety and family functioning; and to help build stronger, more resilient families and communities. C4C decisions are made by a broadly based committee. Project
Working Groups
Project Working Groups
A case conferencing forum to improve access to appropriate and timely support for vulnerable families and ensures families are actively engaged in, and given the opportunity to lead the process of determining appropriate supports. It also collects and communicates information about significant barriers to, and gaps in, the provision.
LCFC Ltd Board ∼ Safeguards mission and values ∼ Legal and financial accountability ∼ Select and oversight CEO ∼ Support Backbone to achieve its role ∼ Strategic planning
Kindy Conversations Campaign Review
National and international research shows the importance of attendance at high quality kindergarten for successful achievement and lifelong learning. Based on data from the Australian Early Development Census, children who attend high quality kindergarten programs are also more likely to transition to school effectively, and were found in an Australian study to perform better on NAPLAN tests (Warren and Haisken – De New, 2013).
According to baseline information in 2016, 44.7% of Logan children do not attend kindergarten (Australian Bureau of Statistics). Logan also has areas of underutilisation of kindergarten, particularly from children from Aboriginal and Torres Strait Islander, Pasifika and other culturally and linguistically diverse backgrounds. Logan Together’s goal, is to see 1200 more children enrolled in kindy each year. More Logan children enrolled in kindergarten will be a significant step forward in reducing developmental vulnerability and breaking the cycle of disadvantage that exists for many of these children.
The Kindy Conversations campaign, which launched in November 2017, is part of a broader program of work by Logan Together to deliver on its kindy commitment. It aligns with the Logan community’s Roadmap for Change - “On track at five” life stage to increase the attendance of Logan children at high quality kindergarten. Kindy Conversations is a behaviour change campaign that uses a series of animated and informative resources, to increase awareness amongst parents/caregivers of the importance of kindergarten, improve kindergarten attendance rates, and assist parents/caregivers to navigate the enrolment process.
Purpose and scope
The Kindy Conversations campaign was briefly evaluated by Clear Horizons Consulting, as part of the Logan Together Progress Report in November 2018, and some pleasing early results were observed. The report highlighted evidence of early instances of impact resulting from the campaign, including but not limited to small-scale instances of kindy enrolments, changes in practices for service providers and strengthened networks.
The information provided in the progress report provides a sound case for continued investment in the Kindy Conversations campaign. However, as recommended in the report, further data collection, measurement and evaluation of impact are needed. Logan Together has undertaken additional enquiries to add to this picture of progress, identify any emerging needs, gaps and priorities, and to determine any improvements that may be needed to the campaign going forward. These enquiries examined year 1 of the campaign (which officially launched in Nov-2017), and the first four months of year 2 (Dec-2018 to Mar-2018). They focus on the key campaign resource – the Family Kindy Guide and training in the use of the guide. The cinema commercials promoting the importance of kindergarten were not examined.
Methodology
A face-to-face survey was administered to service providers using the Family Kindy Guide to facilitate conversations
with parents/caregivers to gauge provider’s overall opinions on the campaign, campaign processes and outcomes.
The survey contained a Likert Scale that presented service providers with a series of closed ended questions and
pre-populated answer choices. A number of open-ended questions were also presented to service providers to
elicit richer information and a more detailed understanding of the issues.
A document-scan of the Logan Together Progress Report and Most Significant Change Stories prepared by Clear
Horizon Consulting was also completed.
Sample size A total of 16 service providers were invited to participate in the survey/interview with 6 taking up this offer. The service providers included ParentsNext workers, a Community Hub Leader, Family Worker, and a Child Health Nurse.
Key Findings
• There was evidence from multiple providers that Kindy Conversations led to parents/caregivers enrolling their children in kindergarten, however exact numbers are not able to be quantified due to data gathering limitations.
• Kindy Conversations has helped to improve parental/caregiver knowledge of the importance of kindergarten, kindergarten enrolment processes and the differences between kindy and other forms of care. However some parents/caregivers are still confused about the later.
• The Family Kindy Guide has enabled parents/caregivers to make informed decisions about their child’s care, and according to some service providers, has empowered and improved parental/caregiver confidence as a result.
• One service provider also reported the guide helped to improve their knowledge of different types of kindergarten programs and quality issues.
• The Family Kindy Guide and Kindy Helps Children Get Ready For Big School poster currently do not adequately reflect the ability levels and circumstances of children with additional needs and their families.
• The Family Kindy Guide is content heavy, which has limited its use with refugee and asylum seeker families, and other families with language and literacy difficulties.
• Both the Family Kindy Guide and the Kindy Conversations training were rated highly by all service providers.
• The campaign has not been as well supported operationally in Year 2 and has been slower to progress as a result.
• The visibility and reach of the campaign have been limited by a focus on facilitated Kindy Conversations between parents/caregivers and service providers. Many families do not access services and often its these families we need to reach the most. At the same time, embedding Kindy Conversations in the work of service providers is needed to sustain the approach long term, and to ensure kindy promotion continues beyond the life of the campaign.
• There is a lack of reliable data on the number of facilitated Kindy Conversations undertaken to date, and the number of kindergarten enrolments that have resulted from those conversations. There is also an absence of supporting processes to enable efficient and timely collection of this data.
Limitations
Enquiry results are limited by the small sample size and the absence of parents/care givers from the sample. Attempts were made to identify parents/caregivers who would be willing to share their experiences of the campaign, however this was unsuccessful. For this reason it has not been possible to assess the benefits of the campaign from the perspectives of families. The lack of data on the campaign’s impact and reach is another limitation that has implications for evaluation more broadly.
Key Recommendations
1. The visibility and reach of the campaign are increased to maximise its impact and to give the campaign the best chance of achieving citywide change.
2. Campaign distribution is to occur via multiple avenues and methods (rather than provider facilitated conversations alone) and also targets families who don’t access services. Promotional opportunities at natural meeting places such as shopping centres, sporting events and local parks are maximised, and use of video marketing on social media platforms is explored.
3. A strategy is implemented to grow the pool of “Kindy Advocates” who can promote kindy in the community. The use of volunteers including parents/caregivers (peers) and students on prac is recommended.
4. Campaign activities commence early in the year prior to commencement for the greatest effect.
5. Consideration is given to using a Kindy Ambassador (preferably a local legend) to give the campaign greater prominence and put a relatable face to the campaign – one that parents/caregivers connect with.
6. In addition to the Family Kindy Guide, quick campaign tools/resources are developed and circulated more broadly to promote key kindy messages “on the go”.
7. Campaign resources are adapted and/or new resources are developed, that are more inclusive of children with additional needs, refugee and asylum seeker families and other families with language and literacy difficulties.
8. The information in the guide on the Child Care Package is reviewed, and if necessary adapted, or a supplementary resource is developed, to help families better understand kindergarten costs, and how they can increase the number of hours of subsidised care they can access.
9. A monitoring and evaluation strategy is developed for the campaign and supporting processes and relationships for data collection are established. Arrangements are negotiated with kindergarten providers to obtain key data and information for evaluation purposes at the point of enrolment, to improve accuracy and efficiency of data collection.
Enrol for Prep Campaign Evaluation
Starting school is a major milestone in a child’s life and can be both an exciting and stressful time for families. Supporting children to prepare for this new chapter, and to make a smooth transition to school, will help them to adjust to their new environment more easily, and is linked to a range of positive outcomes for children.
In recent years, some Logan schools have expressed concern about the number of children who are not starting Prep on time, for reasons that are largely avoidable. In some cases, parents were enrolling late and not meeting administrative requirements, resulting in delays for some children. Financial barriers also meant that some parents were unable to obtain a birth certificate to prove their child’s eligibility for Prep, which also resulted in delays.
Enrol for Prep is a multi-year parent awareness campaign that was initiated in early 2017, in response to these concerns. It provides parent friendly information and resources to parents of Prep age children on how to enrol and prepare for school, to help reduce delays and give children a positive start to their schooling. The campaign aligns with the Logan community’s Roadmap for Change – On Track at Five life stage to support children to successfully transition to school.
Purpose and scope
With the Enrol for Prep campaign due to enter its third year, a formal evaluation has been undertaken to measure the campaign’s progress and impact, and to decide whether to continue (and, if needed, modify) the campaign moving forward. The evaluation builds upon an initial review of the campaign by Clear Horizon Consulting as part of the Logan Together Progress Report in Nov 2018. It includes years one and two of the campaign and was most interested in understanding if the campaign has contributed to improved parental awareness of enrolment requirements and changes in the enrolment behaviours of parents. A key question was: did the campaign result in more parents enrolling their children in Prep earlier and fewer parents enrolling after day eight of the new school year1.
Methodology
A mixed method approach using quantitative and qualitative data collection and analysis was adopted for the evaluation. Sources included:
• Data obtained from schools on enrolments and other measures
• A Likert scale survey and qualitative interviews with school officials
• Face to face and online parent polls A complete data set including baseline information and data for year one and year two of the campaign was available for four schools in Logan: Burrowes State School, Woodridge State School, Marsden State School and St Francis College Crestmead. Twelve schools provided data for the 2018/2019 enrolment period and six schools participated in the survey and qualitative interviews. A total of 65 parents participated in the parent polls.
Key Findings
• Over the campaign period all schools for which we had a complete data set had an overall increase in the number of families enrolling in Prep in the year prior to commencement.
• Three of the four schools (Burrowes State School, Woodridge State School and St Francis College) had a decrease in enrolments received after day eight of the new school year.
• The number of families who did not have a birth certificate at enrolment also decreased at three of the schools - Marsden State School, St Francis College and Burrowes State School.
• We cannot attribute these results solely to the campaign, as schools have also implemented initiatives to promote early enrolments.
1 Most school staffing (teaching and non-teaching) is allocated on the basis of enrolments as at the eighth day of the school year. Schools can also receive additional state funded
staff for students with special needs.
• There were mixed results for Logan schools in the 2018/2019 enrolment period. For six schools, enrolments received prior to the year of commencement accounted for 90% or more of total enrolments, and for 11 schools enrolments received after day eight of the new school year accounted for 5% or less of total enrolments. However, late enrolments were significant at several schools including School A which received 56% of its total enrolments in the new school year, and School B which received 30% of total enrolments in the new school year. A third school (School C) provided anecdotal information that they were still receiving “an influx of enrolments in the new school year, up to and after day eight”.
• In the 2018/2019 enrolment period there were 101 Prep children across 12 schools who did not have a birth certificate at enrolment, and 369 children who did not have a transition statement upon commencement.
• There are also many schools in Logan for which we have little or no data and as such the extent of enrolment and other related issues at these schools is not known at this time.
• Of the 65 parents who participated in the polls, 18 had seen the Enrol for Prep campaign materials. Several parents indicated they were not aware of the four-year-old health checks or that they needed their child’s birth certificate to enrol to prep, until they saw the Enrol for Prep postcard. Other parents said they particularly liked the We Are Ready For Big School poster and how it outlined the skills their child should have or be trying to acquire before starting school.
• In year two, campaign materials were distributed late in the year and distribution channels were scaled back, reducing the campaign’s reach and impact that year. This is consistent with the findings from the parent polls.
• Five out of six school officials interviewed said they were most concerned about the growing number of Prep children with oral language delays at school entry. One school said that 1/3 of its Prep children this year have articulation and language delays, and another reported that some of its students have delays of up to two years. The 2018 Australian Early Development Census indicates that the number of children who are developmentally vulnerable on the Communication domain, has increased slightly in the following areas - Berrinba, Browns Plains, Cornubia, Forestdale, Hillcrest, Kingston, and Logan Holm.
Limitations
A complete data set was available for only four schools in Logan, preventing a broader assessment of impact across the city.
Parental self-reports were limited to awareness of the campaign and as such self-reported impacts of the campaign could not be obtained.
Recommendations
1. The Enrol for Prep campaign is extended for a third year with some adaptions and evaluated again in 2020 to determine its future. A targeted approach is adopted moving forward that monitors and responds to hotspots and changing trends rather than the use of broad brushed tactics.
2. Distribution channels are extended to reach families who are not accessing services prior to school and those living in social housing. There is a greater campaign presence at natural meeting places as well as on-line, and greater sharing of responsibility for campaign distribution across Logan Together partners.
3. The campaign commences earlier in the preceding school year to be most impactful and to take into account that schools are commencing the enrolment process earlier – in some cases the start of term two (May).
4. Logan Together works with the identified schools (A, B & C) to put a response in place to address late enrolments, and, obtains a better understanding of the extent of the problem at schools for which we have little or no data.
5. The campaign is not confined to prep enrolment processes and has stronger focus on supporting positive transitions to school at the community level – ensuring it adds value to existing efforts by partners. A response
is also explored to address delays in children’s oral language at school entry.
6. Time is invested in building relationships with schools and other partners (old and new), to support campaign distribution and monitoring and evaluation efforts. Maintaining energy and buy-in is critical to ensure the campaign does not lose momentum and to achieve real and lasting results.
7. Supporting processes for data collection, monitoring and evaluation are established, which maximise opportunities at the point of enrolment, while be mindful of the administrative burden on schools.
